Dr Yousef Rashid Also known as Shifa 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

At this assessment we reviewed all quality statements for this key question and found that the practice had improved since the last inspection. Our rating for this key question is good. We found that the service was well-led.

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.

Feedback from staff about the shared direction and culture at the practice was consistently positive. Staff told us they enjoyed working in a supportive, friendly and collaborative culture. Leaders and staff consistently told us that the team worked well together with the shared aim of providing a high quality and accessible service to patients.

The practice leaders had identified short and longer-term priorities and had put in place action plans and risk assessments to support their achievement.

Our discussion with the practice leaders demonstrated that they were aware of the main challenges facing the practice and had a strategy in place to address these. Staff told us that the leaders were always visible and approachable. Clinical colleagues and non-clinical staff all commented positively on the direction, oversight and inclusive support provided by the lead GP.

Different members of the team had been clearly identified to lead on various aspects of the service. The management team had recently recruited a practice manager to complete the leadership team. The practice manager was scheduling individual appraisals with staff members which included consideration of staff development and inclusion.

Staff informed us there was good communication within the practice and they would feel able to raise any concerns without fear of retribution.

The practice encouraged openness and honesty. Information about speaking up was available to staff in relevant policy documents and included in the induction process. Staff had access to an independent Freedom to Speak Up Guardian so they could talk to somebody outside the practice team if they had concerns they felt they could not raise directly with the practice manager or lead GP.

Staff we spoke with did not identify any concerns around workforce equality, diversity and inclusion.

The practice had a policy on workforce equality, diversity and inclusion and included consideration of equality in relevant policies, for example staff recruitment. Staff were required to complete training on equality and diversity. The practice was physically accessible. The practice encouraged staff to develop their experience, skills and confidence, for example with training and discussion around supporting carers and staff we spoke with had recently completed awareness training on learning disability and autism.

Staff were clear about their roles and responsibilities. They told us there were clear lines of responsibility and communication within the practice which were underpinned by written policies and procedures.

The practice had effective governance arrangements. Policies and risk assessments were regularly reviewed. There were systems in place to monitor clinical and business performance and to respond to any changes. The practice had a major incident plan in place.

Patient participation group (PPG) members told us that the practice team engaged constructively with the group, for example, discussing and sharing service developments to improve the service.

The lead GP and practice manager described positive relationships with local partner organisations and services.

We received positive feedback about the way in which the practice leaders engaged with the primary care network. They were described as responsive and collaborative and actively participated in initiatives and data sharing intended to improve local service provision.

The practice actively sought feedback from patients. The practice had established an active patient participation group which met face to face every six months. The provider had also undertaken a survey in September 2023 to gather feedback from members using similar questions as the National GP Patient Survey.

The leaders were able to describe improvements since the previous inspection. They had taken a structured approach to identify and address issues and to meet priorities and goals. Staff at all levels were proud that patients were able to access the service easily and the practice could offer continuity of GP.

There were well-established systems to learn from incidents, updates, and staff and patient feedback. The practice carried out clinical audit and other quality improvement activity and was making increasing and effective use of PCN-funded resources, such as the clinical pharmacist team who carried out prescribing audits and discussed the results and areas for improvement with the clinical team.