Discharge planning was incorporated into thelocalgovernance reviews and was planned for on the young persons admission to the wards. The incident reporting system did not allow for routine analysis of themes and trends in the 136 suites. Staffing pressures meant that supervision and team meetings did not happen as regularly as scheduled. The 136 suite at Preston had a shower room which had evidence of mould growing and cracked tiles. Staff demonstrated that they knew the organisations visions and values, and were supportive of them. Team leaders had no consistent system to monitor the uptake of clinical and management supervision of staff. The service had good systems to ensure the Mental Health Act was followed where patients were on a community treatment order. The following is a brief overview to assist in helping make decisions in relation to potential referrals to Avondale MHC and whom can refer to us for assessment for placement. We found evidence to demonstrate that the MHA was being complied with. The Redbridge home treatment team (HTT) provides acute home treatment for adults aged 18 to 65 whose mental health crisis is so severe that they would otherwise have been admitted to a hospital. Where appropriate, we will also help you to access other services that could be relevant to your care (such as the Community Mental Health Team, Voluntary Sector services), as well as reviewing your current medications and helping with social issues. Staff understood and discharged their roles and responsibilities under the Mental Health Act 1983 and the Mental Capacity Act 2005. MeSH The service only upheld seven complaints out of 24 complaints in the 12-month period from April 2015 to March 2016. Bleasdale, Elmridge, Mallowdale, Fellside, Forest Beck, Marshaw, Dutton, Whinfell and Langden wards were in good condition and presented safe, clean and pleasant environments, Fairsnape and Fairoak needed some updating and Calder, Greenside and The Hermitage were in a poor condition. Staff we spoke with were positive about their roles and were positive about service development. Staff had the skills, knowledge and experience to deliver effective care and treatment. Our rating of this service went down. This was reflected by the low levels of complaints received. Service and service type . We saw evidence of involvement in their care and decisions over treatment. The local system showed that compliance rates for all modules were above the Trusts target of 85% as at end of April 2015. The service had met the requirements of the warning notice because: The service had enough nursing and medical staff, who knew the patients and received basic training to keep patients safe from avoidable harm. Our teams are supported by administrators. Issues affecting waiting times such as staff performance, sickness and vacancies were monitored and addressed promptly. We found incomplete assessments, wound evaluation charts not updated at least fortnightly in line with the trust management of wounds policy, and not all entries had the time of entry documented. Crisis resolution and home treatment: stakeholders' views on critical ingredients and implementation in England. All clinic rooms were fully equipped. 19 May 2020. Royal Preston Hospital, Sharoe Green Lane, Preston, Lancashire, PR2 9HT. Review now Our location See anything wrong with this listing? Staff supported patients to manage their own crisis through using methods that had worked in the past and creating new ways to manage their symptoms or emotions. Care plans were person centred and tailored to the individual. We found extended waiting times for the Chronic Fatigue Service and podiatry and there was not always good use of available space or adequate wheelchair access in clinics. PPN NW is a regional membership network for all psychological professionals, experts by experience and stakeholders contributing to NHS commissioned psychological healthcare across the North West of England. Podiatry services had implemented a one stop assessment for patients who may require nail surgery which resulted in a reduction of additional appointments for patients and an increase in podiatry staff availability. Staff did not always consider the consent status and scope of parental responsibility when patients came into the service at the age of 16. Local governance structures to support the delivery of care and to monitor quality assurance were not well established. Staff were working hard to manage the issues in the service and were keen to deliver safe care under challenging circumstances. There were good multi-disciplinary working practices in place on most wards and medicines management was in line with good practice. Staff understood and discharged their roles and responsibilities under the Mental Health Act 1983 and the Mental Capacity Act 2005. What is good acute psychiatric care (and how would you know). Advocacy Voiceability (ESAN) 01473 329671, Alcohol and Substance Misuse Turning Point 01284 766554 2 Looms Lane, Bury St Edmunds, Alzheimers Society (Helpline) 0300 222 11 22. Capacity assessments had been carried out only when staff had identified an issue with the capacity of a person who used the service. Appropriate risk assessments and paperwork was in place for individuals on community treatment orders. On admission to a ward, patients had a comprehensive assessment of their needs, and systems were in place to asses and monitor physical health and nutritional needs. 