The Green Surgery Also known as The Green & Fir Road Surgeries

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. Arrangements were in place to promote patients’ privacy. Reception teams were trained to recognise when someone might require additional privacy and would proactively offer options such as speaking in a private room. Guidance on maintaining privacy and dignity was included in their training modules, providing ongoing support and clear standards for staff to follow.

National GP Patient Survey data reflected people felt listened to and were treated with kindness. 94%patient said the healthcare professional they saw or spoke to was good at listening to them during their last general practice appointment, exceeding the average locally and nationallyof 89%and87%.

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. Staff reported that the team was multicultural and experienced, which helped them remain aware of important cultural practices and sensitivities. They used this awareness to guide conversations and ensured care was adapted appropriately. The service had established processes to support patients, such as providing interpreters and scheduling double appointments, when necessary, to allow sufficient time to explore their medical needs.

The service promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. Staff told us they routinely asked patients what type of support they needed and allowed patients to lead the conversation, ensuring the approach was personalised and not based on assumptions such as age. They explained that the practice provided information leaflets in different languages, including materials for programmes such as cervical screening, and could produce large‑print versions when required. Staff also told us they could access a translation service to ensure patients who required language support fully understood their care.

Staff helped patients and their carers to access advocacy and community-based 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. Staff knew how to respond when a patient needed urgent attention and knew the processes to follow to ensure emergency support was given. The practice shared an example of an emergency scenario that demonstrated how effective their processes were. The GP national patient survey showed that 88% of patients knew what the next step would be after contacting the practice. It also found that 93% felt the healthcare professional they saw or spoke to was good at treating them with care and concern during their last general practice appointment. These results were above both national and local averages. Staff we spoke with knew the process for referral to emergency support, including mental health crisis teams.

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. Staff told us, “The leaders are very supportive I speak with anyone for any help I need”. 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. Staff reported being supported if they were struggling at work. Staff reported that the team had developed strong bonds, particularly during challenging periods, and they maintained a supportive environment where colleagues looked after one another. They told us that managers took individual circumstances into account. We saw team building days were established within the practice.