Jasmine Court Independent Hospital

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

At our last assessment we rated this key question Requires Improvement. At this assessment the rating has changed to good.

Staff assessed the physical and mental health of all patients on admission. They developed individual care plans which were reviewed regularly through multidisciplinary discussion and updated as needed. Staff provided a range of treatment and care for patients based on national guidance and best practice. The ward team included or had access to the full range of specialists required to meet the needs of patients on the ward. Staff from different disciplines worked together as a team to benefit patients. Staff understood their roles and responsibilities under the Mental Health Act 1983 and the Mental Health Act Code of Practice and discharged these well.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The service maximised the effectiveness of people’s care and treatment by assessing and reviewing their health, care, wellbeing and communication needs with them.

Staff completed a comprehensive mental health assessment of each patient either on admission or soon after. This included an assessment of the patient’s capacity to consent to admission and treatment.

Patients had their physical health assessed soon after admission and regularly reviewed during their time on the ward.

Staff developed a comprehensive care plan for each patient that met their mental and physical health needs. We looked at 3 care plans and they were all personalised and recovery orientated. Plans for treatment set out the patients’ goals, as well as arrangements for occupational therapy, psychology and risk management. They included the views of patients and carers.

The service planned and delivered people’s care and treatment with them, including what was important to them and in line with legislation and current evidence-based good practice and standards.

Patients were typically admitted to the ward with mental illness or a Dementia diagnosis. Care and treatment involved prescribing medicines and offering therapeutic activities. Psychology groups and interventions included music therapy and pet therapy. An art psychotherapist attended one day a week,

Staff ensured that patients had good access to physical healthcare, including access to specialists when needed. Hospital passports were in place in individual care plans.

Staff assessed and met patients’ needs for food and drink and for specialist nutrition and hydration.

The team included or had access to the full range of specialists required to meet the needs of patients in the service. As well as doctors and nurses, the patients had access to occupational therapists, GPs and speech and language therapists.

Managers provided staff with supervision (meetings to discuss case management, to reflect on and learn from practice, and for personal support and professional development) and appraisal of their work performance.

Managers identified the learning needs of staff and provided them with opportunities to develop their skills and knowledge.

Various therapies were planned throughout each week including, physical therapy and movement sessions, sensory therapy, art therapy, activities of daily living and social inclusion sessions.

Staff used technology to support patient care. At the time of inspection, this included some patients having a personal device to communicate with family and carers.

Staff ensured that patients had good access to physical healthcare, including access to specialists when needed. We spoke with a doctor who told us that all patients had a physical examination on admission. We saw evidence of this in patient care records. A GP attended every week to review patients with physical health issues, and they had a responsive GP if there were ad hoc requirements.

Managers supported permanent staff to develop through yearly, constructive appraisals of their work, 93.1% were up to date with their appraisal.

Managers supported staff through regular, constructive clinical supervision of their work. Clinical and managerial supervision compliance was 92.1% at the time of inspection.

Managers identified the learning needs of staff and provided them with opportunities to develop their skills and knowledge. All staff we spoke with were positive about the personal and professional development opportunities that were available. One staff member had been supported to complete an apprenticeship in health and social care and was being supported to do a diploma with a view to gaining a nursing qualification

The service worked effectively across teams and services to support people, making sure they only need to tell their story once by sharing their assessment of needs when they move between different services.

Staff held regular multidisciplinary meetings to discuss patients and improve their care. At these meetings, staff reviewed the patients’ progress and the effects of medication.

Staff made sure they shared clear information about patients and any changes in their care, including during handover meetings. Nurses and healthcare assistants held a handover meeting at the start of each shift.

Information relating to care, advocacy access, activities, communication needs and feedback on care were displayed on the ward notice board for patients.

The service supported people to manage their health and wellbeing so they could maximise their independence, choice and control, live healthier lives and where possible, reduce their future needs for care and support. One patient was unhappy with some of the food and was therefore supported to complete his own weekly shop, this also ensured he had time away from the ward.

Staff identified patients’ physical health needs and recorded them in their care plans. Staff conducted checks of each patient’s pulse, temperature, weight, height and blood pressure regularly.

Staff made sure patients had access to physical health care, including specialists as required. Patients were seen promptly by a doctor when they felt unwell.

Staff continuously monitored patients’ health, their mental state and well-being. There were numerous patients on enhanced observations and twice daily handover meetings. Staff noted details of patients’ sleep, food and fluid intake, personal hygiene, compliance with medication, and engagement in activities.

Staff used recognised rating scales to assess and record the severity of patients’ conditions and care and treatment outcomes.

The service told people about their rights around consent and respected these when they delivered person-centred care and treatment.

Staff assessed each patient’s capacity to consent to admission and treatment on admission. Capacity was monitored and recorded at multidisciplinary team meetings.

If a patient was detained under the Mental Health Act 1983, the arrangements for their detention and treatment were consistent with the requirements of the Act and accompanying code of practice. Staff supported patients to understand how the Mental Health Act applied to their situation and that patients understood their right to appeal.

When staff felt a patient may have lacked capacity to decide, staff provided support. For example, if a patient was thought to lack capacity to consent to treatment, staff explained why the treatment was important and how they would benefit from it.

Staff engaged with patients’ families to understand each patient’s history and interests; this is reflected in patient’s care plans.