Bodyvie Medi-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

At our last assessment, we rated this key question as Inadequate. At this assessment, the rating has changed to 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.

At the previous assessment, the service did not demonstrate that they had a clear vision, strategy and culture to deliver high quality care and promote good outcomes for patients. At this assessment we found that the service had a shared vision, strategy and culture. Managers said that as an independent private practice, their main patient group was “females in menopause” and they provided “one to one care with a wholistic approach”. The vision of serving this client group was conveyed to staff during their induction process.

All staff had contributed to the development of the practice vision and strategy, which was kept under review.

At the previous assessment we found that leaders did not have the capacity to prioritise safety and quality improvement. Systems and processes for managing risk were not effective. They were unable to demonstrate they had comprehensive oversight of challenges to deliver care in line with the regulations. At this assessment we found that 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 service were approachable and responded to any concerns raised. They described the culture of the service as “warm” and “open”. Staff also told us leaders modelled the values of the practice.

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

Staff were aware of how to raise concerns. Whilst staff we spoke with had never had to speak up they all told us that they would feel confident to do so if they needed to.

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

Policies and procedures to promote diversity and equality were in place. Adjustments had been made to ensure all staff were valued, for example we saw adjustments to support staff with children or caring responsibilities were in place.

At the previous assessment we found that there were limited systems of accountability to support good governance. At this assessment we found that 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 share this securely with others when appropriate.

Leaders and managers supported staff, and all staff we spoke with were clear on their individual roles and responsibilities. Managers met with staff regularly to complete appraisals and performance reviews. We saw copies of completed appraisals on staff files that covered development opportunities and performance monitoring.

The provider had established governance processes that were appropriate for their service. Staff could access all required policies and procedures.

Managers held practice and clinical governance meetings every 4-8 weeks, during which they discussed clinical concerns and emerging risks. Staff meetings were held and they discussed patient safety, service improvement and general service matters. Managers clearly recorded any actions arising from these meetings and ensured they shared these with staff. Staff took patient confidentiality and information security seriously.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement. This included contacting NHS GP services and other independent health services if the need arose.

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. They actively contribute to safe, effective practice and research.

The service had a quality improvement plan in place to help drive improvements in services. They had completed clinical records, prescribing, waiting times and coil fitting audits. Learning was documented from these audits with actions for improvement. For example, their audit on clinical records highlighted that there was inconsistency with recording certain details amongst what doctors were recording. As a result, they created a consultation template, and this improved consistency.