Hillview Family Practice Also known as Dr Montague & Partners

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

People were treated with kindness and compassion. Staff protected privacy and dignity. They treated people as individuals and supported their preferences. People had choice in their care and treatment. The service supported staff wellbeing. We found that the culture of the service was patient centred and staff we spoke with told us they felt empowered to deliver high quality, considerate and empathetic care.

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.

The service collected NHS Friends and Family feedback, which consistently reflected high level of patient satisfaction. Feedback from people was shared with staff to encourage and reinforce good practice. The service used comments as an opportunity for learning and improvements.

Results from the 2025 National GP Patient Survey showed 89% of respondents agreed that the healthcare professional was very good or fairly good at listening to them, the national average was 87%. The percentage of respondents to the 2025 GP survey who stated that during their last appointment they had confidence and trust in their healthcare professional was 92%, in line with the national average.

Arrangements were in place to promote patients’ privacy. Staff ensured they were aware of their responsibilities in maintaining a person's dignity and safety during an intimate examination. We observed notices around the service advising there were chaperones where available and how to request one.

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.

All staff had received training in learning disabilities and autistic people. They were able to support people who found it difficult to be independent and access services. Easy to read letters were provided explaining the purpose of a health check and scheduled appointments with familiar staff to improve accessibility and continuity.

The service worked closely with a range of local organisations to support people’s health and well-being. They provided service to vulnerable groups, including refugees and homeless people and simplified the registration process for them.

The service was able to use translation services, which included British Sign Language (BSL). They provided sign language services for a non-English translator during a consultation.

Results from the 2025 national GP survey showed 90% of respondents stated that during their last appointment they were involved as much as they wanted to be in decisions about their care and treatment (national average was 91%).

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 displayed leaflets and posters containing information to support people to access the local community programmes. The service website could be translated into a variety of languages to support people who did not speak English as a first language.

Staff helped people 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. During our assessment, we saw same day, face-to-face appointments were available and appointments reserved for urgent cases.

The service ran telephone clinics every Sunday with a view to booking face-to-face appointments at the service for the following week, if required.

Staff we spoke with understood the process for referral to emergency support. This included when people require urgent medical attention and how to respond if a patient was deteriorating.

There were systems which enabled staff to tailor people's care and support according to their needs. For example, care record alerts were used to flag when people needed longer appointments or assistance with the online triage form.

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 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 team building days were established within the practice.

The service had good oversight of workforce planning as rotas were in place up to 4 months in advance.

Appraisals for non-clinical staff were completed and included discussions of development.

Clinical supervisions were performed externally and included areas for reflective practice and development.

Staff told us they felt valued by leaders. Leaders had taken steps to recognise and meet the well-being needs of staff. This included staff being recognised for their achievements, supporting them through their development and celebrating their success with them.

Staff we spoke with, and evidence seen, demonstrated a high-level of training opportunities for staff. Staff told us they were encouraged to expand their roles and achieve career progression. Leaders demonstrated the systems they had in place to support staff, and staff reported how their views and feedback were listened to and carefully considered.