During an assessment under our new approach
Date of Assessment: 25 February 2026 to 27 February 2026.
Stonecot Surgery is a GP practice and delivers service to 10118 patients (as of 01/12/2025) under a contract held with NHS England. The National General Practice Profiles states that the practice has a relatively high proportion of working age and older people and relatively fewer younger people as patients. Information published by Office for Health Improvement and Disparities shows that deprivation within the practice population group is in the 9th decile (9 of 10). The lower the decile, the more deprived the practice population is relative to others. The ethnicity of the practice population was 66% White, 19% Asian, 6% Black, 4% Mixed and 4% Other. 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 had a good learning culture and people could raise concerns. Managers investigated incidents thoroughly. People 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. Managers made sure staff received training and regular appraisals to maintain high-quality care. Staff managed medicines well and involved people in planning any changes.
The service had taken extra steps so that those with the greatest needs were fully involved in planning their care and that this planning was co-ordinated with other professionals. Robust systems were in place to ensure staff were up to date with evidence-based guidance and legislation and that this translated into the care people received. Staff worked with all agencies involved in people’s care for the best outcomes and smooth transitions when moving services. Staff used technology that had been tailored by the service to better understand what people needed and optimise their care. The service had assessed the health and wellbeing needs of people registered with the service and developed its own initiatives and engaged with national and local schemes to support people specifically with these. The service monitored people’s care and treatment in a range of ways, including software that worked with the information system. Staff made sure people understood their care and treatment to enable them to give informed consent. Where people did not have capacity, staff involved those important to them in decisions about people’s best interests.
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 service supported staff wellbeing.
People were involved in decisions about their care. The service provided information people could understand. People knew how to give feedback and were confident the service took it seriously and acted on it. The service sought and acted on feedback particularly about the care of vulnerable people. The service had taken steps to maximise access and worked to eliminate discrimination. People were more satisfied with access, particularly on getting in touch with the practice by phone, than those at other practices. People received fair and equal care and treatment. Leaders proactively sought to address barriers to improving people’s experience and identified initiatives to address local health inequalities. People were involved in planning their care and understood options around choosing to withdraw or not receive care.
Leaders and staff had a shared vision and culture based solidly on patient-centred care. Leaders were visible, knowledgeable and supportive, helping staff develop in their roles. Staff were able to give feedback and were treated equally, free from bullying or harassment. Staff understood their roles and responsibilities. Managers worked effectively with range of other organisations to deliver the best possible care and developed new ideas. The service had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They encouraged and developed creative ways of improving people’s equality of experience, outcomes and quality of life.