The Avon Orthopaedic Centre delivers services such as hip and knee surgery, carrying out 1,000 knee replacements a year. Consultants were supported to adopt a different mindset, moving from being the ones with all the answers, to being able to ask for help. Any other browser may experience partial or no support. Staff supported patients to make informed decisions about their care and treatment. Governance arrangements were in place, with clear lines of reporting from clinical hubs through to the trust board. It detailed a letter sent by the chief executive of North Bristol NHS Trust which said the hospital was unable to guarantee patients will receive treatment by a clinician of the same sex if requested. There was a large focus on celebrating success every day, which in turn helped staff to feel pride in their achievements. and our acute colleagues in Weston Area Health NHS Trust and North Bristol NHS Trust, North Bristol NHS Trust owns the hospital but the adjacent health centre is owned by NHS Property Services. Read about our approach to external linking. The leadership team worked well with the clinical leads and encouraged divisions to share learning across the trust and there was a strong emphasis on improvement. 2023 BBC. Guy Dickson, Head of People Strategy, NBT Guy.Dickson@nbt.nhs.uk, Dr Olivia Donnelly, Staff Wellbeing Psychology lead, Olivia.Donnelly@nbt.nhs.uk. vacancies we have across our hospitals and divisions. The minister said that the NHS is reviewing its current guidance on delivering same-sex accommodation. This rating had improved since our last inspection. These reports look at how NHS hospital trusts use resources, and give recommendations for improvement where needed. Admissions to the unit were appropriate and there was a system in place to triage referrals. %PDF-1.5 % We saw evidence that partnership working was routinely included in every aspect of their work. The concourse, known as the 'atrium', is naturally lit and ventilated and provides cafes, winter gardens and artwork. The trust had a deficit of 20.1million at the end of August, 6.7M worse than planned. PDF North Bristol NHS Trust Strategy - NBT However, in some areas there were was not clear evidence that account had been take of a patients ability or lack of ability to make specific decisions and there were omissions in the assessment and documentation of capacity. Leaders had a deep understanding of issues, challenges and priorities in their service, and beyond. North Bristol NHS Trust owns the hospital but the adjacent health centre is owned by NHS Property Services. Staff assessed risks to patients, acted on them and kept good care records. Staffing levels varied across the trust. [17], In February 2015, it was reported that the trust had 247 patients who had waited more than a year for elective treatment, 201 of them waiting for spinal surgery. It takes a progressive approach to staff wellbeing. There were significant issues with the flow of patients into, through and out of the hospital. However this had deteriorated from September 2015 and in November 2015 only 82% of patients met this standard. Governance processes were innovative, and focused on improving safety, quality, and patient experience specifically for outpatients. However, there were also areas of poor practice where the trust needs to make improvements. It was easy for people to complain or raise a concern and they were taken seriously when they did so. It's a very simple statement; one which epitomises how everybody across our organisation goes the extra mile to ensure our patients get the best possible care. Our Trust values tell us what it means to be part of Team UHBW. There were 107 operations cancelled on the day of operation in October 2014, 50 of these were due to the lack of a bed due to emergency pressures. Patients received the right care at the right time and significant improvements to patient flow had been made since our last inspection, so patients moved through the hospital more quickly and safely. We aim to be an anti-discriminatory organisation and are committed to building a team that represents a variety of backgrounds,. reduce the number of operations cancelled. Staff were clear about the processes they should follow to risk assess patients and respond to those who may deteriorate. Improving performance by improving staff wellbeing | NHS Employers the service isn't performing as well as it should and we have told the service how it must improve. The trust had governance structures to monitor the effectiveness of changes in the service design. Cheltenham, Some aspects of safety required improvement in relation to infection control, security and medicines management. Our Mental Health Act Commissioners may carry out a number of visits to each provider over a 12-month period, during which they talk to detained patients, staff and managers about how services are provided. Although we had some concerns regarding the privacy and dignity of some patients in the Brunel building the majority of patients and relatives told us they felt their privacy and dignity was respected. North Bristol NHS Trust is an acute trust located in Bristol that provides acute hospital and community services to a population of about 900,000 people in Bristol, South Gloucestershire and . In addition, the lack of individual risk assessments and clearly documented care plans had the potential to put children and young people at risk of receiving unsafe or inappropriate care and treatment. The huddles also demonstrated to staff that they were empowered to fix problems in their areas and were supported to do so through a coaching approach. Governance systems had developed since our last inspection. We are OneNBT. Somerset NHS Foundation Trust - Meet the board of directors North Bristol NHS Trust salaries: How much does North Bristol NHS Trust [16] An unnamed whistleblower claimed a lack of beds was putting patient safety at risk because small rooms designed for minor procedures, such as injections, were being used to keep patients in overnight. In the community services for children and young people such working was excellent, with work with Barnardos Child Sexual Exploitation (BASE) project which focused on young people who were at risk of