Mayo Clinic Healthcare LLP

Updated 14 October 2022

The service provides health screening and second opinion consultations for private and health insurance patients ages 18 years and above. In addition to the health screen consultations, diagnostic tests are provided as required including CT, MRI, mammography, ultrasound, X-ray, endoscopy and colonoscopy. The service operates between the hours of 8am to 5pm Monday to Friday. The service employed 47 members of staff at the time of the inspection.

The service is registered to carry out the regulated activities of diagnostic and screening procedures and the treatment of disease, disorder and illness.

The service has been registered since September 2019 when it changed its name from Mayo Clinic Healthcare in Partnership with Oxford University Clinic LLP to Mayo Clinic Healthcare LLP. The registered manager currently in post has been in place since April 2021. The service has not previously been inspected.

The main service provided by this hospital was outpatients. Where our findings on outpatients – for example, management arrangements – also apply to other services, we do not repeat the information but cross-refer to the outpatients’ service

Updated 14 October 2022

This service had not been inspected before. We rated it as good because:

• The service had enough staff to care for patients and keep them safe. Staff understood how to protect patients from abuse, and managed safety well. The service controlled infection risk well. Staff assessed risks to patients, acted on them and kept good care records. They managed medicines well. The service managed safety incidents well and learned lessons from them.
• Staff provided good care and treatment, gave patients enough to eat and drink, and gave them pain relief when they needed it. Managers monitored the effectiveness of the service and made sure staff were competent. Staff worked well together for the benefit of patients, advised them on how to lead healthier lives, supported them to make decisions about their care, and had access to good information. Key services were available seven days a week.
• Staff treated patients with compassion and kindness, respected their privacy and dignity, took account of their individual needs, and helped them understand their conditions. They provided emotional support to patients, families and carers.
• The service planned care to meet the needs of local people, took account of patients’ individual needs, and made it easy for people to give feedback. People could access the service when they needed it and did not have to wait too long for treatment.
• Leaders ran services well using reliable information systems and supported staff to develop their skills. Staff understood the service’s vision and values, and how to apply them in their work. Staff felt respected, supported and valued. They were focused on the needs of patients receiving care. Staff were clear about their roles and accountabilities. The service engaged well with patients and the community to plan and manage services and all staff were committed to improving services continually.

However:

• Some staff had not had training in mandatory key skills in the diagnostics core service.

Updated 14 October 2022

• The service had enough staff to care for patients and keep them safe. Staff had training in key skills, understood how to protect patients from abuse, and managed safety well. The service controlled infection risk well. Staff assessed risks to patients, acted on them and kept good care records. They managed medicines well. The service managed safety incidents well and learned lessons from them.
• Staff provided good care and treatment, gave patients enough to eat and drink, and gave them pain relief when they needed it. Managers monitored the effectiveness of the service and made sure staff were competent. Key services were available throughout the week.
• The service took account of patients’ individual needs, and made it easy for people to give feedback. People could access the service when they needed it and did not have to wait too long for treatment.

Medicine core service within the Mayo Clinic was a small proportion of the hospital activity. Between January and June 2022 the service undertook 176 endoscopic procedures, 103 colonoscopy, 49 upper gastrointestinal endoscopy and 24 dual colonoscopy and upper gastrointestinal endoscopy. This medical core service report has reported on the areas specific to this service whilst all other domains are reported under the outpatient core service. Therefore, medical core service could not be rated. The leadership, management arrangements, service planning and staffing of the medical service is the same as the outpatient core service.

Updated 14 October 2022

The service had not been inspected before. We rated it as good because:

• The service had enough staff to care for patients and keep them safe. Staff understood how to protect patients from abuse, and managed safety well. The service controlled infection risk well. Staff assessed risks to patients, acted on them and kept good care records. They managed medicines well. The service managed safety incidents well and learned lessons from them.
• Staff provided good care and treatment. Managers monitored the effectiveness of the service and made sure staff were competent. Staff worked well together for the benefit of patients, supported them to make decisions about their care, and had access to good information. Key services were available to suit patients' needs. The service planned care to meet the needs of local people, took account of patients’ individual needs, and made it easy for people to give feedback. People could access the service when they needed it and did not have to wait too long for treatment.
• Leaders ran services well using reliable information systems and supported staff to develop their skills. Staff understood the service’s vision and values, and how to apply them in their work. Staff felt respected, supported and valued. They were focused on the needs of patients receiving care. Staff were clear about their roles and accountabilities. The service engaged well with patients and the community to plan and manage services and all staff were committed to improving services continually.

However:

• Some staff did not have training in key skills such as mandatory training.

Diagnostic imaging is a small proportion of outpatient clinic activity. The main service was outpatients. Where arrangements were the same, we have reported findings in the outpatient’s section.

We rated this service as good because it was effective, caring, responsive and safe.

Updated 14 October 2022

The service had not been inspected before. We rated it as good because:

• The service had enough staff to care for patients and keep them safe. Staff had training in key skills, understood how to protect patients from abuse, and managed safety well. The service controlled infection risk well. Staff assessed risks to patients, acted on them and kept good care records. They managed medicines well. The service managed safety incidents well and learned lessons from them.
• Staff provided good care and treatment, gave patients enough to eat and drink, and gave them pain relief when they needed it. Managers monitored the effectiveness of the service and made sure staff were competent. Staff worked well together for the benefit of patients, advised them on how to lead healthier lives, supported them to make decisions about their care, and had access to good information. Key services were available seven days a week.
• Staff treated patients with compassion and kindness, respected their privacy and dignity, took account of their individual needs, and helped them understand their conditions. They provided emotional support to patients, families and carers.
• The service planned care to meet the needs of local people, took account of patients’ individual needs, and made it easy for people to give feedback. People could access the service when they needed it and did not have to wait too long for treatment.
• Leaders ran services well using reliable information systems and supported staff to develop their skills. Staff understood the service’s vision and values, and how to apply them in their work. Staff felt respected, supported and valued. They were focused on the needs of patients receiving care. Staff were clear about their roles and accountabilities. The service engaged well with patients and the community to plan and manage services and all staff were committed to improving services continually.