Trinity 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

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 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.

The service had arrangements to promote people’s privacy. Chaperones were available during project work, and staff had been trained to deliver this role. Staff induction and training included dignity, privacy and communication skills. During our interviews with staff, we found that they had a good understanding of the privacy and dignity needs of patients and sought to meet these.

Outreach locations for activities including workplace NHS health checks were risk assessed to ensure that these were suitable for their purpose. This included that rooms used were suitably private.

The service implemented monitoring and quality improvement processes, some of which looked at how staff interacted with patients. This included audits of consultations and calls, and reviews of complaints and patient feedback. Feedback trends, if hitting a threshold, for individual staff members would prompt follow-up actions such as staff reflection and the agreement of improvement actions.

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 had a competency framework which clearly set out expectations at all levels around partnership working behaviours.

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.

We saw that the communication needs of patients were met. For example, translation and interpretation support could be organised, which included British Sign Language.

The communication requirements of patients were recorded on the patient record as were other needs, such as necessary physical adjustments and this was available to the service to enable them to better meet the needs of patients.

To facilitate effective consultations and to support patients the service could make longer appointments available for those with additional needs. In addition, staff had received training to support those with specific needs such as those with a learning disability and autism.

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

Patients who accessed remote services such as the clinical assessment service were able to access appointments with a range of clinical staff depending on their specific needs. This included access to telephone and face-to-face appointments, or referrals to other organisations more appropriate to meeting their needs.

The service promoted patient’s independence, so they knew their rights and had choice and control over their own care, treatment and wellbeing. The clinical assessment service and lung health checks programme for example, ensured verbal consent was granted before referring on to other services, and staff at outreach respiratory clinics and those undertaking workplace NHS health checks obtained consent prior to examinations.

Reception staff and call handlers had been trained in the principles of care navigation and were able to signpost patients to services appropriate to their needs including advocacy and community-based services. Patients were able to request a chaperone at all operating sites.

The service listened to and understood patients needs, views and wishes. Staff responded to patient’s needs in the moment and acted to minimise any discomfort, concern or distress.

Care navigation and clinical assessment and triage ensured patients received appropriate and responsive care.

Staff we spoke with knew how to respond when a patient needed immediate or urgent attention. We saw in staff records that they had received training in basic life support and sepsis awareness. The service had produced an escalation protocol when urgent care was required. All staff that we spoke with had a good understanding of how to support the needs of a deteriorating patient or those in crisis. Outcomes from appointments which required ongoing support were tasked back to the patient’s own GP practice.

The service had developed a frequent attender protocol, and regularly discussed these with the patient’s own GP to better understand and respond to their needs.

The service cared about and promoted the wellbeing of their staff, and supported and enabled staff to always deliver person-centred care.Staff we spoke with told us they were valued by leaders. Leaders had taken steps to recognise and meet the wellbeing needs of staff and had demonstrated a commitment to staff wellbeing by providing appropriate resources and facilities to support safe working conditions, and designated rest areas.

Leaders and managers told us that they cared about the wellbeing of their staff and sought to support and enable them to always deliver person-centred care. In 2026 Conexus Healthcare CIC had been accredited for Investors in People. On a daily basis, staff had direct access support available to them from a duty manager. Other forms of support included forums, training events, and contact via messaging apps and the GP Care Wakefield App.

The service had adopted and implemented a number of policies, protocols and support mechanisms to promote staff wellbeing and development. This included lone working and bullying and harassment policies, and reasonable adjustment policies, and access to occupational health support. We also heard how staff can have slots booked out of their rota if they need time to recover after a distressing call or incident.

We saw evidence of staff development and the provision of coaching and mentoring support.

Staff we spoke with or received feedback from reported feeling supported by the organisation and their colleagues. Results from staff surveys were analysed and reviewed by the management team. Feedback from these surveys was generally very positive, with results from the 2025 survey showing 96% of clinical staff and 98% of non-clinical staff would recommend working for GP Care Wakefield. In addition, 92% of clinical staff and 89% of non-clinical staff reported being satisfied with the onboarding process. The service had developed an action plan for areas where staff had reported lower satisfaction such as in being valued and recognised.