Updated 16 May 2025
Urban Village Medical Practice is a GP practice and delivers service to 13,562 patients under a contract held with NHS England.
Information published by Office for Health Improvement and Disparities shows that deprivation within the practice population group is 1. Population areas are divided into 10 groups (or deciles), numbered 1 to 10. The lower the number of the population group (or decile), the more deprived the population, relative to the local area.
The practice is contracted to provide the Homeless Health Service for homeless people living on the streets of Manchester City Centre and, those residing in a number of hostels and shelters around Manchester City. This is a specialist and intensive service. Leaders reported this was about 700 people.
The homeless service is a team made up of designated and specially trained doctors, nurses, drugs and alcohol workers, outreach workers and a social prescriber.
This assessment considered the demographics of the people using the service, the context the service was working within and, how this impacted service delivery.
Where relevant, further commentary is provided in the quality statements section of this report.
The Urban Village Medical Practice had a good learning culture and people could raise concerns. Managers investigated incidents thoroughly.
At the time of the inspection some systems related to safeguarding needed to be strengthened.
Staff understood and managed most risks well.
The facilities and equipment, met the needs of people, were clean and well-maintained and risks were mitigated.
There were enough staff with the right skills, qualifications and experience. Managers made sure staff received specialist training and regular appraisals to maintain high-quality care.
Staff managed medicines well and were skilful at involving people in planning any changes.
Systems in place ensured blood and test results were responded to and delays in treatment avoided or investigated, particularly in relation to pre and undiagnosed diabetes, cancer treatment and sexual health.
We found the provider took steps to promote workforce well-being. Leaders ensured the workforce shared and understood the vision for the service.
There were examples of the practice spearheading outreach work, working in partnership with different local communities and responding to their needs by implementing audits and quality improvement plans which resulted in better reach of patients and or outcomes for homeless and those experiencing particular complications associated with the effects and causes of homelessness.
Leaders demonstrated excellence in identifying and responding to local needs and harnessing national and local opportunities to the benefit of their patients and the community.
There was a culture of checking and auditing how well nurses, allied health care professionals and administration staff performed.