VHK Women's Health Clinic

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

The 2 doctors who owned the service ensured patients were truly valued as individuals and were empowered as partners in their treatment and care. The doctors were fully committed to treating patients as individuals and providing them with a bespoke service tailored to their needs. The 2 doctors who owned the service always treated people with dignity and respect, and this was fully embedded in everything the doctors did. This included awareness of patient’s individual needs and making sure this was recorded and communicated. Patients felt they really mattered to staff and valued the amount of time, care and support staff offered to them.

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.

Patients felt valued and respected as individuals. They received both physical and emotional support from professional the 2 doctors who owned the service who provided an exceptional service.

The 2 doctors who owned the service treated patients with kindness, compassion, and respect. They were highly motivated and inspired to provide treatment and care which was person centred and based on the latest research for menopause. The 2 doctors who owned the service recognised the importance of meeting patients cultural, social, and religious needs. They responded to patients in distress in a timely way and ensured they had the advice, guidance and treatment they needed.

There were no patients in the clinic during the site visit, but leaders gave a presentation which clearly showed their passion and commitment to providing person centre care.

Patients were active partners in their care. Treatment plans were person centred, and patients were empowered to make informed choices about the treatment they received.

The 2 doctors who owned the service treated patients as individuals and made sure their care, support and treatment met their needs and preferences. They spoke about patients positively and it was clear they knew everyone individually and did not need to refer to records to aid their discussions.

The 2 doctors who owned the service had systems and processes in place to provide tailored care and support for patients. They held regular case meetings to discuss patients as an individual case basis. This helped the staff to ensure that people’s needs and preferences were met.

Patients told us they were fully informed of all the treatment options available to them including the potential positives and negatives. They understood they had control over their treatment and could make changes and discuss things further at any time.

People accessing the service for treatment had chosen to do so. The 2 doctors who owned the service explained people had the option to change their minds and make decisions about whether to proceed with the treatment offered.

We saw evidence the 2 doctors who owned the service supported patients to have choice and control over their own care. They offered patients a choice of face to face in their Bromsgrove clinic or telephone appointments. The service had a remote consultation policy in place to support staff in supporting patients to have the choice over appointment type. The doctors also understood potential barriers around cost of prescriptions. If patients wanted to go to their own NHS GP to continue their care and treatment, staff would write to their named GP with recommendations. They ensured patients were given all the relevant information before deciding on their treatment.

Patients said doctors took a full history before treatment so they could understand someone’s immediate needs and their expectations of treatment outcomes.

The 2 doctors who owned the service were alert to people’s needs and took time to observe, communicate and engage people in discussions about their immediate needs. Staff found out how to respond in the most appropriate way to respect people's wishes. They developed treatment plans which reflected how patients felt both physically and mentally about their symptoms.

The 2 doctors who owned the service looked after each other and took time to discuss wellbeing. As a small service they knew each other very well and were able to work to each person’s strengths while being aware of any wellbeing issues which could come up both professionally and personally. Processes 3

A wellbeing policy was in place which encouraged a positive culture to support individuals to take positive steps to improve their health and wellbeing when at work.