When aggregating ratings, our inspection teams follow a set of principles to ensure consistent decisions. The principles will normally apply but will be balanced by inspection teams using their discretion and professional judgement in the light of all of the available evidence.
Letter from the Chief Inspector of Hospitals
We last inspected this trust in April 2014 as part of the pilot project of our new comprehensive inspection methodology. We did not rate the Trust at that time.
However we told the trust that they must make improvements to:
- Incident reporting and learning from incidents.
- Ensuring all staff had appropriate safeguarding training.
- Improving the standard of record keeping and IT systems.
We carried out an announced comprehensive inspection of this trust between 31 May –3 June 2016 and an unannounced inspection on 16 June 2016 to make sure improvements had been made and to rate the service. As part of the inspection, we assessed the leadership and governance arrangements at the trust and inspected the all core services provided by the trust:
- Community Health Services for Adults.
- Community Services for Children, Young People and Families.
- Community Inpatient Services.
- Community Dentistry Services.
- Community Sexual Health Services.
- Urgent Care Services.
- Community Midwifery Services.
- Community End of Life Services.
Before carrying out the inspection, we reviewed a range of information we held and asked other organisations to share what they knew about the trust and its services. These included local clinical commissioning groups (CCGs), NHS Trust Development Authority (TDA), NHS England, Health Education England (HEE), and the General Medical Council (GMC), the Nursing and Midwifery Council (NMC) and the Royal colleges. Patients also shared information about their experiences of community services via comment cards that we left in various community locations across the Halton, Oldham, Southport, St. Helens, Warrington, Wigan Borough and Trafford areas.
Since the last inspection, there had been a number of changes to senior staff at the organisation and there had been a concerted effort to improve the culture and support for staff, which was evident in the majority of services at the time of the inspection.
The trust had developed a transformation programme that had led to services being delivered within a framework of localities across the trust’s geographical footprint.
It was evident that the trust had sought to address the findings of our last inspection and improvements had been made in some areas. However in some cases progress in making the necessary changes was slow with a lack of consistency across the trust and services. Some services required further improvement and were still not meeting important targets, such as those for the healthy child programme, the development of the end of life strategy and the implementation of consistent IT systems across the trust.
Our key findings were as follows:
- At this inspection we saw significant improvements in culture especially in inpatient services.
- Staffing had improved in the community since the last inspection but there were some concerns about the number of staff in children’s and young persons services particularly consultant paediatricians.
- Performance against key metrics in the Healthy Child Programme had improved but progress had been very slow and performance was still below key national targets.
- Waiting times in the community adults and the children, young people and families’ service had improved in some areas but not in all.
- An example of this was the trust reported that 200 children, in St Helens that had been transferred care from another trust, in November 2015, had not been reviewed by a community paediatrician. The trust developed an action plan that stated that all children needing review would be seen by the 31 July 2016.
- In Urgent Care and Walk-in Centres there was a lack of uniform triage processes that met with national guidance.
- The trust medicines strategy expired in 2013. We were told that the strategy, standard operating policy and terms of reference would be reviewed when the new head of medicines management started in June 2016.
- We found unsafe practise regarding the prescribing of end of life medication because it was open to mistake or abuse.
- The trust’s visions and values were widely understood and visible across services however end of life, dental, midwifery and children’s and young people’s services did not have clear embedded service specific strategy, vision and values.
- The governance systems needed to be improved in some key areas to ensure that the trust are using all available information to measure quality and drive improvement in services.
We saw several areas of outstanding practice including:
Community Services for Adults
The matrons at Wigan worked with the North West Ambulance Service (NWAS) utilising the community care pathways (CCPs). The community care pathway consisted of a yellow folder containing the patients care plan; their medication and medical history. The community care plan was left at the patients address next to their telephone. When the patient rang for an ambulance the address would trigger an alert to identify that the patient was on the community care pathway and a matron was involved. This would enable ambulance paramedic staff to determine the most effective referral and treatment options for known patients. One option for the paramedic would be to contact the community matron to attend the address allowing the paramedics to continue onto another patient.
