The Woodmill

Updated 20 September 2023

The Woodmill Hospital is part of Elysium Healthcare and has been open since 2022. The 18 bed unit creates a pathway for patients to step down through their recovery. Ivy is a 6 bed admission area and Rose is a 12 bed rehabilitation area.

The aim of the service is to support women to improve their self-worth, build a better quality of life for themselves and to equip them with the skills needed for community living and increased independence.

At the time of the inspection there were 10 patients using the service, all using Rose ward.

The service is registered for the following activities:

• Assessment or medical treatment for persons detained under the Mental Health Act 1983.
• Diagnostic and screening procedure
• Treatment of disease, disorder, or injury

There was a registered manager in post at the time of this inspection.

What people who use the service say

Patients who use the service stated they feel treated with kindness, compassion, dignity and respect. Patients felt staff supported them and felt listened to.

One patient stated, “They couldn’t ask for a better ward to be on”.

Patients stated they liked the large bedrooms with double beds; some patients had personalised their bedrooms with support from staff.

Patients said they felt involved in their care plans and staff informed them of their legal position as well as having access to regular advocacy services.

Updated 20 September 2023

Updated 20 September 2023

We carried out a comprehensive inspection of The Woodmill Hospital as the service has not previously been inspected.

The Woodmill Hospital is in Cullompton and is a rehabilitation service for women with complex emotional and mental health needs who may have a secondary diagnosis of autism and/or mild learning disability and/or disordered eating.

We rated this service as good because:

• The service had enough nursing and medical staff who knew the patients well and received training to keep patients safe. While there were some staff vacancies, all shifts had been covered by either bank or agency staff. Staff understood how to protect patients from abuse, and the service worked well with other agencies to do so.
• Patients were supported by staff who managed risks well. Staff followed best practice in anticipating, de-escalating, and manages behaviours where patients’ place themselves or others at risk of harm. They minimised the risk of restrictive practices and managed medicines safely.
• Staff developed holistic, recovery-orientated care plans informed by a comprehensive assessment. These were reviewed and updated as needed. Patients were supported in a range of treatments suitable to their needs and cared for in line with best practice and national guidance. Staff engaged in clinical audits to evaluate the quality of care provided.
• The ward team included or had access to the full range of specialists required to meet the needs of patients.
• The service managed patient safety incidents well. Staff recognised incidents and reported them appropriately. Managers investigated incidents and shared lessons learned with the whole team and the wider service. When things went wrong, staff apologised and gave patients honest information and suitable support.
• Managers ensured they had staff with the range of skills needed to provide high quality care. They supported staff with supervision and opportunities to update and further develop their skills. Managers provided an induction programme for new staff.
• Staff understood their roles and responsibilities under the Mental Health Act 1983 and the Mental Health Act Code of Practice and discharged these well. Managers made sure that staff could explain patients’ rights to them. Staff helped patients with communication, advocacy, cultural and spiritual support.
• Patients were treated with compassion and kindness. Staff respected patients’ privacy and dignity. They understood patients' individual needs and supported them to understand and manage their care, treatment, or condition. Staff planned and managed discharges. They liaised well with services that would provide aftercare. Staff did not discharge patients before they were ready and ensured they did not stay longer than needed.Leaders had the skills, knowledge, and experience to perform their roles. They understood the service they managed well and were visible and approachable for patients and staff.Staff felt respected, supported, and valued. They said the service promoted equality and diversity and provided opportunities for development and career progression. They could raise any concerns without fear of retribution.

However:

Checks were not always carried out in the activities of daily living kitchen area to ensure its cleanliness was being monitored.