During an assessment under our new approach
Date of Assessment: 20 October 2025 to 05 November 2025 Whiteacres Medical Centre is a GP practice and delivers service to approximately 12,000 patients under a contract held with NHS England. Information published by Office for Health Improvement and Disparities shows deprivation within the practice population group is in the 7th decile (7 of 10). The lower the decile, the more deprived the practice population is relative to others. This assessment considered the demographics of the people using the service, the context the service was working within and how this impacted service delivery. Where relevant, further commentary is provided in the quality statements section of this report. This was a comprehensive inspection completed due to the age of the previous rating.
Leaders ensured safe, high-quality care through a strong learning culture where concerns could be raised openly. Incidents were investigated thoroughly, and lessons were shared with staff. People’s safety was maintained by well-trained staff who managed risks effectively. Facilities and equipment were clean, well-maintained, and met people’s needs, with any risks mitigated promptly. Leaders supported staff with regular training and appraisals, while medicines were managed safely and people were involved in decisions about changes to their treatment.
People were actively involved in assessments of their needs. Staff reviewed these assessments, considering individuals’ communication, personal, and health requirements. Care was delivered in line with the latest evidence and best practice. Staff worked collaboratively with all agencies involved in people’s care to achieve the best outcomes and ensure smooth transitions between services. They made sure people understood their care and treatment, enabling them to give informed consent. Where individuals lacked capacity, staff involved those important to them when making decisions in their best interests.
People were treated with kindness and compassion, with staff ensuring their privacy and dignity. They respected individuals’ preferences and supported personal choices in care and treatment. The service also promoted staff wellbeing, helping to create a positive and supportive environment for both staff and those receiving care.
People were actively involved in planning and making decisions about their care. The service provided clear, accessible information and ensured people understood their options, including the choice to withdraw or decline care. The service was easy to access, worked to eliminate discrimination, and promoted fair and equal treatment. Feedback processes were transparent, and people felt confident their views were taken seriously and acted upon. Through training and feedback, the service aimed to reduce health and care inequalities.
Leaders and staff shared a clear vision based on listening, learning, and trust. Leaders were visible and approachable, offering guidance which helped staff grow in their roles. Staff provided feedback and were treated fairly, free from bullying or harassment. Roles and responsibilities were well understood, ensuring consistency. Managers actively engaged with the local community to deliver high-quality care and welcomed innovative approaches. A strong culture of continuous improvement ensured staff had the time and resources to experiment and implement new ideas.