Nettleham Medical Practice Also known as Dr Waller and partners

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.

Feedback from people using the service was mixed, the majority indicated that they felt listened to and were treated with kindness. However, a small number said reception staff at the Nettleham practice lacked empathy at times. Staff protected patient’s 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 70 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Feedback from people using the service was mixed, the majority indicated that they felt listened to and were treated with kindness. However, a small number said reception staff at the Nettleham practice lacked empathy at times.

We saw most staff treated people with kindness, empathy and compassion and respected their privacy and dignity.

Staff treated colleagues from other organisations such as care homes with kindness and respect and worked collaboratively to support positive experiences for people using the service.

Arrangements were in place to promote people’s privacy, including the use of private consultation rooms.

Staff we spoke with understood Gillick competency, and there were processes to ensure that young adults had appropriate control over their own privacy and the level of parental involvement in their care and treatment.

Staff treated people as individuals and made sure their care, support and treatment met their needs and preferences. Clinicians adapted consultations and treatment plans to reflect what was most important to the individual.

Patients’ personal, cultural, social, religious and equality characteristics needs were understood and met. The provider had employed a chaplain to provide pastoral care and support.

For people with learning difficulties, clinicians considered personal goals, educational or occupational needs, family circumstances and any challenges that might affect day to day functioning. Staff also recognised the important role of parents and carers in supporting children and young adults. They ensured parents received clear guidance, advice and reassurance, while also respecting the privacy, rights and preferences of the young person.

Staff demonstrated an understanding of the needs of the people who used the service. They ensured that communication was tailored appropriately and that people were given time to express their wishes and ask questions. Records we reviewed showed that personalised information was used to guide decision-making and support positive outcomes.

The provider promoted people’s independence, ensuring they knew their rights and had choice and control over their care, treatment and wellbeing. Clinicians explained and documented options and encouraged people to make informed decisions across all areas of the service. We saw a chaperone policy was in place, and staff had received appropriate training. Access to advocacy services was included in the practice information leaflet.

There were displays on noticeboards and screens in waiting areas informing patients and carers of a wide variety of support available locally.

There was a system for appointment triage that ensured people with immediate needs had timely access to the service. Staff we spoke with understood the process for referring individuals to urgent or emergency support, including mental health crisis teams, when this was required.

Staff had undergone training in recognising and identifying the deteriorating patient.

If a person was triaged as acutely unwell at the point of booking, staff directed them to alternative healthcare providers to ensure they received timely and appropriate support.

Emergency trolleys were easily accessible, fully stocked and staff had received training in their use.

We saw a genuine emphasis on staff well-being and support. Staff told us they felt valued by leaders, including directors and senior leaders. Staff said communication was open and their opinions and suggestions listened to.

Leaders had taken steps to recognise and respond to the well-being needs of the workforce; monthly staff nominations were submitted for awards and all staff and their families had access to the employee assistance programme.

Staff we spoke with said managers were thoughtful and provided treats on a regular basis. During the recent hot weather managers had bought a crushed ice machine to give staff a choice of refreshing cold drinks.

Staff had access to appropriate resources and facilities that supported safe working, including opportunities for regular breaks.

We saw protected learning time was well established within the practice, where staff wellbeing was regularly discussed.