There were sometimes delays in meeting personal care needs. 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. The content on this page is copied from the Home Treatment Team - West information leaflet. The ward used nationally recognised assessment tools when monitoring patients health. 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 Staff understood how to protect patients from abuse and they worked well with other agencies to do so. Let's make care better together. Staff understood and addressed the type of problems presented by the young person and their families. Crisis resolution and home treatment: stakeholders' views on critical ingredients and implementation in England. We have two pathways: supported early discharge and admission avoidance. Team management and governance monitored the completion of care plans through routine audits. 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 The executive management team were not fully visible and in some cases staff did not know who they were. 2023, Current opportunities for you to get involved, Suicide and Self Harm Prevention Strategy, East of England, NHS Specialist Mental Health, Provider Collaborative, Disciplinary Policy People before process, Advice and guidance for patients in Norfolk and Waveney, Health, social and care workers COVID-19 support service, Get involved in our Hellesdon River Centre project, Clinical Achievement Award - finalists 2022, Compassion in Action Award - Clinical - finalists 2022, Compassion in Action Award - Non-clinical - finalists 2022, Haley Gosling Award for Support in Recovery - finalists 2022, Improving Quality Through Innovation Award: Clinical - finalists 2022, Improving Quality Through Innovation Award: Non-clinical finalists, Most Effective Contribution Award - finalists 2022, Public Choice Award Adults - finalists 2022, Public Choice Award CFYP - finalists 2022, Research and Evidence Impact Award - finalists 2022, Star of the Year: Clinical - finalists 2022, Star of the Year: Non-clinical - finalists 2022, Working Together For Better Mental Health Award - finalists 2022, Chief Executive Officer recruitment process, Hellesdon Rivers Centre plans and designs, Frequently asked questions about Hellesdon Rivers Centre, Find out about how to become a Peer Support Worker, Suicide awareness and the impact of Menopause, view full details of the Home Treatment Team - West service in our services directory, Home Treatment Team (HTT) West information leaflet. The team usually includes a number of mental health professionals, such as a psychiatrist, mental health nurses, social workers and support workers. Staff felt supported and listened to and there was professional forums for nurses and allied health professionals. BMC Psychiatry. 2014;36(7):563-72. doi: 10.3109/09638288.2013.804594. Security systems and processes for the site were good and staff had a good understanding of safeguarding policies and practice. Outcomes included written apologies to patients, improving patients understanding of policies and practices, adding issues and outcomes to Guild Lodges share the learning document, improving information, guidance and publicity, and supervision of staff. We issued the trust with a Section 29A warning notice for this core service. They told us that they felt valued, had input into the service and were consulted and involved in service quality developments. We were unable to speak to people using the service at the time we inspected. There was some inconsistency in the recording of monitoring of patients following the administration of rapid tranquilisation. Accessibility Staff assessed risk in observance of national guidelines, to the benefit of people who used services. It is recognised that people recover more quickly if treated at home in familiar surroundings, with friends and family close by. We saw records of staff appraisals that embedded the trust's vision and values. We rated the community health inpatient serviceas 'requiring improvement' overall because: The ward had encountered issues with nurse staffing. which is extremely helpful in helping maintain community links and allowing individuals autonomy. The team was well-led by experienced and committed managers. The trust significantly changed the management structure in the three months before the inspection. In addition, at the Junction compliance with clinical and management supervision was low. How we can help There were no waiting lists for the services provided within this core service. The trust did not have accurate or complete information in relation to patients who remained in the health-based places of safety or the mental health decision units for prolonged periods of time. Staff cared for patients in a respectful and dignified way. The team usually includes a number of mental health professionals, such as a psychiatrist, mental health nurses, social workers and support workers. While detention papers had been checked by the receiving nurse and scrutinised by an administrator, on three out of four relevant records, we did not find evidence of medical scrutiny to make sure the clinical grounds for detaining patients were made out. Regular multidisciplinary meetings were held and attendance by outside agencies was encouraged. Our input will be short term (an average of 2-3 weeks), intensive (as many as 2-3 visits per day dependent on your needs) and is flexible to meet