Southfields Group 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

At our last assessment, we rated this key question as Good. At this assessment, the rating remains the same.
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 worked with the local community to deliver the best possible care and were receptive to new ideas. There was a culture of continuous improvement with staff given time and resources to try new ideas.
 

This service scored 71 (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, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of patients and their communities.
All staff had contributed to the development of the practice vision and strategy, which was kept under review. The practice was aware of the projected increase in the local population and was working with partner agencies to address future challenges.
 

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.
 

The service fostered a positive culture where patients 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, and we saw examples where staff had used the arrangements in place to positive effect.
We saw the practice had a Freedom to Speak Up/Whistleblowing Policy reviewed in October 2025. Leaders informed us staff had been advised who the Freedom to Speak up Guardian was. Staff confirmed they were aware of how to raise concerns and told us they felt confident to speak up internally and externally if the need arose.
 

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for patients 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 all staff (clinical and non-clinical) had completed equality and diversity training. Staff said they felt supported by management and worked as part of a team.
The practice held a workforce wellbeing event for half a day, where they did team events. Staff were provided with confidential access to an employee assistance programme.
 

The service had clear responsibilities, roles, systems of accountability and good governance in most cases. 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. However, clinical searches identified that effective care was not always provided in line with best governance practices in some cases. We also identified that risk assessments were not always formally documented, for example for emergency medicines not stocked and staff vaccinations. We also found gaps in training and recruitment processes. Not all staff had an appraisal in the last 12 months.
Leaders and managers supported staff, and all staff we spoke with were clear on their individual roles and responsibilities. The provider had established governance processes that were appropriate for their service. Staff could access all required policies and procedures. Managers held regular practice meetings with staff, during which they discussed clinical concerns and emerging risks. Managers clearly recorded any actions arising from these meetings and ensured they shared these with staff. Staff took patient confidentiality and information security seriously.
 

The service understood their duty to collaborate and work in partnership, so services work seamlessly for patients. They share information and learning with partners and collaborate for improvement.
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 recently established weekly meetings centered on the care of those at higher risk of hospital admission.
The practice worked with the patient participation group (PPG), they met held face to face meetings every quarter. They were working on increasing patient uptake for cervical screening. They were mindful of digital exclusions for some patients. The PPG told us the practice engaged with them regularly and listened to feedback.
There were 2 disabled parking bays outside the surgery- this was because of joint work/lobbying between the PPG, the surgery and the local Council.
 

The service focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for patients. They actively contribute to safe, effective practice and research.
All staff were encouraged to put forward and test out new ways of working.
In July 2025 the practice had changed their call handling system, so they became uniform with other members of their PCN.
The practice care coordinator had won a Wandsworth award for recognition of her top digital performance whilst using the practice electronic patient system which aided in improved care coordination.
The practice was awarded a training practice status in 2024, training both undergraduate and postgraduate clinicians.
The practice continued to provide a menopause clinic that was initially funded by PCN. Once funding stopped the practice continued to provide this service due to patient feedback and the passion of the GP running the clinic.