Bridgeway 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 looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. At our last assessment we rated this key question good. At this assessment the rating remains the same. This meant the service was consistently managed and well-led. Leaders were very compassionate and inclusive, and staff felt supported and valued. The culture they created promoted high-quality, person-centred care.

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.

The service had a shared vision, strategy and culture. There was a clear mission statement, and their vision showed aspirations to provide the highest possible standard of professional interaction with their patients, staff and wider community. Staff were positive about the culture within the service and described it as open and transparent. They were aware of future plans for bigger premises to enable more staff to work on site.

The service had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. There had been recent promotions within the team and upskilling of staff to support progression and build resilience within the management team. A member of the nursing team was supported to undertake a university course. There were no planned retirements in the near future; leaders planned to recruit a salaried GP to increase appointments capacity. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. Staff told us leaders in the service were approachable and responded to any concerns raised. We saw the leadership team worked with other practices in the primary care network and were engaged in the development of primary care services within the local area.

The service fostered a positive culture where people felt they could speak up and their voice would be heard. There were systems in place to support staff to whistle blow or to speak with a Freedom to Speak Up Guardian if they had any concerns. Staff were aware of how to whistle blow and who the Freedom to Speak Up Guardian was and what their role was in supporting staff. Most staff felt that they could speak up and most felt that their voice would be heard and acted upon.

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 service had clear responsibilities, roles, systems of accountability and governance which they used to manage and deliver good quality, sustainable care, treatment and support. They acted on information about risk, performance and outcomes

Leaders and managers supported staff, and all staff we spoke with were clear on their individual roles and responsibilities. Processes were in place for appraisals and performance reviews for all staff. Staff knew how to access all required policies and procedures. However, we found a small number of policies required updating in line with current guidance or to remove out of date contacts. Regular meetings were held with staff, during which clinical concerns and emerging risks were discussed. Managers clearly recorded any actions arising from these meetings and ensured they shared these with staff. Staff took patient confidentiality and information security seriously.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They shared information and learning with partners and collaborated for improvement. The provider worked with other practices within their primary care network (PCN) to gather people’s views on enhanced access appointments. There were processes in place to work in partnership with key organisations and agencies to support the provision of care and joined up working. Staff told us they regularly went over and above for people by referring them to services within the community such as a health and wellbeing coach to support them to live healthier lives.

The service focused on continuous learning, innovation and improvement across the organisation and local system. They were a training practice for nurses and doctors training to become GPs. The service used learning from significant events and complaints to continually improve the service they provided, and changes were made within the practice if needed. The telephone system had also been upgraded to cloud telephony to improve access on the telephone with call back functions enabled. The service also used an online platform to send monitoring information and communicate virtually with patients.