Ribblesdale 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 looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

At our last assessment, we rated this key question as Good. At this assessment, the rating remains the same.

Leaders and staff at Ribblesdale Medical Practice had a shared vision and culture based on listening, learning and trust. Leaders were visible, knowledgeable and supportive, helping staff develop in their roles. Staff felt supported to give feedback and were treated equally, free from bullying or harassment. Staff understood their roles and responsibilities. Managers worked with the local community to deliver the best possible care and were receptive to innovative ideas. There was a culture of continuous improvement with staff given time and resources to try the latest ideas.

This service scored 82 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Ribblesdale Medical Practice had a noticeably clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

All staff had contributed to the development of the practice vision and strategy, which was kept under review. The practice was aware of the stresses in the local population and was collaborating with partner agencies to address future challenges.

Both clinical and non-clinical staff who gave feedback highlighted aspects of the service culture as being patient focussed and making sure systems in place supported working in partnership with patients to deliver high quality and patient centred care.

Staff commented that being honest, fair and respectful were key aspects of the culture of the service. This was towards patients, stakeholders and colleagues.

The service had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

Staff told us leaders were approachable and responded to any concerns raised. Staff also told us leaders modelled the values of the practice. We saw the leadership team worked with other practices in the primary care network and were engaged in the development of primary care services within the local area.

Leaders were proactive in seeking out partner agencies and organisations that would support them in promoting the best outcomes, services and amenities for people who used Ribblesdale Medical Practice. Leaders also demonstrated a willingness and ability to share best practice and learn from others.

Leaders continuity plan included a well evolved succession plan which included identifying interested staff and supporting them to learn how to run the practice. Staff were offered mentoring and training opportunities, supported to take on delegated responsibilities and undertake special interest projects which helped to develop skills needed to run a GP practice. The succession plan was reviewed annually to identify upskilling and additional staff training required in preparation for taking on more complex responsibilities.

The service fostered a positive culture where people felt they could speak up and their voice would be heard.

The practice had established Freedom to Speak up arrangements with other practices in the primary care network. Staff were aware of how to raise concerns.

The practice policy contains the details and link to the external freedom to speak up service. Thisinformation is also on the staff notice board in the admin office.

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them.

Policies and procedures to promote diversity and equality were in place. We saw senior leaders had addressed concerns related to discrimination. Adjustments had been made to ensure all staff were valued, for example, we saw adjustments to support disabled staff were in place.

The practice excelled at supporting the workforce to break down barriers for example they provide a well-being hub; quarterly check-ins through a staff survey, a lunch station, women’s health hub which includes intimate care protection, menopause support.

The provider identified they attracted few male applicants for administrative posts. Action taken included reviewing the job description and advert to ensure they are gender neutral and ensured adverts were in line with best practice charters relating to employment.

The service had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They act on the best information about risk, performance and outcomes, and share this securely with others when appropriate.

The provider was proactive in responding to the concerns raised following the outcomes of the clinical searches and provided us with evidence of action taken to reduce risk and introduced more robust monitoring as a result.

Leaders and managers supported staff, and all staff we spoke with were clear on their individual roles and responsibilities.

Managers met with staff regularly to complete appraisals and performance reviews. 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.

Ribblesdale Medical Practice clearly understood and carried out their duty to collaborate and work in partnership, and services worked seamlessly for people. They always share information and learning with partners and collaborate for improvement.

The provider worked with other practices to look at the local population health needs and participated in, for example, providing enhanced services across the local area for chronic obstructive pulmonary disease (COPD) which is a significant health problem in Bury.

Staff had changed and re-organised services in consultation with the community healthcare services to improve access to childhood clinics such as immunisation and asthma clinics. The service held additional clinics during school holidays. In addition, the practice held weekly childhood immunisation clinics.

We saw that discussions about the local community needs such as people approaching end of life care, vulnerable adults and children were included in the standing agenda items at weekly meetings which meant such topics were a priority and regularly reviewed.

Leaders were keen to provide a high standard of care for vulnerable or under -represented groups by engaging, learning and listening to people. The service had achieved a gold award for excellence in health care provision for lesbian, gay, bisexual and trans people from the Pride in Practice accrediting charity, through working with and learning from stakeholders.

The practice participates in the Black Health improvement program which ensures staff receive regular training from and opportunities to discuss barriers and how to overcome them with the effected groups.

The practice runs a clinic at a safe place for homeless people and provided opportunities for people to make their needs and opinions known.

The practice signed up to work with and learn from an organisation working with migrant people.

The service focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contribute to safe, effective practice and research.

The practice had a quality improvement plan in place to help drive improvements in services, this included focus on the appointment system.

Staff told us they were encouraged to put forward and test out new ways of working, and we saw examples of the nursing staff providing training and supervision to non-clinical enabling them to provide additional non-clinical support and signposting.