Thurleigh Road Practice

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.

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.

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.

Data for the national GP survey 2024 showed a total of 83% of respondents said the healthcare professional they saw or spoke to was good at treating them with care and concern during their last general practice appointment which was comparable to the local average of 89% and the national average of 85%. In addition, we received positive feedback from patients about clinical staff attitudes towards them.

The GP patient survey 2024 showed 79% of respondents said the healthcare professional they saw or spoke to was good at listening to them during their last appointment, which was slightly below the local average of 89% and the national average of 87%.

The practice had provided evidence to show they had reviewed the national GP patient survey and they had undertaken an action plan for how they would work on improving the lower scored questions.

Arrangements were in place to promote patients’ privacy. National GP Patient Survey data reflected people felt listened to and were treated with kindness. 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.

Appropriate adjustments were made to the service based on patients with protected characteristics. For example, patients with learning disabilities were invited for an annual review and asked to complete a questionnaire to ensure that the practice were continually meeting their needs. Patient communication needs were also met by staff using google translate and language line if they needed to communicate with staff face to face. Staff informed us patients would be offered a chaperone, if patients struggled with hearing a hearing loop could be provided.

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 treatment and wellbeing.

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

Staff helped patients and their carers to access advocacy and community-based services. The practice social prescriber worked closely with patients in this area. She attended the May 2025 PPG meeting, explaining her role and how she could support patients’ different 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, concern or distress.

There was a system for appointment triage that ensured people with immediate needs had access to services. For example, same day appointments were available for patients who required immediate care. 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. 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, rest areas, and flexible working. They had regular meetings where staff could raise concerns. Staff reported being supported if they were struggling at work. Staff members told us they felt encouraged to contribute their ideas, they had regular check-ins with leaders, and they could discuss things openly when they felt the need to, or through team meetings, or appraisals. Staff gave examples of where they had requested more facilities in the kitchen, and they were provided with an air fryer and a toasty maker. Staff also gave examples of where office equipment was not working, they raised concern and then the item was fixed.