During an assessment under our new approach
Date of Assessment: 12 January to 14 January 2026. The Partnership Primary Care Centre is a GP practice and delivers services to approximately 9,000 patients under a contract held with NHS England. The practice is part of the Islington North 1 Primary Care Network (PCN), working closely with three other local general practices.
The National General Practice Profiles states that approximately 60% of the practice patients identify as White, the remaining 40% identifying as being of Asian, Black, Mixed or Other ethnicities. Information published by Office for Health Improvement and Disparities shows that deprivation within the practice population group is in the 3rd decile (3rd 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 practice, the context the practice was working within and how this impacted service delivery. Where relevant, further commentary is provided in the quality statements section of this report.
We last inspected and rated this practice under our previous methodology on 19 January 2017 (published 10 March 2017). The overall rating for the practice was Good, as were our ratings for the five key questions, Safe, Effective, Caring, Responsive and Well-led. Since our last inspection the practice had merged with another nearby practice, which had been operated by the same partnership, combining the patient lists of both.
We carried out this assessment using our new methodology as part of our inspection programme. We conducted a remote review of patient records and lead clinician interview on 12 January 2026 and carried out a site visit on 14 January 2026. We have again rated the overall service and the five key questions as Good.
Safe: The practice 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 were clean and well-maintained. 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.
Effective: People were involved in assessments of their needs. Staff reviewed assessments taking account of people’s communication, personal and health needs. Staff worked with other providers 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. Staff involved those important to people and took decisions in people’s best interests where they did not have capacity.
Caring: 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 practice supported staff wellbeing.
Responsive: People were involved in planning and decision-making about their care. The practice provided information people could understand. People knew how to give feedback and were confident the practice took it seriously and acted on it. The practice was easy to access and worked to eliminate discrimination. People received fair and equal care and treatment. The practice worked to reduce health and care inequalities through training and feedback.
Well-led: 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.