Chorlton Family 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

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 patients’ privacy. National GP Patient Survey data reflected people felt they had confidence in the professional they had seen; they felt listened to and were treated with kindness. We received over 230 give feedback on care notifications and around 80% of these were positive. The survey sent out by the practice (unverified data) showed us that nearly 90% of people that responded felt that the reception and admin staff were helpful with enquiries that they had. Patients and staff told us that there was always a room available where patients could discuss matters in private with staff if they needed to maintain confidentiality.

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. Patients’ personal, cultural, social, religious and equality characteristics needs were understood and met. Patients’ communication needs were met to enable them to be fully involved in their care. The practice is in the process of completing the Pride in Practice training and was a member of Safe Surgeries which was displayed in the practice and on email signatures of staff. A Safe Surgery can be any GP practice which commits to taking steps to tackle the barriers faced by many migrants in accessing healthcare.

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. The chaperone service was displayed in the waiting area and within the clinical rooms. Patients had a choice of clinician, but we were told that it was not always possible to see who they wanted. However, they felt the clinician they did see were competent to treat their needs.

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. There was the option of calling in to make an appointment or using the online booking system. The online system was currently open 0700-1000 Monday to Friday. There were plans in place to update the online system in the coming months, which would reduce the numbers of telephone calls received by the practice. There was a system for appointment triage that ensured people with immediate needs had access to services. People who did not want to wait in the queue could receive a call back. The practice showed us (unverified) data that indicated that 98% of patients received the call back via the system and were happy with this methodology. Staff we spoke with knew the process for referral to emergency support, including mental health crisis teams.

The service cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. On the practice intranet site there was information on how staff could look after their own wellbeing ensuring that they were as well as they could be to support people’s needs. Due to the closure of the branch site at Corkland Road the staff rest room was only available during set times. The practice was looking at plans to extend the building which would allow for a more permanent staff rest room to become available for use. Staff reported that the managers were fully supportive if they were struggling at work and would help whenever possible. The staff told us that the managers were always visible and approachable, and they 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 and rest areas.