Cuckoo Lane Practice

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 5 of the quality statements from this key question. At our last assessment, we rated this key question as good. At this assessment, the rating has remained 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 always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

Arrangements were in place to promote patients’ privacy. Staff that chaperoned patients were aware of their responsibilities in maintaining people’s dignity and safety during an intimate examination, and we observed notices around the practice advising that chaperones were available and ready to support patients.

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 national GP Patient Survey data (2025) reflected people felt listened to and were treated with kindness. For example:

• Most patients who responded felt the healthcare professional was good at treating them with care and concern, at 93%, compared to 83% across the local Integrated Care Board (ICB) area and 86% across England.
• Most patients who responded felt the healthcare professional was good at listening to them, at 92%, compared to an ICB average of 85% and an England average of 87%.
• Most patients who responded had confidence and trust in the healthcare professional they saw or spoke with, at 99%, compared to an ICB average of 92% and an England average of 93%.

We reviewed feedback and testimonials the practice collected form patients, students, external agencies and health professionals. We saw that feedback and testimonies highlighted the caring nature of staff whereby high-quality care was tailored to individuals’ needs and preferences of patients. The feedback was positive about the care and compassion provided and included examples of kindness and empathy from the team. The leaders shared feedback with us that was received from the house of lords acknowledging their efforts.

Despite high levels of positive patient and staff satisfaction, leaders demonstrated that they were continually striving to improve services. There was tailored working arrangements in place for staff, this included flexible working patterns, positive reinforcement, career progression opportunities and encouragement for further training and development. We observed a culture of mutual kindness and respect.

The service treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Patients’ personal, cultural, social, religious and equality characteristics needs were understood and met. Patient communication needs were met to enable them to be fully involved in their care. Leaders told us they used a mutual participation model to ensure care aligned with patients’ values and patients we spoke with confirmed there was a mutual responsibility.

The service was exceptional at promoting people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

The National GP Patient Survey results for 2025 showed the service was performing above the national averages on indicators relating to healthcare professionals listening to them 92%, (compared with England average of 87% and 85% ICB average); treating them with care and concern 93% (compared with the England average of 86% and 83% ICB average); confidence and trust in the healthcare professional 99% (compared with an England average of 93% and 92% ICB average) and, being involved in their care and treatment 99% (compared with an England average of 91% and 90% ICB average).

Staff helped patients and their carers to access advocacy and community-based services. They identified patients who were carers, and codes were added to patients’ records. There was a policy that was specifically on treatment of carers registered with the practice. The service had identified 70 patients as carers. They were offered priority appointments at convenient times, and the service had a carers corner in the waiting area that provided information on local support and services. Leaders acknowledged this vulnerable group and hosted events that were specifically targeted to them. Patient feedback from the event was positive.

The service listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress. For example, the National GP Patient Survey for 2025 found patients were able to access the service when they needed to. Of the patients who responded to the survey, 83% said they had a positive overall experience of contacting their GP (compared with a national average of 70% and 71% ICB average). Similarly, 64% of those who responded reported they found it easy to contact their GP practice on the phone (compared with an England average of 53% and 60% ICB average).

There was a system for appointment triage that ensured people with immediate needs had access to services. Staff we spoke with knew the process for referral to emergency support, including mental health crisis teams.

The service always cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care. We found the culture within the service prioritised good wellbeing through inclusivity, active listening, and open conversations. This empowered staff to do their job well and to be well.

Staff spoke highly about the ability to receive quick support via regular supervision and the twice daily huddles. They told us this provided them with regular access to advice and guidance to meet patient’s needs, as well as personal support in their roles. Staff reported being supported if they were struggling at work. For example, reception staff required further support, and pharmacy first training was arranged with the PCN lead.

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. The service carried out daily 10 minutes exercise activities and leaders told us this was introduced to help staff to refocus and keep active throughout the day.

In addition, we saw team building days were established within the service, staff birthdays were celebrated with cake and vouchers, a kudos system, and we also saw a staff recognition board in the reception that recognised staff achievements. Staff feedback showed that 93% of staff found the culture to be open and supportive. Leaders used staff feedback gathered to drive improvements.