Moss Street 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. Twelve patients contacted the Care Quality Commission to ‘Give Feedback on Care’ the majority provided positive feedback on the care and treatment received.

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. 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.

National GP Patient Survey data (2025) reflected people felt listened to and were treated with kindness. There was a 35% response rate to the survey, 115 respondents out of 325 surveys sent. These showed positive patient feedback. For example, results exceeded or were in line with local and national averages: 97% reported confidence and trust in the healthcare professional they saw or spoke to, when compared to national and local averages of 92%. 91% felt listened to when compared to national and local averages of 88% and 87%, and 86% felt treated with care and concern. Additionally, 89% found reception staff helpful (local averages 85%, national 83%).

We received 12 patient comments through our Give Feedback on Care service. The majority stated that the service was excellent and the receptionists were very friendly.

Leaders told us that they called the people to offer their support when a close relative had died.

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.

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

Staff helped patients and their carers to access advocacy and community-based services. For example, we found that leaders involved all staff groups in making improvements to the way individuals were treated. For example, the ability for receptionists to book reviews for people with dementia outside of usual times to accommodate carer’s needs.

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, concernor distress.

Data from the national GP Patient Survey showed that 97% of respondents reported confidence and trust in the healthcare professional they saw or spoke to, compared with a national average of 92%.

Reception staff were in receipt of care navigation training to signpost patients to the most appropriate clinician or service. Reception staff sent electronic tasks to the duty GP if uncertain of appointment urgency and the GP provided appropriate clinical decision-making regarding urgency of appointments to ensure 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. However, there was no documented guidance for staff, and some risks (e.g. atypical symptoms such as jaw pain) may not be readily identified by non-clinical staff. Staff advised that children generally wouldbe seen by a clinician on the same day, but this was not documented.

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

Staff reported on the negative wellbeing impacts of former employees which had led to significant staff attrition and remaining staff seeking external wellbeing support. Recognition of the issues arising led to provider engagement with the appropriate external professional bodies and implemented audits and governance improvements to address risks.

Staff reported feeling valued by current leadership, with recent changes contributing to a positive shift in culture. 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. Staff said at Christmas the practice had treated them to a meal and had access to WhatsApp chats such as socialising and a work-related chat.