Patients who have known healthcare needs and long term health conditions can have individual care plans produced; this reduced unnecessary hospital admissions and alleviates pressure on A&E departments.
Inpatient Services
We observed staff treating patients and their relatives with the upmost dignity and respect. Patients told us staff were exceptionally kind, caring and compassionate. Staff were exceptionally attentive and responded quickly and compassionately to patients who needed help or assistance, they anticipated the needs of their patients and offered assistance proactively.
Children and Young Peoples Services
The Parallel service, in Bolton, was a new service within Bridgewater that offered a 0 – 19 years’ service for young people as a single point of contact for a range of services. We found the staff to be passionate and committed to young people with a range of specialist skills.
Urgent Care and Walk in Services
The joint initiative for hospital avoidance between Bridgewater and North West Ambulance Service was the highest performing admission avoidance pathfinder initiative within the North West.
End of Life Care
The development of an AHP specialist palliative care team was an example of outstanding practice in this service.
However, there were also areas of poor practice where the provider needs to make improvements.
Importantly, the provider must:
Trust Level
- Ensure the trust medicines strategy and standard operating policy is up to date.
- Ensure that robust systems are embedded in all services to assess, monitor and improve the quality of the services provided.
Community Services for Children, Young People and Families
- Ensure that children / young people are reviewed in a timely manner and provide assurance of safe care and treatment in the delivery of the service.
- Ensure staffing levels for all clinicians are consistently sufficient to meet the demands of the service.
Urgent Care and Walk in Services
- Ensure that patients are triaged appropriately in line with national guidance.
End of Life Care
- Ensure that there is a trust wide vision for end of life services, which is in line with national guidelines and recommendations.
- Ensure that there is a trust wide strategy for end of life services.
- Ensure that there are trust wide governance systems to monitor progression towards national targets.
- Ensure that an individual plan of care is embedded into all documentation for patients at the end of their life.
- Ensure that there is a safe and consistent system of documentation for end of life medication across all services.
Midwifery Services
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The provider must ensure that staff have the necessary competencies, knowledge, skills and experience in order to deliver care and treatment safely during a homebirth.
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The provider must ensure routine or mandatory trust rotation into the local acute trusts, to keep staff updated with skill aptitude and proficiency.
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The provider must ensure regular training for pool deliveries to ensure staff competencies and trust policies are followed correctly.
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The provider must ensure that basic emergency and resuscitation equipment are immediately available for their homebirth service.
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The provider must ensure staff training for any new emergency equipment purchased.
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The provider must ensure a more robust audit system to assess trends, implement lessons learnt and improve practice and services.
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The provider must ensure the development of robust action plans and methods of implementing audit findings.
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The provider must ensure how risks and incidents are assessed and managed and provide a robust feedback system to staff.
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The provider must ensure easy accessibility and storage location of resuscitation trolleys at the HCRC and the Runcorn clinics and that all midwives take responsibility for daily checks to ensure staff competency in using the resuscitation equipment.
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The provider must ensure the safe and effective use of patient data collection using digital pens.
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The provider must ensure improving the emergency nurse call bell system at the HCRC.
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The provider must ensure establishing a Maternity Services Liaison Committee (MSLC), to enable for maternity service users, providers and commissioners of maternity services to come together to design services that meet the needs of local women, parents and families.
Dentistry Services
- Ensure the safe management of medicines and stock control of medicines.
- Ensure the safe stock control of dental instruments.
- Ensure the safe infection control management of used dental instruments on localities where cleaning and sterilisation of dental instruments is provided by a third party company.
- Ensure internal and external assurance systems are in place and managed that ensure clinical services are delivered in a safe, effective, responsive and well-led manner.
- Ensure learning from incidents and complaints is shared and embedded with all staff.
For shoulds please see individual core service reports
Professor Sir Mike Richards Chief Inspector of Hospitals