During an assessment under our new approach
Date of Assessment: 11 April and 15 April 2025. Adam House Medical Centre is a GP practice and delivers service to 6,742 peopleunder a contract held with NHS England. There is a branch site at 162 Nottingham Road, Stapleford, Nottingham, NG9 8AR. The National General Practice Profiles states that the ethnic make-up of the practice area is 93.7% white, 2.1% mixed, 2.4% Asian, 1.1% Black and other 0.7%. Information published by Office for Health Improvement and Disparities shows that deprivation within the practice population group is in the 7 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.
The service had a good learning culture and people could raise concerns. Managers investigated incidents thoroughly. Staff understood and overall managed risk. The facilities and equipment met the needs of people, were clean and well-maintained, however not all risks had been mitigated. The provider forwarded information following our assessment confirming action had been taken. Staffing had improved with the recruitment to additional salaried GPs, so there were enough staff with the right skills, qualifications and experience. Managers made sure staff received training and regular appraisals to maintain high-quality care. Staff managed medicines well and involved people in planning any changes. Following our assessment, the provider made positive changes to the tracking of prescription stationery.
People were involved in 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 services. Staff made sure people understood their care and treatment to enable them to give informed consent. Staff involved those important to people who took decisions in people’s best interests where they did not have capacity.
People were treated with kindness, empathy and compassion, and their privacy and dignity was respected. They treated them as individuals and supported their preferences. People and carers were involved in decisions about their care. 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. 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. Leaders were visible, knowledgeable and supportive, helping staff develop in their roles. Most staff felt supported to give feedback. Staff understood their roles and responsibilities. Managers worked with the patient participation group to engage with the local community. The service was developing a culture of continuous improvement through ongoing audits.
Since the last inspection, the service had made improvements and is no longer in breach of regulations 12 and 17.