Yorkshire Street Medical Centre

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.
 

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.

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

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.

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 honesty, fairness and kindness 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 that leaders in the practice 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 Yorkshire Street Medical Centre. Leaders also demonstrated a willingness and ability to share best practice and learn from other providers within the area.
 

Yorkshire Street Medical Centre 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 within the primary care network. Staff were aware of how to raise concerns.
 

Yorkshire Street Medical Centre 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. Adjustments had been made to ensure all staff were valued, for example we saw workplace adjustments to support staff were in place.
 

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

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 easily 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.
 

The service understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

Staff had improved some of their services by working with community healthcare services; for example, staff discussed signposting and referral to local programmes for diabetes and obesity management, which were a significant health need for the local population.
 

Yorkshire Street Medical Centre 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.

The practice had a quality improvement plan in place to help drive improvements in services. This focussed on the appointment system. All staff were encouraged to put forward and test out new ways of working.

The practice had undertaken work to improve signposting for patients accessing ADHD services. This had raised awareness within the practice and helped patients needing to access these services

Staff told us they were given opportunities for development.