Updated 30 October 2025
Date of Assessment: 20 November 2025 to 9 December 2025. Wetherby Health Centre is a GP practice which is operated by the registered provider Bramham Medical Centre. It works closely with another nearby GP practice located in the nearby village of Bramham, which is also operated by the same provider. Patients from the 2 practices are able to access services at both GP locations, and staff from the provider work across both sites. These practice locations share a joint Organisational Data Service code (ODS code - a unique organisational code created by the Organisation Data Service within NHS Digital and used to identify organisations across health and social care). As a result of this the performance data in this assessment such as prescribing data, child immunisation data, cancer screening data, and data relating to the GP Patient Survey is composed of information relating to both registered locations. The 2 registered locations deliver services to around 7,200 patients under a single contract held with the NHS West Yorkshire Integrated Care Board. The Wetherby service operates from a site with the same name as the practice at 42 Hallfield Lane, Wetherby, LS22 6JT. As well as the GP practice the site is shared with other health and care services.
The National General Practice Profiles shows that both the practices operated by the provider serve a population whose ethnicity is predominantly White (96.8%), with other ethnicities being Asian (1%), Black (0.6%), Mixed (1.3%) and Other (0.3%). Information published by Office for Health Improvement and Disparities shows that deprivation within both practice’s population groups is in the 9th decile (9 of 10). The lower the decile, the more deprived the practice population is relative to others. This assessment considered the demographics of this patient population, the context the service was working within, and how this impacted service delivery.
The provider works closely with other partners and stakeholders such as their local primary care network (PCN) to deliver extended and enhanced services. The service is led by 2 GP Partners and 1 Managing Partner, and is delivered across their 2 registered locations by 7 salaried GPs, 1 advanced nurse practitioner, 2 practice nurses, 3 healthcare assistants, and 1 phlebotomist. The Bramham Medical Centre operates a dispensary which is staffed by 1 dispensary lead, and 2 dispensers. Clinical staff were supported by a practice manager, a deputy manager, and reception and administration teams. Support staff from the PCN included pharmacy technicians, and home visiting and specialist paramedics.
The service had a good learning culture and people could raise concerns. Senior clinicians and managers investigated incidents thoroughly, and learning was shared, and actions taken to make improvements based on this learning to prevent recurrence and improve services. Staff understood and managed risks. There were enough staff with the right skills, qualifications, and experience. Managers made sure staff received training and regular appraisals to maintain high-quality care. Staff managed medicines well and involved people in planning any changes such as reducing patient opioid dependence.
Staff regularly reviewed people’s care and worked with other services to achieve this. We saw that care outcomes for patients were good, being generally either in line with or above local and national performance. The provider actively worked with patients to support healthier lifestyles.
People were involved in their care and treatment and experienced kindness and compassion. Staff protected the dignity of patients, and understood the importance of confidentiality. They treated patients as individuals and supported their preferences, and patients were involved in choices about care and treatment. The practice recognised and supported staff wellbeing and development.
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, managers, and staff had a shared vision and culture based on listening and learning, and aimed to provide services which delivered excellent care with good continuity to the local population. 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 local stakeholders and partners 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.