One Stop Doctors Ltd T/A OSD Healthcare

We rated this location as good because:

• People were protected by an effective safety system, and a focus on openness, transparency and learning when things went wrong.
• Staff took a proactive approach to anticipating and managing risks to people who used services. This was embedded and was recognised as the responsibility of all staff.
• Staff could discuss risk effectively with people using the service.
• Compliance with medicines policy and procedure was routinely checked and action plans were always implemented promptly.
• There was a genuinely open culture in which all safety concerns raised by staff and people who used the service were highly valued as being integral to learning and improvement.
• All staff were open and transparent, and fully committed to reporting incidents and near misses. The level and quality of incident reporting showed the levels of harm, which ensured a robust picture of quality.
• Learning was based on a thorough analysis and investigation of things that went wrong. All staff were encouraged to take part in learning to improve safety as much as possible. Where relevant, staff participated in local and national safety programmes. Opportunities to learn from external safety events were identified.
• The continuing development of the staff’s skills, competence and knowledge was recognised as being integral to ensuring high-quality care. Staff were proactively supported and encouraged to acquire new skills, use their transferable skills, and share best practice.
• People were respected and valued as individuals and empowered as partners in their care, and emotionally.
• Feedback from people who used the service, those who were close to them was continually positive about the way staff treated people. People thought that staff went the extra mile, and their care and support exceeded their expectations.
• There was a strong, visible person-centred culture. Staff were highly motivated and inspired to offer care that was kind and promoted people’s dignity. Relationships between people who used the service, those close to them and staff were strong, caring, respectful and supportive.
• People accessed services and appointments in a way and at a time that suited them. Technology was used innovatively to ensure people had timely access to treatment, support, and care.
• The leadership, governance and positive safety culture were used to drive and improve the delivery of high-quality person-centred care.
• There was compassionate, inclusive, and effective leadership at all levels. Leaders showed high levels of experience, capacity and capability needed to deliver excellent and sustainable care. There was a deeply embedded system of leadership development and succession planning.
• Comprehensive and successful leadership strategies were in place to ensure and sustain delivery and to develop the desired culture. Leaders had a deep understanding of issues, challenges, and priorities in their service.
• The strategy and supporting objectives and plans were stretching, challenging and innovative, while remaining achievable. Strategies and plans were fully aligned with plans in the wider health economy, and there was a demonstrated commitment to system-wide collaboration and leadership.
• There was a systematic and integrated approach to monitoring, reviewing, and providing evidence of progress against the strategy and plans. Plans were consistently implemented and had a positive impact on quality and sustainability of services.

However:

• Patients did not have pressure ulcer risk scores or Malnutrition Universal Screening Tool scores. The tool was approved to be used and was with the printers.
• Medication administration records did not include the age or weight of patients. Patient’s age and weight were recorded in the patient records and nationally recognised medication charts were approved to be used and the document was with the printers.
• Staff were not given consistent or documented one to one supervision across the entire service.