Solent GP 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 assessed all quality statements under the Caring key question.

We found the practice team had completed action plans to improve the service for patients. Improvements were based on the views expressed within the National GP Patient Survey results. The practice maintained a register of carers.

The practice had policies to support patients being treated as individuals such as respecting religious practices, for example prayer times, dietary restrictions, and observance of religious holidays. Staff said they used shared decision-making practices to ensure care decisions reflect the patient’s values and preferences. The practice was recognised veteran and dementia-friendly practice.

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.

As part of the assessment process, we asked the practice to invite patients to share their experience of the service. From the feedback we received we saw no indication of concern in this area.

Leaders told us they had a register of patients registered as carers and provided advice and direction as required. Staff told us bereaved patients were sent sympathy cards, were offered regular check-ins and signposted to services for support if required. Clinical staff told us as part of their training they were supported and received training in communication skills to support patients who were upset or angry. Staff told us confidentiality clauses were contained within their contract and as part of their on-line training.

We saw reception staff welcomed patients when they attended the practice and were kind and supportive in their approach. Staff actively encouraged patient feedback. A room could be made available if patients wanted to speak with a receptionist in private. During a tour of the practice, we saw staff respecting patient privacy by knocking on doors to consultation and treatment rooms when in use.

As part of the assessment process, we asked the practice to invite patients to share their experience of the service. From the feedback we received we saw no indication of concern in this area.

Leaders told us their patient registration form asked patients to inform the service about their personal, cultural, social and religious needs and communication requirements. These were electronically coded onto patient records to ensure their needs could be met. Staff told us they discussed with patients their holistic needs. These included not only medical but also emotional, social, financial concerns and spiritual needs. Staff reported they used shared decision-making practices to ensure care decisions reflected the patient’s values and preferences. Staff, with consent, could signpost patients to other tertiary or health and social care professionals.

The practice held a range of policies to support patients being treated as individuals such as respecting religious practices, for example prayer times, dietary restrictions, and observance of religious holidays.

As part of the assessment process, we asked the practice to invite patients to share their experience of the service. From the feedback we received we saw no indication of concern in this area.

Staff told us they promoted patients' independence, choice and control by ensuring patients were central to their care and treatment decision-making. Face to face two-way discussions took place for any treatment options and patients were provided opportunity to voice their views. The staff we spoke with advised that patients ultimately decided whether or not to accept the treatment offered.

Systems, processes and guidance were in place to inform staff on how to maintain patients' independence, choice and control. These included staff training in obtaining consent and supporting clinical staff with advanced life decision-making policies. The practice employed a multi-disciplinary approach to end-of-life care involving other health and social care professionals as well as the patient and where appropriate relatives and carers. Other staff training including awareness of the Mental Capacity Act, safeguarding and learning disability and autism.

As part of the assessment process, we asked the practice to invite patients to share their experience of the service. From the feedback we received we saw no indication of concern in this area.

Staff told us palliative care patients had access to a direct telephone line to the practice in order for requests to be actioned promptly to support them and their families. This included anticipatory medicines and cancer care support. A designated duty GP responded to any urgent needs for patients and vulnerable groups. GPs triaged patients who required a home visit. Home visit requests for certain procedures, such as phlebotomy or chronic disease management, these were available through community-based teams. The practice had implemented a Red Amber Green (RAG) rating process to ensure that patients with complex needs were prioritised appropriately to ensure continuity of care.

Leaders told us they recognised the importance of their staff health and wellbeing. Staff reported positively on the leadership workforce and wellbeing systems. They told us their health and wellbeing were considered, promoted and supported by leaders. Staff were able to provide personal insights into how their wellbeing had been supported at times of need, for example following difficult incoming calls. Access to clinical support and guidance via the management team was described by staff as excellent. Staff said the GPs provided their time and expertise to support them in their role and decision-making.

The practice values which encouraged an open management style whereby managers were approachable, and employees felt able to discuss their health and wellbeing, where it impacts them at work.

The practice held monthly all staff meetings which included health and wellbeing as a standing agenda item. Staff were offered access to a wide variety of workplace support networks, including an employee assistance program (EAP) and access to mental health first aiders.

The practice leadership team provided a staff newsletter, weekly check in meetings, regular individual one to ones and yearly appraisals.