Morden Hall 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

At our last assessment, we rated this key question as Good. At this assessment, the rating remains the same.

We looked for evidence that the service involved patients and treated them with compassion, kindness, dignity and respect.

Patients were treated with kindness and compassion. Staff protected their privacy and dignity. They treated them as individuals and supported their preferences. Patients had choice in their care and treatment. The service supported staff wellbeing.

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 treated patients 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 patients’ privacy. National GP Patient Survey data reflected patients felt listened to and were treated with kindness. 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 survey 2025 showed a total of 83% of respondents said the healthcare professional they saw or spoke to was good at treating them with care and concern during their last general practice appointment. This was slightly lower than the local average of 87% and the national average of 86%.

The GP patient survey 2025 showed 87% of respondents said the healthcare professional they saw or spoke to was good at listening to them during their last appointment. This was comparable to the local average of 89% and the national average of 87%.

We saw posters in the reception area and clinical rooms about chaperones. All clinical rooms had curtains. The practice also had a designated small room that patients could use if they needed a private space.

The service treated patients as individuals and made sure patients’ care, support and treatment met patients’ needs and preferences. They took account of patients’ 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. Alerts were put on the clinical system and reception could book longer appointments for patients that required them.

Staff informed us when needed patients were offered a chaperone. We saw notices displayed in waiting and clinical areas to support this.

The service promoted patients’ independence, so patients 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 listened to and understood patients’ needs, views and wishes. Staff responded to patients’ needs in the moment and acted to minimise any discomfort, concern or distress.

There was a system for appointment triage that ensured patients with immediate needs had access to services. Staff we spoke with knew the process for referral to emergency support, including mental health crisis teams.

Staff were trained in basic life support and all staff spoken to knew where to access emergency equipment.

Reception were trained on working to a specific criterion and knew what to do if a patient required urgent attention.

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. 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 told us they had weekly meetings, they problem solve and came up with new ways of working especially when they had new staff members. The office was a big open plan space; leaders and managers worked collaboratively with staff. There were no closed rooms separating managers from staff. Leaders were always visible and could offer support to staff. The practice had undertaken a staff questionnaire.