Highgate 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

We looked for evidence that the practice’s leadership, management and governance assured high-quality, person-centred care and promoted an open and fair culture.

At our last assessment, we rated this key question as Good. At this assessment, the rating remains the same.

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 practice demonstrated an outstanding shared vision, culture and strategic direction, through its proactive workforce planning, inclusive leadership, commitment to collaboration, commitment to learning, practice initiatives and continuous improvement. This was based on transparency, equity, equality, human rights, diversity, inclusion and engagement. Staff and leaders understood the challenges and the needs of people and their communities. Providing exceptional holistic care to patients was at the centre of everything staff at the practice did.

The practice demonstrated a clear vision and ethos, rooted in transparency, equity, equality, and a strong commitment to tackling heath inequalities not only within the practice but within the neighbourhood the practice is located. This vision was underpinned by meaningful engagement and an evidence-based understanding of the challenges faced by their practice population and the evolving needs of the communities they served. This was evidenced in the number of projects and initiative undertaken or run by the practice. Some of the projects/initiatives and clinics were funded by the practice itself as leaders recognised the value of these pieces of work to their practice population. The practice had the following initiatives running alongside of the day-to-day routine activities provided: -

• Family Clinic Therapy service
• In-house counselling service
• Gynaecology, Menopause Women’s Health service
• Minor Surgery clinic
• Intrauterine Contraception (Coil Fitting) Service
• Childhood Asthma service
• Phlebotomy service

Staff worked collaboratively to develop the practice’s vision and ethos. Staff we spoke with were able to clearly communicate vision and ethos of the practice, which signified that these had been embedded within the practice, and was applied to both clinical and non-clinical roles.

The practice strategy was regularly reviewed to ensure it remained responsive to both current pressures and future demand. Leaders we spoke with demonstrated a forward-thinking approach, using local data to work collaboratively with partner agencies to proactively plan for and address local clinical needs.

There was an effective embedded approach to succession planning, integrated into both day-to-day operations and the long-term workforce. As an established training and teaching practice, there was a strong emphasis on developing and creating a sustainable workforce. The practice told us that several of the GP’s working at the practice currently, had initially completed their GP training at the practice, and were happy to return to the practice when appropriate vacancies arose.

Staff development was a clear priority, supported through structured training programmes, and continuous professional development opportunities. This resulted in a strong set of skilled clinical and administrative staff.

The leaders at the practice displayed adaptability and sustainability, with key roles supported by deputies or shared responsibilities. This ensured that knowledge was not concentrated in individuals and that the practice remained safe, consistent, and effective during periods of absence or transition.

Communication and engagement across the whole team was very effective. There were multiple, well-established forums for sharing information and learning, including dedicated practice updates for staff, regular team meetings and whole team events. Learning from events, and complaints were shared openly, embedding a culture of continuous learning and collective accountability.

The practice was currently embedding a new digital tool (developed by one of the GP associates) which gave all members of the team easy access to an internal directory of relevant local information such as NHS services, third-sector organisations, social prescribing resources, safeguarding contacts, mental health services, community support groups, and wellbeing resources. The directory was aimed not only at patients but for staff wanting to access local resources for themselves.

We did not look at Capable, compassionate and inclusive leaders during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Freedom to speak up during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

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 acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. An understanding of the performance of the practice was maintained. Clinical audits were used as part of a suite of tools to monitor quality of care and to make improvements where required.

All staff we spoke with were clear on their individual roles and responsibilities. Leaders proactively supported staff and regularly met with them to complete appraisals and performance reviews.

The practice had established governance processes in relation to the quality statements we reviewed during this assessment, which were appropriate for the practice. Staff could access all required policies and procedures, which were kept up to date and reflected latest guidance.

Leaders held regular meetings with staff, during which they discussed emerging risks and potential improvements to the practice. Leaders clearly recorded any actions that arose from these meetings and shared these with staff.

Staff took confidentiality and information security seriously. We saw evidence of staff receiving governance training relevant to their roles and responsibilities, such as information governance. Staff submitted data and notifications to external agencies as required.

We did not look at Partnerships and communities during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Learning, improvement and innovation during this assessment. The score for this quality statement is based on the previous rating for Well-led.