Cockfosters 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 looked for evidence that the practice 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 practice treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

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.

There was a separate room in the practice for people to speak privately to staff members should they wish to.

The 2025 National GP Patient Survey results (at the time of this assessment) reflected people felt listened to and were treated with kindness. 82% of respondents stated that during their last appointment, the healthcare professional was very good or good at treating them with care and concern. This score was slightly lower than the national and local averages of 86% and 84%.

Since our assessment the 2026 National GP Patient Survey results have been published which revealed 84% of respondents stated that during their last appointment, the healthcare professional was very good or good at treating them with care and concern. This score was comparable to the national and local averages of 86% and 84%.

The practice 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.

The hybrid triage system in place at the practice ensured people with immediate needs had access to the practice. Staff told us about referral processes and pathways to other healthcare partners, including those providing emergency support.

Home visits were undertaken for patients who required one following triaging and discussion with a clinician, as well as to patients who were registered with the practice as being housebound.

The practice had access to interpreting practices for patients whose first language was not English.

The practice promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

The practice supported patients’ independence by promoting self-care, shared decision-making, and personalised care planning. Staff told us that patients are encouraged to manage their own health where appropriate, with access to education, advice, and community resources such as social prescribing.

Reasonable adjustments were made including use of interpreters, longer appointments and easy-read materials where required.

Staff were trained to recognise and address barriers such as language or sensory impairment and ensure patients could understand information provided to make informed decisions about their care.

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.

The practice told us that their patient registers allowed them to identify those patients who were classed as vulnerable and prioritise these patients when they contacted the practice.

Members of the team had received training in basic life support and how to recognise the signs and symptoms of sepsis.

The practice 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 resources and facilities for safe working, including regular breaks and rest areas. Staff reported being supported if they were struggling at work. We saw team building days were established within the practice.

Leaders told us staff wellbeing was promoted through flexible working, access to supervision, and encouragement to speak up without fear. There were support mechanisms in place such as peer support, workload reviews, and signposting to occupational health practices where needed.

We were informed that leaders at the practice provided fresh fruit and purchased tea, coffee and healthy snacks regularly for staff. Team building events for all were held twice a year. A confidential counselling service was available to staff, in the event staff required counselling for work related issues.