The trust acknowledged that there needed to be a common approach across the four networks to effect alignment with the refreshed governance arrangements and the assurance requirements of the corporate level structure needed to be clearly articulated to be embedded appropriately. The Early Start Team felt proud and honoured to have their hard work and efforts recognised with a National Nursing Times Award. Our rating of the trust went down. This included the lack of an appropriate transitional pathway for patients moving from CAMHS to adult services. There was evidence of delivering services to meet patients needs. We identified concerns over the ability of services to manage young people when they transfer from CAMHS at the age of 16. Complaints about the service were low and young people and their parents/carers had good information about how to raise a complaint. Care plans were of a high standard. Children in mental health decision units did not routinely have access to child and adolescent mental health specialists. Patients physical health needs were routinely monitored and acted upon appropriately. Interpreting services were also available if necessary. Apply to Home Treatment Team jobs now hiring in Preston on Indeed.co.uk, the world's largest job site. The home treatment team service for older adults functioned from April 6 to August 31 2020. A recent audit confirmed these improvements. The service had recently come through a period of change, due to sexual health services being tendered across Lancashire. We have two pathways: supported early discharge and admission avoidance. With a lack of national guidelines for waiting times, the trust had set a preliminary nominal target of 18 weeks. It became routine in September 2014, again with the expectation that the number contacted would increase each quarter. It was evident the trust were trying hard to achieve partnership working despite the difficulties of different services being provided under different trusts. There was effective multi-disciplinary team working. Patient information was available to staff, it was stored securely, and was readily accessible. However it was not clear that people who use the service were routinely offered a copy of their care plan. Our DHTTs can make referrals where needed to our mental health inpatient wards for individuals who would benefit from a hospital stay. Find resources for carers and service users Contact the Trust. Information supplied by Lancashire & South Cumbria NHS Foundation Trust, Report an issue with the information on this page, Royal Preston Hospital, Sharoe Green Lane, Fulwood, Lancashire & South Cumbria NHS Foundation Trust. Staff we spoke with were aware of the findings of our last inspection and the actions the service was taking in response. Staff told us they did not always feel respected, supported or valued. Additionally, we had concerns about the use of mental health decision units for patients under 18 years old. Comprehensively assessed patients needs, included consideration of clinical needs, mental health, physical health and well-being and involved patients in developing their own care plans. This meant that patients with low risk could engage in activities that would aid their recovery. There are several actions that could trigger this block including submitting a certain word or phrase, a SQL command or malformed data. If the person you are referring is an inpatient in Musgrove Park Hospital or Yeovil District Hospital . Compliance with basic life support and immediate life support training was low. Governance structures and performance management did not always operate effectively to assure staff had completed their mandatory training. Patient care, including managing patients nutritional needs and pain relief, were well managed. Manchester, Incidents were investigated and where necessary the patient was fully informed, and an apology given in line with the duty of candour. Patients and carers we spoke with were generally positive about staff. Staff understood their responsibilities in relation to the duty of candour and their role in the process for any future incidents where patients experienced harm. Often individuals accessing home treatment do so as a step-up in care from their usual community team or step-down following a period of care in a psychiatric hospital. Comments were mainly positive, ranging between 96% and 100% at the locations we inspected. Compliance rates in individual teams ranged from 29% (6 out of 15 staff) in the Blackburn with Darwen CITNS team to 100% in the 0-19 South Ribble East team (19 staff). Staff delivered care in a responsive, caring manner and strived to ensure patients cultural and diverse needs were met. the trusts strategy had been developed with the populations specific health needs in mind, the trust had a dedicated equality and diversity lead to ensure the protected characteristics of the population were considered, the trust had identified that some wards did not meet the needs of the patient groups and had plans in place to move these to more appropriate buildings, arrangements for children and young people transitioning to adult mental health services had improved since our last inspection, the trust had a clear vision, supported by six values. Team leaders told staff about outcomes and learning from incidents. Requires improvement In some cases staff were still being slotted into positions in the team. Although the same member of staff may not attend every visit, all staff will be familiar with your situation. Care plans did not always contain the patients views. This website is using a security service to protect itself from online attacks. The service participated in National Institute for Health and Care Excellence audits such as the use of waterlow scales and end of life care. 32,306 - 39,027 a year. Review now Our location See anything wrong with this listing? Avondale House provides individuals with autism the resources, education, and training to develop to their fullest potential. We