Nottinghamshire Healthcare NHS Foundation Trust

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Managers told us how the service had grown due to the needs of the population. Managers had oversight of staff caseloads and could decide if they were a manageable size to meet the needs of all who used the service. Managers produced an annual report of the service to inform partners of the service demands and patient demographic. There were processes in place to ensure managers had oversight of staff training needs and patient wait lists.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

We did not look at Shared direction and culture during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Capable, compassionate and inclusive leaders during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Freedom to speak up during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We were shown how the service has had to grow due to the need of the population. Leaders explained where the referrals come from and how they supported different types of people. The team comprised of a full multi-disciplinary team and worked as such as each member had a role and a voice in the service. There was a clear management structure and clinical leadership in place to providing clear oversight of the service. Leaders we spoke with were passionate about their roles and the service. They were motivated in what they did and told us about sustainability of the service. They explained the objective of an 'all age' service but knew the challenges this brought. Staff told us the building itself was becoming impractical for the service as it was expanding, and this had been brought to the attention of higher management in the trust. Leaders had access to what they needed to oversee the service. Leaders were visible to staff and were part of meetings.

We were able to review the last years’ service report and how the data within this was used to inform the Integrated Care Board on patient demographics. Clinicians explained how this data was used for research purposes. Leaders utilised the trusts 'ward to board' to deep dive into data around training, waiting lists and staffing information. Leaders explained how they managed waiting lists and what their approach was to assessments. Clinicians explained how they worked alongside other peers in different areas to learn from sharing case studies. They were involved and developed different networks to support the practice and worked closely with Leicestershire Eating Disorder pathway as this was where the only inpatient base was in the region. The service had a level of clinicians that processed medical monitoring. This team reviewed blood results. Leaders explained receiving blood test results from GPs were sometimes delayed and this could lead to a delay in treatment. They explained what would happen if results came in in the afternoon where it showed a patient to be at risk and how this risk would be escalated. Staff supervisions were in place.

We did not look at Partnerships and communities during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Learning, improvement and innovation during this assessment. The score for this quality statement is based on the previous rating for Well-led.