Worthing Hospital Trauma Unit compliance against national measures:
Reception and resuscitation – 71%
Definitive care – 60%
Rehabilitation – 20%
Review date: 24th February 2015
RECEPTION AND RESUSCITATION
Western Sussex Hospitals NHS (WSHT) consists of two trauma units (TU) based at St Richard’s Hospital in Chichester and at Worthing Hospital. The sites are approximately 20 miles apart and cover a combined population of 485,000.
Worthing Hospital has 483 beds. The Accident and Emergency (A&E) department has eight major treatment cubicles, four resuscitation cubicles and is supported by nine beds within the clinical decision unit.
Although there are two separate TUs, both teams work from the same protocols and are part of the Sussex Trauma Network.
The review team noted that there were 51 trauma activation calls for patients with an Injury Severity Score (ISS) greater than 15. Further analysis indicated that 67% of these patients were over 80 years of age, which is reflective of the elderly local population.
There is a ‘Trauma Activation’ policy in place and this is used across both sites.
Local audit figures for Worthing for the period 2014-15, indicated that the Accident andEmergency consultant or middle grade attended ‘trauma activation calls’ in 100% of cases.
Emergency department consultants alone, attended 60% of calls. It was noted that this was an improvement on the previous TARN data from 2013/14 which indicated that middle grades and consultants attended 82% of activated calls, though 18% cases did not have the ST grade recorded.
Advanced Trauma Life Support (ATLS) training is built into the appraisal system which is good practice. When the TU was designated three years ago 50% of surgeons had received damage control surgery. The review team understand that a decision has been made not to refresh this training based on an informal risk assessment. Given the potential level of risk it would be beneficial to review the risk assessment more formally and include the result in the trust wide risk register.
A lot of anecdotal evidence was given regarding a training programme which included recognised trauma training material and local simulation training. However, no information was presented regarding the level of monitoring of training received by staff members.
At Worthing, paediatric support is available through an ED consultant who has an interest in paediatrics, and through discussion it was apparent that the Worthing team were confident regarding middle grade coverage in this area. It would be useful to provide clarification regarding who manages teenage patients within the operational policy, though the review team was advised this was age dependant.
Following the opening of their emergency floor, a patient experience survey had been undertaken. However, no further work has been done and a desire to work towards a network solution on patient experience surveys was communicated.
There is immediate physical access to computed tomography (CT) and the team described the process that is in place and how images are reported. The review team was impressed with the training provided to non-CT radiographers in order to enhance service provision.
TARN data from 2013/14 indicated that the median time to CT was 1.37 hours from arrival. More recent local figures indicated that the median time to CT is 1.13 hours with the reporting time 51 mins. Given the need to improve performance in this area it is important that these times are monitored on an ongoing basis and reviewed by the trauma committee.
At the time of review it was understood that the network CT protocol was not recognised, although the MTC protocol had been discussed within the multi-disciplinary team meeting.
At the time of review the network trauma management guidelines are in development, though local guidelines exist for some of the criteria outlined within the measure from the Manual of Trauma Services, although these were not presented during the visit. No evidence was provided relating to the management and fixation of rib fractures and musculo-skeletal trauma.
The review team was impressed with the theatre access as described by the Clinical Director for Theatres and Critical Care. In the event of a multiple theatre requirement a contingency is in place, however this needs to be detailed within the operational policy.
Documentation provided, indicated a named lead for transfusion that covers both TUs, with advice available via the haematological team on-call rota on a seven day a week basis.
The reviewers noted that a ‘Massive Transfusion’ protocol is in place but this needs to be updated.
At the time of review, TARN data indicated that there had been no cases of tranexamic acid being administered
Good practice / significant achievements
- Cross-site working.
- Immediate access to CT, though this needs to be demonstrated through audit.
- Local audit figures for Worthing indicated that the Accident and Emergency consultant or middle grade attended in 100% of cases.
- Advanced Trauma Life Support (ATLS) training is built into the appraisal system.
- Paediatric support is available through an ED consultant who has an interest in paediatrics.
- Patient experience exercise previously undertaken.
- Access to theatres.
- Working to a single set of operational policies.
- Training up of non-CT radiographers.
- CT waiting times require review and greater clarification.
- TARN reported waiting times for CT.
- Lack of updated damage control training in surgical team.
- Lack of formalised training programme and recording.
- Operational policy needs to be updated to reflect practice
There is a designated lead at Worthing Hospital in place, although there is no reference to his role within the Operational Policy or the Annual Report. The review team understand that trauma services are primarily managed trust wide, and noted that the trust wide lead clinician has 2.5 sessions of programmed activity (PAs), to cover these duties.
Governance processes were described to the review team, however the discussion did not reflect the detail provided within the evidence, and there is a need to describe more fully all the processes in place, in order to provide necessary transparency and demonstrate how they link with the overall network objectives.
It was unfortunate that the lead nurse was unavailable for the review visit, though it was noted that the transfusion nurse attended who covers both sites.