did not inspect acute wards for adults of a working age and psychiatric intensive care units at the trusts other locations. An example was given of a service user receiving the same halal microwave meal every day. Maudsley Hospital, 5 Windsor Walk, London, SE5 8BB. Active 8 days ago. Community-based mental health services for adults of working age. The referral system enabled anyone to refer into the service, including self-referral from people or their carers. The service used systems and processes to safely prescribe, administer, record and store medicines. Ward environments with the exception of seclusion were clean and a full range of anti-ligature work had been completed. Of these responses 99% of patients would either highly recommend or recommend the service to friends and family. They viewed staff as kind, considerate and caring. This included patients who were held there after the section 136 had expired. Staff felt supported and listened to and there was professional forums for nurses and allied health professionals. Staff were detaining patients in the health-based places of safety past the expiry time of the section 136. They made sure that patients had a full physical health assessment and knew about any physical health problems. There were clear systems of accountability and senior managers were actively involved in the operational delivery of the service. Patients and carers described staff as caring and supportive, Published 2020 Jun;27(3):246-257. doi: 10.1111/jpm.12573. Staff were familiar with reporting procedures despite few having reported an incident recently. It is situated close to all the necessary local amenities, such as shops, public transport links, hospital, GPs, dentist, leisure centres etc. Staff had a good understanding of the principles and application of the Mental Capacity Act. HTAS provides a potential vehicle through which this could be addressed. 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. At this inspection, we noted delays in responding to maintenance and cleanliness on the Calder, Greenside and The Hermitage wards. In addition staff on wards told us where the ban was being enforced there had been an increase in incidents as a direct result of the ban. Clipboard, Search History, and several other advanced features are temporarily unavailable. The therapy team will aim to have regularly contact with each stroke patient during therapy working hours of 8.30am-4.30pm whilst their progress continues and they are able to tolerate treatment. Seclusion facilities on Calder, Fairsnape, Greenside wards were poorly equipped. National Library of Medicine Staff were familiar with incident reporting procedures. All our staff adopt a holistic approach which is underpinned by the principles of the service which are safe, caring, responsive, effective and well led upholds our core values of respect, privacy and dignity. Staff knew how to make a safeguarding alert and showed good understanding of safeguarding issues. The standard operating procedure did not correspond with practice in relation to the clock starting for 12-hour breaches. They worked collaboratively with the young person and their family and always sought their agreement. Risk assessments included relapse triggers, behaviours and patient involvement regarding the management of risk. Regular multidisciplinary meetings were held and attendance by outside agencies was encouraged. The service has adopted a new approach to assessment of new referrals to the team. The ward staff knew how to report incidents and as a result improvements were made to ensure patients were safe. Community teams had unacceptable waiting times. This site needs JavaScript to work properly. Compliance rates were particularly low on some wards. There were some waiting lists but these were within the guidelines from the standard operating procedure of the service delivery timescales. There was a holistic approach to assessing, planning and delivering care and treatment to patients. Long stay or rehabilitation mental health wards for working age adults, as there had been changes to the location and structure of the rehabilitation wards in the past year. Interventions are usually made via regular home visits and telephone contact. We saw a piece of work analysing the main reasons for staff sickness absences and considering how these could be addressed. Designed and Developed by: Cube Creative . However, we found that escorted leave and ward activities did not always take place as planned and patients did not always have regular one to one sessions with their named nurse. We rated it as good because: We have taken enforcement action against this service which has limited ratings for some key questions to inadequate. They provided a range of treatments that were informed by best-practice guidance and suitable to the needs of the service user. We rated it as good because: We did not rate services at this inspection. 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. Families and carers were involved in this process where appropriate. A review of patient notes also showed that advanced decisions were recorded for some patients. There are seven NHS regions in England and we have created a Psychological Professions Network in each. We observed positive interactions between staff, patients and their relatives when seeking verbal consent. 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. The HBPoS at Burnley and the Orchard held teleconferences three times a day regarding bed availability. We identified concerns about staff not receiving mandatory training; both of which increased risk to patients and staff. There was good interagency working with voluntary and third sector organisations. The trust had introduced a smoke free initiative across all services in January 2015. The leaders had plans in place to resolve these issues and were passionate about improving the service. Back to Mental Health Liaison Team (MHLT) (PCMHT), Home Treatment Teams (HTT), Substance Misuse Services and Housing and Emergency Social Services Team in response to client need; Preston & Chorley. Do you have any questions? Apply now for the Occupational Therapy job in Preston you deserve. 