Transforming Mind Solutions

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

We looked for evidence that the service involved people and treated them with compassion, kindness, dignity and respect.

This is the first inspection for this service since its registration with CQC. This key question has been rated as good.

We have not awarded this service a score for Caring.

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

The service treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

Patients and carers we spoke with said staff were polite, kind and respectful. One person said, “They are very respectful and a wonderful team.” Another told us staff are always respectful and willing to support, they added, “They are always there for you.” We observed staff interacting with people accessing the service to be kind and respectful.

Staff supported patients to understand and manage their care and treatment. Patients and carers told us staff explained their treatment options thoroughly. They said they felt involved in reviewing their care and treatment and staff understood their individual needs.

Consulting and treatment rooms promoted patients’ privacy and dignity. Appointments were on a one-to-one basis.

The service treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

We reviewed care records and found staff were considering people’s needs and preferences, such as personal and cultural characteristics. For example, 1 patient we spoke with informed us they preferred their family to be involved, and we observed staff accommodating both the patient and their relative during treatment.

Patients could provide examples of staff accommodating their needs and ensuring their personal preferences were considered. One patient told us, “I rang up to say I was nervous about getting a taxi, so they pushed by appointment time back.”

The service promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

The service gave patients clear information to help them make informed decisions. The information included the range of services offered and information on fees.

When no appropriate treatment could be offered to the patient, the service directed patients to other services.

Patients and carers were positive and some shared examples of how staff empowered them to make informed decisions about their care and treatment. For example, 1 person told us, “They collaborate with me to make those informed decisions; they make sure I know there are alternative treatments.”

The service listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

Leaders told us they aimed to complete an initial assessment for each patient within 48 hours of their referral. They told us if a patient had been assessed as high risk by the responsible clinician in their initial assessment, for example those at risk of suicidality, then this would be escalated for clinical review and staff would offer accelerated treatment. We reviewed the service’s referral and triage oversight log and found patients were offered an assessment quickly after referral.

Staff ensured patients were signposted appropriately if they needed emergency support, including emergency services and mental health crisis teams.

Patients and carers were positive about their experience. One patient said, “There was no waiting time after the initial assessment.”

The service cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

Staff told us they were valued by leaders. Leaders had taken steps to recognise and meet the wellbeing needs of staff, which included the necessary resources and facilities for safe working, such as regular breaks and rest areas. We saw team building days were established within the practice.