8600 Rockville Pike Our aim is to provide 24 hour person centred support, respite and re-ablement for adults with complex mental health needs. Leaders had the skills, knowledge and experience to perform their roles. We did not inspect acute wards for adults of a working age and psychiatric intensive care units at the trusts other locations. A teaspoon of this mixture is taken once every three hours will treat excessive coughing. Our findings from the other key questions demonstrated that governance processes did not operate effectively at team level and that performance and risk were not managed well. Patients were supported by a skilled multidisciplinary team of staff which included nursing, psychiatric, psychological, occupational and dietetic support. Proposals were made for greater psycho-and occupational-therapeutic inputs to manage long-term care, and for provision of peer-support within HTTs. Newtown Hospital This was due to long waiting lists and ineffective care pathways. We found that the transfer of young people to adult mental health services was not working effectively. It was evident the trust were trying hard to achieve partnership working despite the difficulties of different services being provided under different trusts. Staff had a low morale. Patients care and treatment needs were assessed using a holistic approach that included a comprehensive physical health needs assessment. Alternatively, you can contact the Customer Services Team, (Freephone) 0800 585 544, Monday toFriday, 9:00 to 17:00. Staffing levels were sufficient to ensure the safety of patients. There were systems in place to monitor the service in order to improve performance. Newtown 01772 716 565; Send email; Visit website; View Accessibility Symbols The inspection was carried out by one inspector, one specialist advisor, one pharmacy inspector and an Expert by Experience. The Mental Health Act code of practice guidance helps protect patients' rights and ensures patients detention is lawful. Staff felt well managed locally and mostly had high job satisfaction. We inspected this service at the Harbour because that was the location where concerns were raised. The accommodation was not designed for this and patients were sleeping in reclining chairs in shared lounges for up to 10 days. In 2000, home treatment became a major plank in Britain's new mental health policy (where services are referred to as crisis resolution and home treatment teams or CRHT). In other community health services waiting times were reasonable except for chronic fatigue service appointments, which were much worse than the expected six weeks, with an average waiting time of 60 weeks. All locations which we visited were fully accessible for wheelchair users and those with limited mobility. The service had good multi-agency relationships which matched the holistic needs of patients. the trust had a dedicated team to investigate serious incidents, all of whom had additional qualifications in root cause analysis. Interventions are short term and usually last no longer than 6 weeks. We examined ten sets of health care records that demonstrated good care plans were in place. Email this page The HBPoS at the Harbour had clear windows which compromised patients privacy, dignity and confidentiality. The staff, including managers and clinicians, told us their services were safe and took pride in their own professionalism and ability to make decisions about risk. HTAS provides a potential vehicle through which this could be addressed. Patients told us that staff were available when they needed them, supported them through their crisis and were kind and caring. In the meantime, risk was mitigated through observation. Audits were carried out on the use of section 136 and the use of HBPoS. These concerns were raised with the trust before the inspection was completed and the trust responded with a full review of the service. Documentation issues had been highlighted in root cause analysis investigations in relation to pressure area care. The trust had recently opened a crisis support unit, which could be used as an alternative to the health-based place of safety for up to 23 hours, to help someone in a crisis that was felt to be short term. Staff were familiar with reporting procedures despite few having reported an incident recently. Staff were not always following the seclusion policy, infection control practices and best practice in relation to medicines management. Medicines were not always managed safely. ACT teams offer complete, communitybased treatment to people in the most difficult situations. Caseloads in universal services for children and young people were weighted to ensure a standardised approach to decision making across the trust and the weighting of each child was clearly identified on the electronic care record (ECR). Please enable it to take advantage of the complete set of features! Interpreting services were also available if necessary. Staff felt valued and supported by their colleagues and were aware of the senior management team within the trust. Please include what you were doing when this page came up and the Cloudflare Ray ID found at the bottom of this page. We are keen to include the whole psychological professions workforce in the region. The trust ensured that cost improvement plans did not compromise patient care. (PCMHT), Home Treatment Teams (HTT), Substance Misuse Services and Housing and Emergency Social Services Team in response to client need; Preston & Chorley. Complaints were well managed. Our observations of staff interacting with patients were positive. 