Jubilee Street 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 as Outstanding. At this assessment, the remains the same.

This service scored 93 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

All staff, at all levels, were involved in shaping the practice’s vision, strategy and five-year business plan, which were kept under regular review. The plan recognised increasing demand for both access to clinicians and support with social issues. In response, the practice developed an enhanced Active Signposting model with patient input, linking people directly to local services and going beyond national requirements. This made Jubilee Street Practice the highest signposting practice in Tower Hamlets, redirecting 3,704 potential GP appointments between December 2024 and December 2025. Staff training received 100% positive feedback, and the approach has since been rolled out to a further 142 GP practices across North East London.

The service had exceptionally inclusive leaders at all levels who understood the context in which they delivered care and embodied the culture and values of the organisation. Leaders had the skills, knowledge and credibility to lead effectively, and did so with integrity, openness and honesty.

This was reflected in how the practice was structured to support shared leadership and psychological safety. The move to a Limited Company model included appointing senior management team leads from across all levels of the organisation, including administrative staff, ensuring decisions were grounded in day-to-day experience and staff felt represented. A Senior Management Team was introduced, accountability strengthened through regular one-to-one meetings, clearer communication and reflective practice, and roles aligned to CQC domains and safety, so responsibilities were clear.

These changes released around 80 hours of leadership time each month, reduced staff turnover to 0.4% (compared with 6.3% nationally), and improved staff experience, with average staff satisfaction increasing by 20%.

Staff told us that leaders in the practice were approachable and responsive to any concerns raised, and that they consistently modelled the values of the practice. We also saw that the leadership team worked closely with other practices in the primary care network and were actively involved in developing primary care services in the local area. Staff gave a clear example of how supported they felt by leaders, explaining that it was entirely their own idea to put their own money together, without any involvement or contribution from the practice, to decorate and furnish one of the practice breakout rooms. This was done as a surprise for leaders, as a way of saying thank you, and reflected how invested and valued staff felt, and their desire to give something back.

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

The practice had established Freedom to Speak up arrangements with other practices in the primary care network. Staff were aware of how to raise concerns if required.

The service strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who work for them. In response to growing pressure at the front desk, the practice worked with DFN Project SEARCH to create a frontline digital support role for an autistic intern. This helped patients make better use of digital self-service options, reduced unnecessary footfall, and supported the development of inclusive employment within the local area.

Between January and October 2025, the impact was significant: NHS App registrations increased by 75%, averaging 86 new registrations per month. During this time, 3,853 patients were supported with self-arrival, 536 were helped to use the POD, and 181 were guided through eConsults. This support released the equivalent of 22 working days of Patient Assistant time, improved the overall patient experience, and created an inclusive employment model that has since been adopted by other GP practices across the borough.

Policies and procedures to promote diversity and equality were in place. We saw senior leaders had addressed concerns related to discrimination. Reasonable adjustments had been made to ensure staff felt supported and valued, including adjustments for pregnant staff.

We saw that, following the move to a Limited Company model, senior management team leads were appointed from across all levels of the organisation, including administrative staff. This supported inclusive leadership and helped ensure that strategic decisions were informed by staff experience and that staff felt represented within the governance structure.

The service had clear responsibilities, roles, systems of accountability and good governance. Leaders and managers used these to manage and deliver good quality, sustainable care, treatment and support. Staff acted 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. All staff had a named supervisor and met with them regularly for support, appraisal and one-to-ones.

The provider had established governance processes that were appropriate for the service. Staff could access all required policies and procedures via a digital app, which was available on both practice computers and personal mobile phones. Minutes from practice meetings, including shared learning and actions, were also accessible through this system.

Managers held regular practice meetings with staff, during which they discussed clinical concerns and emerging risks. Managers clearly recorded actions arising from these meetings and ensured these were shared with staff.

Staff took patient confidentiality and information security seriously. All staff had completed GDPR training and the whole team had taken part in role-play scenarios to support learning and understanding of information governance in practice.

The service clearly understood and carried out their duty to collaborate and work in partnership, and services worked seamlessly for people. They routinely share information and learning with partners and collaborate for improvement.

We saw evidence of sustained engagement with the local community through the co-production of multilingual patient education materials that supported both clinical and non-clinical care. The practice worked in partnership with local faith and community leaders, including delivering pre-Ramadan diabetes education with the East London Mosque and outreach activities during Diabetes Month at Watney Market and the Idea Store. The practice also funded regular, ongoing nutritionist-led cooking sessions that were culturally appropriate and aimed at improving the health of patients living with long-term conditions and obesity. In addition, GP-led group consultations for long-term conditions and a wide range of English and multilingual video resources supported patient self-management, safety-netting and healthy living.

The provider worked with other practices within their primary care network to offer extended access, and flu and covid vaccination programmes. Staff had made adjustments to improve coordination of their service with community healthcare services, including through multidisciplinary meetings and outreach clinics held in the community.

The service had a strong focus on continuous learning, innovation, and improvement across the organisation and the local system. It consistently encouraged creative approaches to delivering equality of experience, outcomes, and quality of life for people, and actively contributed to high-quality practice and research. The practice ensured that learning was shared with local practices, supporting the scaling up of successful initiatives, including those that improved patient signposting and telephone access. In addition, the practice opened its wellbeing projects to patients from neighbouring practices, receiving 328 referrals over a 12-month period, demonstrating effective collaboration and wider system benefit.

The practice had a quality improvement plan in place to drive ongoing improvements in services. Staff at all levels were encouraged to suggest and test new ways of working, and we saw clear evidence of this through changes to the practice’s structure and multiple examples where staff ideas led to improvements in processes. This included a programme of practice-initiated audits, informed by patient demographics and outcomes, to identify areas where improvements could be made. Separately, the practice introduced changes to its processes for issuing sick notes, aimed at supporting people to return to work where appropriate.