King's Mill Hospital

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

We rated well-led as good during this assessment. We assessed two quality statements on leadership and governance. Leaders understood and embodied the culture and values of the workforce and the organisation. They had the skills and knowledge, experience and credibility to lead well. They demonstrated their integrity and honesty which was recognised by their staff. There was a clear system of governance and risk management based around delivering safe and good quality care and treatment. The department was prepared for emergencies and major incidents and worked with others as part of a multiagency response.

This service scored 77 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

We did not look at Shared direction and culture during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Capable, compassionate and inclusive leaders during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Freedom to speak up during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

Staff had time and resources to undertake effective governance and manage risk. There was a good range of accurate and timely data and information available to understand performance and quality and improvements were made as needed. Governance was used to learn, improve and innovate. Information held about patients was secure and protected. Staff were part of the emergency preparedness network, and they had the strategies and guidance to respond to major incidents.

There were regular and effective meetings led by a consultant and nurse who were leads for safety, audit, quality and governance. These discussed and addressed key areas of performance, risk, audit, culture and workforce. Minutes showed areas of concern were identified and actions were taken to learn and improve. Changes had been made when needed to improve the service. Good practice was recognised and celebrated. There was effective workforce planning including for managing major incidents or emergencies.

We did not look at Partnerships and communities during this assessment. The score for this quality statement is based on the previous rating for Well-led.

Staff told us the implementation of the senior triage rapid emergency management (STREAM) had made improvements to the triage process for screening for sepsis and other suspected medical conditions and illnesses. Staff and leaders were committed to continually learning and improving the service for the benefit of patients and their families.

The trust patient safety committee had a number of principal duties which included a mechanism to ensure adequate systems were in place to continuously improve patient safety and the management of risk from ‘Ward to Board’. This enabled the trust to measure and improve the effectiveness of care within the department.

There were processes in place to rapidly share changes to practice where appropriate from lessons learned from serious incidents or never events locally or nationally.

Staff shared with us learning that had taken place within the department specifically related to sepsis care and management after a recent inquest.

There were also mechanisms to identify and share learning opportunities with other local NHS Trusts. Staff we spoke with discussed the advantages of visiting other departments to share learning and ideas.