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. Staff were observed being responsive and respectful to patients, and demonstrated that, where possible, patient were participating in the planning of their care. Feedback from people who use the service was positive. and acting on these as appropriate on a multi-disciplinary basis.. To allocate and utilise resources to provide an effective and responsive service countywide, being Supervision and appraisal figures were low. This led to some patients spending several days in a crisis support unit when there were no admission beds available. Records and medicines were appropriately audited . We found the risk register was now up to date, reviewed monthly and actions taken where needed. They had a good understanding of the services they managed. Full programme details to follow in the coming weeks. Monday toSunday between 8:00 and 20:00 on telephone01284 719724 or from 20:00 to 9:00 telephone0300 123 1334. This was due to the recent change from two wards to one ward and staff were aware and working on these. Also, Lancaster CAMHS had only completed 50% of staff appraisals, and the trust could not give figures for the Chorley and South Ribbleservice. The service provided safe care. There was effective teamwork and visible leadership across the teams. Records and medicines were stored correctly in most areas and audits were completed at intervals. Conclusions: We found concern amongst the staff in the North Lancashire team that management were not as high profile and hands on in their service, when compared to counterparts based in Preston and Blackburn. Patients were subject to restrictive interventions without the appropriate legal safeguards in place. We have two pathways: supported early discharge and admission avoidance. The trust had experienced challenges with staffing levels due to the relocation of some wards to the newly opened Harbour service, which was being proactively managed. Staff from one location were due to receive an award for obtaining 1435 responses between June 2018 and June 2019. The leaflet is shared with people who use the service. The purpose of the crisis support units was to provide short term support for patients for up to 23 hours as an alternative to hospital admission, or whilst awaiting a hospital bed. The health-based place of safety in Burnley had a window that did not have privacy screening on it, therefore this meant that if members of the public or patients from other wards walked by they could potentially see the patient in the place of safety. Get contact details, videos, photos, opening times and map directions. This page is monitored daily. Welcome to Avondale, one of the North West leading independent providers of care for adults with a wide range of Mental Health related issues. Ashton Under Lyne, Request quotes. We requested documentation audits specifically for the INTs and were informed by the trust that the INTs had not participated in a documentation audit for the 12 months prior to our inspection. the service is performing badly and we've taken enforcement action against the provider of the service. Crisis resolution/home treatment teams are intended to provide an important feature of this liaison. In Lancaster and Leyland there were patients waiting for up to 12 months for transfer to community mental health teams. Access to care and treatment was timely. Home based treatment enables the team to visit for a period of between 6 8 weeks if clinically indicated. At the time of our inspection the antenatal contact was not being delivered consistently to all pregnant women in the trust. Published The incident reporting system did not allow for routine analysis of themes and trends in the 136 suites. Performance issues were escalated to the relevant monitoring committee and the board through clear structures and processes. There was good adherence to the Mental Health Act and Mental Capacity Act. The unit designs were not fit for purpose, they were not being used in the way intended and they persistently failed to meet the basic needs of patients. Home Treatment Team How our service can help you Home Treatment (Lambeth) provides a service for people, aged 18-65, with severe mental illness who would benefit from assessment and treatment at home as an alternative to Hospital. Parents, young people and staff were aware of the independent advocacy service. The MHCS ensured arrangements for discharge from hospital were considered from the time people were admitted, to ensure they stayed in hospital for the shortest possible time. The design, layout, and furnishings of the ward/service supported patients treatment, privacy and dignity. Access to crisis care was not delayed by having to access it through the accident and emergency department, for example. Patients had access to complaint forms and community meetings to discuss their concerns. We found compliance with compulsory training, appraisals and supervision was inconsistent across all services and the trust was not meeting its own targets. Patients in the crisis support units and crisis/home treatment teams were presumed to have capacity to make decisions about their care and treatment. This had been identified at a previous inspection but not addressed. The service did not collate quality measures in relation to primary reason for referral making it difficult to assess condition specific waiting times in line with National Institute of Health and Care Excellence guidance. Crisis team; HTAS; crisis and home treatment; patient opinion; qualitative. In most places CRHT teams are an innovation and wider changes are needed in service organisation and patterns of clinical responsibility and decision . Staff worked with other healthcare professionals in the best interest of patients. The action you just performed triggered the security solution. Our