Stonecroft

The following is CQC's published account of its assessment, published 17 August 2026. References to “we” mean CQC. It describes findings at that time.

Date of assessment. 28 July to 4 August 2026. Stonecroft is a care home providing accommodation and personal and nursing care for up to 6 adults with learning disabilities and/or autistic people. At the time of the assessment, 6 people were receiving care and support.

This is the first assessment for this newly registered service. Therefore, we assessed all quality statements across the safe, effective, caring, responsive and well-led key questions. As a result of our assessment, we rated the service good.

We expect health and social care providers to guarantee people with a learning disability and autistic people respect, equality, dignity, choices and independence and good access to local communities that most people take for granted. ‘Right Support, Right Care, Right Culture’ is the guidance CQC follows to make assessments and judgements about services supporting people with a learning disability and autistic people and providers must have regard to it. We found the service fully applied the principles of the ‘Right Support, Right Care, Right Culture’ guidance.

The service had a strong, values-driven culture that placed people at the heart of everything it did. The leadership team ensured the organisation's vision and values were fully embedded throughout the service and consistently demonstrated by staff in their day-to-day practice. Management and staff embraced these values as their own and were committed to providing exceptionally high standards of care and support.

There were robust recruitment procedures in operation to promote people's safety. Staff were provided with relevant training and supervision, so they had the skills they needed to do their job.

People's support plans contained information to guide staff in providing care and support. However, some plans would have benefited from a more person-centred approach, particularly in relation to supporting people during periods of distress. For example, some records lacked detailed information about known triggers and clear guidance for staff on how to respond. Staff demonstrated a good understanding of people's needs and there was no evidence that this had impacted on people's care. However, care plans could be further strengthened to ensure they consistently reflect people's individual needs and support requirements.

Staff were highly knowledgeable, skilled and dedicated. They received a wide range of training, including equality and diversity training, enabling them to meet people's diverse needs and promote dignity, inclusion and respect. Every member of staff told us they would be happy for a family member or friend to live at the service, reflecting their confidence in the quality of care provided.

The provider worked well across teams and services to support people. People were supported to live healthier lives and where possible, reduce their future needs for care and support. People’s capacity to consent to care was assessed and recorded in their care plans. Assessments were decision-specific in line with the Mental Capacity Act 2005 Code of Practice.

The service had developed strong partnerships with healthcare professionals and other agencies. These relationships ensured people's healthcare needs were fully met and people benefited from coordinated, holistic support.

People were supported to participate in the local community. Members of staff supported people to engage in a range of different activities of their choosing. People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future.

People were confident in reporting concerns to the registered manager and felt they would be listened to.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. There was a clear culture of continuous improvement, with leaders and staff focused on ensuring any changes enhanced the quality of people's lives and the support they received. This culture promoted innovation, learning and reflective practice, ensuring people benefited from a service that constantly sought to improve outcomes.