Ordsall Health Surgery

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

WELL-LED:

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

Leaders and staff at Ordsall Health Surgery 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 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Ordsall Health Surgery 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 were key aspects of the culture of the service. This was towards patients, stakeholders and colleagues.

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’ continuity plans included consideration of succession.

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.

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 Ordsall Health Surgery. Leaders also demonstrated a willingness and ability to share best practice and learn from others.

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.

Leaders at Ordsall Health Surgery 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 poor attitude.

Adjustments would be made to ensure all staff were valued.

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

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 took sustainability seriously and had appointed a sustainability lead who looked at ways of reducing the carbon footprint of the practice in all departments. Current sustainability actions included: ensuring low carbon footprint inhalers were prescribed when possible; use of LED lights and bulbs; time taken to access grants and funds to ensure the building was well insulated; installation of roof solar panels and green isolating bins were used throughout the building. The manager and sustainability lead confirmed the practice was working on having electric vehicle charging points installed in the carpark adjacent. Leaders also confirmed they were looking at how to reduce packaging and other aspects to improve sustainability.

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

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

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.

Ordsall Health Surgery 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. For example, they engaged children by running art competitions for designing posters for smoker cessation with local schools.

The practice consulted people with experience of using specific services about the design of posters for local health promotion campaigns. People confirmed they were listened to and involved in planning campaigns.

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.

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 quality improvement plans to help enhance services.

Leaders have been especially proactive and innovative in using technology in a number of areas such as records management and communication. Regarding patient records they had introduced and installed an integrated-care computer program which will eventually allow all medical records, including letters and test results, to be immediately uploaded into a single platform.

Communication to patients about the practice had been improved through the production of an information video made available on the practice website.

Based on feedback from staff and patients; and the results of audits, leaders made changes to the prescribing system so that all medication queries were dealt with by a GP.

The practice had introduced peer-to-peer review for nursing staff and trainee GPs to promote consistency and good quality care and treatment.