exploitation being recognised nationally as an area of outstanding practice. A comedy postcard flu campaign designed by staff resulted in NBT ranking fifth in the UK for the proportion of frontline staff vaccinated, with 87.9 per cent of all frontline staff choosing to have the flu jab, up 15.3 per cent on 2017. The national target time was not being met for the 18 week pathway for referral to treatment waiting times for outpatient services. This was because there were processes to keep patients safe, which were supported by comprehensive staff training. Involving children and young people was routinely undertaken across the CCHP and was seen as an example of outstanding service nationally. Christian worker to sue North Bristol NHS Trust in row over UHBW NHS - Carers Charter Of the 800 beds, 75% are single en-suite rooms, aiming to improve patient dignity and privacy. Surgery: was rated good overall. This rating stayed the same. We aim to be an anti-discriminatory organisation and are committed to building a team that represents a variety of backgrounds,. Staff in the pre-operative assessment clinic were able to assess patients cognition and report back to GPs if it was below expected levels. Responsive at core service level was rated requires improvement. In May 2014, the Brunel building on the Southmead Hospital site opened. This equated to a saving of 301,015 on sickness costs. There were sufficient staff to ensure outpatient clinics ran safely. Our policies and procedures | University Hospitals Bristol NHS We have over 12,000 staff delivering healthcare across Southmead Hospital Bristol, Cossham Hospital, Bristol Centre for Enablement and within the local community of Bristol and South Gloucestershire. From April to December 2014, Frenchay Hospital was progressively closed, with the majority of services moving to a new building at Southmead. On this inspection we did not inspect critical care, children and young peoples services, outpatients, diagnostic imaging. The volunteers proved useful, so it was decided to keep them on indefinitely. The trust received a HSJ Partnership Award in 2019 as a result of this programme. There was strong clinical leadership and direction within the service. Staff provided care and treatment based on national guidance and evidence-based practice. ObYpx ~Hl GKVC$R+q_qyx"g?,se |E?m;{Lts qX7rC6x'v#f9lo3qY v6aD&,Y3~b7C\Ysyv[mj2ovZPvb@wnL+gfLUS ,}1w0r7w@ Pn Bringing together a combined workforce of over 13,000 staff, the new Trust delivers over 100 different clinical services across 10 different . This programme was recognised by the NHS Parliamentary Awards in 2019.[28]. These included monitoring the waiting list for the newly established central intake team fortnightly. A safety checklist provided a structured series of prompts for staff to ensure that all necessary steps were taken to ensure the safe care of patients, from arrival to discharge. We are passionate about our values and expected behaviours. Together with local information from partners and the public, this monitoring helps us to decide when, where and what to inspect. In addition, 84 per cent of staff felt able to share and comment on trust activity throughout the winter. The secret mine that hid the Nazis' stolen treasure. Please note that all salary figures are approximations based upon third party submissions to Indeed. Staff had training in key skills, understood how to protect patients from abuse, and managed safety well. [3] Using the latest techniques, the Neurosciences team treat a wide range of conditions. This was an improvement from 5.6 and 6.8 respectively in 2017. Having a robust occupational health service and working in partnership with them can lead to increased productivity, reduced absence and money saved. Care was planned to meet the needs of local people, took account of patients individual needs, and made it easy for people to give feedback. End of life care: was rated outstanding overall. In 2016 it had launched a new strategy, which for the first time focused on the workforce as the key to improvement, but it had not made enough progress before the trials of winter 2017/18, and it needed to shift up a gear. 7 Appendix A: North Bristol NHS Trust today 24 8 Appendix B: The challenges we face 30. We respect each other, acknowledge everyone's strengths and communicate effectively in an open and trusting environment. Our decisions on overall ratings take into account, for example, the relative size of services and we use our professional judgement to reach a fair and balanced rating. Staff followed processes to keep patients safe and there were improvements in systems to manage safe staffing across wards. University Hospitals Bristol and Weston NHS Foundation Trust (UHBW) and North Bristol NHS Trust (NBT) value the vital work done by those with unpaid caring responsibilities (referred to as 'carers' within this charter) and are committed to working together with them as expert partners in care. [24], PwC partnered with the trust to introduce Perform, a behavioural change methodology to reduce outliers, bed occupancy and rising demand. This is what started to create a shift in attitudes. The involvement of children and young people in their care and the development of the service in particular the work with Barnados. By respecting our differences inside our common humanity, regardless of race, colour, religion or sexual orientation, we will build a fairer organisation, where everyone can thrive. This was particularly strong in the maternity services at Cossham and the community services for children and young people. 