During an assessment under our new approach
Date of Assessment: 27 April 2026. Wilsden Medical Centre is a GP practice located at 2 Ling Bob Court, Wilsden, Bradford BD15 0NJ. They also have a branch practice located at 12 Mill Street, Bradford, Cullingworth BD13 5HA. We visited both sites as part of this assessment. These practices deliver services to approximately 10,000 people under a contract managed by NHS West Yorkshire Integrated Care Board. According to the latest available data, the ethnic make-up of the service area is approximately 51% White, 40% Asian, 3% Mixed, 3% Black and 3 % Other. Information published by the Office for Health Improvement and Disparities shows deprivation within the service population group is in the 1st decile (1 of 10). The lower the decile, the more deprived the service population is relative to others.
This was a focused assessment. We undertook this assessment due to the length of time since our last assessment. We assessed 10 quality statements from across all 5 key questions. This assessment considered the demographics of the people using the service, the context the service was working within and how this impacted service delivery. Where relevant, further commentary is provided in the quality statements section of this report.
The service provided safe environments and staffing arrangements that supported safe care. Premises across both sites were clean, well-maintained, and supported by comprehensive risk assessments, maintenance schedules, and business continuity planning. Robust recruitment, induction and supervision arrangements ensured sufficient skilled staff were always available. Infection prevention and control systems were well embedded, with trained leadership, regular audits, high compliance, and clear processes to prevent and manage infection risks, ensuring people were protected from harm.
The service effectively supported people to live healthier lives through proactive prevention and personalised support. Systems were in place to identify and support people with additional needs, including carers and individuals with learning disabilities. Health promotion activities aligned with national priorities, and patients were supported with accessible information. The service monitored care and treatment to improve outcomes, with screening and immunisation uptake in line with or above national averages, supported by effective recall processes.
The service demonstrated kindness, empathy and compassion, respecting people’s privacy and dignity. Clear arrangements protected confidentiality, including discrete reception and consultation areas. Patient experience exceeded national GP Patient Survey averages, and feedback confirmed people felt listened to and that staff made efforts to accommodate their needs wherever possible, consistently.
The service responded to people’s needs by offering multiple routes to access care, including extended access through the PCN, effective triage systems and a daily duty doctor. The practice monitored demand and adapted staffing to manage call volumes. Staff understood local inequalities and tailored care through reasonable adjustments, longer appointments, interpretation and inclusive communication. Patient feedback was positive, with needs consistently met above local and national averages, and carers were actively identified and supported.
The service was well led, with a clear shared vision and positive culture aligned to patient centred care, quality and inclusivity. Staff understood and demonstrated the practice’s values and described feeling supported, engaged and proud to work for the service. Leaders actively managed risks and monitored strategic priorities. Robust governance structures, clear roles, effective meetings and strong information governance arrangements supported safe, high‑quality and sustainable care delivery.