There is a need for greater clarity regarding specialty ownership of trauma patients upon admission. At the time of review patients are located on the emergency floor at Worthing and according to case-mix the vast majority are under the specialty of Medicine of the Elderly.
The apparent lack of co-ordination or oversight of trauma patients could be attributed to the lack of overall trauma co-ordinator, which as a consequence could result in a lack of clear decision making for designated specialty and this needs to be reviewed.
It was noted that there are three part-time Orthopaedic Trauma Co-ordinator’s in place at Worthing. As indicated above it is important that this role is extended to cover all trauma patients.
The Trauma team contribute to the TARN database aided by a TARN Co-ordinator who is contracted for 16 hours at Worthing. The Worthing Co-ordinator has also been undertaking additional duties within this timeframe. It would be beneficial to consider trust wide cover arrangements for TARN coordination
There is a need for the Trust to review all of its documentation to include sufficient detail to ensure it reflects actual practice. This should be led by trauma team members.
A number of network protocols are still in development and as a result the trauma team are developing local guidelines based on national guidance and recognised best practice in conjunction with the Sussex network. It is important that both TUs continue to participate in development of these guidelines within the Sussex Trauma network and then follow these accordingly – this was listed as a priority for the TU going forward. It was acknowledged during discussion, that future developments within the network and at the MTC would initiate a review of patient pathways.
The Trust is part of the Regional Burns network and as such, is served by the Queen Victoria Hospital in East Grinstead, using the London and SE burns network guidelines.
Review team members viewed discharge summaries on both sites and these were considered satisfactory.
TARN co-ordinators are in place at both sites and it is noted that the level of completeness at Worthing is 65%, with 91% accreditation.
Both TUs presented their data at the network audit event identifying patients with ISS>15 treated definitively within the TUs
Good practice / significant achievements
- TARN Co-ordinator on both sites.
- Documentation did not reflect practice and needs review.
- Greater clarity regarding specialty ownership of trauma patients upon admission.
- Lack of cohorting of trauma patients onto single location.
- Trauma co-ordinator currently only covers orthopaedics. It is important that this role is extendedto cover all trauma patients.
- TARN coordination support could be further developed to become sufficient for two separate
The review team was impressed with the proactive team working across therapy and rehabilitation particularly in critical care where they are planning to involve patient experience survey results to further improve the pathway.
When a patient comes into the acute setting they go to the ‘Emergency Floor’ at Worthing.
There is a need for greater clarity within the documentation regarding the mechanism for identifying patients with high complex rehabilitation needs. Although the review team understood that neurotherapists based at St. Richard’s and Worthing are able to carry out assessments around awareness. Patients requiring complex (out of locality) placements are identified and assessed by the Consultant in Rehabilitation medicine.
Following assessment patients then go to a rehabilitation ward under the care of an Elderly Care Physician or some patients may be streamed to the stroke ward depending on diagnosis.
The criteria for trauma cases admitted to the acute stroke unit, as opposed to an elderly care rehabilitation ward was not available. The review team understand specialist skills-sets exist within neurology (Occupational Therapy, Speech and Language Therapy and Physiotherapy), which are provided as part of an outreach mechanism/ team.
All other non-neurological trauma patients are seen exclusively on the orthopaedic ward where there is a full multi-disciplinary team.
The review team believe the patient pathway could be streamlined further with the presence of a rehabilitation co-ordinator, however in the absence of this post the patient pathway is supported by the rehabilitation consultant from Donald Wilson House who is available to review patients in the acute setting as requested. There is also by the good communication across the therapy teams.
On discharge form the acute units, the patient rehabilitation pathway can be to a variety of settings. Donald Wilson House is a level 2a inpatient rehabilitation facility for patients with complex neurological needs. The teams admission criteria is centred around need, complexity and likely clinical outcome and a full multi-professional team is available. Where patients do not meet the admission criteria, a number of intermediate care units are accessed. Patients who are transferred home, are supported by community neuro-rehabilitation teams.
For non-weight bearing patients (NWB) there is an option to refer to intermediate transfer beds at Fairlight Nursing home in Rustington, with rehabilitation and occupational therapy support available from Sussex Community NHS Trust. An in-reach service for NWB patients is also available on Petworth Ward.
For patients with long term tracheostomy requiring rehabilitation, referrals are made to Glenside Manor, Salisbury, or Lane Fox unit for advice. It is important that these pathways are included within documentation.
The teams at WSHT self-identified issues for patients who are:
- Over 65’s with neurological rehabilitation needs
- Trauma patients with learning difficulties.
Consultant support for non-orthopaedic trauma patients is good. This is mainly through the department of Medicine for the Elderly (DOME) and supported in the acute setting by the Rehabilitation Medicine Consultant from Donald Wilson House.
With regard to rehabilitation prescriptions the teams at WSHT are not using or receiving the prescription but have indicated that they are keen to engage with the network in the development and implementation of the rehabilitation prescription
- Proactive team working across therapy and rehabilitation particularly in critical care.
- Good communication across the therapy teams
- Lack of rehabilitation co-ordinator which could delay discharge.