Dr Rabiatov Dabo

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 85 (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 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.

The service always treated people with kindness, empathy and compassion and respected their privacy and dignity. National GP Patient Survey data reflected that 94% of patients felt the healthcare professional they saw or spoke to was good at treating them with care and concern during their last general practice appointment. This was above the local (87%) and national (86%) results.

We saw multiple examples of way the practice demonstrated care towards patients. For example, they arranged for taxis to help vulnerable patients get to and from the practice for appointments. This ensured patients could be seen and attend appointments. They also provided an out of hours number for the most vulnerable patients. As a result of this they had received a commendation of Excellence from the emergency services, as this procedure contributed to minimising a potential medical emergency.

Staff treated colleagues from other organisations with kindness and respect. We reviewed feedback received from partner organisations which was very positive. They commented that staff were “committed,” “knowledgeable” and “caring” towards them and patients.

Arrangements were in place to promote patients’ privacy. National GP Patient Survey data reflected people felt listened to and were treated with kindness. For example, 91% of patients felt the healthcare professional they saw or spoke to was good at listening to them during their last general practice appointment. This was above the local (89%) and national (87%) results.

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 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. For example, the practice had information available in different languages and staff also spoke various languages reflective of the local populations needs. Things were in place to support people with protected characteristics such as ensuring they used and recorded appropriate pronouns for transgender patients and observing religious and cultural events when scheduling appointments or treatment.

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. For example, carers were given a pack with information relating to benefits, organisations and support services in place. They scheduled appointments to coincide with the person they were caring for, for example book flu vaccinations together.

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. For example, same day appointments were available for people to book. Clinical triaging was carried out so if patients contacted the practice to make a request a clinician reviewed this and they assessed their needs.

Patient feedback indicated that they were happy with the appointment availability. One patient commented “I got an appointment in two days; the doctor was very empathetic.”

Staff we spoke with knew the process for referral to emergency support, including mental health crisis teams.

The service always cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care.

Staff told us leaders valued them. 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.

Staff reported being supported if they were struggling at work. We saw team building days were established within the practice.

Leaders told us that they had a close-knit team and they did many things to promote staff wellbeing. For example, they held social activities, celebrated milestones (both professional and personal). Team building events were held which included bake-offs, spa trips and trips abroad. All staff told us that these events contributed to staff feeling supported and encouraging and fostering person centred care for staff.

Staff feedback described the practice as “a family team,” “exceptionally supportive team” and “great place to work.” Staff were proud to work in the practice.