Broad Street Health Centre

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• 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.

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

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. Managers collaborated with the local community to deliver the best possible care and were receptive to new ideas.

This service scored 79 (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. This was based on transparency, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

The practice demonstrated a clear understanding of its patient demographic, including younger working age adults and newly arrived or transient groups, and proactively adapted its service to meet their needs.

Feeback obtained from staff reported a positive experience of working at the practice. They described strong teamwork and a shared commitment to delivering high-quality, patient-centred care.

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. 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 practice were approachable and responded to any concerns raised. Staff also told us leaders modelled the values of the practice. 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.

There were established arrangements in place for identifying, managing, and mitigating risks. A comprehensive business continuity plan was in place to ensure service resilience in the event of disruption.

The service fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff we spoke with felt confident to raise issues and concerns without the fear of reprisal.

The practice had established Freedom to Speak up arrangements with the primary care network. Staff were aware of how to raise concerns, and we saw examples where staff had used the arrangements in place to positive effect.

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them.

Policies and procedures to promote diversity and equality were in place. We saw senior leaders had addressed concerns related to discrimination. Adjustments had been made to ensure all staff were valued, for example we saw adjustments to support disabled staff were in place.

We saw a number of examples that demonstrated practice’s commitment to developing staff and supporting their career progression.

The practice had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They act on the best information about risk, performance and outcomes, and share this securely with others when appropriate.

Leaders and managers supported staff, and all staff we spoke with were clear on their individual roles and responsibilities. Managers met with staff regularly to complete appraisals and performance reviews. The provider had established governance processes that were appropriate for their service.

We noted that the practice demonstrated strong leadership and effective teamwork, with regular clinical huddles, supervision, and collaborative learning across the PCN.

The practice has recently been accredited as a GP training practice with the first cohort of trainee doctors commencing in September 2025.

The service carried out their duty to collaborate and work in partnership, and services worked seamlessly for people. They always share information and learning with other practices within the PCN and collaborated for improvement. The practice was 1 of 3 that formed the PCN, with the same group of partners overseeing all 3 practices. This enabled shared vision and cohesive implementation of initiatives across the PCN.

The service had an active Patient Participation Group (PPG), and they engaged with them on regular basis to seek their views on the services provided. Patient feedback was routinely collected through Friends and Family test (FFT), complaints, and verbal input at the reception. We saw that the 2025 FFT results indicated that 95% of the patient feedback suggested that they were ‘likely’ to recommend the practice.

The service had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always encouraged creative ways of delivering equality of experience, outcome, and quality of life for people. They actively contribute to safe, effective practice and research.

The practice had embedded a continuous improvement ethos across the team. They had a number of quality improvement plans in place to help drive the service towards excellence. For example, installation of a new telephony system at the practice with a call back functionality which lead to reduced missed calls from 60% to 10% within three months, significantly improving access for patients.

The practice had also undertaken an innovative heart failure screening initiative, a project to reduce heart failure related complications and prevent avoidable hospital admissions by identifying undiagnosed heart failures. Patients were screened during their annual chronic obstructive pulmonary disease (COPD) reviews to proactively identify early signs of heart failure. The work had been nationally recognised with the practice’s outcomes published in national and international journals.

We saw that ‘You said, we did’ boards at the reception demonstrating how patient feedback helped drive changes and improvements at the practice.