Jubilee Street Practice

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.

At our last assessment, we rated this key question as Good. At this assessment, the rating remains the same.

This service scored 85 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff treated people with kindness, empathy, and compassion and respected their privacy and dignity. Chaperones were offered when appropriate during consultations, and text messages were sent to patients ahead of relevant appointments to explain the role of a chaperone and ask whether they would like one present, which helped the practice to plan in advance. All staff were trained to act as chaperones and had appropriate DBS checks in place.

Arrangements were in place to promote patients’ privacy; there was a designated area for handling online requests to ensure conversations were not overheard, as well as a separate, dedicated private room for confidential face-to-face discussions with reception staff. A private area was also available for people who wished to breastfeed.

Staff also treated colleagues from other organisations with kindness and respect.

National GP Patient Survey data reflected people felt listened to and were treated with kindness. Of the 106 people who completed the National GP Patient Survey, 83% found the reception and administrative team at the practice helpful, and 88% of respondents agreed the healthcare professional they saw or spoke to was good at listening to them during their last general practice appointment.

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.

The service treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Patients’ personal, cultural, social, religious and equality characteristics needs were understood and met. All staff had completed equality and diversity training.

Patient communication needs were met to enable them to be fully involved in their care. Over 50% of the practice’s patient population were Asian, the majority of whom were Bengali speaking. The practice therefore employed a dedicated Bengali interpreter who was available on site daily. In addition, there was a high proportion of Sylheti-speaking patients (a language without a written form) and patients for whom English was not a first language. To support these patients, as well as those who may struggle with reading, the practice provided voice-noted letters in patients’ chosen languages to aid effective communication.

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

Staff helped patients and their carers to access advocacy and community-based services. They made full use of their social prescriber staff to ensure patients social care needs were met as well as their clinical needs.

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.

There was a system in place for appointment triage to make sure people with urgent or immediate needs could access services promptly. Patients identified by the practice as priority or high-risk were added to the telephony system, allowing their calls to move to the front of the queue when they contacted the practice.

In addition, staff we spoke with knew the process for referral to emergency support, including mental health crisis teams.

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

Staff told us they felt valued by leaders. Leaders had taken steps to recognise and support staff wellbeing, including providing the necessary resources and facilities for safe working, such as regular breaks and rest areas. In addition, the practice provided a hot lunch cooked in house for staff each day, further supporting staff morale and wellbeing.

Staff reported being supported if they were struggling at work. We saw team building days were established within the practice.