Dr Uday Kanitkar Also known as Moss Side 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

The practice had a culture to drive high quality sustainable care. Systems of accountability to support good governance and management were in place. Risks, issues, and performance were effectively managed by the Registered Manager and business manager. There were effective systems for learning, continuous improvement and innovation. This key question has been rated as requires improvement.

This service scored 39 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

We did not look at Shared direction and culture during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Capable, compassionate and inclusive leaders during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Freedom to speak up during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

The assessment of 17 May to 6 June 2024 found improving clinical outcomes had been prioritised. Non-clinical aspects of improvements that had been required had been delegated to a staff member, and the required actions had not been monitored by the GP partners. An action plan stated improvements had taken place, but we found this was not accurate. Evidence we had asked for prior to and during that assessment had not been available. At this assessment we found improvement in these areas.

The Registered Manager and business manager told us that staffing changes took place during and following the previous assessment. The business manager was now established in their role and an operations manager had been recruited to give further support and management capacity at the practice. All processes where issues had been identified had been reviewed and changes and improvements put in place. All required improvements were monitored on an ongoing basis. The Registered Manager also had another GP practice, but they told us they were visible at this practice at some stage on the majority of days so they, along with the business manager, had oversight of the improvement.

Governance, management and accountability arrangements had been reviewed and clear and effective processes were now in place.

It had been identified that a previous action plan was inaccurate and had not been followed. A new clear action plan had been put in place that gave clear timescales for improvements to be implemented. We saw this was reviewed by the Registered Manager and business manager on a regular basis and the leadership team had a full picture of what they had achieved and what needed further action. Timescales were realistic, and all updates to the action plan were clearly documented.

We therefore had assurance that governance, management and sustainability were priorities, improvements had been made, and processes were in place to ensure continuous improvement.

We did not look at Partnerships and communities during this assessment. The score for this quality statement is based on the previous rating for Well-led.

The assessment of 17 May to 6 June 2024 found the GP partners had prioritised making clinical improvements but had not shown an awareness of how to make other improvements happen. Improvements in governance since the previous inspection were not apparent. At this assessment we found improvement in these areas.

The Registered Manager described how they were a GP trainer and had system in place for GP trainees to be supported at the practice. They supported clinical and non-clinical staff in their career progression. The business manager, who started their employment during the previous assessment, was now established in their role and had a good understanding of the improvements that had been required and how to facilitate them.

Policies and procedures throughout the practice had been reviewed. We saw evidence that the new processes ensured that learning was put in place when things went wrong. The practice had a no blame culture and staff were encouraged to report incidents. All relevant staff were involved in discussions about learning, and opportunities to make improvements were seen as positive.

We therefore had assurance that learning, improvement and innovation were priorities, improvements had been made, and processes were in place to ensure continuous improvement.