King Edward Road Surgery

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

We looked for evidence that the service involved people and treated them with compassion, kindness, dignity and respect. Staff protected patients’ 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. We found the practice was providing a caring service overall. This key question has been rated as good.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect. People we received feedback from described how they were listened to and treated with kindness and compassion. National GP patient survey data showed people consistently felt listened to and treated with kindness. 89% of patients surveyed said they felt the healthcare professional they saw was good at treating them with care and concern which was above the national average of 86%. 84% of respondents felt the healthcare professional was good at listening to them compared to the national average of 87%. During the site visit, we observed staff being helpful and polite to patients. Members of the PPG we spoke with described friendly and caring staff.

Arrangements were in place to promote patients’ privacy. Staff we spoke with understood Gillick competency (a legal principle used to determine if a child under 16 has the maturity, intelligence, and understanding to consent to medical treatment or advice without parental knowledge or agreement). There was a process to ensure young adults had control over their own privacy and the amount of parental involvement in managing their care and support. Staff ensured reasonable adjustments were recorded and observed for people with protected characteristics or specific wishes. Privacy was encouraged at the reception desk and trained chaperones were also available if needed. All staff we spoke with and received feedback from demonstrated a genuine commitment to supporting patients and providing them with the best care and treatment possible.

The practice treated people as individuals and made sure people’s care, support and treatment met their needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics. People were treated with respect and dignity and supported to manage their health in a way that made sense to them. Feedback received from people suggested that staff took account of their individual circumstances during consultations. Staff explained how they assessed, understood and recorded people’s needs and preferences to make sure their care and treatment was individualised and tailored to their circumstances. Results of the National GP Patient Survey 2026 found 91% of patients surveyed felt their healthcare needs were met at their last appointment; this was above the national average of 90%.

Patients’ personal, cultural, social, religious and equality characteristics needs were understood and met. For example, we saw the practice had developed systems to support transgender patients, ensuring they were correctly referenced in line with their preferences. Patient communication needs were met to enable them to be fully involved in their care.

The practice promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. Staff helped patients and their carers to access advocacy and community-based services. Information was available in the waiting areas and on the practice website which advised people how to access a range of support groups and organisations.

The practice listened to and understood people’s needs, views and wishes. Staff responded to peoples’ needs in the moment and acted to minimise any discomfort, concern or distress. Staff and leaders told us they provided translation services, including British Sign Language to accommodate people who required this during their appointments.

There was a system for appointment triage that ensured people with immediate needs had access to services. We saw there was a doctor on call available each day supported by members of the administration team to ensure appropriate and timely triage of patient queries and appointment requests.

Staff we spoke with knew the process for referral to emergency support, including mental health crisis teams. People we spoke with felt their needs had been met by the practice. We reviewed a random sample of staff training records and saw all staff had appropriate training in emergency procedures such as fire safety and basic life support. Staff understood the emergency procedures and their role in them. The practice held regular fire drills.

Leaders demonstrated a strong commitment to staff wellbeing and created a culture where people felt highly valued and supported. We received consistent and overwhelmingly positive feedback from staff about working at the practice. Staff were proud of the organisation and spoke highly of the culture and how they were valued. There were high levels of staff engagement and development. Staff were actively encouraged to raise concerns.

Staff gave us examples of where they had challenges in their personal lives and described how the management at the practice had given them exceptional support, advice and assistance during these times. Staff said that nothing was ever a problem to the management in terms of supporting them. Staff consistently told us they felt respected and appreciated by leaders. Leaders went above and beyond to recognise and respond to wellbeing needs, ensuring staff had access to resources and facilities which promoted safe and effective working. This included regular breaks and a comfortable rest area. Staff discussed how, where required, their tailored adjustment needs were met to support them at work. These actions reflected a strong, proactive approach to staff wellbeing, which contributed to the delivery of consistently high-quality, person-centred care.