Leicester Terrace Health Care Centre

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Staff treated people with respect and without discrimination. There was a structured system in place to clinically assess and triage patients, ensuring they were referred to the most appropriate service based on their needs. Alerts were used to highlight any specific clinical or safety considerations, helping staff provide tailored care. The service took patient feedback and complaints seriously, using them as opportunities for learning and improvement. People were actively involved in planning their care and were supported in understanding their right to decline or withdraw from treatment. 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 made sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

Care plans reflected physical, mental, emotional, and social needs of patients including those related to protected characteristics under the Equality Act. Our review of clinical records showed patients were supported to understand their condition and were involved in planning for their care needs. They were also involved in decisions about their care.

The service understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

We saw the practice worked in partnership with other services to meet the needs of its patient population. The practice had tailored its services to meet the diverse needs of its community, for example the practice organised a training session in partnership with the Northamptonshire Association for the Blind (NAB) and Deaf Connect, led by people with lived experience of sensory loss. Staff received practical training in basic sign language, effective communication techniques, safe guiding skills for supporting blind or partially sighted patients, and an introduction to assistive technologies commonly used by patients.

The service supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

Information was available in a range of accessible formats, including large print, easy read, translated materials, and digital resources. Interpreter services, including British Sign Language (BSL), were available for those who did not speak English as a first language, and hearing loops were in place for people with hearing impairments. Patients were given clear explanations about their diagnosis, treatment options, and the likely outcomes of different choices.

The service made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. They involved people in decisions about their care and told them what had changed as a result.

We reviewed a sample of complaints and found that each had been acknowledged, investigated, and responded to within appropriate timescales, in line with the provider’s complaints policy. The service demonstrated a clear commitment to learning from concerns, with outcomes and actions documented and shared during team meetings to support reflective practice and continuous improvement. Patients were provided with information on how to make a complaint through multiple channels, including the practice website and leaflets available in the reception area. Complaints were handled sensitively and professionally, with patients receiving explanations, apologies where appropriate, and reassurance about any steps taken to prevent recurrence.

The service made sure that people could access the care, support and treatment they needed when they needed it.

During our assessment, we looked at the practice’s appointment system and could see that patients were able to book appointments that suited their individual needs. We saw that there were still appointments available that day for patients. Patients were able to book appointments over the telephone, in person and online. The practice had reviewed capacity and demand to identify how many on-the-day appointments were needed in relation to pre-bookable appointments and built the rotas accordingly. We found that the practice offered support for patients with learning disability such as telephone and text reminders before appointments and easy-read information sheets explaining what to expect during consultations. The practice had upgraded their telephone system to incorporate call back, digital messaging, online booking and triage functions. This triage transitioned from Total Triage to Rapid Health Smart Triage delivering significant improvements in digital access. During our assessment, we could see that patients were able to book appointments that suited their individual needs. We saw that there were still appointments available that day for patients. Treatment rooms were available on the ground floor; a ramp and automatic door had been fitted to the entrance. Leaders regularly monitored, audited and evaluated access to appointments.

Staff and leaders were innovative in how they listened to information about people who are most likely to experience inequality in experience or outcomes. Staff and leaders actively used this information to provide exceptionally tailored care, support and treatment in response to this.

Feedback provided by people using the service, both to the provider as well as to CQC, was positive. For example, one of the patients registered at the practice said, “every doctor I have seen or had a telephone call with have been so helpful one of the clinicians was really good when she saw my son when his mental health was bad and saw him quickly and made appropriate referrals.” Staff treated people equally and without discrimination. Leaders proactively sought ways to address any barriers to improving people’s experience and worked with local organisations, including within the voluntary sector, to address any local health inequalities. Staff understood the importance of providing an inclusive approach to care and made adjustments to support equity in people’s experience and outcomes.

The practices also ran well-organised flu vaccination clinic on a Saturday morning, delivering around 1,000 vaccinations with a team of 13 vaccinating clinicians. The practice found thatthis clinic significantly improved access for patients who worked during the week and for those who relied on family members for transport, reducing barriers and improving uptake.

The provider had processes to ensure people could register at the practice, including those in vulnerable circumstances such as homeless people and travellers. Staff used appropriate systems to capture and review feedback from people using the service, including those who did not speak English or have access to the internet.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.

Our records review showed people were supported to consider their wishes for their end-of-life care, including cardiopulmonary resuscitation. This information was shared with other services when necessary.