Ottershaw Surgery

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

We looked for evidence that the service involved people and treated them with compassion, kindness, dignity and respect.

This is the first inspection for this service since its registration with CQC. This key question has been rated as Good.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The practice always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

Arrangements were in place to promote patients’ privacy. Staff we spoke with understood Gillick competency and there was a process to ensure young adults had control over their own privacy and the amount of parental involvement in managing their care and support.

Patient responses to the 2025 NHS England GP Patient Survey data indicated people felt listened to and were treated with kindness. Of the 119 people who completed the 2025 NHS England GP Patient Survey, 100% found the reception and administrative team at the practice helpful, and 96%said the healthcare professional they saw or spoke to was good at treating them with care and concern during their last general practice appointment.

Chaperones were offered to patients appropriately at the practice and information about this was displayed in the waiting room and in clinical areas. All reception staff had completed their chaperone training to ensure this service could be provided consistently.

During our assessment very positive patient feedback was received directly to CQC. Many described staff at the practice as kind and caring and several told us they had been registered for many years and were very happy with the service provided. We also received positive feedback about leaders in staff feedback forms and were told by staff that management were approachable and supportive to them and their patients.

Staff and leaders at the practice treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. Patients’ personal, cultural, social, religious and equality characteristics were understood and clearly documented, enabling them to be considered when care was delivered.

The practice had systems to meet communication requirements including the availability of language and British Sign Language (BSL) interpreters and a hearing loop. This enabled people using the service to engage meaningfully in their care and treatment and to maximise their experience and outcomes.

Results from the 2025 NHS England GP Patient Survey showed 97% of respondents agreed the healthcare professional they saw or spoke to was good at listening to them during their last general practice appointment. This was higher than the local average of 89% and the national average of 87%.

The practice promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

The practice worked to identify patients with caring responsibilities and digital flags were added to clinical records to alert staff. Results of a carers survey, carried out by the practice, in January 2025 highlighted those requiring additional support. We were provided with examples of positive feedback received, following intervention and signposting to services by the wellbeing coach. Information for carers was displayed at the practice and was available on the self-help pages of the website, with links to local and national support services.

Staff helped patients and their carers to access advocacy and community-based services. Patient responses to the 2025 NHS England GP Patient Survey indicated that they felt they were supported by local services, with 86% reporting that they felt they had enough support from local services and organisations to help manage their long-term conditions or illnesses. This was higher than the local average of 73% and the national average of 69%.

The practice listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

The majority of appointment requests were received by phone or in person, but appointments could also be requested on the NHS app. Leaders told us they had not implemented a total triage system, as they usually had capacity to offer appointments to all requesting them. Referrals could be made to the Pharmacy First scheme or to the local urgent treatment centre when capacity was reached.

Reception staff understood guidance about escalating symptoms of concern when booking appointments and we saw guidance documents displayed in their work area to support this. They also told us a GP was always available for help and advice when needed. There was a process in place for staff to refer people to emergency support, including mental health crisis teams.

The practice cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

Staff told us they were valued by leaders. Staff feedback we received was very positive and staff told us they felt supported in their roles and were able to approach any of the leadership team for help when needed. We found a high number of long-term staff who told us they felt Ottershaw Surgery was a great place to work and that leaders genuinely cared about their wellbeing. Staff reported being supported if they were struggling at work.

Leaders had taken steps to recognise and meet the wellbeing needs of staff, which included the necessary resources and facilities for safe working, such as regular breaks. A new staff kitchen and rest area / meeting room had recently been created and leaders had made efforts to ensure this was a calm, relaxing space.

We saw team building days were established within the practice. Regular protected learning time (PLT) events were held to provide group training and hands-on learning. To promote staff wellbeing these events also involved mindfulness or relaxation activities such as massage and sound baths. Social events for staff were also organised regularly by leaders.