During an assessment under our new approach
Date of Assessment: 7 May 2026 to 14 May 2026. Eve Hill Medical Practice is a GP practice and delivers services to 8,841 patients under a contract held with NHS England. The National General Practice Profiles reported on the ethnicity of the practice population as, 77.94% White, 12.19% Asian, 5.01% Black, 3.56% Mixed and 1.30% Other. Information published by Office for Health Improvement and Disparities shows that deprivation within the practice population group is in the third decile (3 out 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.
The service demonstrated an exceptional and deeply embedded culture of learning, openness, and continuous improvement, where staff felt fully empowered and supported to raise concerns and contribute to service innovation. There was a strong and embedded culture of learning and incidents were investigated thoroughly ensuring that outcomes were shared widely and translated into meaningful improvements that enhanced patient safety. There was a highly proactive and systematic approach to risk management, with staff consistently demonstrating a strong awareness of potential risks. The environment, facilities, and equipment were maintained to a high standard to meet the diverse needs of patients. Workforce planning was robust, ensuring there were sufficient numbers of highly skilled, qualified, and experienced staff to deliver consistently high-quality care. Leaders showed a strong commitment to staff development and wellbeing, with comprehensive training programmes and appraisals that supported continuous professional growth and the delivery of outstanding care. Medicines management was safe and effective. Patients were involved in decisions about their care, including changes to medicines, demonstrating a personalised, collaborative, and patient-centred approach.
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. Staff and those important to the person made decisions in the individual’s best interests when they lacked capacity.
People consistently experienced care that was compassionate, respectful, and tailored to their individual needs. Staff treated patients with kindness, ensuring their privacy and dignity were upheld. Care was personalised, with staff taking the time to understand each person as an individual and supporting their preferences. Patients were fully involved in decisions about their care and treatment and were supported to make informed choices. The service also demonstrated a positive and supportive culture for staff wellbeing, recognising that a valued and supported workforce is fundamental to delivering high-quality, compassionate care.
People were consistently and actively involved in decisions about their care, with staff ensuring that information was communicated in a clear, accessible, and meaningful way. Patients understood how to provide feedback and felt assured that their views were valued, taken seriously, and used to drive improvements within the service. Access to the service was designed to be inclusive and responsive, with a clear commitment to eliminating discrimination and reducing barriers to care. The service took proactive steps to reduce health and care inequalities, using training, data, and patient feedback to continually refine and improve their approach. Care planning was collaborative, with patients fully involved in shaping their care and supported to understand all available options, including the right to decline or withdraw from treatment.
Leaders and staff demonstrated a strong, cohesive vision underpinned by a culture of openness, trust, and continuous learning. Leaders were highly visible, knowledgeable, and forward thinking, proactively anticipating future challenges and driving innovation. They were approachable and supportive, creating an environment where staff felt valued, empowered, and able to develop and excel in their roles. The leadership team acted as a role model to other practices, actively sharing learning and best practice to support improvement across the wider system. There was a clear commitment to equality and inclusion, and responsibilities were clearly defined and well understood across the team, contributing to a coordinated and effective service. Leaders worked collaboratively with the local community and key partners to design and deliver services that met the evolving needs of the population. They were receptive to new ideas and fostered a strong culture of continuous improvement. Staff were supported with dedicated time, resources, and autonomy to test and implement innovative approaches, driving sustained improvement and the delivery of consistently high-quality care.