2014;36(7):563-72. doi: 10.3109/09638288.2013.804594. There was an electronic prescribing system in place which alerted staff to any prescribing that was above recommended levels or presented contraindications with other medication. Morale was high in the teams we visited. We will not share your information with any 3rd parties. The procurement process and mobilisation of new teams created some obstacles and challenges for the staff andalso some changes in the services systems. The care plans were thoughtful and fluid, changing as and when needed. Safeguarding processes were in place which reflected national guidance, and understood by all staff. there are some services which we cant rate, while some might be under appeal from the provider. Out of area placements and delayed discharges were monitored. Staff had the ability to submit items to the risk register. Complaints were received and investigated in a timely manner. Our Home Treatment Teams (HTT) are a community-based service set up to support you if you are experiencing severe mental health issues and require 'crisis' support. Our Home Treatment team (Southwark) provides a community based service to support people, aged 18-65, at home, rather than in hospital. Avondale is a care home. The service has volunteered to participate with colleagues in Cheshire and Merseyside Workforce Development to improve workforce resilience, by sharing examples of good practice and also looking at alternatives to the current routes to care careers. We rated The Lancashire Care NHS Foundation Trust as good because: There was an open and transparent approach to the treatment of people who used services that allowed for identification of safeguarding issues or inefficient practice. The MHCS had established positive working relationships with other service providers. We inspected: Austen ward an 18-bed female advanced care ward, Bronte ward - a 15-bed female dementia ward, Dickens ward an 18-bed male advanced care ward, Wordsworth ward a 15-bed male dementia ward. If you would like this information in large print, audio, Braille, alternative format or a different language, please contact Customer Services and we will do our best to help. Managers did not ensure staff received training, supervision and appraisal. Trust records showed, as of March 2015, only 54% of all staff had received appraisals for the year 2014 to 2015. During our inspection we visited the ward over two days as there was only one in patient on our first visit. Staff described effective communication and referrals between services, such as local schools, social workers, GPs and health visitors. Buildings were clean and well maintained. We know that you are at your best when you are at home, with your support network of carers, friends and family around you. However, the governance structure from senior management level to ward level was in the process of being developed and was still in draft form at the time of our inspection. The service had a good safety record; Incidents of harm in the service were low. Staff were including activities that were not meaningful or relevant to some patients. We also had significant concerns that governance systems in place for the oversight of the 136 suites and stays over 23 hours in mental health decision units were not effective. While staff were completing comprehensive risk assessments in most cases, there was a small number of patient risk records, which had not been reviewed recently. If you have been referred or are under the care of the HTT it is essential that we have an agreed plan, with up to date phone / carer details should we need to contact you. People were offered a copy of their care plan. We provide care for people who live in the London Borough of Lambeth. Our rating for the trust took into account the previous ratings of the core services not inspected this time. There was mutually supportive and multidisciplinary working across all of the child and adolescent mental health service teams. The ward staff knew how to report incidents and as a result improvements were made to ensure patients were safe. They took into account the opinions and considerations of people who used the service and where possible other staff. We observed several examples of multi-disciplinary working during our inspection, in both health and education settings, with clinicians collaborating to support the planning and delivery of care to children, young people and their families. Access to the service is by referral only. Prompt treatment and support, focused on recovery. We can support you if you are 16 or under and in full-time education. We saw guidance and procedures for caring for the dying patient and appropriate use of medicines. Our North Powys Dementia Home Treatment Team has core operating hours of 8:30am until 7:00pm, 365 days a year. Ty Cloc We identified concerns over the transition of young people from CAMHS. The treatment can take . Tel: 0161 716 3539 Parking Available: Yes There were not sufficient numbers of suitably trained staff. However, when the cars were diverted for use elsewhere, such as medical appointments, activities were cancelled. The staff showed