Dr Jenna Wa - Skin Surgery Clinic

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 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. 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 documented vision which included providing safe and professional care, improving access to minor surgery, patient centred compassionate care which gave people full autonomy. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities. The registered manager, who was the sole clinician operating the clinic, was a GP with a specialist interest in minor surgery and continued to work as a GP in the NHS. This enabled her to keep up with her skills, qualifications and recommended best practice as well as access peer support. The nominated individual was a doctor who worked as a consultant anaesthetist in secondary care. A nominated individual is responsible for supervising the management of regulated activity provided. The registered manager and nominated individual both contributed to the development of the practice vision and strategy, which was kept under review.

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. They valued professional networking to ensure they provided a high standard of care and used the latest techniques in service provision.

Dr Jenna Wa Skin Surgery clinic is an independent health service. They are a provider of private minor skin surgery and related treatment and diagnostics. The clinic is operated by one sole clinician with no other staff. This quality statement is not relevant for this service.

Although the service did not currently have plans to employ additional staff to work at the clinic, policies and procedures to promote diversity and equality were in place.

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 act on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. The registered manager and nominated individual held governance meetings regularly to review any incidents, complaints and national alerts affecting the service, with actions clearly recorded and monitored. Daily checks were conducted to ensure the environment was safe for each person attending the clinic. They had access to all required policies and procedures, which were reviewed annually. Leaders took patient confidentiality and information security seriously.

Dr Jenna Wa Skin Surgery clinic is an independent health service. They are a provider of private minor skin surgery and related treatment and diagnostics. This quality statement is not relevant for this service.

The service focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. For example, the service used teledermatology services to allow people’s moles to be assessed by consultant dermatologists without waiting for a lengthy NHS GP referral. Clinical audits were conducted regularly, with results used to drive improvements. Leaders were proud of their operational model of a sole practitioner running the service, as they felt it ensured a high quality care provision and promoted trust between the clinic and patients.