Broad Street Health Centre

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• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

We looked for evidence that the service involved people and treated them with compassion, kindness, dignity and respect.

This is the first inspection for this service since its registration with CQC. This key question has been rated as Outstanding.

People were treated with utmost kindness and compassion. Staff excelled at protecting people’s privacy and dignity. The entire team treated people as individuals and supported their choices and preferences. People had choice in their care and treatment. The provider was exceptional in supporting staff wellbeing.

This service scored 90 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The practice always treated people with kindness, empathy and compassion and respected their privacy and dignity.

Arrangements were in place to promote patients’ privacy. National GP Patient Survey data reflected people felt listened to and were treated with kindness.

We saw evidence that all staff at the practice had undertaken the Oliver McGowan training and demonstrated an understanding on how to support individuals with learning difficulties.

The latest national patient results indicated that 91% of the respondents felt their needs were met during their last general practice appointment.

The practice treated people as individuals and was exceptional in making sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics. The national patient survey results indicated that 82% of the respondents felt that healthcare professional they saw or spoke to was good at considering their mental wellbeing during their last GP appointment, compared to the local and national average of 74%.

There was a dedicated care coordinator who maintained regular contacts with the homelessness team and asylum seeker accommodations to ensure they had seamless access to GP care.

The practice introduced an option for the asylum seekers living in hotel accommodation, allowing the hotel reception to book appointments for them by email This helped them bypass the need for phone triage and gave them ability to request urgent or same day appointments.

We found that the patients identified as at high clinical risk such as when receiving palliative care, where any safeguarding concerns had been identified, or people experiencing severe mental health risks were identified by the practice. It meant they were flagged on the practice’s clinical system for priority assessment by the duty clinician.

The practice had introduced structured welcome packs, including tailored versions for vulnerable patients to support better engagement with the practice.

The provider’s team had also tailored their services to meet the diverse needs of the local community, for example, by building relationships with Nepalese community to promote the uptake of cervical screening programmes among these groups of patients.

The service was exceptional in how they listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

There was an effective appointment system in place that identified patients with urgent medical needs and ensured they were prioritised appropriately. The care navigation tool supported reception staff in directing patients to right clinician or service, including patients that required urgent medical attention. Staff we spoke with knew how to respond if a patient were deteriorating and gave an example of a medical emergency and actions they would take.

We saw examples that practice proactively analysed the appointment data to identify trends, any potential missed opportunities and patient safety concerns. The data was used to inform access to appointments on a weekly basis, ensuring capacity met demand and supported the delivery of responsive care.

The service was exceptional in how they listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

There was an effective appointment system in place that identified patients with urgent medical needs and ensured they were prioritised appropriately. The care navigation tool supported reception staff in directing patients to right clinician or service, including patients that required urgent medical attention. Staff we spoke with knew how to respond if a patient were deteriorating and gave an example of a medical emergency and actions they would take.

We saw examples that practice proactively analysed the appointment data to identify trends, any potential missed opportunities and patient safety concerns. The data was used to inform access to appointments on a weekly basis, ensuring capacity met demand and supported the delivery of responsive care.

The service always cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care.

Staff told us they were valued by leaders. Leaders had taken proactive steps to recognise and meet the wellbeing needs of staff, which included professional wellbeing self-assessment tool that helped staff identify early signs of stress.

Staff across all roles were supported in their career progression and continued professional development. For example, a member of the reception team was supported and funded by the practice to pursue with their nursing associate degree. Another staff member was supported through a master’s degree in advanced clinical practice.

We saw clear examples of internal progression and promotion across clinical and non-clinical roles. There were channels for staff to provide anonymous feedback, share ideas and recommend improvements. Staff gave us examples of when their ideas and suggestions were considered and implemented.