The Tile House Partnership

Letter from the Chief Inspector of General Practice

We carried out an announced comprehensive inspection at Tile House Partnership on 08 December 2015. Overall the practice is rated as good.

• Our key findings across all the areas we inspected were as follows:
• Staff were aware of the procedures in place to raise concerns and report safety incidents and significant events and were encouraged to do so. They were analysed and areas for improvement identified and cascaded to staff working at the practice.
• All staff had received safeguarding training and understood the various types of abuse that could take place. Safeguarding concerns were discussed at staff meetings and information was available to support staff.
• Medicines alerts were received and acted upon by the GPs at the practice and discussed at clinical meetings. Audits took place to identify all patients affected by the alerts.
• The practice had a recruitment process and followed it when employing new staff. All relevant documentation was obtained prior to confirming employment, interviews took place and a role specific induction was in place.
• Patients on high risk medicines were subject to regular review and monitoring. Repeat prescriptions were reviewed at appropriate intervals. Regular medicines audits were carried out.
• Patients said they were treated with compassion, dignity and respect and they were involved in decisions about their care and treatment. Patient confidentiality was a practice priority.
• Staff were aware of relevant legislation in relation to consent including the Mental Capacity Act 2005 and Gillick competency.
• Clinical performance was monitored regularly and performance against targets was high and had been consistently maintained over the last two years. All staff understood their roles and were involved in achieving healthcare objectives.
• Data available to us, feedback on CQC comment cards and information received from the patients we spoke with reflected that patients were satisfied with the services provided.
• The practice had a clear vision and had identified the objectives of the practice. This was being discussed with staff and they felt informed.
• There was visible leadership and staff felt included and valued. There was a no blame culture and an ethos of continuous improvement.

Professor Steve Field (CBE FRCP FFPH FRCGP) 

Chief Inspector of General Practice