your current difficulties. Staff had worked with the trusts violence reduction team to lower incidents of violence and aggression on the wards. It was from discussions with patients, relatives, staff and observations that highlighted the commitment and passion staff of all grades had to provide good end of life care. Staff knew the trusts vision and values and were able to describe how these were reflected in the team's work. Staff used computerised tablets enabling them to source or store information when visiting patients which although useful and speeded up processes when connectivity was poor patient visit lists could not always be accessed. and transmitted securely. At the Orchard, the door to the bathroom lacked an observation panel, which meant peoples privacy was compromised. We identified concerns about staff not receiving mandatory training; both of which increased risk to patients and staff. Please enable it to take advantage of the complete set of features! Crisis Resolution and Home Treatment Team (CRHTT) If youre suffering from an acute mental health problem or crisis, we can provide you with a safe and effective home assessment. Staff met the needs of all patients including those with a protected characteristic. We observedhandwashing and infection control practices in home visits and at a baby clinic, appropriate cleaning of equipment between patients and use of personal protective equipment. The structure was in its infancy and, as such, was in the process of being embedded in practice. There were issues with the environment that impacted on the patients and staff. Clinics were visibly clean, tidy and organised. We offer people involved in your care the opportunity to discuss their worries in relation to their role supporting you. The Central Home treatment team also provide intervention to Willow House the Crisis support house based in Chorley, The Haven service based in Preston and the136 Rigby suite based at the Avondale Unit at times there may be a need for the successful candidate to undertake these roles. People who used the services were able to ask questions, discuss care, and were involved with decision making. Interventions are usually made via regular home visits and telephone contact. Assessed the number of child and adult beds available in the trust, and responded to this by increasing beds and at times placing patients in adult wards to ensure they received the care and treatment they needed promptly. Staff delivered care in a multidisciplinary manner and in line with national guidance and best practice. Bookshelf Staff were not all trained in basic life support and overall completion of mandatory training was below the trust target. This meant that patient safety was important and communicated to the senior management team. Medicines were not always managed safely. The Mental Health Act code of practice guidance helps protect patients' rights and ensures patients detention is lawful. Wards received monthly performance reports. It was delivered by passionate staff who gave patients and their families compassionate care were however there were areas for improvement in the effective domain. Overall compliance with essential training was 46%. Staff completed comprehensive, holistic assessments of all patients on admission/referral. Health visitors used tablet computers to access records and document contacts while in clinic settings or during family visits. Gimnez-Dez D, Maldonado Ala R, Rodrguez Jimnez S, Granel N, Torrent Sol L, Bernabeu-Tamayo MD. Care plans were of a high standard. 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. Monthly team meetings took place to ensure staff received information and feedback regarding incidents and complaints and were kept informed of developments within the trust. The new 28-bed unit, located on the top floor of the Avondale Unit on the Royal Preston Hospital site, is designed to support intermediate care capacity for rehabilitation and enhance the current offer in existing community units. Staff did not always interact proactively and positively with patients. The trust was not providing consistently safe care within the acute wards for adults of working age and psychiatric intensive care units. The new appraisal included key objectives and the trusts visions and values. Additionally, we had concerns about the use of mental health decision units for patients under 18 years old. We observed use of the seclusion facilities on the two psychiatric intensive care units Byron and Keats and whilst there were care plans in place and staff observing, we found that 20 episodes of seclusion had not been entered into the log on Byron ward. Patients therefore remained in the health-based place of safety longer than necessary. Our analysts have developed this monitoring to give our inspectors a clear picture of the areas of care that need to be followed up. Staff managed patients physical health needs. Discrepancies between data held at trust and local levels regarding the uptake of mandatory training meant we could not evidence that the target of 85% attendance for mandatory training wasbeing consistently met within the service. The lack of a clear structure from senior management level to ward level had also resulted in a disconnect between the board and the four clinical networks. We found that Lancashire Care Foundation NHS Trust was providing a high quality service regarding