Marden Medical 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 comprehensive inspection in October 2014 we rated this key question as good. Because of the assurance received from our review of information and our methodology at the time this rating was brought forward at the focused inspection carried out in October 2019. At this comprehensive assessment, the rating remains the same.

This service scored 80 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The practice treated people with kindness and compassion. Staff who provided a chaperone service were aware of their responsibilities in maintaining a patient’s dignity and safety.

We observed staff treating patients with kindness and respect within the waiting room and over the telephone. We saw arrangements were in place to promote patients’ privacy. However, we saw examples where patient privacy was compromised at the reception desk and when using the Patient Observation Device (POD) for self-monitoring of height, weight and blood pressure. Following our site visit a privacy cover was fixed to the POD to ensure readings were not visible to other patients in a communal area to protect patient privacy. The practice also developed a risk assessment in relation to privacy at the reception desk.

As part of our assessment, we received feedback from 10 patients. Most patients were complimentary about the care and treatment they received. Many patients praised the professionalism, empathy and efficiency of the clinical staff.

The National GP Patient Survey results showed 81% of respondents stated that during their last appointment, the healthcare professional was good at treating them with care and concern. In addition, 72% of respondents found the reception and administrative team at this GP practice helpful. The scores were below local and national averages.

The practice had 381 (3.44%) patients registered as carers. Carers were offered appropriate support, such as flexible appointment times, priority access where needed, and referrals to local carer support services and local advocacy organisations. The practice worked with local organisations to ensure carers were aware of the help available to them, including emotional support, respite services, and financial advice. The team also worked closely with social prescribers to connect carers with wellbeing services, respite opportunities, and peer support groups.

The practice told us they were committed to supporting patients and their families through loss. Following bereavement a call was made to the next of kin or nominated relative to offer condolences, provide support, and answer any immediate questions and signpost families to local bereavement counselling services if needed. In addition, a dedicated member of Patient Participation Group (PPG) was available to provide practical bereavement advice, including help with tasks such as registering a death and accessing support services.

The practice treated people as individuals and made sure their care, support and treatment met their needs and preferences. The practice told us they were committed to providing inclusive, person-centred care that respected the personal, cultural, social, and religious needs of their patients and took time to understand each individual's background and preferences, ensuring services were accessible, respectful, and tailored to patient needs.

The practice was a designated Special Allocation Scheme (SAS) for the area delivering care to patients with complex circumstances, including those who may feel excluded from traditional healthcare settings. They had also signed the Armed Forces Covenant, demonstrating their commitment to supporting veterans and their families. The practice was registered as a Safe Surgery ensuring that everyone, regardless of immigration status or background, could access the care they needed without fear or discrimination.

Data from the National GP Patient Survey for the practice showed 86% of respondents felt they were involved as much as they wanted to be in decisions about their care and treatment during their last appointment.

The practice told us by working closely with patients, carers, and other professionals, they helped remove barriers to independence, promoted social inclusion, and empowered patients to live healthier, more fulfilling lives.

Staff helped patients and their carers to access advocacy and community-based services. Patients had access to a social prescriber via the Primary Care Network (PCN) who helped them with maintaining their independence and improving their wellbeing by connecting them with a wide range of community resources and services. They assisted patients in accessing adaptive aids and specialist equipment and helped arrange reasonable adjustments in the home to create a safer, more comfortable environment. The social prescriber also provided support to combat loneliness by linking patients with local social groups, community activities, and wellbeing programmes tailored to their interests and needs.

Data from the National GP Patient Survey showed 34% of respondents were offered a choice of time or day when they last tried to make a general practice appointment. The practice had developed an action plan in response to these findings.

The practice listened to and understood people’s needs, views and wishes. There was a system for appointment triage that ensured people with immediate needs had access to services and were prioritised. Patients could request appointments online, in person or by phone. Staff were trained in care navigation and used a dedicated toolkit and triage protocol which enabled efficient and safe signposting or escalation to a clinician when urgent care was required ensuring patients in decline were identified early and managed safely.

The practice had systems in place for monitoring and responding to patients with long-term conditions. Treatment plans were reviewed and adjusted and self-management advice promoted. The practice worked with community and specialist services when additional support was needed to help reduce complications, prevent hospital admissions and to ensure care was tailored to individual needs.

A clinician had developed a comprehensive procedure and provided training to practice and care home staff to help them identify and act on early signs of deterioration. This helped safeguard patient wellbeing and prevented avoidable hospital admissions.

The practice cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling staff to deliver person-centred care. In advance of our site visit we received 30 staff surveys. Staff were overwhelmingly positive about the support they received from leaders and told us they felt valued and enjoyed working in the practice. Leaders had taken steps to recognise and meet the wellbeing needs of staff, which included the necessary resources and facilities for safe working. Staff were offered flexible working arrangements to accommodate caring commitments or volunteering activities. Staff wellbeing activity events were held. Leaders told us these measures created a strong, resilient, and valued workforce and by creating a compassionate and flexible working environment, they ensured all staff felt valued and supported both personally and professionally.

Regular team meetings were held and created a structured space for open discussion, where staff could raise concerns, suggest improvements, or highlight good practice. The practice provided a staff suggestion box where staff could leave ideas. Staff told us leaders were accessible, visible and promoted an open-door policy, allowing them to share suggestions informally or raise concerns at any time.

Leaders told us they prioritised workforce support and staff wellbeing as a key part of delivering high-quality patient care. They reported staff retention was high which reflected the positive and supportive working environment they fostered. Staff were trained in de-escalation techniques to help manage challenging situations confidently and safely. Staff had access to a dedicated staff mental health champion who offered peer support and promoted mental wellbeing within the team. A staff wellness board had been developed which provided useful resources, motivational messages, and wellbeing initiatives to encourage a healthy work-life balance.

A staff survey had been carried out in 2024, with positive feedback gained from 27 staff. The majority of staff felt encouraged and valued in their roles and proud to be part of the practice and saw how their work contributed to the practice vision.

The practice was the dedicated Special Allocation Scheme (SAS) for Shropshire and had implemented a range of measures to protect the staff team while providing care to these patients.