Dr Neeta Ghosh-Chowdhury Also known as Hilltop Medical Practice

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 in April 2016, we rated this key question as Good. At this assessment, the rating remains the same because we found no issues with how people were treated with dignity, respect, kindness and how their needs were responded to.

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. National GP Patient Survey 2025 data reflected people felt listened to and were treated with kindness. Staff we spoke with understood Gillick competency.

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. For example, because of the deprivation level of the practice population being the most deprived on the national scale, the service supported the patient population with provision of some basic household needs and referred them to relevant support services. 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 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 we spoke with knew the process for referral to emergency support.

The service cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. 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. For example, the service conducted a staff survey and it was identified that work-related stress was an issue among the workforce which prompted the responsible individual to liaise with wellbeing resources at the integrated care board (ICB) level to support the staff. Solutions used by the ICB were adopted to alleviate the stress experienced by the workforce. A wellbeing champion was appointed to monitor and review the success achieved since the adoption of the solutions.