Updated 29 December 2025
Date of Assessment: The onsite visit took place on the 31 March 2026. The remote clinical searches took place on the 01 May 2026. Stanmore House Surgery delivers service to approximately 9,600 patients under a contract held with NHS England. Information published by Office for Health Improvement and Disparities shows that deprivation within the practice population group is in the 6th decile (6 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. We assessed all five key questions to establish if the services provided are safe, effective, caring, responsive and well-led.
The service had a good learning culture and people could raise concerns. Leaders investigated incidents thoroughly and learning was shared with staff. People were protected and kept safe. Staff understood risks and managed them well. The facilities and equipment met the needs of people, were clean and well-maintained. Staffing levels were safe, and staff had the right skills and experience. Leaders made sure staff received regular training and appraisals to maintain high-quality care. Staff managed medicines well and involved people in decisions about any changes.
People were involved in assessments of their needs. Staff took account of people’s communication, personal and health needs. Care followed the latest evidence and good practice. Staff worked with all agencies involved in people’s care for the best outcomes and smooth transitions when moving between services. People were helped to understand their care and treatment so they could give informed consent.
People were respected, valued as individuals and treated with kindness, empathy and compassion. Staff protected their privacy and dignity, recognised people as individuals and supported their preferences. People were supported in making choices about their care and treatment. The service supported staff wellbeing.
People were involved in decisions about their care. Information was accessible and easy to understand. People knew how to give feedback and had confidence the service would act on it. There was an active patient participation group(PPG) who worked in partnership with the service to drive improvements. The service was easy to access and worked to eliminate discrimination. People received fair and equal care and treatment. Leaders and staff collaborated with local organisations to reduce health and care inequalities through training and shared learning.
The service had a clear vision and strategy, which considered the needs of the people who used the service and the wider community. Leaders were visible, knowledgeable and provided support, showing a strong commitment to 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. Leaders and staff worked with the local community to deliver the best possible care and were receptive to the new ideas. There was a culture of continuous improvement, with staff given time and resources to try innovative ideas and undertake research projects which benefited people using the practice and the wider local community.