All inspections: Cygnet St. Williams - Care Quality Commission

Our rating of this location stayed the same. We rated it as good because:

The service provided safe care. The hospital had enough nurses and doctors. Staff assessed and managed risk well. They minimised the use of restrictive practices, managed medicines safely and followed good practice with respect to safeguarding.
Staff developed personalised, holistic, recovery-oriented care plans informed by a comprehensive assessment. They provided care and treatments suitable to the needs of the patients and in line with national guidance about best practice.
The hospital team included or had access to a range of specialists required to meet the needs of patients in the hospital. The staff worked well together as a multidisciplinary team and with those outside the hospital who would have a role in organising aftercare.
Staff understood and discharged their roles and responsibilities under the Mental Health Act 1983 and the Mental Capacity Act 2005.
Staff treated patients with compassion and kindness, respected their privacy and dignity, and understood the individual needs of patients. They actively involved patients and families and carers in care decisions. The service received consistently positive feedback from patients.
Staff planned and managed discharge well and liaised well with services that would provide aftercare. As a result, discharge was rarely delayed.
The service was well led, and the governance processes ensured that ward procedures ran smoothly.

However:

Not all staff had up to date appraisals in place in line with the providers policy
The manager did not have oversight of whether nurse to patient 1:1 time was completed on a weekly basis.

Cygnet St William’s is a 12-bed neuropsychiatry service offering care and treatment to men over 18 years affected by acquired brain injuries.

We rated Cygnet St Williams as good because:

The service provided safe care. The hospital environment was safe and clean. The hospital had enough nurses, support workers and medical cover. Staff assessed and managed risk well and followed good practice with respect to safeguarding.
Staff developed holistic, recovery-oriented care plans informed by a comprehensive assessment. They provided a range of treatments suitable to the needs of patients with an acquired brain injury. Staff engaged in clinical audit to evaluate the quality of care they provided.
The hospital team included or had access to the full range of specialists required to meet the needs of patients. Managers ensured that staff received training, supervision and appraisal. The ward staff worked well together as a multidisciplinary team and with those outside the ward who would have a role in providing aftercare.
Staff understood and discharged their roles and responsibilities under the Mental Health Act 1983 and the Mental Capacity Act 2005.
Staff treated patients with compassion and kindness, respected their privacy and dignity, and understood the individual needs of patients. They actively involved patients and families and carers in care decisions.
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.
The hospital was well led, and the governance processes ensured that ward procedures ran smoothly.

However,

The hospital had blanket restrictions in place which were required to keep patients safe , which meant that that the hospital did not always fit with the ethos of a rehabilitative environment. Managers had reviewed this post inspection and issued patients with fobs if they were assessed as being able to safely access areas without assistance from staff.
Staff were unable to fully deliver care and treatment in line with national guidance and best practice for a rehabilitation ward due to the high physical health care needs of some patients.
There were mixed responses from staff with some staff reporting that they did feel respected, supported and valued . Staff felt positive and proud about working as a team to support patients but felt that staffing levels meant that they were often stretched and could not always take breaks.

Cygnet St. Williams Also known as Cygnet Behavioural Health Limited