Hall Green Surgery

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 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 practice always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

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 National GP Patient Survey results indicated showed that 95% of respondents stated that during their last appointment they were treated with care and concern, compared to 86% nationally and locally.

The practice treated people as individuals and made sure people’s care, support and treatment met their 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.

Results from the National GP Patient Survey indicated that 95% of patients felt the healthcare professional they saw or spoke to was good at listening to them during their last general practice appointment, compared to 87% nationally and 88% locally. 86% of patients felt the healthcare professional they saw or spoke to was good at considering their mental wellbeing during their last general practice appointment, compared with 74% nationally and 75% locally.

The practice 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 practices through signposting, leaflets and referrals. Administration staff were able to support patients and assist them to obtain support in the community. Equipment such as a hearing loop was provided to support patients’ independence.

The result of the National GP Patient Survey showed that 97% of respondents felt that during their last appointment they were involved as much as they wanted to be in decisions about their care and treatment, compared with 91% nationally and locally.

The practice 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 that ensured people with immediate needs had access to services via the duty doctor. Staff we spoke with knew the process for referral to emergency support.

Feedback from people who used the service reported positive experiences around accessing appointments. The results of the GP National Patient Survey showed above average levels of patient satisfaction with patients having their immediate needs met. Results indicated that 91% of patients felt that they knew what the next step would be after contacting the practice, compared to 83% nationally and locally.

The practice 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 they were valued by leaders. 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 that staff wellbeing was within the business plan, which included quarterly staff wellbeing events. This improved staff retention, morale and internal succession planning.

Feedback from staff was positive about the support they received from leaders and staff told us they were listened to and were supported when they required additional support.