During an assessment of Surgery
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 The facilities and equipment met the needs of people, however some emergency trolleys and storage cupboards held out of date equipment.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.