Spencer Private Hospital

Updated 19 August 2025

Date of assessment: 22 January 2025.

Spencer Private Hospital in Margate is an independent hospital run by Spencer Private Hospitals Limited. The hospital has 22 beds and includes access to medical and diagnostic facilities, outpatient services and surgery. There is an agreement with the neighbouring NHS trust to use their theatre facilities. The assessment service groups provided are surgery ,outpatients and diagnostic imaging.  This assessment looked at the surgery service in response to risk and length of time since last inspection, which we rated as good. The rating of surgery has been combined with the ratings of the other services from the last inspections. See our previous reports to get a full picture of all the other services at Spencer Private Hospital . The rating of Spencer Private Hospital in Margate remains good. In our assessment of surgery services, we found patients received safe, effective, caring, responsive care. However, we found improvements were needed in relation to safeguarding training, care pathways reflecting national guidance and the service should consider undertaking audits of Do Not Resuscitate forms.

Following this assessment our overall ratings for safe, caring responsive, and well led have remained good. Our rating of effective was not previously rated in surgery and outpatients and diagnostic imaging but this is now rated good. 

Updated 19 December 2024

Spencer Private Hospital in Margate is an independent hospital run by Spencer Private Hospitals Limited. The hospital has 22 beds and includes access to medical and diagnostic facilities, outpatient services and surgery. There is an agreement with the neighbouring NHS trust to use their theatre facilities.

We last inspected the hospital on the 3, 4, and 14 February 2015. Our findings for this visit were that the service met all the Health and Social Care Act 2008 standards of care.

We carried out this announced inspection on the 22 January 2025. We inspected this service using our single assessment framework and looked at all the key questions and 33 quality statements. The main service provided by the hospital was surgery for adult patients. The Spencer hospital runs collaboratively with the local NHS trust and this includes the use of the theatre suites.

Safe:

The service had a good learning culture and people could raise concerns. Managers investigated incidents and made changes, but onward oversight and monitoring of learning or actions required embedding Staff understood and managed risks, however some risks for the transfer of patients between the NHS trust and the provider needed further strengthening. The facilities and equipment met the needs of people, however some emergency trolleys and storage cupboards held out of date equipment. The building was mostly clean and well-maintained, however there was visible dust in some rooms and clinical waste bins that were not always working correctly. There were enough staff with the right skills, qualifications and experience. Managers made sure staff received training and regular appraisals to maintain high-quality care. Staff mostly managed medicines well, however some liquid medication did not have dates written when first opened. Managers involved people in planning any changes.

Effective:

People were involved in the assessment of their needs. Staff reviewed assessments taking account of people’s communication and personal health needs. Care was based on the latest evidence and good practice. People always had enough to eat and drink to stay healthy. Staff worked with all organisations involved in people’s care for the best outcomes and smooth transitions when moving services. They monitored people’s health to support healthy living. Staff made sure people understood their care and treatment to enable them to give informed consent.

Caring:

People were treated with kindness and compassion. Staff protected their privacy and dignity. They treated them as individuals and supported their preferences. People had choice in their care and were encouraged to maintain relationships with family and friends. Staff responded to people in a timely way. The service supported staff wellbeing.

Responsive:

People were involved in decisions about their care. The service provided information people could understand. People knew how to give feedback and were confident the service took it seriously and acted on it. The service was easy to access and worked to eliminate discrimination. People received fair and equal care and treatment. The service worked to reduce health and care inequalities through training and feedback. People were involved in planning their care and understood options around choosing to withdraw or not receive care.

Well-led:

Leaders and staff had a shared vision and culture based on listening, learning and trust. Leaders were visible, knowledgeable and supportive, helping staff develop in their roles. Staff felt supported to give feedback and were treated equally, free from bullying or harassment. People with protected characteristics felt supported. Staff understood their roles and responsibilities. Managers worked with the local community to deliver the best possible care and were receptive to new ideas. There was a culture of continuous improvement with staff given time and resources to try new ideas.

Updated 13 October 2015

Overall, the care and treatment received by patients using the outpatient department was safe, effective, caring, responsive and well-led.

Patients were very positive about the care they received and care and consideration given to them by staff.

Safety processes were in place and monitored. Staff were well trained and worked to protocols and pathways, however not all were linked to national guidance. Patients were provided with good information throughout their care and treatment. The booking arrangements were efficient and patients knew who to contact.

Patient feedback was encouraged and acted upon. Staff feedback was also encouraged and acted upon. Staff felt well qualified and able to develop and progress within the organisation. There was an open culture where staff were able to discuss both concerns and innovations with their manager and senior management who were visible and approachable.