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It's official - We are a 'good' hospital
18 January 2018

A press release from the Care Quality Commission:

England’s Chief Inspector of Hospitals has rated the services provided by Ipswich Hospital NHS Trust as Good following inspections by the Care Quality Commission (CQC). 

CQC inspectors visited the following core services at the trust between 30 August and 13 October 2017; urgent and emergency care, medical services, services for children and young people and end of life care. Community inpatient services at Aldeburgh Community Hospital, Bluebird Lodge Community Hospital and Felixstowe Community Hospital were also inspected. 

CQC inspected these services as part of our continual checks on the safety and quality of healthcare services and because the trust now runs specialist community services that had not previously been inspected.  

The trust was rated as Good overall and Good regarding whether services were effective, caring, responsive and well-led and Requires Improvement regarding whether services were safe. 

CQC has also published the trust’s Use of Resources report, which is based on an assessment undertaken by NHS Improvement. The trust has been issued an indicative, or shadow, Use of Resources rating of Requires Improvement because it is not consistently making best use of its resources to enable it to provide high quality, efficient and sustainable care for patients. The report will be available on our website tomorrow.  

CQC’s Chief Inspector of Hospitals, Professor Ted Baker, said:“Overall, Ipswich Hospital NHS Trust provides good care to the large population that it serves. The trust can be proud of many of the services that it manages. 

“We found staff to be dedicated, kind, caring, patient focused who worked well together. For example, staff from different specialities within the emergency department and medical care worked effectively together as a team to benefit patients. Doctors, nurses and other healthcare professionals supported each other to provide good care and communicated well with other departments within the trust.

“Managers across the trust promoted a positive culture that supported and valued staff, creating a sense of common purpose based on shared values. Local leaders, for example ward sisters and matrons were highly respected by staff we spoke with and staff felt respected and engaged with the services.

“The trust engaged well with patients, staff, the public and local organisations to plan and manage appropriate services, and collaborated with partner organisations effectively.

“We also found some areas where improvement could be made. 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 outstanding and good practice, including:

  • The emergency department (ED) worked collaboratively with the frailty assessment base to identify patients with frailty needs. These patients were moved to a specialist assessment ward within the trust.
  • The children and young people’s service had achieved recognition in nominations for national awards with the Voice4Change young people’s group and the research and development team.
  • Within the children’s service there was innovative use of various techniques, such as sensory equipment and animal handling, for stimulation, distraction and comfort for children with many different needs.
  • The trust had an experienced leadership team and there were clear systems in place to ensure that leaders had the skills, knowledge and experience on appointment and on an ongoing basis.
  • Non-executive and executive directors were clear about their areas of responsibility which were detailed in the trust’s corporate governance framework. A Scheme of Delegation highlighted decisions making responsibility.
  • There was a clear vision and strategy to deliver quality sustainable care, which was underpinned by a core set of values that had been developed with a range of stakeholders.
  • The trust recognised the need to re-evaluate the board members to meet the demands of the evolving long-term partnership with the neighbouring NHS trust.

Inspectors said that the trust must improve in some areas, including:

  • The trust should ensure that additional steps are taken to improve staff knowledge, understanding and ownership around safeguarding.
  • The trust should ensure the opportunity is provided for junior doctors to attend mortality and morbidity meetings as a learning opportunity.
  • The trust should consider the security of medical records in unlocked trolleys to reduce the potential risk of confidential information breach.
  • The trust should ensure that continued steps are taken to improve staff communications within the Electrical and Biomedical Engineering (EBME) department.
  • The trust must ensure that staff are up to date with mandatory training in accordance to their roles, specifically basic, intermediate and advanced life support.


Full reports for the trust and all core services will be published on CQC’s website at the following link: http://www.cqc.org.uk/provider/RGQ