During an assessment under our new approach
Date of Assessment: 17 to 19 March 2026. The inspection was carried out due to the length of time since the last inspection. The Mill Hill Surgery is a GP practice and delivers service to 7,330 patients under a contract held with NHS England. The National General Practice Profiles shows that 55.2% White, 13.9% Asian, 13.9% Black, 6.3% Mixed and 10.7% Other. Information published by Office for Health Improvement and Disparities shows that deprivation within the practice population group is in the 5th decile (5 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.
Safe: The practice had a good learning culture and people could raise concerns. People were protected and kept safe. Staff understood and managed risks. There were enough staff with the right skills, qualifications and experience. Managers made sure staff received training and regular appraisals. Staff managed medicines well and involved people in planning any changes.
Effective: Staff reviewed assessments taking account of people’s communication, personal and health needs. Staff worked with all agencies involved in people’s care for the best outcomes and smooth transitions when moving services. Staff involved those important to people 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: 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. People were involved in planning their care and understood options around choosing to withdraw or not receive care.
Well-Led: 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.