end of life care (EOL). A range of activities were provided at resource centres within the hospital grounds. Staff were compassionate, kind and respectful whilst delivering care. Hiding UNDERGROUND from A SWAT Team! You can view full details of the Home Treatment Team - West service in our services directory. Held multi-disciplinary staff meetings to discuss and review patients needs, to make sure patients received the best possible coordinated care and treatment. Processes were in place to monitor performance. Waltham Forest Home Treatment Team Tantallon House 157 Barley Lane Goodmayes IG3 8XJ Tel:0300 300 1882, Option 2 Fax:0844 493 0264 Opening times:24 hours Referrals Email - [email protected]. The ward staff worked well together as a multidisciplinary team and with those outside the ward who would have a role in providing aftercare. in community health services for children and young people, not all safeguarding cases were being supervised and the trust safeguarding team was not routinely copied into referrals made to childrens social care, in the community child and adolescent mental health service, not all patients had an up to date and current risk assessment in their care record, in the acute wards and psychiatric intensive care units, significantly less than 75% of staff were trained in life support, the trust policy did not adequately deal with all the requirements of nursing patients in long term segregation in line with the Code of Practice, staffwere not always providing person centred care to patients on a community treatment order, there were problems with the quality of care plans on Elmridge ward, in child and adolescent community mental health services and in community health services for adults, compliance with supervision and appraisal was below 75% in some services, the trust did not notify CQC of applications for Deprivation of Liberty Safeguards in more than 75% of cases between January 2015 and February 2016, there was a high demand for mental health beds, which meant that some patients were either being placed out of area or requiring intensive support from community teams. This meant they focused on helping patients to be in control of their lives and build their resilience so that they could stay in the community and avoid admission to hospital wherever possible. Staff involved with the crisis support units and crisis/home treatment teams were impacted to some degree by reorganisation within this core service which led to uncertainty. We saw activities with patients that showed consideration for mental state and abilities, and staff were able to make the activities meaningful. We found a good incident reporting culture where staff were clear on what to report and who they should report to. We witnessed positive interactions between staff and patients throughout the inspection. Please include what you were doing when this page came up and the Cloudflare Ray ID found at the bottom of this page. The Home Treatment Team offers an alternative to hospital admission, to keep people who are acutely mentally unwell out of hospital and living in the community. the service isn't performing as well as it should and we have told the service how it must improve. All ward areas were visibly clean and clutter free. Throughout the trust we saw positive interactions between staff and patients. which is extremely helpful in helping maintain community links and allowing individuals autonomy. This meant that teams were meeting the targets expected of them. We know that you are at your best when you are at home, with your support network of carers, friends and family around you. The quality of the capacity assessments varied. there are some services which we cant rate, while some might be under appeal from the provider. New scientific research has led our team to the use of reliable, gentle treatment thats effective, consistent and safe for the management of a vast range of health conditions. This was because many patients on a community treatment order were not routinely given information about their rights or informed of their rights to an independent mental health advocate verbally. Audits were carried out on the use of section 136 and the use of HBPoS. We provide specialist assessment, active therapy, treatment and the opportunity for recovery to older people with a mental health problem. Our team includes both health and social [] At least one standard in this area was not being met when we inspected the service and, Lancashire & South Cumbria NHS Foundation Trust, Greater Manchester Mental Health NHS Foundation Trust. We reviewed 19 care records and 22 prescription charts. Social inclusion teams worked to ensure peoples holistic needs were met and worked with hard to reach groups in innovative ways to promote mental well-being. We will revisit these services to check that appropriate action has been taken and that quality of care has improved. Staff supervision rates had been low over the last 12 months. The main aim of our team is to help you manage and resolve your crisis through assessment and treatment in your home environment. The hospice team provided specialist advice and support as requested, coordinated and planned care for patients at end of life in the community. The Longridge ward team were positive and proud of the service they provided for the local community. They supported staff with supervision. Morale within