Mamedica

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 assessed all the quality statements in the Well-led key question and found areas of good practice. The leaders demonstrated they had addressed and learnt from the findings of the previous inspection and made the necessary improvements. We found effective governance and risk management systems and processes. We saw information was used effectively to monitor and improve the quality of care. Staff reported that leaders were visible and approachable. There were named leads in place for key areas and staff were clear about their roles and responsibilities. Leaders had an understanding of the needs of their patient group, the challenges of prescribing this medication and the priorities for their service.

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 were aware of the service’s shared vision and values which was supported by a strategy and supported each other to achieve this. Leaders demonstrated a listening culture that promoted trust and understanding between all members of staff which focused on learning and improvement.

All staff were required to complete equality and diversity training to better understand the needs of staff and the practice population. Leaders had weekly meetings to ensure effective governance through a set agenda and implemented change when appropriate.

Staff told us that the leaders were knowledgeable about issues relating to CBPM clinics and are clear about how to improve the quality of the service. The leadership encouraged openness and honesty in order to develop a positive clinic culture which positively impacts patient care.

The leadership team told us they tried to lead by example by modelling the culture of the clinic which was also embedded in the Operational Policy. They were knowledgeable within their managerial role and prioritised the quality of the service. They provided appropriate support to all staff through the training that was offered.

Staff told us they were able to raise concerns with any manager due to the open culture at the clinic. Leaders told us they demonstrated honesty and transparency and encouraged staff to raise concerns through various routes

The clinic had a Whistle Blowing Policy which also signposted staff to external organisations should they not feel comfortable to raise a concern internally. They also had various methods for staff to speak up such as a suggestion box, regular meetings, supervision, appraisals and leaders were approachable at all times.

Leaders ensured there are various proactive ways to engage with and involve staff. They focused on hearing the voices of all staff and said they worked hard to ensure all staff felt included and never marginalised. Staff felt empowered and were confident that their concerns and ideas resulted in positive change to shape the clinic and created a more inclusive organisation.

Leader ensured all staff could be heard through various routes of communication such as, staff supervision, appraisals, meetings and being approachable at all times through an open-door policy.

Interviews with staff and leaders demonstrated that there were clear governance arrangements that supported staff to deliver good quality care. Staff we spoke with were clear about their roles and responsibilities. Staff also told us they would give feedback, raise suggestions, and concerns when required.

There were policies, processes, and systems to support the governance and management of the clinic which were overseen by the management team. There were regular staff meetings during which issues significant to the delivery of clinical care were discussed and reviewed. Senior staff informed us there were weekly clinical management meetings involving the senior management team. In addition, the service held weekly complaints and prescribing meetings. Further, clinicians’ patients decisions meetings were held daily. Complaints, significant events and safeguarding processes were clearly understood, and all staff knew who to go to if they needed to raise a concern. We found the appropriate meetings were taking place to ensure governance processes worked and quality care was being delivered. There were arrangements for the availability, integrity and confidentiality of records and data management systems. Information was used effectively to monitor and improve the quality of care.

We found staff and leaders were open and transparent, and they collaborated with all relevant external stakeholders and agencies such as patients NHS GPs.

The provider had policies and procedures in place that ensured that prior to patients being taken on by the clinic, they had received confirmation from the patient’s NHS GP that they met the criteria for the clinic. The management and leadership team met weekly to discuss challenges within the clinic and ways in which they could improve the quality of care to better serve the clinics population and improve relationships with similar external agencies.

The clinic demonstrated a positive learning environment that was inclusive to all staff, which improved the working environment and care provided to patients. Staff told us about the mandatory training they had to complete and about the various learning opportunities they had to further develop their skill set so they could pursue other roles.

All clinicians had to complete formal medication specific training both external and internal prior to being employed by the clinic. All staff were allocated protected time to develop their skills around improvement and innovation through various routes which included reflective practice. There was a clear strategy for how to develop these capabilities and staff were consistently encouraged to contribute to improvement initiatives such as research papers and clinical trials.