ethos is one of honesty, transparency, trust and inclusion, which we feel is key to the pathway of wellbeing. FOR ALL DONATIONS PLEASE VISIT OUR JUSTGIVING PAGE BY CLICKING HERE. They followed good practice with respect to young peoples competence and capacity to consent to or refuse treatment. Staff did not create specific care plans for patients with epilepsy or moving and handling needs. In one case, the lack of response to a patients request led to a serious incident. The staff had plenty of time to talk with me and give relevant support., It was my first appointment and I felt very nervous about it but upon meeting staff I instantly felt relaxed calm and at ease., First time receiving proper help and everything I needed to say was said and listened to., A carer commented Patient feels hopeful after speaking to staff and has changed his life., Download full inspection report for - PDF - (opens in new window), Published This is because: Staff knew how to report incidents and reported receiving feedback in a number of ways. 19 May 2020. Thomas MACDONAGH, FY1 Doctor of Lancashire Care NHS Foundation Trust, Preston | Contact Thomas MACDONAGH Avondale Unit RPH, North West Posted today Applied Saved. Website address not added, Address: Royal Preston Hospital, Sharoe Green Lane, Fulwood, Preston, Lancashire, PR2 9HT. The staff in the team highlighted that the Transfer of Undertakings (Protection of Employment), process had been stressful. Most staff were up to date with mandatory training and felt proud to work for the Trust. However, it was noted that mandatory training figures for the wards did not match the figures provided by the trust and the system of core and effective training was confusing. Service users' experiences with help and support from crisis resolution teams. reason for each breach was nowdocumented, along with, Staff understood and discharged their roles and responsibilities under the Mental Health Act 1983, and the Mental Health Act Code of Practice. Actions in relation to complaints were often recorded as an apology being offered or expectations managed, but there was no evidence of investigation of systemic issues and wider changes. Use of the Mental Health Act 1983 (MHA) and the Code of Practice was good. The HBPoS were staffed by nurses from the adjacent acute wards when people were brought to the suite. 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. Buckton Building Tameside General Hospital Foundation Street Ashton-Under_lyne OL6 9RW. Team management and governance monitored the completion of care plans through routine audits. Currently there are 343 home treatment services. We were unable to speak to people using the service at the time we inspected. Mental capacity assessments and best interest decisions were not always formally recorded. The service only upheld seven complaints out of 24 complaints in the 12-month period from April 2015 to March 2016. We can support you if you are 16 or under and in full-time education. The trust was unable to provide a definitive list of teams that fitted within this core service. The safeguarding team were not routinely being copied in to referrals made to childrens social care. Patients without leave could not attend and patients with leave could only attend if there were enough staff to escort them. Telephone: 0161 271 0278. There were low numbers of complaints and these were well managed. We spoke with 34 staff, 18 patients and three carers. Child and adolescent mental health services had a range of suitably qualified staff who offered a choice of therapies to young people and their families. 9 Avondale Road, Preston, Vic 3072. Information provided by the trust demonstrated poor compliance with annual staff appraisals by teams. We found evidence that demonstrated the teams implemented best practice guidance within their clinical practice. Following consultation with a range of staff and stakeholders, the trust had recently developed a new governance structure from board to senior management level to support the implementation of its five-year strategic plan. The health-based places of safety provided a safe environment for the risks of people in a crisis to be managed. There were good lone working policies and staff were clear on how this was managed at each team. Staff requested patients consent to care and treatment in line with the Mental Capacity Act. Morant N, Lloyd-Evans B, Lamb D, Fullarton K, Brown E, Paterson B, Istead H, Kelly K, Hindle D, Fahmy S, Henderson C, Mason O, Johnson S; CORE Service User and Carer Working groups. There had been a review of the community matron service which identified the need for specialist Chronic Obstructive Pulmonary Disease (COPD) services and rapid access to care to prevent hospital admissions. Families engaged with the Childrens Integrated Therapy and Nursing Servicewere involved in writing their childs care plan. Support will be delivered by committed and competent staff who have a desire to work within our core values to achieve our goals for and with individuals. To begin your own journey at Avondale, let us help you choose a vocational course (VET), undergraduate or postgraduate degree that's right for you! Our service helps to avoid the stress, anxiety and upheaval that can happen with a hospital admission. We rated the acute and psychiatric intensive care units (PICU) services as requiring improvement. Staffing concerns meant people sometimes had to wait to see a doctor. Read through customer reviews, check out their past projects and then request a quote from the best window treatment services near you. The coordination of Children Looked After (CLA)who were under the care of the local authority (Lancashire County Council) was a challenge especially when the child was placed out of Lancashires boundaries as the LCFT CLA nursing teams had to coordinate the referral, discharge and transition of the child with social services teams from all over the country to perform assessments.
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