Hazelwood House

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive - This means we looked for evidence that the service met people’s needs. We rated this key question Good. This meant people’s needs were met through effective planning and delivery. The service collaborated well with external partners, and patients when planning and delivering care, treatment, and future support. Staff completed the appropriate assessments and demonstrated a person-centred approach which ensured they responded quickly and effectively to the needs of the patients. Accurate information was readily available, and given to patients and their families whenever needed, or requested. Training and processes were in place which enabled the service to identify possible bias, discrimination and barriers to treatment, and how to act on this to support the patient appropriately. Patients' families, and people who knew them well were encouraged and supported to be involved in all aspects of their care and treatment.

This service scored 82 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Patients were at the centre of their care and treatment planning, care plans we reviewed were consistent, and reflected individual circumstances, preference, and need. The service worked effectively with patients, families, and external partners to ensure person-centred care and treatment were provided.

Staff completed thorough assessments with patients prior to admission, which were reviewed regularly. Staff responded promptly to changing needs, and ensured care and treatment plans remained current and effective. Care and treatment plans reflected physical health, mental health, and included emotional, and social needs, including adjustments for protected characteristics under the Equality Act.

The service promoted and supported staff to undertake lead roles in different care and treatment areas, for example, a patient lead. The patient lead worked closely with patients and supported them throughout their care and treatment journey, for example, communication, representation, and completing paperwork, and forms.

After assessment and depending on individual need a bespoke therapeutic package (BTP) was developed and implemented. A BTP offered a self-contained 1-bedroom apartment within the secure hospital environment. The BTP was supported by 24-hour staffing and aimed to provide a least restrictive environment. Patients who utilised the BTP were supported to develop their independence, and daily living skills. This promoted better outcomes for patients when transitioning back to living in the community.

Patients received accurate, and up-to-date information about their diagnosis, and treatment options, that clearly explained the benefits or potential risks of any planned treatments. Where appropriate, staff encouraged and supported the involvement of family members. Shared decision-making and collaboration were promoted and supported. This safeguarded the patient’s preferences, autonomy, and ensured their needs were met.

Staff demonstrated a good understanding of the diverse health and care needs of the patients they cared for and strived to deliver care that was joined up and flexible. Collaborative working effectively spanned across wider teams, and with external partners to ensure care was consistent and met the individual needs of patients.

The service encouraged and supported patients to involve their families in decisions about their care and treatment. When patients moved between services or were discharged back into the community, staff ensured the process was as smooth as possible with the appropriate support in place. External partners were invited to attend care and treatment reviews to work alongside the discharge coordinator. This ensured ongoing and collaborative care and maintained consistency which promoted better outcomes for patients leaving the service.

Assessments ensured patients received the right care, treatment, and support for their current and future needs. By working closely and collaboratively with patients, their families and external partners, the service provided effective joined-up care that met the patients’ needs and preferences.

Staff provided patients with accurate, and up-to-date information about their care and treatment in ways that they, and their families could understand. The service used systems and processes to adapt information to the patient's individual communication needs, and preferences, including easy-read formats, or information in different languages. When language barriers were identified the service utilised interpreter services to ensure any information provided to the patient, and their families was understood.

The service provided a family, and carer liaison lead. With the consent of the patient, the family, and carer liaison lead regularly communicated with patients’ families, very often on a weekly basis. Information was provided to families regarding events within the care environment, along with updates on any progress made. The family, and carer liaison lead was accessible for family members to contact for information, and support whenever the need arose. One family member told us “The communication is fabulous, the family, and carer lead contacts me once a week with updates. I have also contacted them, and they always have the time to speak to me, and to listen. It’s very reassuring.”

Clear policies and processes ensured the service managed patient information confidentially, and securely by adhering to General Data protection Regulation (GDPR). Staff actively identified, recorded, and reviewed patients’ information needs on a regular basis, and made reasonable adjustments when required, and in line with the Accessible Information Standard. The services website used an assistive technology toolbar, allowing users to customise their online experience to meet their individual communication needs. The assistive toolbar enabled visitors to the website to not only change font size, and colour but to also have information translated into different languages.

Staff ensured patients, families, and carers were regularly updated on care and treatment progress whilst maintaining privacy and confidentiality. The service displayed information about raising concerns or complaints throughout the environment and supported patients to understand their rights.

The service involved families and carers when appropriate and adhered to processes that ensured effective, timely, and accurate communication, and information sharing.

Staff supported patients, and families to provide feedback or raise concerns. Patients knew how to complain, and the service displayed clear information on how to access support, including advocacy and interpreter services, and external organisations. For example, the Patient Advice and Liaison Service (PALS). One patient told us, “Staff have helped when I was concerned about something, they told me what was happening, and what had been done.”

