Manchester Road East Medical Practice

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

We assessed all the quality statements for this key question. Our rating for this key question has improved from inadequate to good. The provider was aware of the concerns and had been involved in making improvements. We found improved systems around safety incidents and concerns. When things went wrong appropriate actions were taken. Risks were better managed and action was taken to reduce them. Governance arrangements were improved and there was evidence of continuous learning and improvement. Staff felt able to speak up and said their points of view were listened to and acted on. We saw an improved proactive and positive culture based on openness and honesty. We saw that lessons had been learned and were embedded into everyday practice.

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 and leaders felt there was a clear vision for the future of the practice. Leaders and staff could demonstrate positive changes the practice had made, including discussions around succession planning. There were clearer responsibilities for clinical and non-clinical staff and communication had improved.

The provider had a statement of purpose with aims and objectives to provide a high standard of medical care, committed to patients’ needs and to improve as a patient-centred service through decision making and communication.

Leaders told us that since the previous inspection they had sought assistance from outside organisations and the improvements at this assessment were evident. Staff told us they were passionate about the practice, the services offered and the care and treatment provided to patients. They demonstrated this during the site visit. They showed a desire to ensure the practice's vision could be delivered and we saw that any risks against this being achieved were well managed.

Since our last inspection, the provider had sought assistance from partner organisations. Communication had improved throughout the practice through structured meetings. There was an improved system for staff to raise concerns that would be acted on. Policies and procedures had been updated and embedded since our last inspection.

Leaders told us that staff were now actively encouraged to help drive improvement. They were encouraged to raise concerns and when they did these were shared and discussed. Staff said they felt more able to highlight improvements knowing they would be considered and acted upon. They said the felt more valued.

Staff could access all required policies and procedures. Managers held regular practice meetings with staff, where they could share their views. There was a whistle blowing policy which had been updated and improved since our last inspection to include a Freedom to Speak up Guardian who was someone outside of the practice. Staff knew who that person was and felt able to speak up if required. We saw an improved proactive and positive culture based on openness and honesty.

Staff and leaders said there was fair and equitable treatment of staff and that human rights were protected. They said they took steps to remove bias and ensure equality of opportunity and experience for the workforce within their place of work, and throughout their employment. We saw evidence of this during feedback where work patterns had been adjusted to suit the needs of the member of staff.

The provider had an equality and diversity policy and all staff had completed equality and diversity training. Managers completed ongoing review of policies and procedures to ensure an inclusive and fair culture.

Leaders and managers supported staff, and all staff we spoke with were clear on their individual roles and responsibilities. Staff told us they received regular clinical supervision and all had undertaken an annual appraisal. They said they attended meetings which were held regularly and they were able to access minutes recorded on the shared drive if they were unable to attend. They told us that governance overall felt improved and they were better aware of their duties on a daily basis. They said there was always someone to help if they were unsure of anything within their roles.

The provider had established governance processes that were appropriate for their service. Staff could access all required policies and procedures. Managers held regular practice meetings with staff, during which they discussed clinical concerns and emerging risks. Managers clearly recorded any actions arising from these meetings and ensured they shared these with staff. Staff took patient confidentiality and information security seriously.

There was no specific feedback from people in this area.

Leaders told us there was an effective safeguarding team in Salford and they had a good working relationship. Staff said they were aware of who to contact in event of any safeguarding issues. We were told there was good communication avenues with local hospitals and good shared care with easy access to clinical documentation. They also said they had relationships with other services for patients provided by the Manchester Integrated Care Board and the Primary Care Network. Managers told us that a patient participation group was something they were trying to set up but, in the meantime, they had representation from their practice at PCN meetings.

We spoke with partner organisations who were complimentary about the practice and the improvements that had been made. They told us the provider regularly attended partnership meetings, sharing good practice and learning. They said there was good integration with health and social care and good partnership working and collaboration.

The provider regularly attended local partnership meetings with the ICB, PCN, and other Salford networks. They shared good practice and worked collaboratively towards the Salford Local Plan.

Leaders and managers told us how they had made improvements since the previous inspection and how this had positively impacted the staff and the services they provided. They were proud of feedback from patients who they said were respectful and grateful and they were proud of the hardworking staff. Leaders and staff told us about improved relationships through regular meetings and a WhatsApp group where support was available for everyone. Leaders told us that their biggest achievement was reaching the targets set by the Salford Standards and they were proud of doing well as a practice.

The provider formulated an action plan after the last inspection and we saw that all improvements had been completed. The complaints policy had been updated and the process had improved. Learning from significant incidents was evident and there were improvements to the way in which communication was shared so that all staff were aware when things went wrong. We saw that staff felt happier to speak up and that their concerns if any, were received with improvement in mind. We saw an open and honest culture where learning, improvement and innovation was aspired to. Clinicians met and discussed cases where they learned from each other. Actions to improve were taken from local network meetings and the nurse and GP spent time together on a daily basis discussing patient outcomes. This information was documented.