The Parkshot Medical 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.

At our last assessment, we rated this key question as good. At this assessment, the rating remains 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 people’s privacy. National GP Patient Survey data reflected people felt listened to and were treated with kindness. For example, 89% of people said the healthcare professional they saw or spoke to was good at treating them with care and concern during their last appointment, compared with local and national averages of 89% and 86%. 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 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. The results of the National GP Patient Survey 2025 showed patients were satisfied with their involvement in decisions about their care and treatment, 95% of patients surveyed responded positively, compared with local and national averages of 92% and 91.2%.Patients’ personal, cultural, social, religious and equality characteristics needs were understood and met. For example, they actively considered the religious needs of patients with diabetes and actively worked with them to plan care around fasting periods. This included ensuring it was safe for them to fast and adjusting medicines appropriately during these periods. Patient communication needs were met to enable them to be fully involved in their care.

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. Staff told us they identified needs at registration. The practice had equipment in place to support patients and maximise their independence. For example, they had a hearing loop in place for patients with impaired hearing. This was to ensure patients with additional needs found it easy to navigate the building.

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. The National GP Patient Survey indicated that 90% of people said the healthcare professional they saw or spoke to was good at listening to them, compared with local and national averages of 89% and 87%. There was a system for appointment triage that ensured people with immediate needs had access to services. Clinicians triaged requests for appointments to ensure patients received the right care at the right time. 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. Staff told us they were valued by leaders. They referred to the leadership team as having an “open door policy”. Staff said that all leaders were approachable, and they felt “valued” and “listened to”. Leaders had taken steps to recognise and meet the wellbeing needs of staff. For example, staff had access to well-maintained facilities, refreshments and regular opportunities to come together. Monthly team lunches, annual summer and Christmas events, and birthday celebrations had been organised to promote team cohesion. Clinical staff had attended daily huddles to discuss complex cases, while mindfulness sessions had also been available. Staff also participated in wellbeing initiatives, including Park Runs and a regional step challenge. Staff reported being supported if they were struggling at work. We saw team building days were established within the practice. There were opportunities for staff to progress in their roles, and we saw examples of where staff had been supported to complete training to enable this.