Bassetlaw District General Hospital

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• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

This means we looked for evidence that the service met people’s needs This key question has been rated good. This meant people’s needs were met through good organisation and delivery.

We looked for evidence that people and communities were always at the centre of how care was planned and delivered. We checked that the health and care needs of people and communities were understood, and they were actively involved in planning care that met these needs. We also looked for evidence that people could access care in ways that met their personal circumstances and protected equality characteristics.

At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant people’s needs were met through good organisation and delivery.

We have not awarded this service a score for Responsive.

Find out about when we will not publish a key question score and what we look at when we assess Responsive.

The service made sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

Staff delivered care using a person-centred approach that incorporated the views of children, young people and their parents or carers. We observed care and decision-making being made with parents, children and young people.

Care delivery was respectful, inclusive and tailored to individual needs. Children and young people were supported to become familiar with the environment, which helped to reduce anxiety and build trust with staff.

Reasonable adjustments were made in line with the Equality Act 2010. Staff had completed relevant training, which supported them to meet the needs of children and young people with complex conditions.

Children and young people with autism spectrum disorder and other additional needs were identified early in the care pathway. This enabled staff to adapt care to meet individual communication needs, sensory preferences and established routines. Adjustments included the use of flexible appointment times, quieter environments and tailored communication approaches to improve engagement and reduce distress.

The service understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

All children’s outpatients were face to face and most outpatients care was provided in the children’s outpatients clinics.

The service had a Transition Guidance Pathway in place called ‘Ready, Steady, Go, Hello’ which enabled them to prepare the young person receiving care from children’s and young people’s services to adult services.

The service planned and delivered care in a way that considered the diverse needs and preferences of children, young people and their families, including those with protected characteristics and those at risk of poorer outcomes. Care was coordinated to support continuity and reduce inequalities in access and experience.

The service worked with external partners through the Children and Young People’s Strategic Partnership (CYPSP). This multi-agency approach supported shared learning and coordinated care across organisations. Information was shared between partners to improve outcomes, address health inequalities and enhance the experiences of children and families. Evidence from meetings showed active engagement, including children and young people’s voice, health inequalities and wider system planning.

The service supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

Patients told us staff were very helpful, and all information required had been provided.

The department was clearly signposted.

Leaders told us how they provided information to patients who wished to complain. We saw posters and leaflets visible in the department which explained the complaints process.

We saw patient information leaflets both in printed format and via a QR code. We saw posters signposting patients to local support groups.

The service made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result.

Senior leaders reviewed complaints regularly. The department had received 5 complaints, and these had been dealt with in the appropriate timeframe. An identified theme related to staff attitudes and behaviours, which the department had addressed. Weekly reviews monitored progress against timescales, and themes and trends were discussed at trust-level committees.

The service had undertaken work with the local deaf school to enable them to improve the experience of CYP with hearing loss. This included improving signage and processes to support people with hearing loss.

The service made sure that people could access the care, support and treatment they needed when they needed it.

The service was aware of the needs of the local population. The trust had a health inequalities lead, and they were integrating health inequalities into business planning.

The Children's Assessment Unit had developed to provide 24-hour care for appropriate patients and care close to home for patients in the local area.

The service monitored referral to treatment times, there were longer waits in endocrinology than other specialties.

Staff and leaders actively listened to information about people who were most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.

Patients could feedback their views through many routes including through the friends and family form. This was displayed on the unit and in the information packs at the end of each bed/cot.

The leadership team had actively sought the view of children and young people to develop the service. They worked with the local deaf school, Special Educational Needs Department (SEND) to ensure the service met their needs.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.

Staff had undertaken Recommended Plan for Emergency Care and Treatment (ReSPECT) training which enabled staff to have conversations regarding the treatment they would prefer at the end of life.

There was child death key worker available to work with families, and access to spiritual support through the hospital chaplain and other faith leaders.