Archived: Central Medical Solutions

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• 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 inspection for this service since its registration with CQC in April 2021.

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. This was based on transparency, engagement, and understanding challenges and the needs of people services were provided for.

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.

Leaders had the skills, knowledge, experience, and credibility to lead effectively. They did so with integrity, openness, and honesty. Staff told us leaders in the practice were approachable and responded to any concerns raised.

The service fostered a positive culture where people felt they could speak up, and their voice would be heard.

The service had established Freedom to Speak Up arrangements.

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

Training and policies and procedures to promote diversity and equality were in place.

The service had a defined structure of roles and responsibilities, with clear lines of delegation. Most systems required to manage and deliver high-quality and sustainable care were in place; however, some had not yet been fully established or evaluated such as HR arrangements, clinical auditing and for people’s equitable access to and experiences of care.

Significant improvements in verifying people’s information had been achieved within a short time frame. Leaders and managers demonstrated the capability to implement arrangements for prescribing staff to verify information from people requesting weight loss medicines by independently checking their NHS Summary Care Records (SCR). The service had systems and policies in place to protect and share people’s data securely, and staff had completed mandatory information‑governance training.

The service’s IT system captured information on risk, performance, and outcomes. Leaders and managers were working to streamline systems and data to inform and strengthen oversight and improvements, where needed.

The service understood its duty to collaborate and work in partnership, so services work seamlessly for people.

It shared information and learning with partners and collaborate with them for improvement. The service was a member of the DiCE (Digital Clinical Excellence) network that supports digital healthcare providers within primary care.

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

The service actively contributed to safe, effective practice and research and conferences in areas such as dermatology and weight loss.

Staff gathered and were receptive and responsive to feedback from a wide range of sources, and teams had implemented related plans in response to drive improvements including recruiting nurses to support people experiencing any side effects.