Archived: Transform (Manchester)

Updated 10 April 2019

The service opened in 2015. It is a private health service in Greater Manchester. The service primarily serves the communities of Greater Manchester and the North of England. It also accepts patient referrals from outside this area. Eight surgeons with practicing privileges, two registered nurses and five other staff worked at Transform Manchester.

Transform has two treatment rooms and five consultation rooms. Patients are seen pre- operatively by nurses and surgeons. Post operatively patients are seen for wound care and patients can be seen by surgeons and nurses.

The current registered manager has been in post since 2017.

There were no special reviews or investigations of Transform Manchester ongoing by the CQC at any time during the 12 months before this inspection. This was the services first inspection since registration with CQC.

Activity (August 2017 to July 2018)

• In the reporting period August 2017 to July 2018 there were 682 outpatients first appointment attendances and 1,950 follow up appointments; of these 0% were NHS-funded and 100% were privately funded.
• There were 2,627-day case appointment attendances in the reporting period; of these 100% were between the age ranges of 18 to 74 years old.

Track record on safety

• The service had no Never events
• The service had three Clinical incidents which were low harm
• The service had no incidences of hospital acquired Meticillin-resistant Staphylococcus aureus (MRSA)
• The service had no incidences of hospital acquired Meticillin-sensitive staphylococcus aureus (MSSA)
• The service had no incidences of hospital acquired Clostridium difficile (c.diff)
• The service had no incidences of hospital acquired E-Coli

The service is registered to provide the following regulated activities:

• Treatment of disease, disorder or injury
• Diagnostic and screening procedures

This service is registered with CQC under the Health and Social Care Act 2008 in respect of some, but not all, of the services it provides. There are some exemptions from regulation by CQC which relate to particular types of regulated activities and services and these are set out in and of The Health and Social Care Act 2008 (Regulated Activities) Regulations 2014. Transform Manchester provides a range of non-surgical cosmetic interventions, for example, wrinkle treatments, facial peels and dermal fillers which are not within CQC scope of registration. Therefore, we did not inspect or report on these services.

The clinical nurse lead is the registered manager. A registered manager is a person who is registered with the Care Quality Commission to manage the service. Like registered providers, they are ‘registered persons’. Registered persons have legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated Regulations about how the service is run.

Updated 10 April 2019

Our key findings were:

• The service provided safe care and treatment in accordance with the relevant regulations.
• Staff had training in safety systems, processes and practices and this was monitored by managers and Transform nationally.
• The service provided staff with polices and training to keep people safe from abuse.
• Staff were aware of infection, prevention and control issues. The service had procedures and a policy in place for staff to manage infection control to minimise the risk to patients. Equipment and the environment were satisfactory and clean.
• There was adequate staffing to meet the demands of the clinics in the service.
• There was an effective system for reporting and learning from incidents and the number of incidents were low.
• The staff had the ability to assess and respond to risk and were aware of who to contact if a patient deteriorated.
• The service provided its care and treatment based on national guidance. It monitored the effectiveness of care and treatment and used the findings to improve.
• The service made sure staff were competent for their roles. Managers appraised staff’s work performance and held supervision meetings with them to provide support and monitor the effectiveness of the service.
• Staff worked together as a team to benefit patients. We were told surgeons, nurses and other healthcare professionals supported each other to provide good care.
• Staff understood how and when to assess whether a patient had the capacity to make decisions about their care.
• Staff cared for patients with compassion. During our inspection we saw patients being supported and cared for by the staff team. Staff provided emotional support to patients to minimise their distress. They understood that many patients were anxious about treatment or had long standing issues with body image.
• Staff involved patients and those close to them in decisions about their care and treatment.
• The service planned and provided services in a way that met the needs of local people.
• The service had processes in place to highlight mental health issues or physical issues and had a referral process to support patients if further support was needed.
• The service took account of patients’ individual needs. There were facilities for patients with disabilities to access the service on the ground floor via a lift and a buzzer system to access support.
• Patients self-referred into the service. People could access the service when they needed it.
• The service treated concerns and complaints seriously, investigated them, learned lessons from the results and shared the findings with staff.
• Managers had the right skills and abilities to run a service providing high-quality sustainable care.
• Managers promoted a positive culture that supported and valued staff, creating a sense of common purpose based on shared values.
• The service was committed to improving services by learning from when things went well or when they went wrong, promoting training, research and innovation.

Ellen Armistead

Deputy Chief Inspector of Hospitals