Hull Family 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.

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 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. National GP Patient Survey data 2024 reflected people mostly felt listened to and were treated with kindness. Positive feedback received by CQC reflected this. Staff we spoke with understood Gillick competency and training had been provided for all staff. 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 recorded, understood and met. Patient communication needs were met to enable them to be fully involved in their care. Patients’ needs were recorded on their records and staff took these into account when communicating with patients. Staff with lead roles in mental health and learning disability had taken time to get know the patients and build good working relationships with them and their carer’s. Staff had worked with community learning disability and mental health teams to develop easy read information about health screening for example, bowel screening.

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 care coordinator and carers champion worked closely with the palliative care team, patients and carers offering support and guidance with social care needs. Palliative care patients and carers were provided with the coordinators direct dial telephone number to enable timely communication.

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. 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 deliver person-centred care.

Most staff told us they were valued and supported 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. Staff were supported with their learning and development and had been promoted through the organisation. Staff were encouraged to identify areas for improvement and some of the nursing team had put a business case forward for improvements in the nursing team and these had been implemented. Staff were positive and enthusiastic about their role. Following the most recent merger with another practice a health and wellbeing day had been held to enable the staff to come together.