Cygnet Raglan House

Updated 26 March 2018

Raglan House is a 25 bed mental health hospital designed to provide an environment which promotes mental health recovery for women, by focusing on space, personal privacy and dignity.

Regulated activities that Raglan House is registered with the CQC to provide are:

• Accommodation of persons requiring nursing or personal care.

• Treatment of disease, disorder or injury.

• Assessment or medical treatment for persons detained under the Mental Health Act 1983/2007

• Diagnostic and Screening procedures.

Patients cared for at Raglan house:

• may be detained under the Mental Health Act (1983), 3, 37, 37/41 or informal.

• have a primary diagnosis of mental illness with complex needs.

• typical diagnoses include: personality disorder, schizophrenia, schizo-affective disorder, bipolar affective disorder or depression.

• may have a history of substance, drug and alcohol misuse.

• may present with a forensic history.

• may be treatment resistant.

At the time of our inspection a registered manager was in place and had been since 2013.

There have been four previous inspections at Raglan House Hospital, the most recent of these was January 2016 and the hospital was rated as good for safe, good for effective, good for caring, good for responsive and good for well-led. The hospital received an overall rating of good and there were no requirement notices or enforcement actions taken by the CQC at this time.

Updated 26 March 2018

We rated Raglan House as Good because:

• Morale amongst staff at the service was excellent. The registered manager and head of care were described as providing consistent, effective and visible leadership and staff reported that working as part of the multi disciplinary team was like being part of a family.
• Staff at the service completed a range of environmental and individual risk assessments to ensure the safety of patients receiving care. Detailed contingency plans were in place in the case of emergencies and all patients received a review of their presenting risk on a daily basis.
• Care plans were detailed, holistic and recovery focussed. We found evidence that patients were assisted from the point of admission to identify and achieve their rehabilitation goals, and to work towards increasing independence and eventual discharge from the service.
• Sufficient numbers of skilled staff were available and patients were able to access nationally recognised therapeutic interventions, including psychology and occupational therapy. Professional development was encouraged by senior staff and monitored through the routine use of clinical and managerial supervision.
• A comprehensive audit programme was in place and completed by staff to ensure the delivery of a high quality service. Action plans were developed based on audit results and improvement was evident where previous results had not reached the required standard set by the provider.
• Patients and carers that we spoke with provided positive feedback in relation to the care and treatment provided by staff at the service. We were told that staff treated patients with kindness, dignity and respect, and that families and carers were routinely involved in the care planning process.
• Effective governance procedures were in place at a local and national level to monitor the quality of the service. The registered manager met routinely with the leaders of other hospitals to share good practice and to ensure lessons were learnt as an organisation when things did not go as planned.
• Staff and patients reported an open culture where they felt safe to raise concerns if necessary and were assured they would be supported by to do so. We found that where complaints or concerns had been raised, staff had responded promptly and duty of candour was evident where appropriate.

Updated 26 March 2018