the service was good and staff spoke proudly and passionately about the service which they provided. Their aim is to cause minimum disruption to a person's life whilst meeting their needs in the early stages of acute psychiatric presentations. Due to high bed occupancy, staff could not always admit people detained under section 136 of the Mental Health Act within 24 hours, the time limit set out in the Mental Health Act. This meant that staff had a good understanding of patients needs and how to deliver particular care. Specialist community mental health services for children and young people, esb.services_rated.community health (sexual health services), Community health services for children, young people and families. A literature review. This meant that some patients were not receiving person centred care. This meant that young people might wait as long as three days to be seen by a specialist at a weekend. We found that a third of care plans we reviewed were not completed collaboratively with patients. We work with carers who are supporting people at home by listening to their concerns and providing support when needed. The service actively monitored and managed risk well. In one case, the lack of response to a patients request led to a serious incident. Staff were supported by means of supervision and appraisal processes, to identify additional training requirements and manage performance. The managers of the individual services were supported by senior managers in this measured and effective approach. The management of the risk register was poor and changes had not been recorded, one risk was three years old and no changes to the register had been made. Staff and managers told us that there were delays receiving information about patients accessing antenatal care from local acute providers and this was recorded on the trust risk register. The teams were compliant with the requirements of the Mental Capacity Act 2005 (MCA). Staff told us they did not always feel respected, supported or valued. Some wards had locked the doors however other wards were not aware of the risk. The staff were committed and passionate about the job they did. They demonstrated knowledge of current, evidence-based practice. If this service has not had a CQC inspection since it registered with us, our judgement may be based on our assessment of declarations and evidence supplied by the service. Morale was improved following most changes being implemented from the community service review. The service was rated inadequate overall and in the safe and well-led domains; it was rated requires improvement in the effective and responsive domains; it was rated good in the caring domain. 1006024). Patients were well cared for on Longridge ward. Cloudflare Ray ID: 7a2f0d761874a211 This allowed treatment to be provided in an effective and timely manner. Patients felt they were afforded sufficient privacy and dignity. Submit a Review for Avondale Mental Healthcare Centre. However, the provider had carried out a safer staffing review that acknowledged the different staffing needs in the new model of mental health urgent assessment centres and were implementing the review recommendations. Not all staff were adequately trained to deal with patients in seclusion. However the level of staff training on these areas was below expected standards. Information provided by the trust showed staff had not received the expected supervisions and appraisals. Information about how to complain was readily available to young people and their families. The results of all audits were not always fully disseminated to community mental health staff. Staff had good knowledge of safeguarding procedures and were confident in applying trust policy. Staffing had been improved by the use of the safecare system, allowing shortfalls to be identified and covered. In the multi-disciplinary meeting we attended, a persons capacity was considered in every situation and discussed. Due to extension, we can now accommodate up to 54 individuals; with 50 rooms available in the main building and 4 ensuite rooms available for bespoke rehabilitation programmes or other bespoke packages in a self-contained new wing to the main building. We spoke with 18 patients and three carers. Visit website. Facilities at the Harbour site were excellent, and Wordsworth and Bronte wards used a mock pub and a mock caf in the outdoor area for patients to relax. Our teams are supported by administrators. Welcome to Avondale, one of the North West leading independent providers of care for adults with a wide range of Mental Health related issues. This means we can offer brief interventions to support your recovery and manage any risks, which reduces your chances of having to be admitted to hospital. The existing ratings from our inspection in June 2019 remain in place. We saw evidence that staff took the time to familiarise themselves with patients and were welcoming and helpful. Health visiting and school nursing teams worked to deliver the Healthy Child Programme and two of the five contacts were delivered using the Ages and Stages evidenced based screening tool. Staff were not receiving regular supervision of their work. Staff told us that the impact of the trust implementing a smoke-free policy was putting staff and other patients at risk as people were not following the policy.
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