Organisational Overview

BVM use a range of searches and dashboards to understand our patient population needs and wants. People are informed about any risks and how to keep themselves safe. Everyone is treated with respect and empathy and access to information is made as easy as it can be.

Safety and continuity of care is a priority throughout people’s care journey. This happens through a collaborative approach with staff and other partners. There is a strong awareness of the risks to people across their care journeys. Care and support is planned and organised with people and partners.

BVM routinely captures and reviews patient experiences and needs to understand where the opportunities for improvement lie. We monitor several feedback channels:.

Friends and Family Test Results are shared in the waiting room and on the practice website. Results are reviewed at Managers’ Meeting quarterly.

Klinik Gives us a wealth of patient information which we review quarterly within the Klinik working group and then feedback into our operation.

Complaints Are responded to individually within 30 days and results are reviewed quarterly at Managers’ Meeting.

GP Patient Survey We analyse the results annually at Board and make organisational decisions based on the findings.

MythankYou Results shared weekly with staff

PPG The group provide ongoing feedback either ad hoc or based on feedback sought. This is fed back to the relevant workstreams or Board to action.

Staff have the option to work full or part-time, reduce or increase hours, and gain experience of other settings, all of which have a positive effect on service delivery. We also support and encourage a manageable work-life balance.

We nurture an environment of continuous improvement, a voice for everyone, effective communication, and flexible working routines. To ultimately drive staff retention

Staff training complements personal development. To support the skills required to deliver the best and most relevant patient services we organise team and individual training. There are specific skill matrixes to track the patient services offered within the clinical teams’ ability to deliver. Training for both clinical and administrative staff includes, but is not limited to, mandatory and recommended training.

We systematically monitor if we have the right skills to deliver the service we wish to offer. If there are gaps, we rectify.

We communicate regularly, giving operational and service updates. We are transparent and seek and encourage staff ideas and feedback.

Staff wellbeing and satisfaction is monitored through annual appraisals, regular check-ins in certain areas of the operation and the various surveys including.

NHS Staff Survey We analyse at Board and implement changes.

BVM Wellbeing Survey We analyse at Board and implement changes

BVM work with a wide range of partners within the BNSSG Integrated Health System health system including University Hospitals Bristol and Weston (UHBW) and North Bristol NHS Foundation trusts, Avon and Wiltshire Mental Health Partnership Trust, Sirona our Community partner, Community Pharmacy, NHS Talking therapies. and BDP. BVM also have close with the VCSE most notably with BS3 Community Links who provide our social prescribing link workers and The Robins Foundation who provide our health and wellbeing coaching service.

Through influencing and collaborating with our partners we want to develop these multi-disciplinary services into fully functioning and resourced integrated network teams.

We also actively engage and support initiatives with external agencies such as ICB, locality, and community teams to evolve our services to meet the needs of our patient population.

We engage in research to support our patient needs.

We continually monitor and review performance across various platforms to optimise the number and mix of appointments and services offered to best meet patient needs. We set out clearly what patients should expect a good service to look like, communicate this to both patients and staff and strive to meet these expectations.

BVM operates over five sites. Three are owned and two are leased. There’s a recognition there’s no primary healthcare provider in the west of our patch and some of our buildings are not conducive to a modern healthcare offer. There’s forecast growth in the patient population of 8,000 people. Therefore, there is a requirement

for bigger site to consolidate our sites and ideally this would be placed in the Ashton Gate area.

We are committed to improving our IT systems to make it easier for our staff to deliver services and for patients to access them.

Our organisational structure supports the timely response to operational issues. And culturally we empower staff to be involved in many decisions.

The following meetings deliver decision-making. All are scheduled with minutes.

Executive (weekly) discusses all pressing operational and development matters and resolves or presents at Board or Partners. This includes monthly meets with the PCN.

Board (fortnightly) discusses Practice and PCN issues and opportunities and agrees solutions and initiatives across Operations, People, Service and Patient Need. We review spending to budget, the Risk Register and Business Development Plan quarterly. The PCN Board is the meeting with Network Partners to create and review initiatives and is integrated into the BMV Board schedule quarterly.

Board Report We monitor operational and people metrics within a monthly report.

Partners’ (bi-monthly) For matters which significantly impact profitability or way of working or the Partnership agreement.

The decisions regarding the allocation of funds for services (and profit) rests with the three groups above.

Management Meetings (fortnightly) discusses challenges, review initiatives and oversee delivery.

Clinical Reference Group (bi-monthly) discusses clinical challenges and how to respond and oversee clinical delivery – creating policies and auditing activities.

Relevant Workstreams We create workstream with dedicated team members to create and implement new ways of working, eg Klinik, Continuity

PCN Workstream Leads PCN management team meet quarterly with the workstream leads to discuss progress of current initiatives and to discuss opportunities for integrated working with relevant partners.

PCN Reviews PCN Management team meet monthly to review delivery and evaluate effectiveness against contracts with our VCSE partners.