Sunlight Group Practice Also known as Parkfield Medical Centre

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 assessed all quality statements under this key question. The rating given is Good.

The service involved people in their care and treated them with compassion, kindness, dignity, and respect. Staff we spoke with, or received feedback from, demonstrated a caring and patient-centred approach to their work. Patients who shared feedback directly with CQC said that all staff showed care and understanding of their needs.

Staff mostly reported feeling well supported in their roles and said the service considered their wellbeing at work. In some cases, staff reported a sense of discord following the merger, and leaders were taking steps to improve the culture and enhance communication between teams. Staff described a strongly patient-centred culture and told us they worked well together in individual teams, sharing a common priority to provide high-quality, compassionate care. However, a “whole” team culture had not yet been achieved.

This service scored 80 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

We saw that staff assessed people’s needs and provided treatment based on their individual requirements. Of the 118 people who completed the National GP Patient Survey, 92% felt the healthcare professional they saw had all the information they needed about them during their last general practice appointment compared with the ICS result of 93% and the National result of 92%. Staff understood people’s individual needs and equality characteristics and delivered services accordingly. They identified and met people’s communication needs to ensure they were fully involved in their care, with translation services and accessible information available when required. Staff we spoke with explained how they recorded individual communication needs using alerts on the clinical system and accommodated these needs by offering longer appointments when necessary.

We saw that staff assessed people’s needs and provided treatment based on their individual requirements. Of the 118 people who completed the National GP Patient Survey, 92% felt the healthcare professional they saw had all the information they needed about them during their last general practice appointment compared with the ICS result of 93% and the National result of 92%. Staff understood people’s individual needs and equality characteristics and delivered services accordingly. They identified and met people’s communication needs to ensure they were fully involved in their care, with translation services and accessible information available when required. Staff we spoke with explained how they recorded individual communication needs using alerts on the clinical system and accommodated these needs by offering longer appointments when necessary.

The service listened to and understood people’s needs, views, and wishes. Staff responded promptly and compassionately, acting to minimise any discomfort, concern, or distress.

The practice operated an effective appointment triage system that ensured people with immediate needs accessed timely care. A duty doctor was available each day to support non-clinical staff in care navigation. Staff offered a range of options to meet people’s urgent needs, including emergency support and access to mental health crisis teams. In most cases, staff managed people’s needs on the same day. When this wasn’t possible, they either signposted people to other services or booked future appointments to ensure their needs were met.

Staff directed people to the most appropriate clinician or service to address their needs and ensure continuity of care. Team members had received training in basic life support, including recognising the signs and symptoms of sepsis. Staff regularly reviewed and monitored patients, adjusting medicines where necessary to reflect changing needs. Leaders had reviewed staffing levels and ensured there were enough clinicians available to meet patient demand.

Staff proactively identified and responded to the specific care needs of patient groups such as people with addiction, people experiencing homelessness, individuals in care settings, and those with neurodiverse conditions. They proactively delivered specific services that met those needs and led to positive outcomes.

The service listened to and understood people’s needs, views, and wishes. Staff responded promptly and compassionately, acting to minimise any discomfort, concern, or distress.

The practice operated an effective appointment triage system that ensured people with immediate needs accessed timely care. A duty doctor was available each day to support non-clinical staff in care navigation. Staff offered a range of options to meet people’s urgent needs, including emergency support and access to mental health crisis teams. In most cases, staff managed people’s needs on the same day. When this wasn’t possible, they either signposted people to other services or booked future appointments to ensure their needs were met.

Staff directed people to the most appropriate clinician or service to address their needs and ensure continuity of care. Team members had received training in basic life support, including recognising the signs and symptoms of sepsis. Staff regularly reviewed and monitored patients, adjusting medicines where necessary to reflect changing needs. Leaders had reviewed staffing levels and ensured there were enough clinicians available to meet patient demand.

Staff proactively identified and responded to the specific care needs of patient groups such as people with addiction, people experiencing homelessness, individuals in care settings, and those with neurodiverse conditions. They proactively delivered specific services that met those needs and led to positive outcomes.

The service prioritised staff wellbeing and created conditions that enabled staff to deliver person-centred care. Leaders stated they valued the workforce and had worked to improve the culture of the practice following the recent merger. Most staff reported feeling valued, and several felt the practice was moving in a positive direction. Leaders took deliberate steps to recognise and respond to the wellbeing needs of staff. They ensured safe working conditions by providing appropriate resources, rest areas, and regular breaks. Staff we spoke with, and those who completed questionnaires, said they felt supported when facing challenges at work. They confirmed they had regular opportunities to share feedback, raise concerns, and suggest improvements to the service and their experience as employees. The majority of staff who fed back, reported that leaders listened and responded to their input. However, this perspective was not universally held across the staff team and although feedback was largely positive, a few staff expressed mixed feelings about their overall experience. Leaders recognised this and allocated time and resources to a culture improvement programme, with the aim of enhancing staff satisfaction and strengthening internal communication.