Tameside and Glossop Integrated Care NHS Foundation Trust

Updated 4 July 2019

Tameside and Glossop Integrated Care NHS Foundation Trust is an integrated acute and community trust based in the borough of Tameside, which is part of Greater Manchester, in North West England. The trust transitioned to an integrated trust in September 2016.

The trust has one acute hospital which is Tameside General Hospital. The trust delivers acute and community services across Tameside and Glossop in Derbyshire.

Tameside and Glossop Integrated Care NHS Foundation Trust serves a population of 250,000 living over an area of around 40 square miles, across both rural and urban settings. The trust employs about 3,800 staff, has 524 beds across 28 wards and departments, 300 volunteers and has an annual turnover of £215 million.

The trust also provides community healthcare services across five neighbourhoods in Tameside and Glossop. These are delivered in community locations and in people’s homes, throughout the locality. This includes the Stamford Unit which is a 96 bed community facility to support patients who are determined to be medically fit for discharge. These are patients requiring further support in a non-acute setting to be assessed and discharged into their normal place of residence.

Services are predominantly commissioned by Tameside clinical commissioning group and Metropolitan Borough Council which combined to become one organisation.

Nationally, Tameside is 34th out of 326 most deprived local authority. It has the highest premature death rate for heart disease in England. In adults, the recorded diabetes prevalence, excess weight and drug and alcohol misuse are significantly worse than the England average. Rates of smoking related deaths and hospital admissions for alcohol harm are significantly higher than the England average. Healthy life expectancy for males is 57.7 years compared with the national average of 63.4 years; for women the healthy life expectancy is 58.3 years against a national average of 64 years.

The population is predominantly white British (91%).

The trust has been inspected previously. It was rated as inadequate in 2014, requires improvement in 2015 and, at the last inspection in 2016, was rated as good.

Community services were not part of the trust at the last inspection. The trust acquired community services in 2016. They have not previously been inspected under this provider.

Updated 4 July 2019

Our rating of the trust stayed the same. We rated it as good because:

• We rated safe, effective, caring, responsive and well-led as good. We rated eleven of the trust’s 12 services as good and one as outstanding. In rating the trust, we took into account the current ratings of the six services not inspected this time.
• We rated well-led for the trust overall as good.
• Since our last inspection, there had been improvement in the completion of mandatory training across the trust and the concerns raised within maternity services had been addressed.
• There were enough staff with the right qualifications, competence, skill and experience, in most areas, to deliver care and treatment to meet patient’s needs.
• Effective systems were in place to protect patients from abuse, manage patient risk and safety incidents and provide evidence-based care.
• The trust controlled infection risk well. Equipment and premises were kept clean in most areas and there were systems and processes in place to prevent the spread of infection.
• Staff cared for patients with compassion. Feedback from patients and most carers confirmed that staff treated them well and with kindness.
• There had been significant work undertaken to prevent admission to hospital, support people in their homes and improve access and flow across the trust. There were demonstrable reductions in length of stay, a reduction in patient cancellations, reduction in long stay beds and evidence of admission avoidance.
• Leaders were experienced and had the capability to make sure that a quality service was delivered and risks to performance were addressed. The executive and service level teams were delivering good operational performance as well as being focused on the development of the local integrated care system. There was evidence of compassionate, inclusive and effective leadership across the organisation.

However:

• There were not enough children’s nurses and emergency paediatric consultants to deliver a consistent 24-hour paediatric emergency care service in line with national guidance (DH Facing the Future).
• Within the Stamford Unit delivering community inpatient services, the therapy service was limited to five days a week; therapy staff did not feel they were able to offer rehabilitation as much as they wanted to.

Updated 4 July 2019

Updated 4 July 2019