The Care Quality Commission (CQC) Inspection

Care Quality CommissionFollowing our inspection in July 2016, our full CQC report is now available for review.

While we fully acknowledge that we have some areas which require improvement, we would encourage you to read the summary of findings detailed at the front of the full report.

Many of the issues were rectified at the time of the inspection, and we have been working hard to ensure that we are addressing all of the matters raised.

We are also delighted that the report identified and highlighted some really important aspects relating to the care delivered at BMI The Chiltern Hospital.

We were particularly pleased that we were rated as ‘Good’ for caring. These are some of the findings detailed:

  • Staff were aware of and worked within the hospital risk policy and process guide updated February 2016.
  • We saw clinical staff in the endoscopy theatre consistently following the World Health Organisation (WHO) safety checklist ‘Five Steps to Safer Surgery’, to reduce harm by consistent use of best practice, which included team brief, sign in, time out, sign out.
  • The employment compliance co-ordinator had a system for checking medical staff were current within practicing privileges.
  • We saw patients treated with dignity, respect and kindness.  Between March 2015 and April 2016, the scores for the Friends and Family Test (FFT) were above 99.7%.
  • Staff took time to involve patients in their care.  Patients told us staff involved them in all decisions about their care.
  • Flexible visiting hours allowed patients to maintain supportive relationships with those close to them.  Staff supported patients to keep their independence and connections with family and friends.
  • The hospital planned and delivered services in a way that met the needs of the local population.  The importance of flexibility and choice reflected in the service.  The people who use the service have timely access to initial assessment, diagnosis and urgent treatment at a time to suit them.
  • Staff responded to complaints and concerns in a timely way.  Learning from complaints distributed in mandatory training sessions and used to improve the quality of care.
  • Staff were very responsive to dealing with small complaints before they became formalised.
  • Staff were aware of the values of the organisation and were passionate about good patient care.  Staff were actively engaged so that their views were reflected in the planning and delivery of services and in shaping the culture.
  • Staff had strategy ‘built into’ their appraisal process.  Staff spoke positively about the ‘no blame’ culture of the team and of the visibility and support of managers.  Senior clinical leaders and staff strive for continuous learning, improvement and innovation in the delivery of clinical care.  There was a governance structure, which oversaw quality, audit and risk.
  • People who use the services and those close to them were engaged and involved in the decision making of the service.
  • Admissions were pre-planned so staff could assess patient needs prior to treatment.  This enable staff to provide care to meet their specific needs, including cultural, language, mental and physical needs.
  • The service had strict selection criteria to ensure only patients whom the hospital had facilities to care for were referred.  Patients told us the whole process from booking their initial appointment, to being discharged post-surgery was “efficient and well organised”.
  • Discharge arrangements were planned and flexible and care was provided until patients could be discharged safely.

We look forward to welcoming you at BMI The Chiltern Hospital

Fraser Dawson
Executive Director - South Bucks Hospitals
BMI Healthcare