Burcot Hall Hospital

Updated 28 April 2023

Burcot Hall Hospital was previously registered under Transform Hospital Group Limited as the provider on 12 August 2021. The service had no registered manager at this location from 27 June 2022 until taken over by Transform Healthcare Holdings Limited, registered on 1 December 2022 and a new registered manager was appointed. Transform Hospital Group Limited owns and manages 2 hospitals, these hospitals treat patients from a range of private healthcare providers and NHS trusts, as well as from their own member brands.

The hospital provides services to adults over the age of 18 only. These services include outpatient services, diagnostic imaging services and surgery.

Burcot Hall Hospital provides 4 surgical theatres and 31 overnight beds. Whilst primarily offering surgical cosmetic procedures, since the pandemic, they have had contracts with the NHS acute hospitals, carrying out work to reduce the waiting lists at the acute trusts for, orthopaedics (both under Local Anaesthesia (LA) and General Anaesthesia (GA), vascular, max fax and plastics. During our inspection, we were told that the contract with NHS hospitals was no longer in place.

Burcot Hall Hospital provides 1 x-ray room facilities, used only for placement purposes such prosthetics or gastric balloon and not for diagnostics. Burcot Hall Hospital also has an outpatient department with 10 consulting rooms, 2 clinical rooms for minor procedures, a treatment room and a phlebotomy room. A phlebotomy room is a room used to collect blood from patients.

Updated 28 April 2023

Burcot Hall Hospital is sister hospital to The Pines Hospital and operated by Transform Healthcare Holdings Limited. The 2 locations are known under Transform Hospital Group, however, our report relates only to Burcot Hall Hospital for the purpose of this inspection.

It is in the town of Bromsgrove, Worcestershire and the premises stand imposingly in a rural location. The hospital has been converted to provide waiting areas, consultation rooms, treatment rooms wards and 4 theatres.

The hospital procedures are day case, overnight and some 2 night stay procedures. They have 2 wards consisting of 13 beds on the lower ground floor and 9 beds on the top floor in the event that surgery required an overnight stay or readmission. The hospital provides a range of services including cosmetic surgery, weight loss surgery, orthopaedic and general surgery. We inspected surgery, outpatients and diagnostic imaging as part of a routine schedule of inspections.

We carried out the unannounced inspection on 6 March 2023.

To get to the heart of patients' experience of care and treatment, we ask the same five questions of all services: are they safe, effective, caring, responsive to people’s needs and well-led? Where we have a legal duty to do so we rate services' performance against each key question as outstanding, good, requires improvement or inadequate.

Throughout the inspection, we took account of what people told us and how the provider understood and complied with the Mental Capacity Act 2005.

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

The hospital has had a new registered manager in post since October 2022.

The main services provided by the hospital are cosmetic surgery and weight loss surgery performed under either general or local anaesthetic and x-ray procedures as part of the surgery pathway to ensure correct placements post procedure.

No services are carried out on patients under the age of 18 years.

Updated 28 April 2023

This service was not rated prior to this inspection. 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. Staff assessed risks to patients, acted on them and kept good care records. The service managed safety incidents well and learned lessons from them.
• Managers monitored the effectiveness of the service and made sure staff were competent. Staff worked well together for the benefit of patients 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:

• The service did not always control infection risk well.

Diagnostic Imaging is a small proportion of hospital activity. The main service was surgery. Where arrangements were the same, we have reported findings in the body of the surgery report section.

We were unable to rate all domains for this service at this time because diagnostic imaging service was not running on the day of our inspection; however, we managed to inspect some aspect of the service provided.

Updated 28 April 2023

This service was not rated prior to this inspection. 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. 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, 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.

Outpatient department is a small proportion of hospital activity. The main service was surgery. Where arrangements were the same, we have reported findings in the body of the surgery report section.

During our inspection, there were no consultation clinics running. However, we inspected all areas within the outpatient department such as environment, we also spoke with staff and patients and observed a pre-operative and phlebotomy clinic and post-operative wound care clinic

Updated 28 April 2023

Our rating of this location was 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 collected safety information and used it to improve the service.
• 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, advised them on how to lead healthier lives, supported them to make decisions about their care, and had access to good information.
• 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.