Updated 20 August 2025
Date of Assessment: 21 August 2025 to 14 October 2025. We conducted this assessment as a result of concerns shared with the Care Quality Commission. We assessed all quality statements across the safe, effective, caring, responsive and well-led key questions.
The Tredegar Practice is a GP provider that delivers a service to 6,033 patients under a contract held with NHS England. The service is part of Bow Health primary care network (PCN) in the Bow West area of Tower Hamlets. The National General Practice Profiles states that 53.93% people are white, 29.48% are Asian, 7.21% are Black, 6.12% Mixed and 3.25% Other. Information published by the Office for Health Improvement and Disparities shows that deprivation within the practice population group is in the 4th decile (4 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.
SAFE: The service had a good learning culture and people could raise concerns. Managers investigated incidents thoroughly. People were protected and kept safe. Staff understood and managed risks. Facilities and equipment were clean, well-maintained, and met service needs. There were enough staff with the right skills, qualifications and experience. However, managers had not always made sure staff had received training or annual appraisals to support high-quality care. Consistency in the monitoring of people’s medicines was needed to make sure blood tests were carried out prior to a review or prescription being issued.
EFFECTIVE: Staff ensured care and treatment was evidence-based and aligned with best practice. They worked collaboratively across agencies to support positive outcomes and smooth transitions of patients moving between services. People were involved in assessments of their needs. Staff reviewed assessments taking account of people’s communication, personal and health needs. Staff made sure people understood their care and treatment to enable them to give informed consent. Staff involved those important to people and took decisions in people’s best interests where they did not have capacity.
CARING: People were treated with kindness and compassion. Staff protected their privacy and dignity. They treated them as individuals and supported their preferences. People had choice in their care and treatment. The service supported staff wellbeing.
RESPONSIVE: People were involved in decisions about their care. The service provided information people could understand. They knew how to give feedback and trusted the service to act on it. Feedback was actively sought and welcomed from people and communities and was used to drive service improvements. The service was easy to access and worked to eliminate discrimination. The service worked to reduce health and care inequalities through training and feedback. People were involved in planning their care and understood options around choosing to withdraw or not receive care.
WELL-LED: Leaders and staff had a shared vision and culture based on listening, learning and trust. Leaders were visible, knowledgeable and supportive, helping staff develop in their roles. Staff felt supported to give feedback and were treated equally, free from bullying or harassment. Staff understood their roles and responsibilities. Managers engaged with the local community to improve care and welcomed innovation. Governance processes were mostly well-established, with accessible policies and procedures. However, some areas of medicines management needed strengthening to ensure the safe delivery of care and treatment.