Village 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

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

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 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 patients’ privacy. The practice had a separate room available for patients that could be used as another waiting room or so that confidential conversations could take place.

National GP Patient Survey data reflected people felt listened to and were treated with kindness. For example, 94% responded positively to the survey that healthcare professionals were good at listening to them, against a local average of 89% or national average of 81%.

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 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.

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. This included access to translation services, and the practice had a hearing loop system. A policy to support transgender patients was being drafted.

The service promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

People were supported to understand their rights by using different ways to communicate. Their understanding was reviewed throughout their care and treatment. This was documented comprehensively in patient notes and use of digital flags on the patient records.

People were supported to maintain relationships and networks that were important to them. This includes the practice providing access to mental health support and effective signposting to other 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. Staff we spoke with knew the process for referral to emergency support, including mental health crisis teams.

Staff could quickly recognise when people needed urgent help or support and use appropriate tools and technology to assist.

The service cared about and promoted the wellbeing of their staff and supported and enabled staff to deliver person-centred care.

People’s experience of the service was driven by a culture which prioritised good wellbeing through inclusivity, active listening, and open conversations. This empowered staff to do their job well and to be well. 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. Staff reported being supported if they were struggling at work.

Following feedback from staff, leaders added an additional staff member to reception duties in the mornings. Leaders reviewed this change and there were positive responses from staff and patients and productivity increased. Leaders assured us they always want staff to feel comfortable with making these kinds of suggestions.

Leaders told us that other changes that they had made included the more effective use of internal digital system so all staff could see rotas, holidays and training in one place. This increased transparency, efficiency and planning. Staff had also been given personal alarm systems following a significant event as leaders wanted to act quickly to safeguard staff against similar situations happening again.