Whitecliff Surgery

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.

We assessed all quality statements in the caring key question. At our last inspection, we rated this key question as Good. Following this inspection, the rating has stayed 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. Results from the National GP Patient Survey showed 88% of respondents reported the healthcare professional they saw or spoke with treated them with care and concern, which was higher than the national average. 83% of respondents said their mental wellbeing was considered during their appointment, which was again, higher than both national and local averages.

Staff followed professional standards in relation to honesty, integrity, respect and courtesy. Social prescribers had completed training in personalised care and support, and a dignity and respect policy guided staff in ensuring privacy and compassion in all interactions. People told us they felt known and understood, with the national GPPS indicator highlighting 94% respondents saying the healthcare professional they saw had all the information they needed about them.

The service treated people as individuals and made sure care and treatment met their needs and preferences. Staff gave examples of how they tailored care. In the lifestyle clinic, an advanced nurse practitioner supported people on a one-to-one basis, focusing on individual symptoms such as fatigue or dietary concerns and providing personalised advice using lifestyle medicine principles.

Non-clinical support was also individualised. People struggling with digital systems were offered face-to-face support from the service’s Digital Volunteer, who helped them navigate the NHS App, submit online requests, or use their own devices more confidently. The redesigned website included accessibility features, and individual preferences for communication were recorded and respected. People told us this helped them feel in control and supported in ways that suited their personal circumstances.

The service promoted independence, ensuring people understood their rights and could make informed choices about their care. Staff supported people to access advocacy and community-based services where needed. People were given information in formats that suited their individual needs, including easy-read materials and interpreters for those whose first language was not English. Staff told us this ensured people’s preferences and values were central to their care.

The service listened to and understood people’s needs, views and wishes, and responded promptly to urgent concerns.

We saw evidence the service had processes in place to respond to the needs of newly registered families from refugee and other vulnerable backgrounds. This included arranging interpreters, coordinating with local health services, and allocating a dedicated GP where appropriate.

The service cared about and promoted the wellbeing of its staff and supported them to deliver person-centred care. Staff told us they felt valued and supported, and they were encouraged to contribute ideas through staff suggestion boxes and regular feedback processes. Leaders reviewed all suggestions, and responses were shared with the whole team where appropriate.

A range of wellbeing initiatives had been introduced since the last inspection. These included “tea and toast” breaks for all staff, wellbeing boards at each site, a buddy system for new starters, and annual staff surveys. Leaders also arranged informal celebrations and opportunities to recognise staff achievements. Staff told us these initiatives made them feel appreciated and part of a supportive team. The leadership team reported staff turnover had reduced compared with the previous year, which supported greater continuity of care for people.

The service also took steps to support staff during the national cost of living crisis. A financial wellbeing policy was developed, staff were signposted to external sources of advice, and wellbeing leads completed training to provide basic guidance on financial matters. Staff told us this helped them feel reassured their wellbeing was a priority and that the service would respond proactively to challenges affecting their daily lives.