During an assessment under our new approach
Date of Assessment: 9 October 2026 to 14 October 2026.
King Edward Road Surgery is a GP practice delivering services to approximately 11,400 patients under a contract held with NHS England, from its location at Christchurch Medical Centre, Ardington Road, Abington, Northampton, NN1 5LT. The National General Practice Profiles states that the ethnic make-up of the practice population is 77.4% White, 9.8% Asian, 7.5% Black, 3.5% Mixed and 1.8% Other. 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.
Under our previous methodology, the practice was last rated as good in October 2015. This announced assessment was carried out due to the age of the existing rating. We assessed all 5 key questions to establish if the services provided are safe, effective, caring, responsive and well-led.
During this assessment, we saw evidence of a strong 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. There was strong evidence to support robust safeguarding systems. Staff managed medicines well and involved people in planning any changes.
There was a holistic approach to assessing, planning and delivering care and treatment to people who used services. Care was based on 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. Staff made sure people understood their care and treatment to enable them to give informed consent. Staff were consistent in supporting people to live healthier lives through a targeted and proactive approach to health promotion and prevention of ill health, and every contact with people was used to do so.
The practice treated people as individuals and staff were highly effective in how they made sure people’s care, support and treatment met their needs and preferences. People were treated with kindness and compassion, and staff protected their privacy and dignity. Leaders were exceptional at supporting and enabling staff to deliver person-centred care.
The practice delivered services which were tailored to meet the needs of individual people and were delivered in a way to ensure flexibility, choice and continuity of care. People knew how to give feedback and were confident the service took it seriously and acted on it. The practice had worked to improve patient access and 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.
The leadership, governance and culture were used to drive and improve the delivery of high-quality person-centred care. The practice had exceptionally 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. There were high levels of staff satisfaction and constructive staff engagement. There were clear responsibilities, roles, systems of accountability and good governance. They used these to drive and improve high-quality, sustainable care, treatment and support. Information technology was used to support safe and effective care delivery, for example through tailored digital programming to support quick identification of vulnerable patients and those with specific high-priority needs. There was a strong focus on continuous learning, research, innovation and improvement. The leadership team had an inspiring, shared purpose to motivate staff to succeed.