Rosedean House 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 and compassion. Staff protected their privacy and dignity. People had choice in their care and treatment. Staff had not completed training in learning disabilities and autism and therefore may not always recognise people’s needs The service had taken steps to support staff wellbeing. However, staff fed back to us that morale was low within staff teams and they were struggling with workload pressures.

This service scored 65 (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 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 when attending the service. Staff gave examples of providing people with paper copies of digital forms and privacy to complete these forms. Staff described that they were limited to the spaces they can offer for privacy and where necessary will use a vacant clinic room.

Confidential conversations could be overheard so the service used a radio to prevent this. However, we observed in other areas of the building, such as in the dispensary, that conversations could be overheard.

The service had a chaperone policy and staff had received chaperone training to be able to support people during their appointments. Staff gave an example of where a female had been offered an appointment with a male clinician, they were able to offer a chaperone. One staff member told us: “I always say it is a male doctor and we do offer a chaperone service if you need it.”

We found that staff had not always completed training in relation to learning about disabilities and people living with autism. . We also found that staff did not have up‑to‑date training in Prevent, which is training to ensure that staff are aware of the signs of radicalisation and know how to raise concerns as part of their safeguarding responsibilities.
 

The service promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.
Staff were aware of the community-based support available in the local area such as a local hub that staff could refer people to for support. The service had also recently employed a social prescribing link worker (Social prescribing is an all-age, whole population approach that works particularly well for people who: have one or more long term conditions; who need support with low level mental health issues; who are lonely or isolated; who have complex social needs which affect their wellbeing).
 

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 for appointment triage that ensured people with immediate needs had access to services. Staff were able to tell us how they could access support from a clinician but expressed challenges due to short staff, or difficulty accessing this support due to needing to contact a clinician. Staff we spoke with knew the process for referral to emergency support, including mental health crisis teams. Staff told us they could make referrals through an electronic system to other community teams such as the nursing team.
 

The service cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.
Leaders of the service told us they were aware of low staff morale since the restructure of the service. In response to this they had undertaken a ‘thank you’ week, implemented star of the month and gifted staff sweet treats as wellbeing gestures. However, despite efforts made by leaders of the service, staff told us that morale was low. One person commented’ “I’ve seen so many people leave'' '' morale’s not very good.”
Staff also told us that their wellbeing is being affected by an increase in workload since staff have left the service.
There were arrangements in place to support staff when faced with aggression from patients and this included a panic button. To protect lone working staff the service had a policy and risk assessments to reduce risks to staff when working alone.
Staff working at the service had access to a wellbeing service provided by an external organisation and this was promoted in the service.