Queen’s Hospital is part of Burton Hospitals NHS Foundation Trust. The trust serves a population of more than 360,000 people in Burton upon Trent and surrounding areas, including South Staffordshire, South Derbyshire and North West Leicestershire.
The trust provides services from three locations. Queen’s Hospital is the largest of these. The trust also took over the management of the treatment centre in 2011, which is based on the Queen’s Hospital site providing day-case and ophthalmology services to the immediate area and beyond.
The trust employs over 3.000 staff and has 496 inpatient beds across all three locations. Queen's Hospital, Burton Upon Trent provides accident and emergency (A&E) services, medical and surgical services for adults and children, it has a critical care unit and a maternity unit. It also sees over 300,000 outpatients each year.
The trust carries out 47,000 planned and emergency operations and undertakes around 13,000 day-case procedures annually. In the last 12 months there were more than 60,000 accident and emergency attendances.
The trust has a stable board with only two of the executive directors having been appointed in the last 18 months.
We inspected Queen’s hospital on 24 and 25 April 2014. We undertook an unannounced inspection on 6 and 7 May 2014.
Before and during our inspection we heard from patients, relatives, senior managers and other staff about some key issues that were having an impact on the service provided at this trust. We also held a listening event in Burton where patients and members of the public were given an opportunity to share their views and experiences of all the trust locations.
Why we carried out this inspection
The trust had a significantly higher than expected mortality rate from April 2012 to March 2013. As a result, the trust was included in Professor Sir Bruce Keogh’s review of trusts in 2013. The overview report Review into the Quality of Care and Treatment provided by 14 Hospital Trusts in England is available on the NHS Choices website.
The review identified a number of areas of good practice. However, the report identified a number of areas of concern, such as no systematic approach for ensuring the collection, reporting and action on information about the quality of services. It also found that there was a lack of support for junior doctors, medical staffing levels and skill mix was not appropriate, and equipment safety checks had not been carried out.
We inspected this hospital as part of our in-depth hospital inspection programme. Burton Hospitals NHS Foundation Trust was considered to be a high-risk service. When we inspected the trust in April 2014, 14 of the 61 recommended actions following the Keogh inspection had still to be completed.
Overall, Queen's Hospital, Burton Upon Trent was rated as requires improvement. We rated this hospital as requires improvement for providing safe, effective, and responsive care, and good for being caring, but we rated it as inadequate for being well-led.
Our key findings were as follows:
- Ward staff were committed to the delivery of high quality care and saw patient experience as a priority.
- Recruitment is a recognised challenge for the trust, with some wards below establishment. Bank, agency and locum staff were used to fill vacant posts and some staff worked additional hours. In some areas there was a high dependency on temporary nursing staff.
- The significant number of medical outliers is contributing to patients experiencing several bed moves during their inpatient stay. Between January and March 2014, 7% of inpatients spent time on three or more wards during their time in hospital.
- Dementia care was not delivered consistently across the trust. While nurse and healthcare assistant ‘dementia champions’ were available on some wards to support patients with dementia and initiate the most appropriate care for them, this was not available in other wards.
- Incident reporting systems were in place. However, learning was not always shared across the trust and staff use of the system was variable.
- Not all staff had appropriate knowledge of the Mental Capacity Act and Deprivation of Liberty Safeguards to ensure that patients’ best interests were protected.
- The trust’s end of life provision was not clearly defined and information relating to the service was not used to inform resources. There was a designated board lead, but there were no clear lines of accountability and assurance of delivery of end of life care.
- Do Not Attempt Cardio Pulmonary Resuscitation (DNA CPR) paperwork was not fully completed and there was a lack of guidance for staff to follow on the action they should take if they suspected that a person lacked mental capacity.
- The current Resuscitation Council Guidelines were not reflected in trust’s resuscitation policy or in the resuscitation department’s staffing levels. The resuscitation committee had not met since November 2013.
- Not all policies reflect national guidance or best practice. For example the trust’s safeguarding policy was not in line with best practice set out in Working Together to Safeguard Children (March 2013).
- Not all medical and nursing staff delivering care to children and young people were trained to the appropriate level in paediatric life support and also safeguarding children.
