Leander 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

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 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 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 listened to and were treated with kindness. Data showed that 80% of respondents said the healthcare professional they saw or spoke to was good at listening to them during their last appointment, which was slightly below the local average of 89% and the national average of 87%. Results showed 78% of respondents said the healthcare professional they saw or spoke to was good at treating them with care and concern during their last general practice appointment which was below the local average of 87% and the national average of 86%. 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.
 

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. Patient communication needs were met to enable them to be fully involved in their care.
Staff informed us patients were offered a chaperone, and we saw notices displayed in waiting and clinical areas to support this.
 

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. Staff told us they identified people’s needs at registration. The practice had equipment in place to support patients and maximise their independence. For example, they had a hearing loop in place for patients with impaired hearing.
 

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 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.
Data showed 70% of patients knew what the next step would be after contacting the service and 96% knew what the next step would be within two days of contacting the service. In addition, 88% stated to some extent or definitely their needs were met during their last GP appointment.
 

The service 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 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. We saw team building days were established within the practice.
We got feedback from 7 staff members who all told us that leaders were approachable, supportive, and there was an open-door policy. Staff said they felt listened to and felt comfortable to raise concerns, they said there was a ‘no blame culture’ and that leaders were friendly. Leaders had undertaken a staff wellbeing survey in December 2024 to improve engagement and understand how staff were feeling.