Archived: Dr Mohamedtaki Walji

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

At our last assessment, we rated this key question as good. At this assessment, the rating remains the same.
We assessed all quality statements under the key question caring and found that people were always treated with kindness, empathy and compassion. The provider used their own charity to provide some practical support to their most vulnerable patients. People’s privacy and dignity were respected. Effort was made to take their wishes into account and respect their choices, to achieve the best possible outcomes for them. This included supporting people to live as independently as possible.
Feedback from partner organisations who worked with the provider was consistently positive about staff and the care provided.
Feedback from the National GP Patient Survey showed the provider’s performance was in line with national averages for indicators relating to care and concern. Friends and family test data was also positive.
 

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 provider was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.
Staff offered all patients a hot drink whilst they were waiting for their appointment. They told us that some older or homeless patients came just for a drink even when they did not have an appointment and they accommodated that.
The provider had set up a small charity fund which was used to support patients in emergency situations. For example, the practice kept two emergency hospital kits available one for women and one for men including sleepwear, toiletries and other essentials. If a patient was taken to hospital from the practice and did not have anything with them, the practice gave them this emergency bag to ensure their comfort and dignity once they arrived at hospital. The charity fund also enabled the practice to fund a taxi to hospital if a patient urgently needed to go but could not afford it and did not meet the criteria for ambulance transport. Staff told us that during the winter they kept a small stock of warm hats and gloves which could be given to patients in need. In order to protect patient’s dignity staff ensured that these were given to the patient privately within a consultation room.
Staff we spoke with all demonstrated a caring attitude, putting the patient at the centre of their care and ensuring arrangements were in place to promote patients’ privacy. Data from the national GP Patient Survey data showed that 91% of people felt their healthcare professional listened to them which was above the national average of 87%. When asked if they were treated with care and concern 90% responded positively which is above the national average of 86%.
 

The provider 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. People had access to translation services and a hearing loop. Wheelchairs were available for people with limited mobility.
The practice maintained a register of 202 people who were caring for someone else and supported them by providing information packs and priority access to health checks and vaccinations.
The practice provided individualised end of life care for patients who were on their palliative care register by ensuring those patients were prioritised for appointments and prescription requests. GP’s provided direct telephone numbers in the last days of life, so that carers could access a doctor directly even out of usual surgery hours.
All staff had training in supporting neurodiverse patients or those with a learning disability and offered longer appointments at quieter times of the day. There was a quiet room that could be used as a waiting area for this group of patients and was also used as a prayer room.
Staff used electronic flags on the clinical system to ensure that information about peoples’ reasonable adjustments, preferences and needs was shared effectively.
 

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. People had access to a choice of appointment days, times and types.
Staff helped patients and their carers to access community-based providers. Reception staff were trained in care navigation and signposted or referred people who did not need to see a GP to other sources of care and support such as Pharmacy First. This is a scheme which allows community pharmacists in England to assess and treat patients for some common health conditions without the need for a GP appointment or prescription. People could be referred to a social prescriber for support with social needs that were impacting on their health such as housing.
Staff offered continuity of care when possible, explaining to people that sometimes this option meant waiting until the specific clinician was next available. However, feedback from the national GP Patient Survey showed that whilst 50% of people had a preferred healthcare professional only 28% of people usually got to make an appointment with that professional, which was below the national average of 40 %. Fifty-two per cent of people reported that they were offered a choice of day for their appointment which is just below the national average of 54%. During our inspection the provider was still gathering responses to an in-house patient survey and was planning to use this to form an action plan to improve areas of low satisfaction.
 

The provider 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.
Due to the size of the practice and its longstanding presence in the local community the staff knew their patient population well, especially older people and those who attended regularly. This familiarity meant they knew when people needed extra support such as mobility assistance and provided it
There was a system for appointment triage that ensured people with immediate needs had access to providers. Reception staff were trained in care navigation and had access to the duty GP if they needed advice or support. Staff we spoke with knew the process for referral to emergency support, including mental health crisis teams.
A digital consultation tool had recently been introduced which enabled patients to complete an on-line triage form that would be reviewed by a doctor to help decide if an appointment was required. The appointment would then be booked or the duty GP could schedule a telephone appointment or signpost the person to other services via text message.
All staff had appropriate training in basic life support and knew how to respond to a medical emergency. All staff, including those working in reception were trained to recognise the symptoms of possible sepsis and knew what action to take. Staff knew which room could be used for isolating a patient with an infectious disease such as measles and understood the isolation policy.
 

The provider 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. A staff survey had been completed in December 2025 which demonstrated that staff had high levels of job satisfaction, felt that patient care was the top priority of the practice and had opportunities for learning.
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. There was a small courtyard garden exclusively for the use of staff and the provider planned to purchase garden furniture for the summer. Staff were also encouraged to help maintain the garden as a team building recreational activity.
Staff reported that teams worked well together and annual team away days were established within the practice. These gave staff time away from the practice to reflect on their services and to discuss and plan future developments. Staff told us that shared lunches provided by the practice and staff walks at lunchtimes facilitated effective relationships and improved well-being.
The leadership celebrated success for example at staff meetings presenting trophies to staff who had achieved long-service milestones.