Archived: Dr Mohammed Aurangzeb Khan Also known as The Phoenix Medical Practice

Letter from the Chief Inspector of General Practice

We carried out an announced comprehensive inspection at Dr Mohammed Aurangzeb Khan on 5 April 2016. Overall the practice is rated as good.

Our key findings across all the areas we inspected were as follows:

• Staff understood and fulfilled their responsibilities to raise concerns and report incidents and near misses. All opportunities for learning from internal and external incidents were maximised.
• The practice used innovative and proactive methods to improve patient outcomes, working with other local providers to share best practice. For example, the GP offered acupuncture to patients and people from the surrounding area to keep them mobile and manage their condition.
• Feedback from patients about their care was consistently positive. ​We received comments from patients whose relatives had come to stay with them in times of need who complimented the service and support offered to them by the practice. They described staff were supportive and responsive to their relatives needs and their own which in turn supported them to care for their loved ones. For example, by visiting their relatives whilst staying with them and ensuring medicines were prescribed and a package of care was in place to support both patient and carer.
• The practice implemented suggestions for improvements and made changes to the way it delivered services as a consequence of feedback from patients and from the patient participation group. For example, it had reviewed its opening times and offered early morning appointments on Friday mornings for those patient's who could not attend during the normal opening hours.
• The practice had good facilities and was well equipped to treat patients and meet their needs.
• The practice had a clear vision which had quality and safety as its top priority. The strategy to deliver this vision had been produced with stakeholders and was regularly reviewed and discussed with staff.
• The practice had strong and visible clinical and managerial leadership and governance arrangements.

We saw four areas of outstanding practice:

• The GP was qualified to offer acupuncture with musculoskeletal and other related problems to patients registered at this practice and to those nearby. Patients told us they valued this service as it helped keep them active which in turn assisted them managing their pain. During the last year 179 patients received acupuncture at the practice rather than at the local hospital. Benefits to patients included quicker access to treatment offered closer to home and a reduction in the amount of medicines taken for pain. The practice was one of the lowest prescribers of pregabalin, a medicine sometimes used to treat pain which can become addictive, in comparison to other practices in the area.
• It had developed a case management early warning system where those patients whose circumstances changed were highlighted to the GP for review. The GP would make contact with the patient and a personal care plan developed with the patient and carers, if relevant, to best support the patient. For example, if a patient presented at the practice in a confused state or had experienced recent bereavement.
• ​T he practice had a mobile telephone number which was given to both those patients at risk of admission to hospital and those with palliative care needs. The GP and the first contact advanced nurse practitioner had a rota to answer the telephone during the out-of-hours period to offer advice. Any consultations with patients were documented in the electronic patient record via the practice lap top. Patient's told us this provided continuity of care during the out-of-hours period.
• The role of the first contact advanced nurse practitioner was developed within the practice to provide patients with access to a female clinician who could prescribe medicines.

Professor Steve Field CBE FRCP FFPH FRCGP

Chief Inspector of General Practice