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More about services we haven't rated. Similar services in this area Help and guidance You can find out more about our information and the quality of care on the pages below. Spire Liverpool Hospital, previously known as Lourdes Hospital, is located in a residential area of south Liverpool which provides care and treatment for private self-funding and insured and NHS patients referred under the Standard NHS Acute Contract. The hospital offers a variety of services including surgery and outpatients and diagnostics.
There were 3 outpatient areas, 2 wards with a total of 32 single rooms, a six bedded day-case unit, 3 operating theatres one of which is a mobile and 2 laminar flow , physiotherapy department, radiology department, a MRI scanner and a mobile CT scanner. Day surgery and inpatient treatment is provided for patients across a range of specialties, including urology, ophthalmology, orthopaedics, pain injection, minor hand surgery, minor neurosurgery, ear, nose and throat ENT , gynaecology, endoscopies, general surgery such as upper and lower gastrointestinal surgery and cosmetic surgery.
T here were 1, overnight patients and 7, day case patients admitted to the hospital between October and September There were also 8, visits to theatre recorded in that time.
The majority of procedures were for non-complex orthopaedic surgery; however, the hospital does also carry out some complex procedures including arthroplasty and shoulder surgery.
As part of the pre-operative assessment process, patients with certain medical conditions are excluded from receiving treatment at the hospital. The majority of patients admitted to the hospital have an ASA score of 1 or 2. These patients are generally healthy or suffer from mild systemic disease. The hospital previously provided surgical services for children from the age of three upwards. Due to the Independent Healthcare Advisory Services IHAS guidance on the care of children in the independent healthcare sector, the hospital ceased providing surgical services for children on 16 February At the time of our inspection the hospital only provided adult inpatient services 18 years and over.
The outpatient services remained unchanged and any children identified as needing treatment through an outpatient appointment would be referred to an alternative healthcare provider. The outpatients and diagnostic imaging services provided by the hospital cover a wide range of specialties including neurology, orthopaedics, ear nose and throat ENT , general medicine, physiotherapy, urology, cosmetic surgery and general surgery.
The diagnostic and imaging department carries out routine x-rays as well as more complex tests such as MRI scans, CT scans and ultrasound scans. The service is open from 8am to 8pm Monday to Friday with some additional clinics on Saturdays.
The hospital recorded 78, patient attendances between January and end of February The busiest clinics were the orthopaedic clinics with around 16, attendances; ear, nose and throat ENT clinics at 6, attendances and the general surgery clinics with around 5, attendances.
Spire Liverpool Hospital was selected for a comprehensive inspection as part of the second wave of independent healthcare inspections. The inspection was conducted using our new methodology. We carried out an announced inspection of Spire Liverpool Hospital between 18 and 19 March We also carried out an unannounced inspection of the hospital between pm and 8.
The purpose of the unannounced inspection was to look at how the hospital operated at off-peak times. Surgery Outpatients and diagnostic imaging The hospital do provide fertility treatment services; however, these were not inspected as part of our inspection because these services are regulated by the Human Fertilisation and Embryology Authority HFEA.
This location has been awarded a shadow rating. Shadow ratings apply to inspections which are undertaken during the development of our approach and before our final methodology is confirmed and published. The Hospital Director had only been in post for approximately 8 weeks at the time of our inspection and the application for that person to become the registered manager with CQC was still being processed.
Staff were positive about the leadership of the hospital and described significant improvements since the appointment of the new Hospital Director. Staff were engaged and described an open culture where they felt they could raise issues or concerns and positively influence the services they were providing. Clinical governance meetings were held to discuss issues such as patient safety, clinical reliability and clinical effectiveness; however, they were infrequent, with only three meetings being held in the past 12 months.
Medical oversight of hospital practices was undertaken via the Medical Advisory Committee MAC and meetings were held three times in the past year but the policy was that these should be held four times a year.
The purpose and desired outcomes of these meetings were not clear. We were told by the MAC chair that this was an advisory committee for clinical issues; however, there was no requirement for the hospital to act upon the advice of the committee. Meetings were due to be held four times a year. We saw evidence that there was a meeting in March with the next one to be planned for quarter 2 but that the previous meeting was in March At these meetings, the risk register was reviewed along with the clinical scorecard.
The risk register consisted of mainly health and safety issues and the clinical scorecard was a tool to monitor clinical performance against targets such as readmission rates and surgical site infections. Whilst we saw evidence of local risk assessments within the departments, we did not see a hospital risk register or other mechanism that captured all of this information to show the hospital wide risks; how risks were graded, reviewed and escalated or de-escalated on an ongoing basis.
We raised this with hospital management at the time of our inspection and were told that a new post of risk manager had recently been appointed at Spire corporate level and that the risk management policy was planned for review in March Risk management processes would be reviewed at the same time.
An audit of incidents at the hospital showed that whilst thorough investigations were conducted and actions were taken to address them, heads of department were slow to close incidents down.
Some actions had been taken to address this and there was an action plan in place to monitor improvements going forward. All of the issues highlighted had been recognised by the senior management team and plans were being developed to address them.
Cleanliness and infection control All areas that we inspected were visibly clean and well maintained. Cleaning schedules were in place and roles and responsibilities were well defined. In all clinical areas we observed staff to be complying with best practice with regard to infection prevention and control policies.
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