Olicana Healthcare Limited Also known as Olicana Healthcare

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 saw 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 of this service since its registration with CQC. This key question has been rated as Good.

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.

The service had a shared vision, strategy and culture. This was based on transparency, equity, inclusion, and engagement. The provider had a clear understanding of the needs of patients who used their service. The directors had contributed to the development of the service’s vision and strategy, which they kept under review. The service mission statement and vision expressed their drive to deliver exceptional evidence-based, and patient centred musculoskeletal care. The provider had developed a business plan which included target market analysis, risk analysis, and operational development plans. The directors were aware of challenges to the service. This included limited public awareness of the service, and had planned measures to tackle this.

The service directors worked closely together and understood the context in which they delivered care and treatment. They demonstrated during the assessment that they had the skills, knowledge, experience and credibility to deliver safe and effective care. Patient feedback informed us that patients felt that they had been treated with care and dignity, and felt and that the service worked with them to assess their needs and plan their care.

The service told us they fostered a positive culture, and the directors felt that as individuals they could speak up to their peers, and their voices would be heard.

The service was run by 3 directors who all delivered elements of clinical care. They said as partners in the organisation they worked in an inclusive and fair way. They told us that they supported one another at all times, and valued working together to deliver their services. They had developed policies and procedures to support inclusivity such as a bulling and harassment policy, and all the directors had received equality and diversity training.

The service had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes. The provider had established governance processes that were appropriate for their service. The directors met monthly, or when required ad hoc meetings, and discussed issues such as clinical concerns, emerging risks, and service developments. Minutes of meetings were kept for future reference. The service took patient confidentiality and information security seriously, and had improved practices following a past data breach.

We saw evidence that the service had worked with other healthcare organisations to achieve improved outcomes for patients. For example, they had referred patients to other providers for treatment, had held discussions with external health professionals regarding patient treatment, and had discussed new and developing treatments with other providers.

The service focused on continuous learning, innovation and improvement across the organisation. They encouraged creative ways of delivering against patient expectations, and improved outcomes and quality of life for patients who accessed the service. They had implemented procedures for clinical audit, and to gain feedback from patients which they used to assess compliance levels and service user satisfaction. We saw that the directors had received specialist training which enabled them to deliver their clinical roles, and kept themselves up to date of best practice and developments in the field of musculoskeletal medicine.