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Inspection Summary


Overall summary & rating

Outstanding

Updated 23 February 2018

We rated The Hamptons as outstanding because:

  • The service had a person-centred approach to recovery. Patients were involved throughout their care and recovery plans. Individual goals and objectives were identified with each patient to help them achieve their preferred outcome. Staff respected and valued patients as individuals.
  • There was a clear governance structure in place and the registered manager had a strong and thorough oversight of the service. This structure helped to drive improvements to create high-quality person-centred care. There was evidence that actions were taken to resolve issues and there were reporting processes in place. There was a full range of audits completed to monitor performance and to drive improvements.
  • Staff at all levels displayed an understanding of the individual needs of patients and these were highly valued. Staff considered these needs throughout the care and treatment of patients. Patients and relatives were universally positive about the staff and how they would make time to assist patients.
  • The morale of staff was high and they reported strong working relationships with their colleagues. Staff felt supported by management and that they were encouraged to raise concerns with them. Staff spoke highly of the culture. Staff felt that senior management listened to them and included them in the development of the service.
  • The service encouraged feedback from patients and staff in a positive, innovative and inclusive manner. The ‘Champions model’ allowed all patients and staff to develop the service. This gave patients a true voice in how their care and treatment was being delivered. It promoted a culture of innovation and inclusiveness to provide a higher quality of care. The 360 degree patient appraisals also gave patients the opportunity to provide feedback about staff and highlight if there were any issues.
Inspection areas

Safe

Good

Updated 23 February 2018

We rated safe as good because:

  • The hospital was clean and well-maintained.
  • There were sufficient numbers of staff on duty to meet the needs of the patients.
  • Staff completed thorough risk assessments and management plans of patients. Staff were aware of these risks and how to manage them appropriately.
  • Staff understood safeguarding procedures. Safeguarding incidents were reported appropriately and recorded in a clear manner.
  • All staff were aware of how to report incidents and when they were required to do so. There was a thorough process in place to review these incidents and identify any actions or lessons to be learnt.

However:

  • The service target of 80% of staff having completed mandatory training had not been met for all courses.

Effective

Good

Updated 23 February 2018

We rated effective as good because:

  • Care and support plans were developed with patients. The opinions and preferences of patients were reflected in the care and support plans.
  • The Hamptons had a clear recovery focus. A range of recognised tools were used to assess and gain an understanding of each patient.
  • A physical health check was completed on admission. There was evidence of ongoing physical health monitoring.
  • Staff had access to specialist training and were able to request this when they identified gaps. The service supported them in accessing this.
  • A new supervision and appraisal process had been introduced that gave a clear structure to the process. All staff had received an appraisal at the time of inspection.

Caring

Outstanding

Updated 23 February 2018

We rated caring as outstanding because:

  • Patients at the hospital were thoroughly involved in their care. Patients were able to influence the care provided by the service through a variety of methods including the ‘Champions model’, patient focus groups and community meetings. The care records reflected that patients were included in discussions and decisions about their care. Patients were empowered as partners in their care.
  • Feedback about the staff from patients and relatives was universally positive. Patients described that staff would always make time for them and would address any issues immediately. Staff truly respected and valued patients as individuals.
  • The Hamptons had introduced 360 degree patient appraisals. This gave patients the opportunity to provide feedback on individual staff members in a confidential manner.
  • Relationships between staff and patients were positive and person-centred. Staff spoke to patients in a supportive and considerate manner. Staff treated patients with dignity and respect and staff demonstrated a passion for helping the patients.

Responsive

Good

Updated 23 February 2018

We rated responsive as good because:

  • Discharge planning began on admission and patients had clear goals and objectives.
  • There was a complaints process and all complaints were managed appropriately and in a timely manner.
  • Staff used the ‘Modular Transitional Rehabilitation Programme’ to support patient rehabilitation and was flexible to meet the needs of patients. Staff facilitated the programme but promoted patients to lead and deliver certain sessions.
  • Patients had access to a range of information about the service.
  • There was a positive atmosphere at the hospital and it had a homely feel. Patients were able to personalise their bedrooms and had access to a range of facilities.
  • Improvements had been made to the menu which had been linked to the mental health foundation report on healthy eating and depression.

However:

  • At the time of the inspection there were three delayed discharges. The service was not responsible for the delays and was working with partners to resolve them.

Well-led

Outstanding

Updated 23 February 2018

We rated well-led as outstanding because:

  • All staff gave positive feedback about the teamwork that was displayed at The Hamptons. Staff felt supported by their colleagues and by senior management. They felt that any concerns or issues could be discussed with managers and there was an open door policy. Staff spoke highly about the culture that was created by the senior management. Staff were committed to delivering high-quality care.
  • The service had introduced innovative new procedures and ideas aimed at improving the level of care being provided.
  • The ‘Champions model’ provided staff and patients with the opportunity to influence and develop the service and the way that care was delivered. Patients and staff gave positive feedback about this development and changes had already been made through this model. This gave the service a person-centred feel that gave individuals a clear voice.
  • Patients completed 360 degree patient appraisals of staff. This process was used alongside the supervision and appraisal process to monitor staff performance and ensure that care and treatment was meeting the needs of the patient.
  • The registered manager had a clear oversight of the service. They were passionate about innovation, continuous improvement and improving the quality of care provided to patients.
  • Award schemes were in place to promote positive performance and successes.
  • Lessons learnt following incidents were identified. The management took actions to ensure that any areas of improvement were addressed and resolved, such as the clinic room door being changed. Staff felt that issues got resolved quickly and that any changes implemented by management were well communicated to the staff.
  • There was a clear governance structure to drive improvements and create high-quality person-centred care.
Checks on specific services

Long stay/rehabilitation mental health wards for working age adults

Outstanding

Updated 23 February 2018