The Care Quality Commission
  • Mental Health
  • Independent mental health service

Cygnet Sherwood Lodge

Overall: Outstanding read more about inspection ratings

Rufford Colliery Lane, Mansfield, Nottinghamshire, NG21 0HR (01623) 499980

Provided and run by:
Cygnet Behavioural Health Limited

All Inspections

6 July 2023

During a monthly review of our data

We carried out a review of the data available to us about Cygnet Sherwood Lodge on 6 July 2023. We have not found evidence that we need to carry out an inspection or reassess our rating at this stage.

This could change at any time if we receive new information. We will continue to monitor data about this service.

If you have concerns about Cygnet Sherwood Lodge, you can give feedback on this service.

11 and 12 March 2019

During a routine inspection

We rated this service overall as outstanding because:

  • The service provided safe care. The ward environments were safe, thoroughly clean and recently redecorated. The number of nurses and doctors working at the hospital was well above the bare minimum required for safe care. Staff took a proactive approach to anticipating and managing risk to patients. They rarely used restrictive practices. The service contributed to research and development of national guidance on medicines and led the way in developing good practice in care.
  • There were comprehensive systems to keep people safe, which took account of current best practice. The whole team was engaged in reviewing and improving safety and safeguarding systems. Patients were at the centre of safeguarding and protection from discrimination. There was a genuinely open culture in which all safety concerns raised by staff and patients were highly valued as being integral to learning and improvement.
  • Staff had a truly holistic approach to assessing, planning and delivering care and treatment to patients. They developed holistic, recovery-orientated care plans informed by a comprehensive assessment. They provided a range of treatments suitable to the needs of the patients cared for in a learning disability rehabilitation ward and in line with national best practice guidance.
  • Managers actively encouraged the safe use of innovative and pioneering approaches to care and how staff delivered it.
  • The ward teams included or had access to the full range of specialists required to meet the needs of patients on the wards. Managers ensured these staff received training, supervision and appraisal. The ward staff worked well together as a multi-disciplinary team and with those outside the ward who would have a role in providing aftercare.
  • The management team recognised the continuing development of the staff’s skills, competence and knowledge was integral to ensuring high-quality care. They proactively supported and encouraged staff to acquire new skills, use their transferable skills, and share best practice.
  • Staff ensured that patients who were detained under the Mental Health Act 1983 (MHA) understood and were empowered to exercise their rights under the Act. The provider supported staff to understand and meet the requirements of the Mental Health Act Code of Practice, working effectively with others to promote the best outcomes with a focus on recovery for people subject to the Mental Health Act.
  • Staff treated patients with compassion and kindness, respected their privacy and dignity and understood the individual needs of patients. Staff actively involved patients and families and carers in care decisions where able.
  • Staff empowered patients to have a voice and to realise their potential. They showed determination and creativity to overcome obstacles to delivering care. Staff ensured that patients’ individual preferences and needs were always reflected in how care was delivered.
  • Staff, teams and services were committed to working collaboratively and had found innovative and efficient ways to deliver more joined-up care to patients.
  • There was a holistic approach to planning people’s discharge, transfer or transition to other services, which staff started on admission. Staff planned and managed discharge well and liaised well with services that would provide aftercare. As a result, discharge was rarely delayed for other than a clinical reason.
  • Staff were consistent in supporting patients to live healthier lives which included identifying those who needed extra support. There was a targeted and proactive approach to health promotion and prevention of ill-health.
  • The service took patients that had already spent a long time in care and enabled them to move into lesser dependant services in a reasonable time frame. This is the aim of Transforming Care.
  • There was a compassionate, inclusive and effective leadership at all levels. Leaders demonstrated the high levels of experience, capacity and capability needed to deliver excellent and sustainable care.  Leaders had a deep understanding of issues, challenges and priorities in their service, and beyond.

2 - 3 November 2015

During a routine inspection

We rated Sherwood Lodge as outstanding because:

  • Enough suitably qualified staff were available to meet patients' needs.
  • Patients told that us that staff treated them well and were kind.
  • There was a strong person-centred culture in which individual patients' needs were prioritised. We saw that staff identified and met patients' emotional and social needs.
  • Relationships between patients and staff were strong, caring, and supportive. Patients were active partners in their care and were involved in day-to-day decision-making.
  • The hospital was pioneering the use of visual discharge planning, which includes the patient from the point of admission. Using visual aids ensured that patients could take part in the process. Visual discharge planning centres on the patient being an active driver in their treatment. Emphasis is on patients identifying and meeting their own goals and progressing to the point of discharge.
  • Sherwood Lodge took a whole team approach to meeting the needs of patients. We saw that catering, administration, maintenance, and housekeeping staff were active team members. The enhanced communication made possible through this approach meant that patients received a good service, with timely responses to any change.
  • Services were flexible and used innovative approaches to support patients.
  • Sherwood Lodge invested in the training and development of its staff.

However:

  • CQC had not received all safeguarding notifications in a timely manner. The manager had submitted safeguarding alerts to the local safeguarding board and then waited to see if they constituted a safeguarding concern before notifying CQC. We were satisfied that staff safeguarded patients by raising alerts.
  • In five out of nine records, nurses' physical health assessments of patients were not thorough or complete. This could have meant important information was not easily available to all staff.

24 July 2013

During a routine inspection

We used a number of different methods to help us understand the quality of service provision. We had discussions with the management team, members of the support staff, visiting professionals and patients who used the service.

We found that a comprehensive guide was made available to patients, or their representatives, to ensure they had sufficient information about the hospital to determine if their individual needs could be met.

Support staff encouraged patients to express their views and make decisions about their care regime.

Staff supported patients to access treatment from health care specialists such as psychologists, psychiatrists, specialist nurses, speech and language therapists and occupational therapists.

Patients told us they received their care and support in a safe manner and felt safe within the hospital environment. Patients also told us that they felt the staff had the right qualifications, skills and knowledge to perform their duties in a safe and competent manner.