In the three months prior to our assessment, the service received one formal complaint from a patients’ relative. We found evidence that the complaint had been addressed appropriately, documented accurately, information and updates shared regularly with the complainant, and a positive outcome reached for all concerned. Patients were encouraged to share their opinions and feedback during community meetings. We reviewed the community meeting minutes, and found feedback and concerns had been clearly recorded, with any concerns raised being responded to promptly with clear actions, and feedback provided to those involved.

Families or carers were also supported to share feedback through feedback on care forms, quick response codes (QR), and directly with the family, and carer liaison lead, and also with the services management team via an in-person visit, or via telephone call.

The service, and its staff valued feedback and looked on it positively as a tool for improvement. Staff received regular updates on all complaints and outcomes, the learning from this enabled the service, and its staff to identify areas of improvement, and make positive changes whenever a need was identified.

By involving people in feedback and communicating actions taken, the service built and maintained trust. This ensured patients, and people visiting the service felt valued, listened to, respected, and included.

The service ensured patients could access care, treatment, and support in a way that worked for them and met their individual needs. By using effective assessment processes, they identified and removed barriers to care, particularly for people with complex needs, enduring mental illness, or protected characteristics under the Equality Act 2010.

Upon completion of the appropriate assessments, patients were supported with any identified mobility needs and provided with the appropriate equipment. The service ensured that assistive technology aids were available and provided when assessed as necessary.

Medical cover was consistently available throughout the day and night. Doctors, and junior doctors attended the ward promptly in cases of emergency, day, or night. If any issues were identified, or concerns raised out of hours, a night service manager was available to assist, and offer support. Patients were promptly transferred to the local acute hospital if increased medical support, and intervention was needed.

The service worked collaboratively with external organisations to improve access and transitions between services. The service coordinated, and worked collaboratively with GP’s, the CFMHT, and integrated care boards to plan and facilitate care, treatment, and support that was tailored to meet each patient's individual needs.

The premises were accessible, and the environment supported access for all patients and visitors to the service. Staff were aware of social impact, with the service being part of IMPACT the provider collaborative partnership initiative and worked closely with other providers to improve health and address inequalities for people who may be disadvantaged across the region.

The service planned, and had the appropriate links to aftercare provision, for example, CFMHT, crisis services, assertive transitions service and continuing care. Discharges happened when clinically appropriate. The service worked collaboratively regarding discharge with external partners, this ensured the appropriate ongoing care and support was in place, with the goal being better outcomes for patients who used the service.

Staff proactively captured the views of people who may be at risk of experiencing inequalities or poorer outcomes and used this feedback to enhance individualised care, and support. Patients felt empowered to share their views and were encouraged and supported to do so. The service promoted a culture where people’s voices were heard, their views, and opinions respected, and feedback acted on.

There were effective policies in place which ensured the service adhered to the principles of Equality, Diversity, and Inclusion (EDI). The policies aimed to safeguard against disadvantage for vulnerable people or those with protected characteristics and to promote fairness across all aspects of care within the organisation and to ensure the service was accessible.

Staff effectively supported patients with equality and human rights and adhered to legislation. Reasonable adjustments were made to meet each person’s social, cultural, and religious needs, for example, by working with independent communication support services, and providing information in multiple formats to support individual need. Religious and cultural leaders were welcomed to visit the unit to spend time with patients if the request was made.

The service was part of the Patient and Carer Race Equality Framework (PCREF). PCREF aimed to improve mental health outcomes for people from racialised and ethnically diverse communities. It created a better understanding of racialised communities across the workforce, coproduced improvement strategies with racialised patients, and carers, embedded anti-racist practice throughout services. The intention was to create more equitable and inclusive mental health services that worked better for everyone.

All staff completed mandatory organisational EDI training, which built upon existing knowledge and ensured any potential inequalities or discrimination were recognised and addressed effectively. The service, and its staff were alert to the risks of unfair treatment and took the appropriate actions when needed to address any disparities in equity in patient experience and outcomes.

This approach ensured care was inclusive, responsive, and effectively delivered to meet the individual needs of patients most at risk of potentially experiencing poorer outcomes.

The service supported patients and their families to plan ahead and make informed decisions about their future care, and support. Families participated in discussions, and decisions that reflected the patient’s wishes, needs, and preferences.

Staff collaborated with patients to create personalised care plans that included their preferences, and individual needs, their views were captured and their voices heard. Care, treatment, transition, and discharge plans were reviewed regularly and adapted to meet any changing needs.

If required staff supported patients to complete advance care plans (ACP), for example, Do Not Attempt Cardiopulmonary Resuscitation (DNACPR) forms and Recommended Summary Plan for Emergency Care and Treatment (ReSPECT) documents.

The service collaborated with external partners in care when formulating plans for patients with complex needs, which promoted consistency, continuity and coordinated support across different care settings.

This ensured patients received compassionate, and effective care which was focused on their long-term wellbeing, future plans and successful outcomes.