York Street Health 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

People were treated with kindness and compassion; all the staff we spoke with demonstrated a genuine commitment to providing the highest level of care to the inclusion health population.

Staff protected their privacy and dignity. They treated them as individuals and supported their preferences. People had choice in their care and treatment.

During our site visit we observed supplies available for patients to access, this included items such as shoes, coats and sleeping bags.

We were able to review case studies demonstrating how the service had been tailored to support individual needs. For example, remote prescribing to enable patients to access medication in a familiar setting.

Feedback received via the National GP Patient Survey (2025) was positive regarding patient experience.

Staff had access to a comprehensive support package including counselling and a staff wellness forum.

This service scored 90 (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 was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity.

Arrangements were in place to promote patients’ privacy. National GP Patient Survey (2025) data reflected people felt listened to and were treated with kindness. For example, 90% of respondents reported finding the reception and administrative team at the practice helpful (national average 83%) and 83% of respondents reported that the healthcare professional they saw or spoke to was good at treating them with care and concern during their last appointment (national average 86%).

All staff we spoke with and received feedback from demonstrated a genuine commitment to providing the highest level of care to the inclusion health population. The provider recruited people who had used the service into volunteering roles to promote a compassionate and empathetic service for current service users.

During our site visit we witnessed staff interacting with patients in a friendly and supportive manner.

All staff within the service were aware of the needs of the patient group and took steps to provide support over and above meeting their healthcare needs. For example, supplies and items were available for patients to access in the waiting areas. This included shoes, coats, sleeping bags and umbrellas. In addition, the practice worked closely with other services to ensure patients had access to essentials such as food parcels and toiletries.

The provider ran a scheme called Bevan’s Children which worked with other providers to provide Christmas presents for patients.

We heard examples of when staff members had accompanied patients to health and social care appointments with other providers to ensure they were able to access the care and support they needed.

We saw evidence that the migrant health outreach service had been nominated for the Leeds Compassionate City Awards 2025.

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. 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 practice provided interpretation services for patients who required this. At the time of our assessment, only 23.9% of the practice population spoke English as a first language. A total of 55 languages spoken were spoken by the remaining 76.1%. We saw case studies where the practice had supported patients to enrol on English courses to make their transition into the country smoother.

All the staff we spoke with and received feedback from were committed to providing trauma-informed care and understood the specific needs of patients. This involved building relationships and trust with the patient to understand their specific needs. We saw evidence that patients were discussed during multidisciplinary team meetings, to evaluate individual needs and ensure the most appropriate services were involved to provide a holistic health and social care support package and to improve outcomes.

We saw numerous examples where patients had been supported using trauma-informed care, with services being tailored to best support the individual. Examples of this included working with other services to facilitate remote prescribing so that medication could be accessed in a familiar setting, facilitating appointments at specific times of the day to accommodate patient behaviour and working with neighbourhood teams to ensure medication could be administered daily.

Feedback received via the National GP Patient Survey (2025) was positive regarding patient experience when attending the practice. For example, 78% of respondents reported that the healthcare professional they saw or spoke to was good at considering their mental wellbeing during their last general practice appointment (national average 74%), and 93% of respondents felt the healthcare professional they saw had all the information they needed about them during their last general practice appointment (national average 92%).

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 offered wraparound support which included mentoring, advocacy, housing and welfare support, employability and social prescribing. This was designed to enhance long-term outcomes for patients.

Feedback from the National GP Patient Survey (2025) in relation to patient choice and involvement was positive. For example, 90% of respondents were involved as much as they wanted to be in decisions about their care and treatment during their last general practice appointment (national average 91%) and 63% of respondents were offered a choice of time or day when they last tried to make a general practice appointment (national average 54%).

The practice listened to and understood people’s needs, views and wishes.

There was a system for appointment triage that ensured people with immediate needs had access to services. Staff we spoke with knew the process for referral to emergency support, including mental health crisis teams.

In addition to the triage system, the practice operated a ‘do not turn away’ list to support vulnerable patients. Patients were added to the list when attempts by the outreach teams to locate or engage with them had been unsuccessful. Once added to the list, the patient would be seen by a GP or nurse at any time when contacting the practice.

The practice always cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling 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 and rest areas. Staff reported being supported if they were struggling at work.

Leaders at the practice were proud to acknowledge that staff employed by the service often had lived experiences of the patient population. As such, a comprehensive support package was in place which included counselling, psychological therapies, a staff wellness forum and trauma informed supervision.

Staff told us they were supported through regular meetings with line managers, had access to reflective practice where they could share thoughts and worries present in work or home life and had regular check ins with peers and managers.

The practice had recently introduced annual staff awards to acknowledge areas such as rising star employee of the year. There was also an award which was named in remembrance of staff member who had sadly passed away during the COVID 19 pandemic. All staff were invited to attend the annual award which was hosted off site as a social event.

The provider had recently changed legal entity to become a community benefit society (a not for profit, member owned business which reinvests profits for community good). This entitled employees to ownership of the organisation, and at the time of our assessment the provider was in the process of rolling out shares to stakeholder groups, after which the process would be continued to staff members.