The Randolph 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 practice involved people and treated them with compassion, kindness, dignity and respect. At our last inspection we rated this key question as good, at this inspection the rating has remained the same. The practice had an active PPG, which the practice routinely approached for feedback on the services they provided.

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.

Patient feedback from the National GP Patient Survey (2025) indicated that the practice was performing below national averages regarding kindness, compassion and dignity. We saw that from 77 responses , 66% of patients said the healthcare professional they saw or spoke to was good at listening to them (National average 87%), 61% of patients said the healthcare professional they saw or spoke to was good at treating them with care and concern (National average 86%) and 86% patients had confidence and trust in the healthcare professional they saw or spoke to (National average 93%). The practice had taken steps to address the above results, for example additional staff recruitment, but there was limited evidence yet that the action taken was effective. The practice didn’t submit any Friends and Family Tests (FFT) to CQC, but leaders presented internal data from FFT which showed improvements in patient satisfaction from 48.75% in 2024 to 81.01% in 2025.

On the day of inspection, we observed reception staff treating patients with dignity and respect. People we spoke to during the site visit were positive about their experiences. They said staff members were very nice and supported them. They said they were treated with dignity, respect and compassion. This was also echoed by the PPG members we spoke to. The practice had arrangements in place to promote patients’ privacy. 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 staff treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. Patients’ personal, cultural, social, religious and equality characteristics needs were understood and met. The practice had systems and processes to ensure people’s communication needs were met, to enable them to engage in their care and treatment, and for them to be supported to maximise their experience and outcomes.They took account of people’s abilities, culture and unique backgrounds and protected characteristics. All staff had completed specific training to improve their own knowledge and understanding of how to support different patients. This included training on equality and diversity and safeguarding. Staff at the practice endeavoured to identify any specific requirements patients might have to engage fully in their care. Leaders explained how they listened and responded to patient feedback. They monitored friends and family results, internal surveys, the national GP patient survey as well as working with the PPG.

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. Information was available in the waiting area and on the practice website which advised people how to access a range of support groups and organisations. The practice actively encouraged patients to become involved with how the practice delivered services, including by promoting the PPG on their website and the reception area.

There was a system for appointment triage that ensured people with immediate needs had access to the practice. Staff we spoke with knew the process for referral to emergency support, including mental health crisis teams. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress. Staff told us about systems and training in place to support this, which included guidance and training on sepsis, the use of panic alarms, and the availability of emergency medicines and equipment.Staff and leaders told us they provided translation services , including British Sign Language to accommodate people who required this during their appointments. The practice had a triaging GP every day who was available for advice and support as necessary to both patients and staff.

The service cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. Leaders at the service said they welcomed feedback from staff and 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 and rest areas. Staff reported being supported if they were struggling at work. The leaders told us about future prospects of an internal platform being launched to anonymise staff feedback on an organisational wide level.