Little London 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 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. Data from the National GP Patient Survey showed that 86% of patients felt listened to and were treated with kindness. This was in line with national average of 87% and the local average of 84%. The data from the National GP Patients Survey confirmed the feedback we got from patient. One patient told us, ‘Excellent doctors and staff helpful and obliging’.

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. Gillick is a UK legal principle used to determine if a child under 16 can consent to medical treatment or advice without parental permission or knowledge.

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.

We found that the provider recently installed electrically operated front doors at the entrance area to support patients who would otherwise have needed help to enter the building. This went some way to promoting people as an individual.

The provider made available interpreting services so patients whose first language was not English, could access the support needed to share their care and treatment needs more easily.

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

Where patients needed support staff supported them to access advocacy and community-based services where needed.

The National GP patient survey data showed 91% of respondents felt involved as much as they wanted in decisions about their care and treatment needs. This was in line with the national average of 91% and the local average of 90%.

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.

We found 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 National GP Patient Survey showed that 93% of patients felt their needs were met in comparison to the national average of 90% and the local average of 88%. However, we received feedback from patients which was mixed.

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

We found that the staff wellbeing was an important part of how they ensure patients care and treatment was delivered. Staff wellbeing was part of the appraisal process.

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.