- There was no identified high dependency area to stabilise children on the paediatric ward and not all relevant staff were trained in paediatric life support.
- There were systems and processes in place to reduce the risk of infection. Most staff followed the trust’s infection control policy, including being bare below the elbow, observing hand hygiene and wearing personal protective equipment, such as aprons and gloves, when appropriate.
- There was no clear ownership of the risks on the risk register and little sense of pace about making improvements.
- Patients we spoke with told us that they’d experienced long delays for appointments in the outpatients department.
- Action was not always taken to ensure staffing was in line with national guidelines. This includes staffing in the neonatal unit, which did not currently meet the requirements of the British Association of Perinatal Medicine (BAPM), and the numbers of junior doctors on the labour ward between midnight and 7am did not meet guidelines as set out in Towards Safer Childbirth.
We saw the following areas of outstanding practice:
- The maternity services were recognised in May 2014 as providing excellent care by an independent provider of healthcare intelligence and quality improvement.
- The service was one of the only maternity services nationally to use the enhanced recovery programme for women following a caesarean section, if it was clinically appropriate for them. The aim of the programme was to speed up the recovery process, so that women could be discharged the day after a post-elective caesarean section if it was safe to do so.
- There was a seven-day therapy service available from 7am to 7pm, with a focus on patient care within medical services.
- A tool developed by a nurse and a pharmacy colleague that assessed the impact of certain medicines in contributing to the risk of falls had been shortlisted for a national award. This tool was used on wards and had significantly reduced the number of falls.
- The orthopaedic team had introduced an enhanced recovery pathway for hip and knee replacements, which had reduced the length of stay. National data demonstrated that their hip and knee revision rates were significant lower than other trusts.
- The bereavement office participated in the doctors’ training programme, delivering joint training with coroners on a range of issues, including completion of death certificates. This significantly reduced the number of death certificates that were completed incorrectly.
However, there were also areas of poor practice where the trust needs to make improvements. Importantly, the trust must:
- Complete the 16 outstanding actions from the Keogh review that had not been delivered and were overdue in April 2014.
- Ensure that all relevant staff in the trust are trained in paediatric life support and staff in the neonatal unit are confident in neonatal resuscitation.
- Review the arrangements and facilities for the stabilisation of high dependency children on the paediatric ward.
- Review the arrangements for junior doctor cover on the labour ward between midnight and 7am, to ensure it meets nationally recommended guidelines as set out in Towards Safer Childbirth.
- Review which staff require training to Level 3 in child protection and provide this training.
- Review staffing in the neonatal unit and ensure that it meets the requirements of the British Association of Perinatal Medicine of one nurse per nursery.
- Review the resuscitation committee and consider whether the current frequency of meetings is sufficient to mitigate the risks.
- Ensure that all resuscitation trolleys are easily accessible in an emergency and that all oxygen cylinders are in date and fit for use.
- Ensure that the trust’s resuscitation policy reflects current best practice.
- Review the Do Not Attempt Resuscitation (DNA CPR) paperwork currently in use and take action on the findings to ensure that this is fit for purpose and that staff are trained to complete this paperwork.
- Review the pathway of care for patients at the end of their life and ensure that all nurses know who to contact and when.
- Review bed capacity to reduce the number of medical outliers and minimise the number of times patients are moved during their stay in hospital.
- Take action to ensure that the care for people living with dementia is embedded in all divisions across the trust.
- Take action on the findings of the WHO surgical safety checklist audit and strengthen the assurance process.
- Review the training provided to staff in the Mental Capacity Act (2005) and Deprivation of Liberty Safeguards, as not all staff had appropriate knowledge of these areas to ensure that patients’ best interests were protected.
In addition the hospital should:
- Consider reviewing the maternity targets, such as the numbers of women having either elective or emergency caesareans and the maternity dashboard, as the current targets are not stretching.
- Consider developing and using a tool to monitor the quality of paediatric services.
- Review and amend the hospital’s safeguarding policy so that it is in line with best practice set out in Working together to safeguard children (March 2013).
- Take action to mitigate or resolve risks identified on department’s risk registers in a timely manner.
- Review capacity in outpatients to minimise the long waiting times for patients when attending outpatient appointments.
Professor Sir Mike Richards
Chief Inspector of Hospitals