Across services, staff reported a strong supportive leadership from matrons, senior sisters and lead clinicians. They told us the CEO and senior management team communicated effectively with staff at all levels. Staff were positive about working at the hospital and would recommend it as a place to work despite the challenges. Across the hospital there was an ethos of openness and transparency, and collaborative multidisciplinary working.
There was a strong commitment to research in the clinical environment, supported by research nurses. Innovative practices were encouraged. The emergency department used a coloured name band scheme for patients, as a direct result of learning from investigating falls in the department. Staff would know, at a glance, which patients had specific requirements, such as a high risk of falls, because of the coloured, highly visible name bands.
A vulnerable adults support team VAST was based in the emergency department, and worked across the inpatient and community areas to support and safeguard vulnerable adults from abuse and harm.
This had led to more effective management of medical patients outside the working hours. Consultants involved with elderly patients worked on a locality-based model, and there were named consultants for patients belonging to each GP locality. This had helped to improve continuity of inpatient care, and communication with patients and families, and other healthcare services in the community.
Patients found it beneficial because they saw the same consultant every time, and found it was easier to approach consultants should they need any advice. The trust used an automated text system to alert staff about vacant shifts that needed to be filled urgently. There is a strong ethos of quality improvement and innovation within the neurosurgical department, which includes the development of the first day case intracranial tumour surgery programme within the UK, which has since been adopted by other units nationally.
The general intensive care unit GICU had introduced early mobilisation for ventilated patients and this had resulted in reducing length of stay. Guidance and a training package had been developed to support the managing of patients with challenging behaviour in the critical care setting.
This had helped to improve patient safety. Consultants in the cardiac intensive care unit CICU arranged weekend meetings for bereaved families. This enabled staff to talk with the patient about subjects that would interest them, whether they were conscious or not.
The paediatric day care unit included a nurse-led service where nurses had extended roles. These included prescribing medicines and discharging patients. Through this initiative, children were invited to write down on templates what had been 'tops' or 'pants' about their hospital stay.
Children who were very young, and were unable to write, could still provide feedback. The children and young people's service used play leaders and youth support workers as advocates for children and young people.
The service had an ethos of compassionate care and peer support, and social events were actively encouraged for children and for the parents of children with cancer, and long-term or chronic diseases. The trust had implemented a 'Ready, Steady, Go' initiative to support young people through the transition from children's to adult services.
Young people were involved in deciding when they were transferred. The chaplaincy team held a listening exercise with staff to help identify what compassionate care meant for staff working at the trust. The bereavement support team were involved in the co-ordination of tissue transplantation. They explained how families could get involved, and supported families through the tissue transplant process.
Nurse staffing is consistently at safe levels, to meet the needs of patients at the time and support safe care. Equipment is regularly tested and maintained, and a record of these checks is kept. There are suitable environments to promote the safety, privacy and dignity of patients in the cardiac short stay ward, G8 ward and all critical care areas with level 1 patients. There is sufficient basic equipment in all departments, and timely provision of pressure relieving equipment, beds and cots.
The access and flow of patients across the hospital is improved. Discharge is effectively planned and organised, and actions are taken to improve delayed transfer of care discharges. All wards have the required skill mix to ensure patients are adequately supported with competent staff.
No risks are posed to patient safety in the event of electrical failures in critical care areas. All risks associated with the cramped environment in critical care areas are clearly identified and timely action is taken to address those risks. Overhead hoists in critical units are correctly positioned, and in working order so they can be used, as intended, for patient care. There is an effective process embedded into practice for alerting medical staff or the outreach nursing team in the event of patients deteriorating on the general wards.
There is appropriate management of identified risks in the general intensive care unit. There is a definite plan to develop critical care services to meet the local and regional population health needs; this plan to include the provision of appropriate follow-up services.
