Updated 22 January 2026
Highlands Practice is a GP practice that delivers a service to approximately 11576 people under a contract held with NHS England. The National General Practice Profiles states that 64.4% of the patient population are white, 13.28% Asian, 5.94% black, 6.19% mixed and 10.20% other. Information published by Office for Health Improvement and Disparities shows that deprivation within the practice population group is in the 9th decile (9 of 10). The lower the decile, the more deprived the practice population is relative to others. 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. We assessed this location on 17 September 2026.
This inspection was part of a pilot we’re undertaking to improve how we use and report data in our inspections of GP services. We have prioritised seven metrics that align with national frameworks, such as Core 20 + 5 and the NHSE GP dashboard, which will be consistently reviewed for planning purposes and included in inspection reports.
The list of metrics considered are:
- Hypertension patients (18+) treated to an appropriate threshold;
- New cancer cases treated resulting from an urgent suspected cancer referral;
- Children aged 2 with Measles, Mumps and Rubella vaccine;
- Antibiotic items prescribed that are Co-amoxiclav, Cephalosporins or Quinolones;
- Positive overall GP experience;
- Severe Mental Health Illness (SMI) health checks completed;
- Learning disability or Autism annual health checks completed.
Please note, the inspectors may also consider additional data and metrics alongside these prioritised metrics.
The service had a good learning culture and people could raise concerns. Managers investigated incidents thoroughly. People were protected and kept safe. Staff understood and managed risks. The facilities and equipment met the needs of people, were clean and well-maintained and any risks mitigated. There were enough staff with the right skills, qualifications and experience. Managers made sure staff received training and regular appraisals to maintain high-quality care. Staff managed medicines well and involved people in planning any changes. The system for recording and monitoring safety alerts was in need of development as it did not provide assurance that all relevant staff had read and actioned as necessary.
People were involved in assessments of their needs. Staff reviewed assessments taking account of people’s communication, personal and health needs. Care was based on latest evidence and good practice. Staff worked with all agencies involved in people’s care for the best outcomes and smooth transitions when moving services. Staff made sure people understood their care and treatment to enable them to give informed consent. Where they did not have capacity, staff involved appropriate people in making best interest decisions.
People were treated with kindness and compassion. Staff protected their privacy and dignity. They treated them as individuals and supported their preferences. People had choice in their care and treatment. The service supported staff wellbeing.
People were involved in decisions about their care. The service provided information people could understand. People knew how to give feedback and were confident the service took it seriously and acted on it. The service was easy to access and worked to eliminate discrimination. People received fair and equal care and treatment. The service worked to reduce health and care inequalities through training and feedback. People were involved in planning their care and understood options around choosing to withdraw or not receive care.
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.