Townfield Doctors 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 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 demonstrated it was committed to improve patient experience, treat people with kindness, empathy and compassion and to respect their privacy and dignity. Arrangements were in place to promote patients’ privacy. 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.

Results from the 2025 National GP Survey showed from 95 surveys sent back:

69% of respondents stated that during their last appointment, the healthcare professional was very good or fairly good at listening to them. This was significantly below the national average of 87%.

80% of respondents stated that during their last appointment they had confidence and trust in the healthcare professional they saw or spoke to. This was significantly below the national average of 93%.

71% of respondents stated that during their last appointment, the healthcare professional was very good or fairly good at treating them with care and concern compared to the national average of 86%.

55% of respondents to the GP patient survey responded positively to the overall experience of their GP practice compared to the national average of 75%.

Feedback from patients on the day of our assessment was positive about being treated with kindness, compassion and dignity. Most patients told us interactions with staff had improved particularly the reception staff. They said that some of the clinicians were caring whilst others less so.

Since the last assessment, the practice had reinforced a culture of empathy through regular staff briefings and reflective learning and had seen a reduction in complaints relating to poor staff attitude. The changes implemented had not yet impacted the National GP Survey results, but it was evident that the practice had made progress in relation to patient experience.

The service demonstrated it was committed to treating people as individuals and making 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.

Results from the 2025 National GP Patient Survey showed that 72% 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. This was significantly below the national average of 91%.

Care plans had been improved and were in place for different cohorts of patients. For example, housebound patients and people with diabetes.

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. There was a hearing loop at reception and interpreter services available.

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. 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, supported and enabled 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. Staff had been supported to develop. For example, the health wellbeing coach had been supported to complete a clinical psychology degree, and 3 receptionists had been trained up to be healthcare assistants / phlebotomists. The practice was also flexible with staff members with long-term health condition and flexible with staff with families and small children.