Rochester Road Surgery Also known as Dr Jawad Ahmad Saad

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

We looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

This is the first assessment for this service since its registration with CQC. This key question has been rated as good.

This service scored 71 (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 had a shared vision, strategy and culture based on transparency, equality, inclusion and understanding the needs of its population.

Staff described a supportive culture, with team members working together to manage demand and maintain service delivery.

The service had 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.

Staff told us leaders were approachable and responded to concerns raised. Staff also said they felt supported, valued and listened to, and were positive about working at the service.

The service fostered a positive culture where people felt they could speak up and their voice would be heard. The service had established systems and processes to encourage and support staff to speak up. The service had designated Freedom to Speak Up Champions, offering staff a confidential route to raise concerns internally or externally. Staff reported they knew how to raise concerns and were aware of the different options available to them for speaking up.

The service valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who work for them.

Policies and procedures to promote diversity and equality were in place. Staff told us they had received support and developmental opportunities as well as reasonable adjustments to accommodate individual needs.

The service did not always have clear systems of accountability or good governance.

Governance systems were not always effective in identifying and mitigating risks in relation to safeguarding alert management, blank prescription security, and medicines fridge monitoring. Following the assessment, the service acted quickly to address the concerns we had identified.

However, leaders and managers supported staff, and staff we spoke with were clear on their individual roles and responsibilities. Managers met with staff regularly to complete appraisals. Staff could access all required policies and procedures. Managers held practice meetings with staff, during which they discussed clinical concerns and emerging risks. Managers recorded any actions arising from these meetings and ensured they were shared with staff. Staff took people’s confidentiality and information security seriously.

The service understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

There was an established Patient Participation Group (PPG) that held meetings with regular attendance. We received feedback from members as part of our assessment which indicated a positive relationship with the service.

The service focused on continuous learning, innovation and improvement across the organisation and local system.

Leaders demonstrated a clear understanding of the needs of the service’s local population, including its demographics and the challenges faced.

The service reviewed complaints, significant events, and audits, sharing learning with staff to support reflection and improvement. Documents we viewed confirmed this.