Harpal Clinic St. Paul's

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 service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. Staff reported that leaders were visible and approachable. There were named leads in place for key areas and staff were clear about their roles and responsibilities. However, there were areas that were identified as requiring improvement.

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 their commitment to delivering high-quality, patient-centred care within the private hormone and functional medicine sector in the UK. It drew upon the clinic’s strategic priorities, such as clinical excellence, evidence-based innovation, and collaborative practice. Staff reported there was an open and honest culture within the service, and they felt able to raise concerns without fear of retribution. When patients were affected by things that went wrong, they were given an apology and informed of any resulting action.

The service demonstrated inclusive leadership at all levels, with leaders who understood the context in which care, treatment, and support were delivered. They embodied the organisation’s culture and values and led with integrity, openness, and honesty. Leaders possessed the necessary skills, knowledge, experience, and credibility to guide the service effectively. Staff reported that leaders were approachable and responsive to concerns and consistently modelled the values of the service. We observed that the leadership team actively collaborated with other services within their specialty to promote shared learning.

The service valued diversity in their workforce. They were working towards an inclusive and fair culture by improving equality and equity for people who work for them. Staff gave examples of support they had been given by the service, for example flexible working.

The service had a governance framework in place; however, it was not always effective in managing risks. These included risks related to ensuring appropriate emergency equipment was available or properly risk assessed, maintaining comprehensive and up-to-date staff recruitment files, verifying that staff had undergone the required recruitment checks, supporting continuity of care, and ensuring staff received appropriate training.

The service understood their duty to collaborate and work in partnership. They shared information and learning with partners and collaborate for improvement.Following the assessment, the provider informed us that routine audits of safeguarding, IPC, and recruitment files have been introduced to support sustained compliance. A centralised training tracker with automated renewal reminders is now in place, DBS Update Service enrolment has become standard practice, and quarterly governance reviews have been implemented to monitor adherence to policies and documentation standards.

We found evidence of ongoing learning, innovation, and improvement within the service. The lead clinician regularly attended conferences relevant to their field and actively shared insights with the wider team. Clinical staff were encouraged to pursue further professional development, fostering a culture of continuous growth and knowledge sharing.

We found evidence of ongoing learning, innovation, and improvement within the service. The lead clinician regularly attended conferences relevant to their field and actively shared insights with the wider team. Clinical staff were encouraged to pursue further professional development, fostering a culture of continuous growth and knowledge sharing.