Joseph House

Updated 29 March 2023

Joseph House is operated by Curis Healthcare Limited. The clinic is a private cosmetic surgery location which was opened in December 2021. The service provides operations, such as breast augmentation, transition surgery, wound dressing, liposuction, and hair transplants. Joseph House is based in Shirley, Solihull.

The service had a reception, call centre, 5 consultation rooms, 1 theatre, 1 recovery area, a ward area, toilet, shower facilities for patients, changing facilities for staff and a meeting room. The service also had a separate entrance which was used for staff and any deliveries.

The service accepted self-referrals from patients.

The service did not provide services for NHS funding patients or patients under the age of 18.

This was the location’s first inspection since registration. The service has no previous CQC enforcement actions.

The service had 2 registered managers, 1 that oversaw the operations of the service and 1 who oversaw the clinical operations of the service.

The service was registered to provide the following regulated activity.

• Surgical procedures.

Activity – Between August 2022 and January 2023

The service had carried out 616 surgical cosmetic procedures, 576 of these were day cases and 40 were overnight stays which were pre planned. They also carried out 93 hair transplant procedures.

The service had carried out 894 outpatients’ appointments and these were face to face.

The service had 2 company directors and a non-executive director, clinical director, lead anesthetist consultant surgeon, registered nurses, 3 medical secretaries, 3 administration staff, patient care co-ordinators, call centre manager, healthcare workers, 2 house keepers and 4 tele sales staff. The accountable officer for controlled drugs was the nominated individual.

Updated 29 March 2023

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. They managed medicines well. The service managed safety incidents well and learned lessons from them.
• Staff provided good care and treatment, gave patients enough to eat and drink, and gave them pain relief when they needed it. 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 6 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.

Updated 29 March 2023

See the summary above for details.