Bromleag Care 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 found the service was delivering well-led care. The service had a clear vision and set of values which was shared with practice staff. Staff told us managers were visible and approachable.

This service scored 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Leaders detailed clear vision and values for the service. This was shared with staff who they told us had input into the direction of the service. Staff told us they felt engaged by leaders. They told us they were listened to, and detailed examples of how they had contributed to the development of the service. Staff were aware of and understood the vision, values and strategy and their role in achieving them.

There was a clear vision and set of values, which we saw the service acted on. The service had a realistic strategy and supporting business plans to achieve priorities. The strategy was in line with health and social priorities across the region. The provider planned the service to meet the needs of the local population. The provider monitored progress against delivery of the strategy.

Staff told us leaders at all levels were visible and approachable. They told us they worked closely with staff and others to make sure they prioritised compassionate and inclusive leadership.

There were clear lines of responsibility to support capable and inclusive leadership. The practice had put in place clear job descriptions and parameters for all staff and had ensured staff were aware of their roles and responsibilities.

Leaders at the service told us that the organisation considered it important that the voice of staff, service users and partner organisations could be heard. Staff told us that they felt comfortable raising concerns, and were confident that the leadership of the organisation would act on them.

There was freedom to speak up policy in place at the service. There were formal mechanisms by which feedback from all staff groups could be shared with the managers of the service.

Leaders told us that the service actively promoted equality and diversity. It identified and addressed the causes of any workforce inequality. Staff told us that they felt equality and diversity was respected by leaders and the service.

Staff had received equality and diversity training. Leaders provided an environment free from discrimination and harassment, where staffs contribution was valued, and they were protected from abuse.

Staff were clear on their roles and accountabilities including in respect of safeguarding and infection prevention and control. Although leaders demonstrated that they had established proper policies, procedures and activities; evidence did not demonstrate that they were assuring themselves that processes were always being followed and implemented as intended.

Leaders had developed a governance structure that provided oversight by leads at the service. This was supported by policies, procedures, and clear lines of accountability. However we saw evidence that not all policies and protocols were being followed, and this had not been identified by the provider.

We had no concerns regarding people’s experience of partnership and communities.

Leaders told us they collaborated with stakeholders and had active care meetings engaging with mental health, palliative care, care home providers and other community healthcare services. The service had a social prescriber to whom patients could be referred, although given the nature of the service, leaders told us that this was a service that was used less than at other GP practices. They told us that a full and diverse range of patients', staff and external partners' views and concerns were encouraged, heard and acted on to shape services and culture.

Partners told us the provider had systems in place to ensure patients received covid and flu vaccinations where appropriate.

The service was involved in a large number of meetings with other healthcare providers in the local area to develop the way care was delivered.

Leaders explained there was a process of continuous learning, improvement and innovation in the practice. They explained that audit was to form a key part of practice learning as it led to change. Complaints and significant events were reviewed, and learning shared within the practice and externally.

There was a focus on continuous learning and improvement at all levels within the service. Staff knew about improvement methods and had the skills to use them. Leaders and managers encouraged staff to take time out to review individual and team objectives, processes, and performance.