St Peter's Medical 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 in October 2017, we rated this key question as Good. At this assessment, the rating remains the same.

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 people’s privacy. National GP Patient Survey data 2025 reflected people felt listened to and were treated with kindness. For example:

• 93% of respondents reported a positive overall experience of their GP practice, compared with 75% nationally.
• 93% of respondents said the healthcare professional was good at listening during their last appointment, compared with 87% nationally.
• 91% of respondents said the healthcare professional treated them with care and concern, compared with 86% nationally.
• 98% of respondents had confidence and trust in the healthcare professional they saw or spoke to, compared with 92% nationally.

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.

Feedback received by CQC and from the patient participation group (PPG) was positive, with people reporting they felt listened to and were treated with kindness, compassion, respect and dignity.

Feedback received from a charity who worked with homeless people praised the service and staff for their empathy, compassion and ability to build trust with a vulnerable population, reflecting strong core values and a meaningful impact on people’s care and wellbeing.

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.

People’s personal, cultural, social, religious and equality characteristics needs were understood and met. People’ communication needs were met to enable them to be fully involved in their care.

People’s communication needs were identified at registration and reviewed as part of ongoing care. Appropriate adjustments were made to ensure people were able to fully understand information, express their wishes, and be actively involved in planning their care and future needs.

The results from the National GP Patient Survey 2025 showed that 98% of respondents felt involved as much as they wanted to be in decisions about their care and treatment, compared with 91% nationally.

Feedback from a care home consistently described staff as compassionate, respectful and understanding. Clinical and administrative staff were approachable and took time to understand residents’ individual needs, including those with mental health conditions and learning disabilities. The service demonstrated a strong commitment to person-centred care, adapting how care was delivered to minimise distress and ensure residents felt supported.

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 people and their carers to access advocacy and community-based services. Although the service no longer had access to social prescribers through its Primary Care Network (PCN), it hosted the Citizens Advice Bureau on a fortnightly basis. This provided people using the service with access to advice and support on prescription-related matters and wider social issues. Information about charities and other support agencies was also available in the waiting area.

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. Feedback received by CQC and from the patient participation group (PPG) was positive, with people reporting they received prompt responses to urgent queries and requests for urgent appointments. Staff we spoke with knew the process for referral to emergency support, including mental health crisis teams.

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 and supported if they were struggling at work. 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. We saw that annual team away days were established within the service to support workforce wellbeing and team building.