The Paradise Road Practice

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.

At our last assessment, we rated this key question as good. At this assessment, the rating remains the same.

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.

The service always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect. Arrangements were in place to promote patients’ privacy.

National GP Patient Survey data reflected people felt listened to and were treated with kindness. For example, 95% of patients felt theywere involved as much as they wanted to be in decisions about their care and treatment during their last general practice appointment. This was in line with local and national results. Additionally, 90% reported a good experience when contacting their GP practice, exceeding the average locally and nationally of about 75% and 70%.Staff we spoke with understood Gillick competency and 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.

The service treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics. They had put processes in place to support these patients, including providing interpreters and routinely booking double appointments to ensure sufficient time to discuss their medical needs.Patients’ personal, cultural, social, religious and equality characteristics needs were understood and met. Patient communication needs were met to enable them to be fully involved in their care.

The service promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. They supported this by identifying individual communication needs and putting reasonable adjustments in place. They also recognised that not all patients are digitally confident, and for those who prefer non‑digital options, the practice offered telephone appointment booking, with reception staff available to assist.Staff helped patients and their carers to access advocacy and community-based services.

The service listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

There was a system for appointment triage that ensured people with immediate needs had access to services. Staff we spoke with knew the process for referral to emergency support, including mental health crisis teams. They had a structured system in place to ensure safe management and oversight of all triage processes, including digital triage requests. All incoming contacts—whether via telephone, in person, or online—were assessed using clear protocols designed to identify red‑flag symptoms and escalate concerns promptly.

The service cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

Staff told us they were valued by leaders. Leaders had taken steps to recognise and meet the wellbeing needs of staff, which included the necessary resources and facilities for safe working, such as regular breaks and rest areas. A staff feedback box was available for anonymous suggestions or concerns. The practice also used internal staff questionnaires to gather views on workplace experience and identify areas for improvement. A wellbeing noticeboard in the kitchen provided another space for staff to offer suggestions and highlight any wellbeing needs. Staff reported being supported if they were struggling at work. We saw team building days were established within the practice.