6 April 2016. This was a significant event with the majority of services moving from the 'old' Southmead and Frenchay Hospitals into this newbuilding. Medical care (including older peoples care): was rated good overall. The letter also suggested that the trust does not require clinicians to disclose their sex. A new electronic records system had been implemented in the month prior to our inspection. Annual Statement 2009 for - PDF - (opens in new window), In The shift to staff health and wellbeing being considered as important as patients health and wellbeing put NBT in a good place to look after its staff during the response to COVID-19. The network serves both adult and children's major trauma and has an adult population of around 2.3million and children's population of approximately 810,000. The impact of the programme included releasing 50 beds, reducing length of stay by 13 per cent and enabling a 10.2 per cent increase in the four-hour performance. As part of each inspection, we look at the way health services provide care and treatment to people. Useful information was provided to patients and visitors and communication aids including interpreters were readily available. Although there was a trust wide focus on patient flow within the hospital and improvements had been made this still required improvement. We use our system of intelligent monitoring of indicators to direct our resources to where they are most needed. Suspended ratings are being reviewed by us and will be published soon. This enabled midwives to focus on providing direct patient care. The trust had a clear structure for overseeing performance, quality and risk, with board members represented across the divisions. This became a key message for the wellbeing campaign, creating a paradigm shift to help staff know that their health is equally important as their patients. The group listening events provided refreshments as an extra incentive to attend. The board had developed significantly since our last inspection. hb```7[@ 9600\2V+J%$_w^-BDGnN5PTrf3gNs`E$dQTHlOX-A ,"iP6TAKc' bnJp2f2`j$8QEbZT `(slX q@ b)c D@Z csR7`*sU`hh``h`` @f@ ! `3i Rh Re@`L` There have been several unsuccessful attempts to upgrade the facilities over the past 30 years. Please review our, You need to be a subscriber to join the conversation. We are the regional Major Trauma Centre, and an internationally recognised centre of excellence in a range of services and major specialities. Well-led and safe improved to good. We carried out a comprehensive inspection as part of our in-depth inspection programme. Further support was required in the theatre department for newer staff. the service is performing well and meeting our expectations. These had been investigated and improvements in cleaning were identified and actioned as a result. PWC consultants initially trained 15 per cent of NBTs workforce, holding bootcamps with staff from all 26 wards, sites and discharge teams, supporting them through a 10-step process. Changes have improved staff health and wellbeing, as well as driving down overall occupancy by 4 per cent, and caring for 6 per cent more patients with 38 fewer beds in 2018/19. The trust has links with University of the West of England and University of Bristol who support undergraduate and postgraduate education and work placements across many professions. However, improvements had been made in urgent and emergency care services, which we rated as good. A&E was transferred on 19 May 2014. The bedroom wings are located on the eastern side, naturally shaded from the afternoon sun by the mechanically ventilated clinical block which houses 24 state of the art operating theatres, intra-operative MRI suite, 48 critical care bedrooms, advanced imaging suites, cardiac catheter labs and endoscopy unit. [6], The Severn Major Trauma Network was set up to manage and influence care for seriously injured patients from injury to rehabilitation. The hospital did not always ensure that appropriate patients were in escalation wards which meant some areas had unsuitable patients accommodated within them. Elective activity increased a sure indicator that the system was coping with winter pressures and able to deal with non-essential activity. Multidisciplinary team-working to plan patient care was an area of outstanding practice. The ratings we gave to these services on previous inspections in 2015, 2016 and 2017 are part of the overall rating awarded to the trust this time. Hospitals set to be told they must guarantee single sex care amid NHS The service managed safety incidents well and learned lessons from them. Hundreds of staff from all parts of the trust participated, and more than 750 comments were collected, analysed, and fed back to staff. 0 We aim to be an anti . This was the same as our previous inspection in 2018. North Bristol NHS trust is a centre of excellence for health care in the South West in a number of fields, as well as one of the largest hospital trusts in the UK. Frontline staff and managers were passionate about providing a high quality service for patients with a continual drive to improve the delivery of care. Campaigners on Wednesday welcomed Lord Markhams comments, but cautioned that the British public has been fooled into thinking the NHS is trying to eliminate mixed-sex accommodation when in reality any male can self-identify onto a womens ward. North Bristol NHS Trust Hospitals and Health Care NBT Cares See jobs Follow See all 2,893 employees About us As one of the largest NHS trusts in the country, we serve a local population of. Medicines were not appropriately managed with weaknesses in storage and accurate recording of administration. This includes bespoke rotations, wellbeing support, personalised travel plans, and a structured preceptorship. Patients felt involved in their care. Most staff felt a connection to the CCHP and saw the benefits for effective service delivery. Leaders collaborated with partner organisations to help improve services for patients. Safe improved to good. CQC Overall Rating North Bristol NHS Trust CQC overall rating Actions had been instigated to address both of these. The service managed patient safety incidents well and monitored safety performance. improve compliance with hand washing and ensure that all staff are bare below the elbows in clinical areas. Use the 'Search for an organisation' functionality to filter results. Neuromuscular services at the trust and University Hospitals Bristol and Weston NHS Foundation Trust have been recognised by Muscular Dystrophy UK for providing outstanding care for people with muscle-wasting conditions. Color. Of the other services four were rated as good and the remaining seven as requiring improvement. Potassium: 3.5-5 mmol/L. This included both written and verbal consent. These included the Be Safe project and a project managed by Barnardos Child Sexual Exploitation (BASE)to which theCCHP second a CAMHS nurse.