Urban Village 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 outstanding. At this assessment, the rating has changed.

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.

Urban Village Medical Practice leaders had a shared vision and culture. The strategy was under constant review and development, responding to local conditions and changing priorities.

Actions taken were based on transparency, equity, equality and human rights, diversity and inclusion. Engagement was ongoing and leaders understood the challenges and the needs of people and their communities.

The practice was aware of the stresses and changes in the demographics of the local population.

Both clinical and non-clinical staff who gave feedback highlighted that being patient focussed was essential.

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

The service had exceptionally 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.

Leaders were clearly committed to meeting the needs of the most vulnerable in their cohort of patients.

Values were described as caring; hard working and passionate about working well together to provide the best service for patients and their families.

Leaders were liked by staff who provided examples about the actions taken when patients behaved in a disrespectful manner towards them.

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 Urban Village Medical Practice. Leaders also demonstrated a willingness and ability to share best practice and learn from others.

In May 2025 the practice had achieved accreditation for being a good employer.

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 a clear and detailed policy staff could follow. Staff confirmed they were aware of how to raise concerns outside of the organisation.

Leaders at Urban Village Medical Practice 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 relating to poor attitudes from patients towards diversity.

Adjustments would be made to ensure all staff were valued.

It was observed that interaction between team members was positive and relaxed.

The practice achieved LGBT “Pride in Practice” gold, and have had a stand at stand at Manchester Pride focusing on patient engagement and “breaking the barriers to healthcare”.

Leaders provided staff with clear information about their responsibilities, roles, systems of accountability and governance. Roles and responsibilities were continuously under review to ensure they met the needs of patients.

Consultation, additional training and appropriate support was provided if changes were required to deliver good quality, sustainable care and treatment.

Leaders acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The service had plans in place to promote sustainability seriously and looked at ways of reducing the carbon footprint of the practice. Current actions and plans included: working towards sustainable purchasing; reducing use of paper; supporting patients to manage repeat prescription to avoid wastage; minimise use of single use plastic items and, encourage staff to use public transport where possible. Leaders stated they embedded sustainability in the everyday decisions made at the service.

Managers held regular practice meetings with their teams. The agenda varied according to need.

Managers met with staff regularly to complete appraisals, peer to peer performance reviews were being introduced by the practice.

The provider had established governance processes that were appropriate for their service including supporting and managing trainee GP’s.

Leaders met daily to discuss emerging risks or immediate concerns.

Staff could access all required policies and procedures.

Staff took patient confidentiality and information security seriously.

Urban Village 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 health priorities for the local population. They enabled groups to participate in improving communication about health provision.

In 2024 the service 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.

Key members of the management team were at the forefront and worked in partnership with local and national organisations concerned with improving outcomes in all aspects of health care, particularly, for people who are homeless.

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.

People who used the practice and stakeholders who worked with people who were homeless consistently gave examples of how innovative care and treatment made a difference lives including supporting people to better health and becoming housed.

The practice developed quality improvement plans to help enhance services.

Communication to patients about the practice had been improved through the use of social media accounts developed with support for the PPG.

The practice had introduced peer-to-peer review for nursing staff and planned to do the same for doctors, which would promote consistency and share good practice between clinicians. This had already commenced for other staff teams.