Middleton Health 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 outstanding. At this assessment, the rating remains the same.
 

This service scored 90 (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 they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.
The practice had taken appropriate measures to protect patient privacy and confidentiality throughout the premises. Designated areas and a private room were available for conversations away from the main reception area, and administrative offices were located separately from patient-facing spaces to maintain confidentiality. The layout of the building supported privacy within consultation rooms and reduced the risk of conversations being overheard. Clinical rooms were equipped with privacy curtains and lockable doors, ensuring that patients could be examined and treated in a safe, secure, and dignified environment. 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 was exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. The service 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. The practice demonstrated a proactive and person centred approach to promoting access for patients. The practice worked closely with people in a holistic and person-centred way, often visiting them in their own homes to better understand their individual circumstances. By building trusting relationships and working alongside a focused care worker, they developed personalised care plans that enabled the delivery of high-quality, tailored care.
Reasonable adjustments were embedded throughout the service and supported by comprehensive alerts on patient records that highlighted individual needs. These included communication preferences, requirements for adjustments to appointments or contact methods, mobility and environmental needs, and cognitive or clinical considerations. Effective systems were in place to help staff identify, anticipate, and respond to these needs, ensuring care was accessible, personalised, and responsive at every stage of the patient journey. Patients’ communication needs were routinely recognised and accommodated, enabling them to participate fully in decisions regarding their care and treatment. This included access to British Sign Language (BSL) interpreters and translation services, as well as extended appointment times where necessary to support patients with communication needs, complex conditions, or additional vulnerabilities.
We saw evidence of a range of support tools and resources designed to promote people’s independence and improve access to services. For example, all staff had received training in autism and learning disabilities, providing them with the knowledge and skills to support individuals who may experience difficulties with accessing healthcare services. Staff were also provided with enhanced chaperone training, further strengthening their ability to offer personalised, compassionate, and appropriate support to patients, ensuring they felt safe, respected, and supported throughout 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 practice also recognised that some patients may experience difficulties accessing healthcare through digital technologies and took steps to provide additional support where needed. This included offering one-to-one assistance to help patients download, register for, and use the NHS App, enabling them to access services and manage their healthcare more independently.
 

The service was exceptional in how they listened to and understood people’s needs, views and wishes, responding immediately when there was a change. The service was able to review and collect data to ensure an immediate response was recognised to provide appropriate care for patients where required. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.
There was a robust system for appointment triage that ensured people with immediate needs had access to services, with clearly documents process for staff to follow should they need to escalate any concerns for a patient’s welfare. Staff we spoke with knew the process for referral to emergency support, including mental health crisis teams. In response to the significant levels of social deprivation and recognising the complex social and healthcare of the local population, the practice employed a focused care worker to provide additional support to patients. The practice employed whole time equivalent (WTE) GP workforce, with 2.22 WTE GPs per 3,500 patients. A full time GP Assistant was also in post who supported clinicians by streamlining administrative tasks, allowing more time for direct patient care. This additional capacity enabled the practice to effectively manage the needs of its patient population, maintain timely access to care, and ensure patients’ needs were consistently met. This combined with the additional support the focused care worker offered people meant they were able to respond holistically to people’s needs.
Staff made every effort to ensure people’s needs, views, wishes and comfort were their top priority. They took a proactive approach to understanding and anticipating people’s needs, taking steps to prevent unnecessary discomfort, worry or distress. The practice recognised that many patients faced complex social and economic challenges that affected their health and wellbeing. Because of this, the practice considered all aspects of their wellbeing, such as housing, financial hardship, employment, and social isolation. Helping with these practical needs made it much easier for patients to then get the full benefit of their GP and healthcare services.
Staff told us that when patients experienced a bereavement, their usual GP would contact them to offer support and condolences. This was often followed by a consultation arranged at a time and location that met the needs and preferences of the bereaved individual or family. Where appropriate, patients were also provided with information and guidance on accessing bereavement counselling, support groups, and other relevant services to help them during their period of grief.
 

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 consistently told us they felt valued, respected, and well supported by the practice leadership team. Leaders had taken proactive steps to promote staff wellbeing and ensure staff had access to the resources and facilities required to work safely and effectively. This included arrangements for regular breaks, access to suitable rest areas, and a supportive working environment that encouraged open communication. Staff reported that leaders were approachable and responsive to their needs and that appropriate support was available if they were experiencing difficulties or challenges in the workplace. They told us they felt listened to and supported both professionally and personally. We also saw evidence of initiatives aimed at creating positive working relationships and staff engagement, including regular team-building days and practice events, such as Employee Appreciation Day. The practice developed role-specific appreciation initiatives to ensure staff at all levels felt valued and recognised, including national receptionists’ day and nurses’ appreciation day. These activities helped to promote staff morale, and support a positive and inclusive culture within the practice.
Staff told us they felt encouraged and supported to develop within their current roles and were provided with opportunities for career progression within the practice. They also described a culture in which they felt empowered with ideas and suggestions for service improvement were actively welcomed. For example, the nursing team identified a need for additional support for men’s health and were empowered to propose and help develop initiatives to address this need, demonstrating the practice’s commitment to innovation and responsive service development.