knowledge of procedures and requirements that helped maintain their safety. Theydid not know the trusts risk assessment policy. Staff were observed being responsive and respectful to patients, and demonstrated that, where possible, patient were participating in the planning of their care. Staff treated service users with compassion and kindness, respected their privacy and dignity, and understood the individual needs of patients. We found adequate staffing numbers with a wide range of skills which matched patient need. Access to dieticians and speech and language therapists were available and staff were positive about their working relationships. The CQC have received assurance that the trust have put in place actions to address these issues with an action plan in place to complete the ligature risk assessments on each ward. This meant that staff were not being appropriately supervised to ensure ongoing competency to practice. Clinical premises where service users were seen were safe and clean. Site map. We were unable to speak to people using the service at the time we inspected. Between June 2018 and June 2019, the service received 2379 responses. This site needs JavaScript to work properly. Staffing levels were adjusted to meet the need of each ward. The teams included or had access to the full range of specialists required to meet the needs of the service users. The Family Nurse Partnershipwas offered in the Preston and Burnley area to first time mothers aged 19 years and under to improve health, social and educational outcomes. Monitored patients physical healthcare, with links to GP surgeries to respond to any continuing physical health needs. Treatment Team (RITT) 65+ years Specialist Older Adult Services covering Blackpool, Fylde & Wyre. There was a joint agency policy in place for the implementation of section 136 of the Mental Health Act which had been agreed by the local authorities, police forces and ambulance service. The principles will normally apply but will be balanced by inspection teams using their discretion and professional judgement in the light of all of the available evidence. This meant staff might have difficulty when reviewing the records, to locate and identify potential risks. Also, some equipment in the clinic room had passed the expiry date for use. Teams were well-led by committed managers and staff felt respected and supported. Ambient room temperatures in two clinic rooms regularly exceeded this temperature. Sterling And April Teenage Bounty Hunters, Top 10 Printing Ink Manufacturers In World. I spoke to a practitioner on the home treatment team at about 4AM Sunday morning - who advised me someone may be available to attend the dentist with me - as I was absolutely terrified. To provide mental health assessments and advice for clients who are in-patients on medical wards within the Acute Trusts, Conduct comprehensive risk and mental health assessments to a standardised level of best practice, To offer advice and support to colleagues within the Acute Trusts, Ensure appropriate signposting/referral onto relevant statutory and non-statutory agencies as identified, including Single Point of Access (SPOA), Perinatal Community Mental Health Teams (PCMHT), Home Treatment Teams (HTT), Substance Misuse Services and Housing and Emergency Social Services Team in response to client need. An example was given of a service user receiving the same halal microwave meal every day. Our Home Treatment Teams(HTT) area community-based service set up to support you if you are experiencing severe mental health issues and require crisis support. On ward 22, Department for Health guidance on same sex accommodation as well as the MHA Code of Practice was not being followed, as access to reach bathroom and toilet areas meant patients had to walk through communal areas occupied by either sex, which opened out onto the main ward communal area. Essential training was training required for specific staff roles. A patient had been detained at the Orchard without the safeguards afforded by the Mental Health Act or Mental Capacity Act; 12 detained patients had been given medication that had not been included on the relevant consent to treatment documentation; the trusts Mental Capacity Act and Deprivation of Liberty Safeguards policy did not give an accurate definition of the meaning of capacity within the Act. Because these units had not been designed to accommodate patients for long periods, there were issues with food availability, bedding and linen, private space to change clothes and no safe places to store possessions. The routinehealth visitorcontact became part of thehealth visitorcontract in April 2014, however, ithad beenagreed with commissioners that this would be introduced on an incremental scale starting with those deemed most vulnerable (ie highlighted by Childrens Centres and Midwives). Due to the relocation of acute and psychiatric intensive care units to the Harbour, the trust lost a significant number of experienced and qualified staff. Peoples physical health needs were considered alongside their mental health needs. skip to Main Navigation; skip to Content Menu. 11 September 2019. Staff had a good understanding of the Mental Health Act and Mental Capacity Act. Help us improve by letting us know Suggest an edit The health-based places of safety provided a safe environment for the risks of people in a crisis to be managed. This