The specialist palliative care team reviews the level of medical consultant support. There are safe staffing levels in diagnostic imaging teams to prevent untoward safety incidents occurring. Incidents are reported by radiographers, and there is learning from all IR ME R and diagnostic imaging incidents, and processes for Duty of Candour are appropriately followed.
In addition the hospital should ensure that:. Avoidable pressure ulcers of all grades are reduced across the hospital. The requirements of single sex accommodation are met in the acute medical unit and the cardiac short stay ward, and any breaches are monitored and reported, including when level 1 patients remain in critical care settings because of delayed discharges.
Information leaflets and signs are available in other languages, in plain English and in easy-to-read formats. There are robust processes in place to meet the trust's allocated discharge times.
There are robust arrangements to meet referral to treatment times, but capacity and patient safety within the hospital are adequately assessed, so that areas such as theatres and critical care services are not constantly 'running hot'.
Patients admitted for elective surgery, who require critical care beds, should not be cared for lengthy periods of time in recovery areas while they are waiting for critical care beds to become available.
There is a plan to provide compatible equipment across the critical care services, so infusions and monitoring do not have to be temporarily disconnected when patients are transferring between wards and units.
There is a trust follow-up service for all patients who have been treated on the critical care units. Medical staffing in the neuro intensive care unit at night is monitored to ensure the safety of patients who need critical care treatment, including respiratory support.
There is availability of CT scans out of hours, which does not have an adverse impact on patients being treated in the neuro intensive care unit. The multidisciplinary team is involved when planning the development and refurbishment of critical care areas, to ensure the new environment will be suitable to meet the needs of patients.
Staff are fully engaged with the plans to develop the general intensive care unit. There is a suitable environment in the general intensive care unit to ensure safe treatment for bariatric patients. An assessment is completed in the general intensive care unit on the impact that the electronic patient records equipment will have on the environment. There is an out of hours referral process for critical care beds by the outreach team that results in swift admissions to critical care services, releasing the outreach team to attend to other deteriorating patients in the hospital.
The dietician service is available for all patients, rather than just for patients who align to specialist areas of treatment. There is dedicated time for staff to attend essential meetings, such as governance meetings.
The new end of life care strategy is implemented and embedded across the trust. Relatives are consulted on the end of life care strategy. All staff caring for dying patients undertake mandatory training in end of life care. There is a review of the provision for teenagers, to ensure that there are dedicated facilities to meet their needs in all areas and for all specialties. All staff understand the level of safeguarding training required for their role and how this is delivered.
The trust follows national guidance to test for pregnancy in females before surgery and radiology investigations, in children and young people services. All protocols are version-controlled, and include references to information that has been used to inform their development.
There is a review of the provision of pre admission and assessment clinics for children and young people to help prepare the child and family, and ensure their needs can be safely met. The impact of the current environment on services and outcomes for children and young people is regularly reviewed, and immediate steps taken to address any concerns. The practice of nurses using patient group directions to produce a patient specific direction in ophthalmology, is reviewed in relation to the medicines legislation.
The culture and leadership in diagnostic imaging is improved. Staff in diagnostic imaging are consulted and updated on improvements, particularly in relation to recruitment of staff and staff rotas. The potential radiation hazard, in relation to the positioning of the gamma camera outside the nuclear medicine department, is removed.
Learning from incidents is shared across all outpatient specialties and all staff groups. The inspection was completed on 23 April and we returned on 26 April to clarify some information with Trust managers. We visited 11 wards including older person medical, general medical, children's cardiac, neurology, discharge lounge, trauma and orthopedic and general surgical ward.
We spoke with 27 patients and two visitors. Patients were positive about their experiences. They said they were happy with the way they were cared for. Two patients who had previously received care at the hospital said they felt the care they were receiving during this admission was better than on their previous stay. People told us staff were available when they needed them.
We spoke with 44 staff including nursing, pharmacy, occupational therapy and medical staff. Staff were aware of how people should be cared for. We identified concerns with the way people were supported with meals on one ward. The provider had already identified this and had an action plan in place. We found medication and records were correctly managed. There were effective systems to assess and monitor the quality of service provided.
