Newbury 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 the practice leadership, management and governance assured high-quality, person-centred care, supported learning and innovation.

At our last inspection, we rated this key question as requires improvement. At this inspection, we saw improvements had been made and sustained and the rating for the provision of well-led services is now good.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

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

Since the last inspection, there had been changes and additions to the leadership team within the practice, for example a new GP partner had joined the partnership, and a new practice manager had joined the practice.

Staff told us leaders were inclusive and supportive and were positive about recent additions. The evidence of improvements, specifically clinical oversight improvements found at this inspection demonstrated there were now systems and processes to manage risk effectively, this included the introduction and refinement of the Safety and Quality Assurance Team (SQuAT).

Leaders had the skills, knowledge, experience and resources to lead effectively. Staff commented, communication had improved within the practice and leaders were honest with their messaging. This included communication following previous CQC inspections.

There was a leadership development programme, including a succession plan. Supervisors and team leaders had been supported to join and complete leadership development programmes to develop their knowledge and skills in leadership and management.

Leaders demonstrated how the practice direction had adapted to external changes within the community, the local health economy and changes within the wider NHS. Furthermore, leaders said they relished any forthcoming changes or challenges and saw these as opportunities to work with partner agencies to find workable solutions.

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.

At the previous inspection we reported governance systems had improved, with regard to the management of premises, equipment, medicines storage and management of staff and other tasks. However, further improvements were required in relation to clinical governance and oversight.

Evidence and staff feedback collected during this inspection highlighted the previous clinical governance concerns had been addressed, improved and were now sustained.

At this inspection in 2026, we saw further improvements had been made regarding the clinical governance and oversight of clinical care and ongoing monitoring of patients’ health conditions. Staff told us this was a collective effort, but highlighted the SQuAT was crucial in the clinical governance improvements. Staff also commented, improved internal communication and changes in the leadership and management of the practice had helped formalise procedures, assist with clinical, safety and governance aspects and ensured risks were assessed and managed.

The practice had improved and clearer responsibilities, roles, systems of accountability and good governance. 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. For example, staff whose responsibilities included making statutory notifications understood what this entails.

Leaders and managers supported staff, and all staff we spoke with were clear on their individual roles and responsibilities. Leaders met with staff regularly to complete appraisals including performance reviews and continued to run daily team huddles to govern the day’s activities. Throughout the inspection, staff told us general governance had improved and this resulted in further improvements too, for example:

• Staff highlighted the new improved culture within the practice and a variety of actions taken to improve both in terms of patient experience and staff experience. Staff told us they were looking forward to further work with patients to make additional improvements.

• Staff told us they felt well supported and that the morale had improved. They felt they belonged to a good team, who looked out for each other and took ownership of improvements. Staff told us they felt involved in decision making within the practice and felt safe at work.

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.

The practice had taken full heed of the previous inspection findings and made significant improvements.

There was a focus on continuous learning, innovation and improvement across the organisation and local system. The practice had a clear understanding of the need to ensure staff had access to learning and improvement opportunities. Staff told us that the practice supported them to maintain their clinical professional development through training and mentoring.

Throughout the inspection, staff feedback and we saw evidence that the practice had used the findings of previous inspections and feedback to make additional improvements and strengthen systems and processes.

All staff who contributed their feedback to the inspection highlighted they were looking forward to further improvements alongside future projects, pilots and workstreams.

The practice had a quality improvement plan in place to drive improvements in services. We saw a number of innovative schemes had been implemented or were in the process of development within the practice in order to improve the care for their patients and the local community. For example, 3 different workstreams were live at the time of the inspection, ‘Analogue to Digital’, ‘Hospital to Community’ and ‘Sickness to Prevention’. These workstreams included innovate ideas to address known and forecasted future challenges within the health system.

The practice actively contributed to safe, effective practice and research. Newbury Street Practice was a registered research ready practice and a patient identification centre site running searches to help identify patients who may be eligible for different clinical trials. Recent studies where the practice have identified patients to take part include a neurodynamic exercise study. The practice was also part of a site-based study which assessed the effectiveness of diet and remote support to help diabetic patients with weight loss.