allowed everybody to be involved in care planning and understand what was expected. Care records were holistic, comprehensive and showed evidence of patient and carer involvement. Staff from one location were due to receive an award for obtaining 1435 responses between June 2018 and June 2019. Staff treated patients with compassion and kindness, respected their privacy and dignity, and understood the individual needs of patients. Care plans did not always contain the patients views. There are new and exciting developments happening with a new Intensive Home Treatment programme across Milton Keynes, Bedfordshire. The Home Team is presently based in Killorglin at Ard Alainn Day Centre with satellite . Visit website. Home Treatment Team We provide home treatment services to adults living in the community who require intensive, daily support and who are at risk of being admitted to an inpatient unit (for example, a ward). Too few staff had completed mandatory training, which had the potential to put young people at risk. Moss View had a ligature risk audit, which related to the HDRU only. Neither of the CAMHS teams had an up-to-date environmental risk assessment to ensure the environments posed no potential risks to young people or children. We are a multi-disciplinary team including practitioners who are registered nurses, doctors, a social worker, occupational therapist and psychologist, alongside support workers and peer support workers. While catering for special diets was provided, for example, vegetarian, halal, and altered consistency, it was described as hard to get and same. Patients at the end of their life were cared for well at Longridge. We spoke with 21 staff, 11 patients and nine carers. About us. Robust systems were not in place to ensure that certain patients were automatically referred to the tribunal or that the corresponding legal authority to administer medication to community treatment order patients were kept with the medicine chart and reviewed by nurses administering medication, leading to incidents of staff giving medication without legal authorisation. Systems to ensure safe staffing levels were in place. home treatment team avondale preston. Our crisis assessment and treatment teams (CATT) are a mental health service based in the community. The ward used nationally recognised assessment tools when monitoring patients health. Whilst some of our residents require lifelong care, our specialised programmes and care planning allow all our residents the opportunity to maintain existing skills or to develop new ones with the aim of progressing to less supported accommodation. Epub 2012 Jan 17. Staff morale was impacted by staffing pressures and the COVID-19 pandemic. Todmorden. This meant that patients with low risk could engage in activities that would aid their recovery. Managers reviewed individual and team performance. As part of each inspection, we look at the way health services provide care and treatment to people. This House is estimated to be worth around $1.17m, with a range from $1.01m to $1.33m. Patients had access to complaint forms and community meetings to discuss their concerns. Benefits DAB - Ipswich Disabled Advice Bureau - 01473 217313 Email. Patient records did not always record patients views and it was not clear whether patients received a copy of their care records. Comments were mainly positive, ranging between 96% and 100% at the locations we inspected. It is situated close to all the necessary local amenities, such as shops, public transport links, hospital, GPs, dentist, leisure centres etc. We rated the acute and psychiatric intensive care units (PICU) services as requiring improvement. For patients who had been assessed as needing further detention under the Mental Health Act, they were not able to leave. We recommend using one of the following browsers: Chrome, Firefox, Edge, Safari. Staff followed the trust's values of teamwork, compassion, integrity, respect, and intelligence when carrying out their work. Data from the trusts centralised mandatory training system showedbasic life support training being at 64% at the time of the inspection. The South Westminster Home Treatment Team is a multidisciplinary, community-based mental health team that operates 24-hours a day, 7 days a week to provide a safe and effective home-based assessment and treatment service as an alternative to in-patient care. The systems in place to monitor and manage patient risk were not robust. Our service helps to avoid the stress, anxiety and upheaval that can happen with a hospital admission. About us Wigan Home Treatment Team Atherleigh Park Atherleigh Way Leigh WN7 1YN Tel: 01942 636 317. When you hire an architectural designer, you are not only hiring someone for their architectural services, but also to manage and coordinate other parties involved in the project. Infection control audits and hand hygiene were regularly undertaken and results gave assurances of good compliance. Apply now for the Occupational Therapy job in Preston you deserve. Staff had access to emergency drugs and resuscitation equipment. We provide care for people who live in the London Borough of Lambeth. The executive management team were not fully visible and in some cases staff did not know who they were. Activities did not always take place. The design, layout, and furnishings of the ward/service supported patients treatment, privacy and dignity.