We assessed the regulated activities, diagnostic and screening procedures, surgical procedures and the treatment of disease, disorder or injury. We inspected acute medical and surgical wards, orthopaedic and medical care of older people wards. We also assessed the discharge lounge and medicines management. The inspection was carried out over two days, six inspectors, a pharmacist inspector and a clinical advisor were part of the inspection's team.
We spoke with 64 patients and relatives, 53 staff including nurses, doctors, physiotherapists, occupational therapists and looked at 42 sets of records. Patients and relatives were overwhelmingly positive about the staff and care that they had received. Patients said that staff were incredibly hard working. One person said staff were "always cheerful and friendly.
Patients told us that they were provided with information about treatment options and consent obtained prior to procedures. Although people were happy with the care they were receiving we identified some instances where inappropriate care had been provided such as the failure to always provide specialised stockings to reduce the risk of blood clots. We found that there were significant staffing vacancies especially for qualified nurses.
Staff told us about and patients told us of delays to their medicines not being prescribed and available for discharge. During the visits we spoke with fifteen patients on four wards, including wards for older people, a stroke ward and a cardiology ward.
We asked patients about the way they were treated by staff, specifically how their privacy and dignity was maintained, and about how they were involved in decisions about their care. Patients told us staff treated them well, in ways that maintained their privacy and dignity. Patients said staff were friendly and treated them with respect. Most patients said they had been involved in decisions about their care, although one of the fifteen patients we spoke with said they thought their treatment had not always been clearly explained to them.
We received positive comments from patients about the choice and quality of food and of support provided to eat meals where needed. On the stroke ward we spoke with three patients who said they had received assistance to eat and drink when they had needed it. On the wards providing care for older people we were told that staff provided assistance for patients who needed it to eat and drink.
We spoke to several patients about their medicines. All the patients we spoke to said that they were happy for staff to handle medicines for them.
Patients told us there were generally enough staff available to provide the care and assistance they required. Patients gave examples of their call bells being answered quickly and staff responding to requests for assistance.
Of the fifteen patients we spoke with, one said there could sometimes be a delay in staff answering the call bell. Patients said they had been able to raise issues of concern or questions with the ward staff and were happy with the response they had received.
Patients were confident that if they had to make a complaint it would be taken seriously and investigated. People we spoke to told us they were happy with the standard of care they received at Southampton General Hospital, and that nursing staff were lovely and responded to their needs quickly.
They said that they were treated with dignity and respect, and they were involved in making decisions about treatment. They said that they received sufficient information to make decisions, and had been asked to give written or verbal consent. Patients on surgical wards told us that they had not had to wait long for their treatment.
However patients in an outpatient clinic for people with cancer said they sometimes had to wait for treatment. People we spoke to were generally happy with the quality of the food, and some said it was excellent. Some people we spoke to said the food could be improved by more choice, including multicultural menus. Some patients on the stroke ward said they did not always get the food they wanted. People said that the wards were generally clean, and that staff washed their hands or used antibacterial gel before and after providing treatment.
Patients on the wards told us that there was not always enough non-medical equipment, including chairs and wheelchairs. One outpatient told us that the radiology equipment often broke down. People said there were enough staff on duty during the day and at night. There were many positive comments about staff, including the high quality of care provided and the quick response from staff.
Patients said that they trusted staff at the hospital. Most people said they had nothing to complain about, but they would know how to make a complaint if they did, and would be happy to raise a concern directly with nurses.
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About provider portal. Keywords or service name. Location e. Sign up for alerts Give feedback on this service. Inspection carried out on 4 - 6 Dec , 22 - 24 Jan During a routine inspection Our rating of services went down. Specialist in pain services. Occupational therapy. Palliative care services. Paediatrics This hospital is able to provide outpatient services for children 16 and under and inpatient services for the age ranges indicated below.
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