Expert Health Limited

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.

At our last assessment, we rated this key question as good. At this assessment, the rating has remained 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.

Staff understood patients’ personal needs. They displayed an understanding and non-judgmental attitude to all patients. The staff respected patients’ privacy and dignity. The service gave patients timely support and information. The patient advisory team gave people who phoned the service clear information. The leaders carried out regular call audits in response to patient feedback, and evidence we saw showed improvements above 95% in call performance in areas such as greeting, security checks and resolution skills.

Arrangements were in place to promote patients’ privacy. Unverified data obtained by the provider’s own feedback arrangements reflected people felt listened to and were treated with kindness. Further data from an online reviews’ website showed themes around quick response times to questions, friendly advice and convenience of online consultations. However, there were mixed reviews relating to delivery delays and lost parcels, despite patients being given delivery dates and tracking information. The leaders informed us that lost parcels were re-sent out to patients where possible, patients are offered alternative methods or refunds. The service worked with delivery partners and had monthly and fortnightly meetings for performance reviews that focused on patient experience. We saw that parcels that were delivered to the billing address and not the shipping address were treated as significant incidents and necessary steps taken.

The service treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. Staff and leaders who we spoke to were aware of the need to treat people as individuals.

The service promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. Staff and leaders reported that patients’ choices would be accommodated in the care they received. Where possible patients were provided with treatment options and could make the decision based off the online information the service provided.

The service generally did not consult with patients who had urgent requirements. However, staff told us that the service had systems to prioritise those patients who had the most immediate needs, such as those requiring emergency contraception. This demonstrates that the service can respond promptly and compassionately where symptoms indicate potential clinical concern. The service listened to and understood people’s needs, views and wishes.

The service cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver safe care. There were staff survey arrangements in place. Leaders at the service told us they considered suggestions that staff provided with regards to service development, and some suggestions had been put in place.

Staff told us they were valued by leaders and spoke positively about the work environment and culture. Leaders had taken steps to recognise and meet the wellbeing needs of staff and made improvements based on staff survey results. This included, implementing a quiet zone in the office and improved benefits. Staff reported being supported if they were struggling at work. We saw regular team ‘lunch and learn’ sessions were established within the service. Leaders told us this led to a reduction in the clinical incident rate from 0.03% in December 2024 to 0.01% in December 2025. Clinical team temperature checks showed 85% of staff felt positive, 94% felt supported by their manager and 95% felt supported by peers. Staff feedback also led to practical changes including regular team days, twice-weekly energisers, and clinical upskilling.