During an assessment under our new approach
Date of Assessment: 13 April to 17 June 2026.
Lincolnshire and District Medical Services Limited (LADMS) is an independent healthcare provider who provides a number of healthcare services, which includes the provision of general practice enhanced hours appointments. We focused this assessment on the enhanced hours service LADMS provide. We had not inspected this service before.
LADMS provide enhanced hours access appointments on weekday evenings and weekends at five locations within East Lincolnshire. The service is contracted through the Meridian Primary Care Network (PCN). Practices in the Meridian PCN includeEast Lindsey Medical Group,James Street Family Practice,Tasburgh Lodge Surgery, andMarsh Medical Practice. Together the practices work together to improve the health and wellbeing of over 30,000 people in Louth, Woodhall Spa, Tetford, North Somercotes and Manby.
Appointments were provided at Woldside Unit at Louth County Hospital on Wednesday evenings from 6.30pm to 8pm and Saturdays from 9.am to 5pm.
The service had a good learning culture and people could raise concerns. Managers investigated incidents thoroughly. However, learning outcomes were not always shared within the team. Staff did not always understand and manage risks.
The facilities and equipment did not meet the needs of people and risks were not always mitigated. Leaders did not have satisfactory oversight of emergency equipment, and we found out of date supplies. The service was unable to evidence that staff always had the right skills, qualifications, experience, or registration with mandatory governing bodies. Managers made sure staff received training and regular appraisals to maintain high-quality care.
People were involved in the assessments of their needs. Staff reviewed assessments taking account of people’s communication, personal and health needs. Care was based on latest evidence and good practice. Staff worked with all agencies involved in people’s care for the best outcomes and smooth transitions when moving between services. Staff made sure people understood their care and treatment to enable them to give informed consent.
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.
People were involved in decisions about their care. The service provided information people could understand. People knew how to give feedback and were confident the service took it seriously and acted on it. The service was easy to access and worked to eliminate discrimination. People received fair and equal care and treatment. 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.
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 worked with the local community to deliver the best possible care and were receptive to new ideas. There was a culture of continuous improvement with staff given time and resources to try new ideas.