Stanmore House Surgery Also known as Dr Cockrell and Partners

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. Atour last assessment,we rated this key question asgood.At this assessment, the ratingremains the same.

This service scored 85 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The practice demonstrated an exceptional culture of kindness and respect within the practice. Leaders shared examples of how they went above and beyond their duty of care. For example, a member of staff visited patients at home on the weekend to ensure they were safe and well, staff also facilitated the transfer of a patient with dementia into a care home to support the needs of the patient, flowers were sent to a patient following the bereavement of their partner. During our onsite visit, the practice received a thank you card for the staff’s kindness and compassion when their relative passed away. People who completed feedback through our ‘Give Feedback on Care’ process, was also exceptionally positive about staff. Patients described staff as ‘incredibly knowledgeable’, ‘thoughtful,’ ‘empathetic,’ ‘supportive,’ and ‘staff listen and care.’ This evidenced the caring and compassionate culture at the heart of the service.

87% respondents to the National GP Patient Survey felt they were treated with care and concern during their last appointment; this was higher national average of 86%. The practice treated people with empathy and compassion and respected their privacy and dignity. For example, some of the reception staff were located upstairs to answer patient phone calls in privacy. This enabled the reception staff at the desk downstairs to be more attentive to the patients in the practice. Staff were chaperone trained to maintain patient privacy during intimate examinations.

Theywere a Veteran friendly accredited GP Practice. The practice had a designated GP Veteran lead that delivered a veteran presentation during a practice meeting that informed staff about the mental health support and physical health and wellbeing services available. If a patient was a veteran, this was clearly noted in the patient record so the appropriate support could be given. One of the patient participant group members was a veteran; this helped the practice understand what they could do to help support these patients. For example, the practice hosted a Veteran support group on mental health awareness day.

A key theme in staff feedback was the caring nature of leaders relating to patients and staff. Staff told us, they felt empowered to deliver high-quality, considerate, and empathetic care.

We saw evidence of tailored working arrangements in place for staff facing temporary personal difficulties. This included flexible working patterns, positive re-enforcement, career progression opportunities and encouragement for training and career progression. We observed a culture of kindness and respect amongst both staff and patients.

The practice treated people as individuals and was exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. Personal, cultural, social, religious and equality characteristic needs were understood and met. Systems were in place to make sure patients were treated in ways that suited them. Individual preferences were noted on the patient record. The practice made reasonable adjustments for patients with disabilities. To ensure communication needs were met, they offered translation services, British Sign Language support, and communication preferences were noted in the patient record. Leaders shared an example that a hard of hearing patient preferred email communication, so this is what they adhered too.

Leaders took pride that their learning disability reviews were tailored to the patient’s individual needs. For example, appointments were offered at the weekend during quieter times, they provided an easy read template, and ensured other tests were completed during their health review appointment.

The practice had a carers champion who regularly reviewed the carers register. 219 carers were registered at the practice. Carers were invited to the practice to speak with Age UK.

We received positive feedback through our ‘Give Feedback on Care’ process that complimented staff. For example, a patient expressed they were grateful for the GP that showed genuine compassion by kneeling to speak with their children at eye level and used language that helped them understand their care and treatment. Staff were described as very approachable, methodical, explained everything well by using appropriate levels of language. This positive patient feedback demonstrates how the staff are flexible in ways to suit the needs of the patient.

The practice promoted people’s independence and supported them to make decisions about their care, treatment and wellbeing. They provided patients with information and guidance to enable them to make informed decisions about their care.Staff shared examples of how they supported people to have choice and control over their own care and to make decisions about their care, treatment and well-being. National GP Patient Survey data showed that 91% of the respondents felt involved as much as they wanted to be in decisions about their care and treatment during their last general practice appointment, this was in line with the national average.

The practice 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. Staff knew how to respond when a patient needed urgent attention and knew the processes to follow to ensure emergency support was given. The practice shared an example of an emergency scenario that demonstrated how effective their processes were. 87% of respondents found the receptionists helpful, in comparison to the national average of 83%. We reviewed a random sample of staff training files during the onsite visit and found that staff were up to date with their basic life support training. There was a system for appointment triage that ensured patients in need of urgent medical review were always seen and assessed on the same day.

The practice was exceptional at demonstrating that they cared about and promoted the wellbeing of their staff. Managers told us they valued their colleagues and had a strong focus on staff wellbeing. Staff reported they felt supported by their colleagues and were encouraged to have a healthy work/life balance. Leaders had taken steps to recognise and meet the wellbeing needs of staff. For example, a staff member had taken on the role of ‘wellbeinglead’ and regularly checked in with colleagues to offer support or signpost them to other relevant services. Staff events were organised inside and outside of the practice such as a trivia quiz. The wellbeing lead often decorated the staff area dependent on the international themes during that month. During our site visit, the staff room was decorated for Easter, and leaders had arranged Easter eggs for all staff. Staff told us this made them feel valued and it boosted their morale. There was a health and wellbeing display board that showcased staff photographs, thank you cards and congratulated staff on their achievements. The wellbeing lead organised events throughout the year to boost morale and raise funds for charity. The kitchen had been refurbished to make an enjoyable area to have a break. Staff had the opportunity to join the walking group set up by the PPG. These efforts were reflected in the staff feedback we received and good staff retention