Dr A K & S Shah Also known as Goodmayes Medical Centre

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

At the previous assessment in October 2023, we rated the practice as requires improvement for providing a well led service. This was because the structures, processes, and systems to support good governance were in place but not fully embedded into practice and the leaders at the practice could not demonstrate they had the capacity and skills to deliver high quality sustainable care. At this assessment we found the practice was reviewing the systems, processes and policies but further work was still required to ensure they were fully implemented and embedded. The rating for this key question has changed to good to reflect the improvements made.

This service scored 64 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The practice’s mission statement was ‘to provide outstanding healthcare services that meet the needs of our community, delivering high-quality, compassionate care with a focus on patient-centredness, safety, and continuous improvement. At this assessment we found improvements had been made to assessing, monitoring and meeting patients’ clinical needs. However, further work was required to ensure the practice met all the components of their mission statement.

At the previous assessment in October 2023, we found that the leaders at the practice could not demonstrate they had the capacity and skills to deliver high quality sustainable care. At this assessment we found the practice had reviewed some of the risks and challenges and were reviewing all of the governance processes, including recruitment and responding to patient feedback.

Staff reported that leaders were visible and approachable.

Staff we spoke with said they would feel comfortable in making their views heard. Most staff had completed whistleblowing training and there was a whistleblowing policy in place last reviewed May 2025. Information about the freedom to speak up guardian was available as a poster in staff areas. The practice manager acted as the freedom to speak up guardian for staff to speak to. They had also recently agreed a member of the local Primary Care Network would be act as the independent guardian.

The leaders explained they would consider providing flexible working arrangements and time for staff to follow their religious and cultural beliefs.

Most staff had access to continual professional development, support and mentorship. Staff had completed equality, diversity and inclusion training.

The practice had employee assistance programme which provided advice and counselling.

The practice had carried out a staff survey during 2025 and 7 non-clinical staff had responded. Most stated they felt supported by their manager, and their work was sometimes valued by the clinical team. 5 out of 7 were either satisfied or very satisfied with their roles. However, there was a mixed response whether staff felt the practice supported their wellbeing, for example 3 stated yes, 2 stated somewhat and 2 stated no. Areas where they felt improvements were needed were more staff in reception, and further training in working hours.

At the previous assessment in October 2023, we found that structures, processes, and systems to support good governance were in place but not fully embedded into practice. At this assessment we found where CQC had identified areas for improvements some of these had been responded to, such as medicines optimisation and assessing patient needs.

The practice was reviewing all of the governance processes and responding to patient feedback. However, they had not had yet fully identified all the issues, respond to them and embed changes.

The practice had regular monthly clinical and team meetings and ensured they had set agendas; however, at the time of the assessment the practice did not have formal and recorded leadership meetings to review, and identify risks, performance, and patient outcomes, and plan for the future. Following the assessment we have been informed by the provider these have been implemented.
 

The partners told us they were involved in the local primary care network and contributed to the broader healthcare landscape through participation in Integrated Care Systems.

The staff understood their duty to collaborate and work in partnership, so that services worked seamlessly for people. The practice carried out referrals to secondary care. The practice was involved in community engagement with the local mosques. The practice had a patient participation group (PPG) who represented the views of people using the service, the practice were trying to recruit new members and hoped to hold meetings every three months. We were provided with copies of the last meeting in June 2024. We spoke with a member of the PPG who confirmed that the partners attend the meetings and listened to their views.

The practice had made improvements following the assessment in October 2023 to medicines optimisation and assessing patients’ medical needs. The practice was improving the system, process and policies at the practice to improve outcomes for patients. Improvements had also been carried out to improve patient’s access. At the time of this assessment the practice was engaging with the local mosques to improve patient uptake for childhood vaccination and cervical screening.