Saltley Centre for Health Care

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• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

We carried out an announced assessment of all the quality statements under this key question between 13 and 16 May 2024. Data from the most recent national GP patient survey published in July 2017 showed patients rated the practice below local and national averages. Feedback from patients we spoke with about their care and treatment was positive. Staff treated patients with kindness and respect and maintained patient confidentiality. Staff were motivated and inspired to offer kind and compassionate care and worked to overcome obstacles to achieve this. We observed a strong patient- centred culture. Patients were treated as individuals and care was tailored to their needs, including those with complex medical needs.

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 results of the most recent GP Patient Survey (undertaken between 01/01/2023 and 30/04/2023) showed the practice performance was largely below national averages. For example, 59% of respondents stated that healthcare professionals at their last GP appointment were good or very good at treating them with care and concern, compared to the national average of 83.8%. Patients told us staff were compassionate and treated them with kindness. The majority of patients we spoke with stated their privacy and dignity was respected and they were confident that their personal information was treated confidentially. An in-house survey undertaken between January and March 2024 demonstrated significant improvement in patient satisfaction. For example, of the 65 responses received, 83% stated they felt the healthcare professional was good at treating them with care and concern.

Leaders spoke positively about the provider’s key value of ‘Taking Care’ and stated this applied to both patients and staff. Leaders advised they had reviewed the results of the national GP patient survey and undertaken targeted work to improve patient satisfaction with all areas that the practice had scored below local and national averages. They advised improvements were being monitored and the results of the in house survey demonstrated a positive impact on patient experience. Leaders also spoke positively about working with other service providers within their Primary Care Network (PCN) to provide appropriate support for the wider patient population.

Staff displayed understanding and a non-judgemental attitude towards patients. We observed a culture of kindness and respect between colleagues and towards patients. Staff communicated with patients in a way that helped them to understand their care, treatment and condition, and any advice given. A private room was available if patients were distressed or wanted to discuss sensitive issues. There were arrangements to ensure confidentiality at the reception desk.

The results of the most recent national GP patient survey (01/01/2023 to 30/04/2023) showed the percentage of respondents who stated that during their last GP appointment they were involved as much as they wanted to be in decisions about their care and treatment was 73.4%, compared to 90.3% national average. Patients we spoke with were largely positive about the approach of the clinicians and none expressed concerns about not feeling involved in their care or being treated as individuals. Results of an in-house patient survey undertaken between January and March 2024, showed 76.9% stated their needs had been met following their most recent appointment. Similarly, 76.9% said they felt involved in their treatment and care.

Staff understood and respected patient’s personal, cultural, social and religious needs. Leaders provided multiple examples of how they supported their patient population which included patients from varying ethnic backgrounds and those living in high levels of social and financial deprivation. Staff and leaders demonstrated a clear understanding of the individual needs of patients and were able to describe adjustments made to support those needs.

Systems and processes had been developed and implemented effectively to provide tailored care and support for patients. This included support for patient’s cultural, social and physical needs. Multi-disciplinary meetings and cross organisational working helped provide effective support to vulnerable patients and carers. This included patients requiring end of life care, mental health support, or support due to safeguarding concerns. Staff were required to undertake specific training to improve their knowledge and skills in supporting people with diverse needs. This included equality and diversity supporting people with a learning disability and autistic people.

The results of the most recent GP Patient Survey showed the practice performance was below national averages for the percentage of respondents who stated that during their last GP appointment they had confidence and trust in the healthcare professional they saw or spoke to (72.5% compared to the national average of 93%). None of the patients we spoke with expressed any concerns relating to confidence or trust.

Staff and leaders demonstrated a supportive approach to ensuring patients were empowered to be involved in their care and treatment. Leaders spoke about work undertaken to support patients to maintain independence and also engage vulnerable patients in community events. For example, the practice was due to host an event with the local Alzheimer’s charity in June to provide information and support to patients and their families. The practice had also hosted a digital exclusion event which had been attended by a numeracy skills development organisation, offering patients and staff the opportunity to enrol in free numeracy improvement courses.

Patients were supported to have choice, control and make decisions about their own care treatment and wellbeing. For example, patients could book appointments with a variety of clinical staff including GPs, nurses and pharmacists. Referrals were made as required including to services to support improved health and general wellbeing. This included smoking cessation and weight loss services. Patient advice and information was available in the patient waiting area and provided information on access to support groups and organisations. Information was available in multiple languages and easy read format. There was a Carer’s register and staff helped patients and their carers find further information and access community and advocacy services. The practice understood local cultural values and potential barriers faced by local carers in accessing support. In response, the practice ensured information was readily available in the waiting room for individuals to discreetly seek support and guidance.

The results of the most recent GP Patient Survey (undertaken between 01/01/2023 and 30/04/2023), showed that 55.6% of respondents stated that the last time they had a general practice appointment, the healthcare professional was good or very good at listening to them, compared to the national average of 85%. Patients told us they were able to access urgent help if needed. An in-house survey undertaken between January and March 2024 demonstrated significant improvement in patient satisfaction. For example, of the 65 responses received, 87.7% stated they felt the healthcare professional they saw was good at listening to them.

Patients received appropriate and timely information to cope emotionally with their care, treatment or condition. Leaders and staff were able to describe systems in place to support patients requiring urgent care or assistance. For example, in recognition of the religious and cultural observances of some patients, the GP would respond quickly, often outside of normal working hours, to provide the necessary death certification to enable prompt burial in line with families’ wishes when bereavement occurred. Leaders ensured that appropriate staff were always available throughout the day to support patients in case of an emergency. Leaders were keen to ensure that people were engaged in discussions about their immediate needs, to support the practice to respond in the most appropriate way. The practice had developed good working relationships with its patients, the wider local community, and other stakeholders. Staff and managers worked to deliver and adapt their service to ensure it continued to meet the needs of its patients. There was an active patient participation group (PPG) who held regular meetings with representatives from the practice. We spoke with a member of the PPG who said they felt valued by the practice and that the meetings were productive and engaging. We were informed the practice was open and honest with the PPG and keen to gather feedback and act on any identified concerns.

Feedback from staff was positive and they described a good working environment with a positive culture. Leaders and managers were approachable and supportive, and staff felt comfortable raising any concerns without fear of retribution. Staff were positive in their reflections of working at the practice and the leadership team’s approach to learning and improvement. Leaders demonstrated a commitment to staff wellbeing and aligned the satisfaction of staff closely to the quality of service delivery. Many staff had been employed for substantial periods of time and leaders described overall retention of staff as good.

Staff were encouraged to provide feedback through regular team meetings, staff surveys and on an ad hoc basis. Staff had protected time for learning and development and received regular. Staff had access to regular appraisals, one to ones, coaching and mentoring, clinical supervision and revalidation. They were supported to meet the requirements of professional revalidation. Staff rotas were maintained and efforts made to ensure appropriate staffing levels to support adequate work breaks. There was adequate provision for rest areas and staff facilities. Through the provider organisation, staff had access to a dedicated Human Resources team to provide employee support and guidance as needed. Leaders were also supported by this team in managing staff performance. There was a Freedom to Speak Up Guardian and staff were encouraged to raise concerns and report when things went wrong so that action could be taken.