11 October 2019
During a routine inspection
Miracle in Progress is operated by Miracle in Progress Ltd. The service is a fixed location private clinic providing obstetric ultrasound, screening blood tests and gynaecological services for women aged over 17 years across Leicestershire.
We inspected this service using our comprehensive inspection methodology. We carried out a short-notice announced visit to the service on 11 October 2019.
To get to the heart of patients’ experiences of care and treatment, we ask the same five questions of all services: are they safe, effective, caring, responsive to people's needs, and well-led? Where we have a legal duty to do so we rate services’ performance against each key question as outstanding, good, requires improvement or inadequate.
Services we rate
Our rating of this service improved. We rated it as Good overall.
We found the following areas of good practice:
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The service now provided mandatory training in key skills to all staff and made sure everyone completed it.
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Staff now understood how to protect people from abuse and had completed safeguarding training on how to recognise and report abuse. Staff knew how to apply this training.
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The service controlled infection risk well. Staff used equipment and control measures to protect patients, themselves and others from infection. They kept equipment and the premises visibly clean.
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The service managed patient safety incidents well. Staff recognised and reported incidents and near misses. Managers investigated incidents and shared lessons learned with the whole team and the wider service. When things went wrong, staff apologised and gave patients honest information and suitable support. Managers ensured that actions from patient safety alerts were implemented and monitored.
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The provider mostly had appropriate arrangements in place to assess and manage risks to women.
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The service had enough staff with the right qualifications, skills, training and experience to keep people safe from avoidable harm and to provide the right care and treatment.
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The service made sure staff were competent for their roles. Managers appraised staff’s work performance.
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Staff worked together as a team to care for the women and those who accompanied them.
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Services were available six days a week.
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Staff cared for women and their families with compassion. Feedback from women confirmed that staff treated them well and with kindness.
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The service planned and provided services in a way that met the range of needs of people accessing the service.
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Women could access the service when required.
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The service was inclusive and took account of patients’ individual needs and preferences. Staff made reasonable adjustments to help patients access services. They coordinated care with other services and providers.
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Managers in the service had the right skills and abilities to run a service providing high-quality sustainable care.
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Staff at all levels were clear about their roles and accountabilities and had regular opportunities to meet, discuss and learn from the performance of the service.
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The provider had a vision for what it wanted to achieve, and staff could articulate this. workable plans to turn it into action, which it developed with staff, women and local community groups.
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Managers across the service promoted a positive culture that supported and valued staff, creating a sense of common purpose based on shared values.
However:
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The service did not monitor all aspects of effectiveness of care and treatment. The service did not complete audits into the quality of the scans provided or take part in a peer review process.
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The provider had not completed all risk assessments required.
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The provider did not have standardised document controls for policies with issue and review dates identified.
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The provider did not have an up-to-date website, to reflect the service provided.
Heidi Smoult
Deputy Chief Inspector of Hospitals (Central Region)