Archived: MYA Clinics Limited

This service is rated as Outstanding overall.

The key questions are rated as:

Are services safe? – Good

Are services effective? – Outstanding

Are services caring? – Good

Are services responsive? – Outstanding

Are services well-led? – Outstanding

MYA Clinics Limited is a specialist private healthcare provider. This service was registered by CQC on 23 June 2020. This is MYA Clinics Limited first inspection and was inspected as part of our inspection programme. .

We carried out an announced comprehensive inspection of MYA Clinics Limited on 30 June 2022, 4 and 6 July 2022. This included a visit to the registered location which is the head office based at 1 Cardale Park, Beckwith Head Road, Harrogate, North Yorkshire, HG3 1RY.

We also visited three of the six MYA clinical hubs on the following dates:

30 June 2022 - Pure Offices Leeds, Turnberry Park Road, Morley, Leeds, LS27 7LE

4 July 2022 – Coronation Building, 65 Quayside, Newcastle-upon-Tyne, NE1 3DE

6 July 2022 - Pure Offices, Cheadle Royal Business Park, Cheadle, SK8 3TD

Our key findings were:

• The provider had clear systems and processes to keep people safe. This included systems in respect of safeguarding, recruitment, infection prevention and control (IPC), medicines management, safety alerts and significant events
• Risks to patients were assessed, monitored and managed to mitigate risk
• The provider had systems to keep clinicians up to date with current evidence-based practice
• The provider was actively involved in quality improvement activity and worked well with other organisations, to deliver effective care and treatment
• Staff were consistent and proactive in empowering patients and supporting them to manage their own health and maximise their independence
• The service obtained consent to care and treatment in line with legislation and guidance
• Patients were involved in decisions about care and treatment and supported to do this by staff who treated them with kindness, respect and compassion
• The provider understood the needs of their patients and improved services in response to those needs. There was a proactive and inclusive approach to understanding the needs and preferences of the groups of patients who accessed the service
• Patients were able to access care and treatment from the service within an appropriate timescale for their needs. The service ensured patients were at the center of all decision making regarding their appointments
• It was easy for people to give feedback and raise concerns about care received. The service treated concerns and complaints seriously, investigated them and shared lessons learned with all staff. The service included patients in the investigation of their complaint

We saw the following outstanding practice:

• The provider had a holistic approach to patient care and treatment. The provider was actively involved in quality improvement activity and worked well with other organisations, to deliver effective care and treatment. Opportunities to participate in benchmarking and peer review were proactively pursued. The continuing development of the staff’s skills, competence and knowledge was recognised as being integral to ensuring high-quality care. The provider and staff were committed to working collaboratively and had found innovative and efficient ways to work with other organisations to share information and coordinate patient care. Staff were consistent and proactive in empowering patients and supporting them to manage their own health and maximise their independence. The provider had comprehensive measures in place around consent and records which were actively monitored and reviewed to improve how people were involved in making decisions about their care and treatment
• The provider understood the needs of their patients and improved services in response to those needs. There was a proactive and inclusive approach to understanding the needs and preferences of the groups of patients who accessed the service. Technology was used innovatively to ensure people had timely access to treatment, support and care
• The provider ensured patients were at the center of all decision making regarding their appointments. Complaint investigations were comprehensive and the provider used innovative ways of looking into concerns, including using external people and professionals to make sure there was an independent and objective approach
• Leaders had the integrity, skills and abilities to run the service. Leaders had a deep understanding of issues, challenges and priorities in their service, and beyond They were visible and approachable. Leadership, governance and culture were used to drive and improve the delivery of high-quality person-centred care. The provider invested in innovative and best practice information systems and processes. There was a demonstrated commitment at all levels to sharing data and information proactively to drive and support internal decision making as well as system-wide working and improvement. There were high levels of staff satisfaction. There was a fully embedded and systematic approach to improvement. Improvement was seen as the way to deal with performance and for the organisation to learn. Improvement methods and skills were available and used across the organisation. Safe innovation was celebrated. There was a clear, systematic and proactive approach to seeking out and embedding new and more sustainable models of delivery. There was evidence of sharing work locally, nationally and internationally.

Dr Rosie Benneyworth BM BS BMedSci MRCGP
Chief Inspector of Primary Medical Services and Integrated Care