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Chief Inspector of Hospitals finds significant improvements at Chesterfield Royal Hospital NHS Foundation Trust
England’s Chief Inspector of Hospitals has rated the services provided by Chesterfield Royal Hospital NHS Foundation Trust as Good following an inspection by the Care Quality Commission in February.
Chesterfield Royal Hospital became a foundation trust in 2005. The hospital serves five local districts with a population of approximately 441,000 people.
CQC carried out a focused inspection in July 2016 and a follow-up in February 2017 to review how the provider was leading the organisation following the trust’s last comprehensive inspection in April 2015 when it was rated as Requires Improvement overall. Inspectors found improvements had been made and rated the trust as Good overall.
Full reports are available on our website.
Professor Sir Mike Richards, CQC's Chief Inspector of Hospitals, said:
“Overall, Chesterfield Royal Hospital NHS Foundation Trust provides good care to the population that it serves and we were pleased to see many improvements had been made."
“Since our inspection in April 2015, the trust has made significant improvements to ensure there was a positive culture change. The trust had a focus on wanting to improve the quality and safety of the care being delivered to patients."
“The leadership team were very cohesive and worked well together. They were clear about the direction of the trust and were committed to delivering the strategic vision."
“The board used an integrated system which provided the board with assurance of quality and performance. Inspectors reviewed the papers for the board and found they contained key information about performance and assurance. They were well organised and structured with all actions monitored."
“The trust Board met regularly in both public and private. It was made up of the required numbers of non-executive members. The non-executive directors brought a good mix of skills and we saw evidence in the trust board minutes of how they challenged and held the executives to account."
“There were, however, areas where improvements were needed, particularly in relation to the response rate and results of the annual NHS Staff Survey."
“The trust has told us they have listened to our inspectors’ findings and we are confident that the executive team, with the support of their staff, will work to deliver these improvements on behalf of all of their patients. We will return in due course to check on the progress that they have made.”
The reports highlight several areas of good practice, including:
- The leadership team were very cohesive and worked well together. They were clear about the direction of the trust and were committed to delivering the strategic vision.
- Patients were invited to tell their stories at the beginning of trust board meetings and we saw evidence of this in meeting minutes. Patients had also attended divisional staff meetings. Staff told us they found these provided a powerful insight into patient experience
- Staff told inspectors there had been a positive culture change in the organisation and staff were supported to develop. Leadership development had continued and the programme was highly valued by staff.
- Senior leaders were knowledgeable about the risks for the organisation.
- The trust had a focus on wanting to improve the quality and safety of the care being delivered to patients.
- The Medical and Nursing Directors worked well together and had been in post for some time. They were well established within the organisation and staff spoke highly of their leadership.
- The Chief Executive wanted to strengthen the clinical leadership and there were plans to introduce a Deputy Medical Director post.
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- Last updated:
- 29 May 2017
Notes to editors
The Care Quality Commission will present its findings to a local Quality Summit, including NHS commissioners, providers, regulators and other public bodies. The purpose of the Quality Summit is to develop a plan of action and recommendations based on the inspection team’s findings.
- Are they safe?
- Are they effective?
- Are they caring?
- Are they responsive to people’s needs?
- Are they well-led?