Greater Manchester Mental Health 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 had implemented strategies and processes which worked well and monitored and supported the overall governance of the service. They had recognised where improvements had been required and put appropriate actions and support in place. The service had a stable management structure in place. Governance and auditing processes were embedded, and performance and feedback indicated that these processes were effective.

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.

Managers demonstrated a very good understanding of the wards they were managing and the challenges that young people and staff faced. Staff told us about some of the difficulties they faced, for example in ensuring their voices were being heard as part of the multi-disciplinary approach and managers were considering different strategies to ensure that this was addressed and improved. The management team had a positive and detailed strategy to support staff from different backgrounds and cultures, they had developed and implemented this because of feedback that they had received from staff in relation to their experiences in the workplace. The plan contained specific measurable actions and included desired outcomes, there was evidence that the strategy was being reviewed and actions completed. Staff told us they felt supported by their managers, and they said they were present and approachable on the wards. We observed staff and managers working well together and supporting each other to carry out their roles.

There were a range of meetings in place to support the running of the wards including safety huddles, ward rounds and patient flow meetings. Staff told us that team meetings and reflective practice took place on a regular basis. There was a useful flow of information gathered and exchanged as a result of incidents that occurred on the wards. We saw evidence that data in relation incidents was gathered and where necessary appropriate action was taken to improve practice. We saw evidence that staff were taking part in quality improvement projects that involved them collaborating with other similar wards across the country. This helped them understand and improve their approach in relation to reducing restrictive practice, for example. The wards had also signed up to be involved in a national strategy which would involve them engaging in a detailed quality improvement process to understand and improve the culture of care across the wards. All staff, including those that did not work on the wards regularly, had received a suitable induction and were suitably trained to work on the wards.

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.