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Inspection report

Date of Inspection: 2 February 2012
Date of Publication: 29 February 2012
Inspection Report published 29 February 2012 PDF

Staff should be properly trained and supervised, and have the chance to develop and improve their skills (outcome 14)

Meeting this standard

We checked that people who use this service

  • Are safe and their health and welfare needs are met by competent staff.

How this check was done

Our judgement

We found that the staff were appropriately managed, trained, supported and supervised in order that they could meet the needs of people treated at Mill View Hospital. Training opportunities were available and staff had been encouraged to undertake further training and development.

On the basis of the evidence provided and the views of the people using the service, we found the service to be compliant with this outcome.

User experience

We did not, on this occasion speak to people so cannot report what the people using the service said.

Other evidence

At our last visit to Mill View Hospital in August 2011 we found that on each of the wards staff worked well as a team and helped and supported each other. Staff were knowledgeable about their patient group, knew the actions to take in an emergency and how to report adverse incidents, errors and near misses. However we found that although training opportunities were available, the majority of staff had not undertaken mandatory training and further development. Staff told us that due to staffing pressures formal supervision and appraisals had not taken place. We found that the quality of leadership and management on the wards was variable.

During this visit we spoke with the matron, ward managers and staff to ask what changes had taken place since our last visit. We reviewed staff training, appraisal and supervision documentation and looked at staffing levels. We were told that a new matron and general manager had been appointed and a ward manager had returned from a long period of absence.

We were told that since our last visit the Trust had undertaken a review of leadership within the hospital. A leadership development programme had been developed and all ward managers had received appraisals and personal development plans. This had been followed by all staff receiving appraisals.

The new matron told us that there had been changes to ensure ward managers had more control and understood their responsibilities for monitoring quality and upholding standards. We were given examples where ward managers were now closely monitoring staff sickness and following up absences according to the Trust’s policies. Annual leave was now being planned for appropriately and staff contributions were being recognised by choosing an employee of the month.

We spoke with ward managers who spoke very enthusiastically about staff development and the plans to redecorate the wards. We were told that although staffing numbers had remained the same, since our last visit a support worker was now designated supernumerary for four days a week. It was felt a positive step which had improved peoples’ experience particularly with regard to supporting them returning home.

We spoke with staff who explained that if they felt staffing levels were a risk, they could ask for additional staff. They gave the example of the day before our visit where a request had been made to the matron for more staff. This was because two new people had been admitted to the ward and one highly vulnerable person required within “eye sight” level of support. The need for an increase in the staffing level was immediately agreed. Additional staff were brought in from another ward that was closing and agency staff were used to cover the night shift. As this was a known agency person there were no problems identified.

On the day of our visit the regular and bank staff were on duty and we saw that arrangements for the afternoon staffing level was discussed with the nurse in charge. We were told that there was always a senior member of nursing staff available who could be contacted out of hours if needed.

We looked at the records of staff training and supervision and found that this was now being closely monitored for both day and night staff. Staff told us that they were also supported through reflective practice meetings, and regular supervision.