During an assessment under our new approach
Bridport Medical Practice is a GP practice and delivers services to approximately 24,500 people under a contract held with NHS England. This service was otherwise known as Ammonite Health Partnership which consisted of branch sites Maiden Newton Practice (otherwise known as Pound Piece Surgery) and Tunnel Road Practice. Bridport Medical Practice is the main registered location. The National General Practice Profiles states demographics of people using the service are in line with local and national averages. Information published by Office for Health Improvement and Disparities shows that deprivation within the service population group is in the 5th decile (5 of 10). The lower the decile, the more deprived the service population is relative to others. This assessment considered the demographics of the people using the service, the context the service was working within and how this impacted service delivery. Where relevant, further commentary is provided in the quality statements section of this report.
The service had a good learning culture and people could raise concerns. Leaders investigated incidents thoroughly. People were protected and kept safe. Staff understood and managed risks. The facilities and equipment met the needs of people, were clean and well-maintained and any risks mitigated. There were enough staff with the right skills, qualifications and experience. Leaders made sure staff received training and regular appraisals to maintain high-quality care. Staff managed medicines well and involved people in planning any changes.
People were involved in assessments of their needs. Staff reviewed assessments taking account of people’s communication, personal and health needs. Care was based on latest evidence and good practice. Staff worked with all agencies involved in people’s care for the best outcomes and smooth transitions when moving services. Staff made sure people understood their care and treatment to enable them to give informed consent. Staff involved those important to people took decisions in people’s best interests where they did not have capacity.
People were treated with kindness and compassion. Staff protected their privacy and dignity. They treated them as individuals and supported their preferences. People had choice in their care and treatment. The service supported staff wellbeing.
People were involved in decisions about their care. The service provided information people could understand. People knew how to give feedback and were confident the service took it seriously and acted on it. The service was easy to access and worked to eliminate discrimination. People received fair and equal care and treatment. The service worked to reduce health and care inequalities through training and feedback. People were involved in planning their care and understood options around choosing to withdraw or not receive care.
Leaders and staff 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. The service worked with the local community to deliver the best possible care and were receptive to new ideas. There was a culture of continuous improvement with staff given time and resources to try new ideas.
However, although the service had oversight of risks and performance, systems and processes were not always effective to address shortfalls in relation to providing care in line with evidence-based guidelines. The service did not always have fully effective and embedded processes for monitoring people’s health in relation to some long-term conditions, missed diagnoses and one group medicines which required monitoring. The service took immediate action to address these issues and provided evidence to demonstrate no harm had occurred.