Stillington Surgery

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

Leaders had a vision and culture based on high quality, safe primary care treatment delivered with respect and dignity. 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. Some staff told us they felt that communication within the practice, and how different teams communicated with each other could be improved. Staff understood their roles and responsibilities. Managers worked with the Patient Participation Group (PPG) and the local community to deliver the best possible care and were receptive to new ideas. There was a culture of continuous improvement with staff given time and resources to try new ideas.

This service scored 79 (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 transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

Most staff felt they contributed to the development of the practice vision and strategy. The practice had recently undertaken a staff survey in 2025 which showed that the majority felt they could voice their ideas and opinions in a safe environment. Staff told us that they felt communication at the practice could improve. This was reflected in the staff survey. Following this the provider had implemented an action plan to try and improve communication; among other things that staff had raised. This included, ensuring that regular staff meetings were taking place and completing the survey again so that staff could provide their feedback on what was working and what was not.

The practice was aware of the projected increase in the local population and the projected practice patient list size and was working with partner agencies to address future challenges.

The service had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

Staff told us leaders in the practice were approachable and responded to any concerns raised. Staff also told us leaders modelled the values of the practice. We saw the leadership team tried to work with other practices in the primary care network (PCN) and were engaged in the development of primary care services within the local area.

The service fostered a positive culture where people felt they could speak up and their voice would be heard. Staff were given training on freedom to speak up and whistleblowing, staff told us they were aware of how to raise concerns.

The service had established policies and procedures to promote diversity and equality. We observed that staff were encouraged to develop within their roles and were supported in accessing professional development opportunities.

We saw how members of the nursing team were being supported to gain a prescribing qualification.

The service had clear 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.

Leaders and managers supported staff, and all staff we spoke with were clear on their individual roles and responsibilities. The provider had established governance processes that were appropriate for their service. Staff could access all required policies and procedures. Managers held regular meetings with teams, during which they discussed clinical concerns and emerging risks. Staff took patient confidentiality and information security seriously.

The practice had invested in a workforce management IT platform built specifically for health care teams and was using this to optimise its governance processes. The platform enabled all staff to intuitively access information they needed which supported good governance.

The service understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborate for improvement.

The provider worked with other practices within their PCN to offer extended access, and flu and covid vaccination programmes. Due to their patient cohort and the difficulties some of these patients faced being able to travel to neighbouring practices, Stillington Surgery offered the flu vaccine in situ wherever possible and had the highest uptake rate across the Vale of York, out of 25 practices.

The practice had an active Patient Participation Group (PPG) that met regularly. The PPG were an active and valued part of the practice, and they spoke positively about the service.

The service focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contribute to safe, effective practice and research.

The practice was a training practice providing training for year 4 and 5 students from Hull and York Medical School. The provider encouraged and supported staff to develop and encouraged career progression through the organisation.The lead partner had been shortlisted for one of Hull York Medical School’s annual Teaching Excellence Awards. Nominations for the awards were submitted by medical students in recognition of the exceptional medical education and support they had received over the previous twelve months, from the practice.

The practice had a quality improvement plan in place to help drive improvements in services. Some of the quality improvement plan included cardiovascular disease and lipid (a type of cholesterol) management. The practice was leading the way, locally, on joint injections and had received positive feedback from patients around pain reduction, overall benefit and risk assessment.

The provider made significant contributions to continuing professional development for clinicians locally, nationally and internationally through the publication of medical journal articles such as gunshot and knife wounds, consent, organ donation, and professional boundaries in primary care, to name a few.

The practice has secured funding and had advanced plans for installing a 24-hour vending machine for dispensing medications, in the upcoming weeks. This will improve access for patients who cannot attend the practice’s dispensary during its opening hours.