The CQC inspection was a follow up conducted last October and looked at the four core services that had previously ‘required improvement’ (urgent care, medical care, surgery and end of life care) to review the progress of the Trust after coming out of ‘special measures’ in July, 2014. The Trust’s community sites were not inspected on this occasion.
Chief Executive Kevin McGee was delighted with the rating and paid tribute to staff, saying: “I am delighted the CQC have rated our Royal Blackburn and Burnley General hospitals as ‘good’ – this is a reflection of the hard work our committed and dedicated staff have been carrying out ever since the Trust was put into special measures in 2013.
“I am very proud to say there is now official confirmation that people in the local area can have confidence in our hospitals and be assured they will receive the best care and treatment from our staff.
“I have read the key findings in both CQC reports and there is so much to be proud of. Our next goal is to improve even further, ensuring those areas still requiring improvement are tackled, and work towards receiving an ‘outstanding’ rating in future. Thank you to all our staff, patients and stakeholders for working with us on this journey and ensuring we have a clear vision, direction and stability of the Board which contributes to our continual improvement.”
The CQC inspection team looked at four core services rating them on being safe, effective, caring, responsive and well-led. Within surgery on both hospital sites, the Trust received a rating of ‘outstanding’ in the category of well-led with the inspectors noting “staff were energetic and motivated and were proud of the organisation as a place to work and visibility of leadership.”
The inspectors also noted a number of positive key findings:
l The Trust had clear vision, objectives, values, operating principles and improvement priorities. All staff spoken to were dedicated to achieveing the best care for their patients
l Hospital services were supported by strong governance processes ensuing a robust overview of risks within the hospitals
l The ‘harm free care’ strategy had improved the way the Trust dealt with and learnt from incidents and there was evidence that learning and change to practice from incidents was shared across services and trust wide.
l Cleanliness and hygiene was of a high standard
l Staff were kind and caring to patients and involved them in their own care
l Staff were proud of the work they did and supported each other. Though the last few years had been difficult, the stability of the current board and executive team had contributed greatly to the culture of continuous improvement.