Archived: Bridgewater CHCFT Newton Community Hospital

Newton Community Hospital is a newly built facility offering both inpatient and outpatient services. It was built to replace an older nursing home and community facility and was previously managed by St Helens Primary Care Trust.

The inpatient unit was supported by a multidisciplinary group of staff employed through various organisations including the local authority, 5 Boroughs Partnership NHS Foundation Trust, Bridgewater Community Healthcare NHS Trust and local GPs. The inpatient unit had 30 beds and primarily provided intermediate care either as a step-up facility to reduce the need for an admission to an acute hospital or as a step-down facility following discharge from hospital.

The outpatient facility supported the local community and surrounding areas with consultant or nurse led clinics. The facility was managed by an outpatient’s manager and supported by nurses, reception and, administration staff and medical secretaries. Clinics included cardiac teams, dermatology, ear, nose and throat and a newly formed skin cancer clinic.

Care was generally safe. Evidence showed that staff reported information through the national safety thermometer tool and internal quality monitoring. Incidents were recorded on the trust’s Ulysses system and the ward manager completed risk assessment and risk management plans. We identified a range of errors and weaknesses in risk and quality reporting and action taken following the identification of risks which could impact on the trust overall assurance of the unit. We judged this to be a breach of regulation 10 of the Health and Social Care Act 2008 (Regulated Activities) Regulations 2010. However staff had implemented a range of developments at the hospital over the last year that had helped to improve the safety of care, for example the development of tissue viability assessments.

Staff delivered care using evidence-based guidance through standard operating procedures. Discharge planning was effective and the multidisciplinary team (MDT) worked with staff in the community to help prevent hospital admission, and to support patients after they are discharged.

Patients commented on the caring and compassionate approach of staff and that patients were involved in decisions about their care. Discharge planning started when patients were admitted, and families were fully involved. The team had daily multidisciplinary meetings to ensure the planned care remained appropriate.

While it wasn’t clear what the long term vision for Newton Hospital was, at ward level the multidisciplinary teams were committed to meeting the needs of the people who used the inpatient unit. Comprehensive assessments were completed by each member of the team and progress was discussed within the daily multidisciplinary team meetings. However, the lack of clarity regarding the long-term purpose of the hospital was having a detrimental effect upon the staff who worked there.