Valley Medical Centre

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

We looked for evidence the practice met people’s needs and that staff treated patients equally and without discrimination. At our last assessment, we rated this key question as good. At this assessment, the rating remains the same.

This service scored 79 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

We did not look at Person-centred Care during this assessment. The score for this quality statement is based on the previous rating for Responsive.

We did not look at Care provision, Integration and continuity during this assessment. The score for this quality statement is based on the previous rating for Responsive.

We did not look at Providing Information during this assessment. The score for this quality statement is based on the previous rating for Responsive.

We did not look at Listening to and involving people during this assessment. The score for this quality statement is based on the previous rating for Responsive.

The practice ensured patients could access the care, support and treatment they needed when they needed it.

Information displayed for patients in the waiting room highlighted Valley Medical Centre’s commitment to providing inclusive healthcare to all patients. They told patients, “Your needs matter!”

The premises were accessible (with step-free access and automatic doors) and all treatment rooms were on the same level.

Patients experiencing hearing difficulties were encouraged to inform staff so the information could be recorded in their healthcare record to ensure they were supported appropriately. The practice had a portable hearing loop available for patients.

For patients who preferred to communicate using British Sign Language or a language other than English, the practice had a facility for staff and patients to easily access interpreter support (via telephone, over video, or in person). Posters on display in reception clearly showed how these services could be accessed.

The practice made reasonable adjustments for patients with a disability to ensure they had equal access to care. They considered whether the time and environment, clinician involved, and communication around the treatment could be adjusted to better suit the patient.

Staff checked if patients had caring responsibilities or any special requirements the practice needed to consider when supporting them. Staff were encouraged to ask carers and patients with a disability how access to healthcare could be made easier for them. The practice displayed information about reasonable adjustments in their waiting room and on social media.

Staff had completed relevant training in supporting patients with a learning disability and autistic patients.

The practice continuously considered the needs of its patients. Patients were asked to identify any additional needs when they registered with the practice. Staff continued to opportunistically ask patients during any contact with the practice and during key reviews. For example, during a Learning Disability Review.

Leaders ensured staff understood the importance of information relating to potential access barriers being asked for, checked regularly, and recorded correctly in patient healthcare records.

A GP partner delivered an in-person training workshop to all staff to ensure their understanding of the Accessible Information Standard (AIS) and the process of recording the Reasonable Adjustments Digital Flag (RADF) in patient records. The AIS and RADF work together to ensure disabled, neurodivergent, and vulnerable patients receive equitable care by standardising how their communication, behavioural, and physical access needs are identified, recorded, and shared across the NHS.

For patients without a recognised disability (under the Equality Act 2010), staff included additional information on their healthcare record so that staff were aware of any barriers to contacting a patient and / or them being able to attend their appointments.

Leaders took any complaints seriously. They attended an annual meeting to discuss patient complaints and feedback. They analysed feedback and looked for trends and ways to improve services for all patients.

The practice performed significantly better than the national average in the most recent GP Patient Survey (2026) with regards to flexibility of appointment time and day. The survey showed 73% of respondents said they were offered a choice of time or day when they last tried to make an appointment at Valley Medical Centre (compared to the national result of 57%). This showed patients were offered flexibility in appointments to suit their needs.

Staff and leaders were innovative in how they listened to information about people who were most likely to experience inequality in experience or outcomes. They actively used this information to provide exceptionally tailored care, support and treatment.

Leaders were proactive in their approach to combat known issues impacting the quality of care and treatment of their patients. They told us that, “the surgery not only treats illness, but we’re also helping to remove barriers, preventing ill health, connecting patients with support and bringing healthcare closer to our community.”

Staff treated people equally and without discrimination. This was reflected in the (mostly very positive) feedback shared by people who used the practice. One patient told us they have always had a positive experience when accessing Valley Medical Centre. They praised the staff care and support provided for patients with special educational needs and disabilities.

Leaders considered the range of patients using their practice. They understood the digital, geographical, and other barriers many patients faced in accessing services. They developed strong partnerships with community organisations (including with the voluntary sector) to address any local health inequalities.

Leaders recognised that many patients were geographically isolated from some core services in the centre of Sheffield. Valley Medical Centre provided some additional services on their premises to make access to healthcare easier in the local area, as well as reduce pressure on secondary care services. These services included family planning, minor surgery, and electrocardiogram (a quick test to record key information about your heart).

The practice had proactively engaged with and used the local library to support patients who needed help with digital access to Valley Medical Centre (as well as wider information and services) via the NHS App. Staff held drop-in sessions for patients which were well attended. The practice also made one staff member the ‘NHS App Champion’ who patients and staff could approach for advice and support.

The latest national GP Patient Survey (2026) showed that 78% of respondents found it easy to contact Valley Medical Centre using the NHS App. This was significantly higher than the national result of 54%. This showed most patients were comfortable using the NHS App.

To tackle transport poverty, leaders were actively working with partners towards the provision of a community minibus.

For patients facing employment difficulties, staff worked with Shaw Trust (a charity that helps disabled, disadvantaged, and unemployed people find meaningful work and live more independently) to provide appointments to help patients overcome barriers and move towards employment.

The practice had a dedicated health coach who ran weekly clinics to engage with patients experiencing severe mental illness and improve their attendance of annual health reviews. Leaders ensured that any relevant patients who had not attended the practice for a review received a home visit to ensure their wellbeing.

We saw evidence that this dedicated service had helped support and encourage a group of patients who may ordinarily not engage with the practice. Leaders told us that staff (in only the first quarter of 2026) had managed to complete an annual health check for 94.44% of relevant patients. This work ensured potentially vulnerable patients were being seen and their needs were supported.

Similarly, the practice had changed their approach to support patients with a learning disability to remove barriers which may prevent them accessing care. The practice no longer holds set clinics for reviews or any other needs. This has allowed greater flexibility for patients. Staff now schedule an annual review during the birth month of each patient, making it easier for patients to remember it is due.

The practice also works closely with Mencap (a charity that supports people with a learning disability) to ensure additional support is provided to patients when required. This includes completing a home visit or attending appointments with a patient to support them.

The practice supported veterans of the Armed Forces. They had a dedicated clinical staff member with specialist knowledge of military-related health conditions to ensure veterans received appropriate care and support.

Leaders had developed strong partnership working with Stocksbridge Community Leisure Centre to ensure all patients could access a range of support to suit their needs. Patients could attend regular drop-in services at the leisure centre. This was a collaboration between local specialist services, charities, and other health and care teams.

We did not look at Planning for the future during this assessment. The score for this quality statement is based on the previous rating for Responsive.