Portsdown Group Practice Also known as Cosham Park House

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.

The service provided accessible information for people using the service. The service provided a space for carers to discuss their challenges, share experiences, and connect with others who understood their situation, helping combat isolation.

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. For example, people we spoke to during our onsite visit said the reception team were professional and supportive, including how they had been shown to access online services. Arrangements were in place to promote people’s privacy, for example, the service provided people with a quiet room so people could discuss their personal information in private. National GP Patient Survey data from 2025 indicated 70% of respondents felt listened to and were treated with kindness. In comparison with national averages. 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. People’s personal, cultural, social, religious and equality characteristics needs were understood and met, for example, the service supported all people, including refugees and homeless people, to access healthcare. We saw evidence of support tools and advice to aid people’s independence and support. For example, all staff had received training about learning disabilities and autism and were able to support people who found it difficult to be independent and access services. The service supported people of no fixed abode, and this enabled them to access facilities and healthcare services.Staff could refer people with social needs, such as those experiencing social isolation or housing difficulties, to a social prescriber.The service had an accessible information and reasonable adjustment policy reviewed May 2025.The policy outlined guidance for staff on how to support people’s communication needs and involve them in their care planning. The service asked people about their individual communication needs, and this was recorded on the person’s records. Staff were trained to respect cultural and religious preferences, including during end-of-life planning and people were given a choice of clinicians for continuity purposes. All staff were trained to support people with their reasonable adjustments, which included the recording of their requirements via digital flags.

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 people and their carers to access advocacy and community-based services. For example, the service held a ‘carer for the carer’ group. This was offered to promote peer support for people in similar situations. The impact of this group enabled the carers to share their experiences and were provided with additional support and resources to aid them with their wellbeing. The service also provided extra support for people who were vulnerable, frail or palliative when their health deteriorated through the service’s dedicated telephone line, which was managed by the service’s clinicians.The service worked with key partners such as Rowans Hospice, Healthwatch, and Portsmouth Primary Care Alliance, contributing to service development, innovation, and shared pathways. The service demonstrated targeted engagement with carers, Veterans, and minority groups, ensuring personalised and inclusive service planning that addressed local needs and reduces health inequalities. Initiatives such as a dedicated clinician-managed telephone line offer further support to carers, vulnerable, frail, and palliative individuals, particularly during periods of deteriorating health.

The service listened to and understood people’s needs, views and wishes. Staff responded to people’s needs and acted to minimise any discomfort, concern or distress. We reviewed the appointment and triage system and saw urgent medical needs were identified and these were prioritised appropriately. Staff highlighted the support of the daily duty doctor who validated clinical decisions and was always available to respond to people’s immediate needs. Further feedback reviewed as part of this inspection indicated people had their needs and wishes met, and 2 local care homes also highlighted service staff went to great lengths to make sure people's needs, views, wishes and comfort were of the utmost priority. Such as when the care home contacts the service to visit a person, the service responds quickly.

The service cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. Staff told us they were valued by leaders. 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, rest areas and access to private health support. For example, the service had mental health first aiders within the team, and the service also provided pastoral support for palliative care coordinators. Staff did share as part of their feedback that access to this provision was a very positive element of working at the service.

This included how staff were encouraged in completing continuing professional development (CPD) such as staff were encouraged and supported to progress in their clinical competencies. The service shared a ‘good news’ monthly newsletter, which provided staff with updates to services. The service identified themes and trends within staff feedback surveys, which included how workload had impacted staff morale. As a result, the service had introduced a dedicated human resources role to manage roles and oversee workload. Staff we spoke to gave examples of how the culture and team cohesion improved as a result, and their wellbeing was supported. This included service awards for recognition of performance. The service also supported staff through regular audits of evaluating input of data by staff, whilst providing coaching sessions where needed.