Station Medical Centre

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 and compassion. 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.

People were involved in decisions about their care. The service provided information people could understand. People knew how to give feedback and were confident the service took it seriously and acted on it.

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 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. 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 reviewed the outcomes of the National GP Patient Survey and ensured future plans improved the patient’s experience.
 

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. There was links to further literature in the waiting room and on the provider website to support patients.
 

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.

A centrally managed triage system was in place to ensure individuals with urgent needs received timely access to services. This system was overseen by a duty doctor, supported by clinical staff who assisted in patient triage. Staff demonstrated a clear understanding of the referral process for emergency support, including access to 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. The human resource team worked closely with the occupational health nurse to ensure staff had additional needs met and were able to return to work in a supported manner after absences.

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.