Community Health and Eyecare Limited (CHEC - Worcester)

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 people were always treated with kindness, empathy and compassion. We checked that people’s privacy and dignity was respected, that they understood that they and their experience of how they were treated and supported mattered. We also looked for evidence that every effort was made to take people’s wishes into account and respect their choices, to achieve the best possible outcomes for them.

This is the first assessment for this newly registered service. This key question has been rated Good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

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.

Staff always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect. We spoke with 6 patients who provided positive feedback on their experience. Patient feedback demonstrated patient satisfaction was at 91% for the first two quarters of 2025. Patients felt that staff took time to discuss the procedure with them and could not do enough for them. There had been 12 complaints between October 2024 to August 2025. These complaints had been investigated, and actions had been taken to address the issues raised by patients. Written complaints were responded to appropriately and where appropriate, patients were offered an apology. The service had a patient experience improvement plan which demonstrated the actions the service had taken to address the feedback from patients. There was a board in the waiting area which described actions taken following patient feedback. Endoscopy staff had access to a private room for consultants to hold confidential discussions with patients, such as when a cancerous tumour was identified or concerns arose during a colonoscopy.

The service treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. The service made adjustments for people’s individual needs. For example, we heard that a patient suspected of having an iron deficiency was offered information in respect of their diet to improve this. The service also had an electronic tablet available to access a range of interpreters.

Staff took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics. Leaflets were available on treatments and conditions of the eye. These were in English but were printed using yellow and black so that patients with a visual impairment could see them more easily. The provider was currently reviewing their translation service to ensure it was inclusive. The service had a hearing loop available, accessible toilets and wide corridors and doors to accommodate wheelchair users. Staff were aware of dietary requirements and had a basic selection of food for patients.

The service encouraged independence, by ensuring people knew their rights and had choice and control over their own care, treatment and wellbeing. All procedures were carried out as day cases, and patients remained in the clinic for the shortest possible time to help maintain their independence. Patients received an explanation of the procedure, along with ongoing reassurance and information, ensuring they were actively involved in their care and treatment. Consultants provided explanations when obtaining consent, which was verified at the initial appointment. Staff took steps to confirm patients understood what would happen during the procedure, and if there was any doubt, the procedure would be postponed.

The service 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. Patients attending for endoscopy services received a pre-assessment phone call. This included discussing any particular risk issues for patients including those who were at risk of falling, used mobility aids or had physical ailments that required specialist care. Staff could then plan for any risks which had been identified. This included ensuring patients living with dementia were first on any operating lists so they were in the clinic for the shortest possible time. Staff ensured patients living with dementia had a carer with them so that reassurance could be provided by a person they recognised.

Staff identified any additional needs that patients may have and ensured the facilities were available such as the hearing loop for patients with a hearing impairment or sensory equipment for patients living with dementia or those who were neurodivergent.

The service prioritised staff wellbeing and supported staff to ensure they could always deliver person-centred care. Staff were proud to work for the clinic and the provider. They felt the changes in management was disruptive but expressed that each manager had tried to ensure staff wellbeing was considered. Staff felt they had sufficient resource to deliver patient centred care and felt comfortable raising any concerns with the clinic manager. A daily huddle was held to review the workload and address potential challenges.

There were several ways in which the provider supported staff. Staff had access to a mental health partner who provided support for staff experiencing workplace stress. Staff sickness rates were on average 1% for the previous 7 months (January -August 2025). This was lower than the national average. Staff were able to access private medical and dental healthcare at a discounted rate. The provider had a contract with a technology firm so that staff could access technology such as electronic tablets and phones at a discounted rate.

The service used an online platform to recognise staff achievements, including instances where individuals went above and beyond. Colleagues could select anyone across the organisation and share positive feedback, which was then emailed to the recipient as acknowledgement. Staff appraisals included conversations about career development, and we met 3 team members who had been supported to progress and subsequently promoted.

The provider undertook several events that supported charities and provided team bonding for staff. For example, staff had entered the tough mudder run to raise funds for charity. The team also undertook other charity events to raise funds for the ophthalmology charity Fight for Sight.