Kemple View

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• 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

This means we looked for evidence that the service met people’s needs.

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

Good: This meant people’s needs were met through good organisation and delivery.

We have not awarded this service a score for Responsive.

Find out about when we will not publish a key question score and what we look at when we assess Responsive.

We make sure people are at the centre of their care and treatment choices and we decide, in partnership with them, how to respond to any relevant changes in their needs.

• Staff considered each patient’s individual therapeutic needs. All patients were allocated a psychologist on admission and each patient was assessed to identify their individual pathway. Staff within the therapy team had a range of skills and could provide a variety of therapeutic interventions including: Eye Movement Desensitisation and Reprocessing; Cognitive Behavioural Therapy; and Dialectical Behavioural Therapy, according to the needs of the patient. Staff were trained in the RAID (Reinforce Appropriate, Implode, Disruptive) approach which involved staff used positive psychology principles to focus on patient’s strengths. Patients were offered both one to one and group sessions. Group sessions included, mindfulness, Lego therapy and mental health awareness. Staff also used graded exposure with patients to help them manage risks for themselves and increase their resilience.
• The hospital was also working towards being a more trauma informed service. This included information for staff and workbooks for patients. The psychology team had put together a treatment pathway for trauma and a 7-minute briefing was produced to provide an overview of trauma informed care.

We understand the diverse health and care needs of people and our local communities, so care is joined-up, flexible and supports choice and continuity.

• Staff ensured that patients had access to education and work opportunities. Patients had opportunities to carry out paid work roles for the provider including working in a shop and looking after the hens. The provider had links with other organisations in the community who offered volunteering roles. The provider also provided a range of educational opportunities which included maths, English, computing skills and creative writing. Staff considered patient’s individual needs and interests and adapted sessions around these, for example they encouraged patients to deliver their own sessions on things that interested them, to help them develop their skills, confidence and share knowledge with others.
• Staff supported patients to maintain contact with their families and carers. The service had a social work team who supported patients to maintain contact with their families. Staff made contact with relatives, produced a carers newsletter and hosted events to help facilitate ongoing contact, for example there was a Christmas family and friend’s event where patients could share a buffet with their loved ones.
• Staff supported patients, where possible, to access their chosen place of worship within the community. For example, staff supported one patient to go to church.

We provide appropriate, accurate and up-to-date information in formats that we tailor to individual needs.

• Staff made notifications to external bodies as needed.
• Information governance systems included confidentiality of patient records.
• Staff ensured that patients could obtain information on treatments, local services, patients’ rights and how to complain. There were notice boards containing a range of information for patients throughout the hospital and the information provided was in a form accessible to the patient group.
• Staff made information leaflets available in languages spoken by patients.
• Staff ensured carers, families and commissioners were regularly updated about the patient’s progress. Commissioners mostly told us staff were responsive to requests and concerns and that the provider provided good quality reports when required.

We make it easy for people to share feedback and ideas or raise complaints about their care, treatment and support. We involve them in decisions about their care and tell them what’s changed as a result.

• There had been 30 complaints during the last 12 months, 3 of these were upheld and 9 were partially upheld and 17 were not upheld. One complaint was still being investigated at the time of our inspection. All upheld complaints had actions attached to them. We reviewed 3 complaints which were logged in the complaints book and had been responded to appropriately including apologies to patients where mistakes had been made.
• Patients knew how to complain or raise concerns and patients who complained or raised concerns received feedback. However, it was difficult for patients to complain anonymously.
• Staff knew how to handle complaints appropriately and protected patients who raised concerns or complaints from discrimination and harassment. A patient raised a concern during our inspection and managers dealt with the concern in an open and supportive manner.
• Staff received feedback on the outcome of complaints and acted on the findings. We saw action plans attached to some complaints and staff were emailed with any actions to be taken resulting from complaints investigations.

We make sure that everyone can access the care, support and treatment they need when they need it.

• Some adaptions had been made for people with mobility issues. For example, there was a lift on Wainwright ward and adaptions had been made on Arkwright ward including accessible showers, walking aids and other equipment to support accessibility needs. However, not all wards were accessible and some areas of the hospital were not accessible for people with mobility needs without support. Patients had easy read care plans where necessary and Arkwright ward had information boards with larger writing which the patients found helpful.
• There was adequate medical cover day and night, a doctor could attend the ward quickly in an emergency.
• Staff ensured patients had access to post-discharge care, such as section 117 aftercare.
• Staff planned for patients’ discharge, including good liaison with care managers/co-ordinators. Staff met every 8 weeks with commissioners and reviewed discharges at these meetings. Discharge was never delayed other than for clinical reasons. Delays were largely due to needing to find suitable accommodation that met the needs of the patients who were leaving.

We actively seek out and listen to information about people who are most likely to experience inequality in experience or outcomes. We tailor the care, support and treatment in response to this.

• Staff within the service and the wider organisation promoted a culture in which the people using the service felt empowered to give their views. Staff developed an inclusive culture and included service users in meetings and decisions about the service.
• The provider had undertaken equality impact assessments of their policies and procedures to ensure they did not place vulnerable people or people with protected characteristics at a disadvantage.
• Staff were trained in equality, diversity, inclusion and human rights.

We support people to plan for important life changes, so they can have enough time to make informed decisions about their future, including at the end of their life.

• Staff supported patients to make decisions about their care and treatment and their future. For example, care plans for patients who had a Do Not Attempt Cardiopulmonary Resuscitation directive in place included patients’ wishes and there was evidence of staff liaising with the patients’ families about their wishes.
• Staff created personalised care plans to account for the patient’s needs, wishes and feelings.
• Care for people who were nearing the end of their life was managed and communicated in a sensitive and dignified way.Staff continued to offer families support following the death of a loved one.
• Staff ensured all relevant healthcare professionals and other relevant bodies were involved in planning the care and treatment of people with complex needs.