Cale Green 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

People were treated with kindness, compassion and empathy. Staff protected their privacy and dignity. They treated them as individuals and supported their preferences. People had choice in their care and treatment. The service supported staff wellbeing.

This service scored 80 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The service 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. National GP Patient Survey data reflected people felt listened to and were treated with kindness. 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. Patient communication needs were met to enable them to be fully involved in their care.

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. The provider utilised the primary care network to support people using services to help them make independent choices around care options available to them.

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.

The service had an effective system for appointment triage covering all six sites to ensure equity in access. The triage hub was manned by clinical staff during opening hours. This ensured people with immediate needs had access to the services most appropriate for their health requirements. Staff we spoke with knew the process for referral to emergency support, including mental health crisis teams.

The service always cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care.

Team meetings and training were held outside of normal working hours which was paid for as overtime. Staff were able to move freely across sites and work from different locations to improve skills working with different demographic patients.

Staff told us they were valued by leaders. 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 and rest areas. The provider recognised good performance with an above and beyond award scheme.

Staff were offered the opportunity of flexible working to improve the work/home life balance. Staff reported being supported if they were struggling at work. We saw that team building days were established.