Updated 10 November 2025
Date of assessment: 2 February to 24 February 2026
Millbarn Medical Centre is a GP practice in Beaconsfield, Buckinghamshire and delivers GP services to approximately 10,467 patients under a contract held with NHS England. The practice is a GP practice within Buckinghamshire, Oxfordshire and Berkshire West Integrated Care Board (ICB).
The National General Practice Profiles states that the practice population largely follows the national averages in terms of age profile, with the exception of patients aged between 24 and 44 which was significantly lower when compared to the national average. Information published by Office for Health Improvement and Disparities shows that deprivation within the practice population group is in the 10th decile (10 of 10). The lower the decile, the more deprived the practice population is relative to others. This inspection 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.
This inspection was carried out following changes to the practice’s registration with the Care Quality Commission (CQC) which included a relocation to purpose built premises in August 2022. We assessed all quality statements across the safe, effective, caring, responsive and well led key questions.
The overall rating following this inspection is ‘Outstanding’, specifically the provision of caring, responsive and well-led services have been rated ‘Outstanding’, whilst the provision of safe and effective services have been rated ‘Good’. At this inspection we saw:
- The practice had a proactive learning culture and people could raise concerns. The leadership team investigated incidents thoroughly. Patients, staff and visitors 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. Leaders made sure staff received training and regular appraisals to maintain high-quality care. Staff managed medicines well and involved people in planning any changes.
- Patients were involved in assessments of their needs. Staff supported people to manage their health and wellbeing to fully maximise their independence, choice and control. The practice supported patients and the community to live healthier lives and where possible, reduce their future needs for care and support. Care was based on latest evidence and good practice. Staff worked with other services and system partners 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 took decisions in people’s best interests where they did not have capacity.
- Patients were always treated with kindness and compassion, felt truly respected and valued as individuals and this was reflected in a range of feedback collected as part of this inspection. We saw a variety of examples where staff took account of patient’s strengths, abilities, aspirations, culture and backgrounds in the provision of person-centred care. The practice supported and promoted staff wellbeing.
- Care and treatment was easily accessible, flexible, provided informed choice and ensured continuity of care. This was reflected in the feedback collected. Technology was used innovatively to ensure patients had timely access to treatment, support and care. Staff spoke of the aim to provide: “Right appointment, Right clinician at the first time”. This was reflected in the feedback collected and data reviewed. Patients knew how to give feedback and were confident the practice took it seriously and acted on it. The practice worked to reduce health and care inequalities through enhanced staff training and acting on patient feedback.
- Leaders had established an inclusive, positive, learning and improvement culture and were driving improvements in outcomes for people who accessed services at Millbarn Medical Centre and wider communities. There were consistent examples of how an inclusive supportive and collaborative leadership approach had driven improvements in safety, sustainability, care integration, meeting people's needs and addressing inequalities for people who used services alongside practice staff. Governance and management systems enabled leaders to identify and act on information about risks performance and outcomes. Leaders drove continuous efforts to maintain and improve understanding of ways of working, including staff and people's experiences to proactively mitigate risk and improve care delivery. Leaders recognised their role as drivers of a strong safety culture, and this was visible within the practice and throughout the inspection. Staff feedback during the inspection was positive with staff stating there was a supportive team-based culture and all staff we spoke to were passionate about delivering high quality service.