The service was working in partnership with UCLAN (The University of Central Lancashire) on research into the involvement of patients and families in violence prevention and management. The services were not routinely undertaking fire drill testing at each of the team localities. Maudsley Hospital, 5 Windsor Walk, London, SE5 8BB. 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! We spoke with 34 staff, 18 patients and three carers. In Lancaster and Leyland there were patients waiting for up to 12 months for transfer to community mental health teams. HTTs were valued but service users' focus was on goals notably different to factors generally assayed by existing research. You can email the site owner to let them know you were blocked. There were medical reviews in some records but it was unclear when the medical review took place. The trusts visons and values were embedded across the trust. A separate gardening project aimed at providing vocational qualifications and employment opportunities to patients. Staff on Marshaw ward said they did not have time to facilitate activities, and activities were inconsistent and not structured. Staff had knowledge and skills to deliver effective care and treatment and staff received support and supervision from their managers and peers. We offer home visits during the day time and evening. 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. 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). All clinic rooms were fully equipped. Wards used regular bank and agency staff where possible. Staff did not receive training in how to best meet the needs of people with a personality disorder, learning disability or autism. All patients underwent a thorough assessment of need, care plans were holistic and recovery oriented and included physical health assessments, these were completed in collaboration with the patients, progress was regularly reviewed. The health-based places of safety had 26 incidents in the 12 months leading up to our inspection where people had been deemed as needing admission but a bed was not found within the 72 hour assessment period of section 136. Waiting times, delays and cancellations were minimal and managed appropriately. However; patients who required admission were sometimes held in the unit for several days and nights because there was no bed available on an admission ward. Parents, carers and children were positive about the care and treatment provided. | View photos, details, and schools for 30 Hilton Drive Patients told us that staff were available when they needed them, supported them through their crisis and were kind and caring. Outcomes were monitored to ensure changes were identified and reflected to meet patients needs. Staff had access to performance dashboards to monitor progress and improve service provision. Records and medicines were stored correctly in most areas and audits were completed at intervals. Avondale House is the only agency in greater Houston that serves individuals living with moderate to severe autism from ages 3 years through the end of life. However, at the Junction staff did not know the agreed and allowed medication under the MHA. Staff understood processes to safeguard young people, reported incidents and investigated them. Learn more about who makes up your local PPN team. Staff had access to a rolling programme of training in specific models of care relating to the womens service, acquired brain injury, mens service and seclusion. Feedback from people who use the service was positive. This was due to long waiting lists and ineffective care pathways. There were some issues that impacted negatively on how responsive some services were. They provided a range of treatments that were informed by best-practice guidance and suitable to the needs of the service user. Interventions are short term and usually last no longer than 6 weeks. There was good management of medication. J Ment Health. All clinical areas we visited were visibly clean. Compliance with basic life support and immediate life support training was low. There was a clear statement of visions and values, staff knew and understood the vision, values and strategic goals of the service. Care plans were of a high standard. Key access to the seclusion room on some wards was limited and staff described some difficulty finding key holders to access these rooms. It had brought innew staff to introduce systems to monitor compliance and improve services; and employed four new staff to reduce waiting lists. There was a process in place so that patients on a community treatment order were informed about the availability of the independent mental health advocacy service and had their rights read to them. You can contact them oncomplaints.penninecare@nhs.netor 0161 716 3083, Opening hours:8am-8pm, seven days a week, Heywood, Middleton and Rochdale early attachment service, Heywood, Middleton and Rochdale young peoples mental health support team, Oldham young peoples mental health support team, Tameside and Glossop early attachment service, Tameside young peoples mental health support team, Full mental state examination and assessment, Medical input on consultations, review, medication prescribing and management, Providing access to other supporting agencies, Brief cognitive behavioural therapy (CBT), Guidance (Young Minds, Papyrus, Pennine Care CAMHS website), Information about our patient, advice and liaison service (PALS). Managers made sure they had staff with a range of skills need to provide high quality care. The ward teams included or had access to the full range of specialists required to meet the needs of patients on the ward. Feedback from patients and carers was generally positive. Home Treatment Team - Exeter, East and Mid Devon Staff had a good understanding of the Mental Health Act and Mental Capacity Act. The trust engaged with people including carers in the planning of service development initiatives. 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. Employer. We were not assured that the trust was collecting meaningful data to understand the scale of the issues apparent across this core service. We value experience and so everyone in out management team has been a support worker. The premises at Hope House were not fit for purpose. Safeguarding was embedded within the 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 home treatment team service for older adults functioned from April 6 to August 31 2020. Comprehensive risk assessments for patients were completed and reviewed and clear crisis plans were in place where patients were assessed as. This included the lack of an appropriate transitional pathway for patients moving from CAMHS to adult services. Patients in the crisis support units and crisis/home treatment teams were presumed to have capacity to make decisions about their care and treatment. 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. 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. How we can help Staff felt able to raise concerns without fear of victimisation and spoke positively about the organisation. Staff cared for patients in a respectful and dignified way. The services managed complaints and concerns effectively; they listened to patients concerns with a view to improve the services being provided. There were good relationships with other teams and external organisations to ensure needs were met. The service followed best practice guidance on the decontamination and sterilisation of used dental instruments. Patients had access to a range of information. Risk assessments were comprehensive and included risk management plans. Information supplied before the inspection indicated a culture of systemic bullying; however, we found no evidence of this. Complaints were well managed. This usually took place within 24 hours. Psychological therapies were available. Careers. All the wards we visited had information boards which showed patients and their visitors the staff who worked on the wards and also the different uniforms they might see. Staff worked with other healthcare professionals in the best interest of patients. Due to the variable nature of the patients on the ward, patient outcomes were not routinely collected. Access to care and treatment was timely. The majority of staff were up to date with mandatory training. South London and Maudsley NHS Foundation Trust (SLaM) is the main provider of mental health care in Southwark. It became routine in September 2014, again with the expectation that the number contacted would increase each quarter. We don't rate every type of service. For people in the health-based places of safety, risk assessments were completed jointly with the police. Staff completed risk assessments on admission and updated these regularly. Clinical evidence summary tables. Emergency equipment was accessible to all and was maintained appropriately. which is extremely helpful in helping maintain community links and allowing individuals autonomy. We inspected: Shakespeare ward an 18-bed female acute ward, Stevenson ward an 18-bed female acute ward, Churchill ward an 18-bed male acute ward, Byron ward an 8-bed female psychiatric intensive care unit, Keats ward an 8-bed male psychiatric intensive care unit. Treating mental health crises at home: Patient satisfaction with home nursing care. Although staff we spoke with told us they had received some supervisions and appraisals these were not carried out in line with the trust policy. Staff understood and discharged their roles and responsibilities under the Mental Capacity Act 2005. This meant that patients were less likely to be harmed by poor infection control practices or self-harm/suicide incidents. The ward staff worked well together as a multidisciplinary team and with those outside the ward who would have a role in providing aftercare. Carers assessments were offered to people when appropriate. Positive aspects of HTT intervention included a rapid, accessible and crisis-focused approach, though changing staff and appointment times were considered unhelpful. Wards received monthly performance reports. Managers and matrons worked clinical shifts. They took into account the opinions and considerations of people who used the service and where possible other staff. This meant that meeting people's diverse needs was embedded in practice. Ward managers were able to access bank and agency staff and staffing levels were adjusted to meet need. Reports were of a good standard and there were systems in place to share learning. We found that the service had improved and met the requirements of the warning notice. 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. Staff were observed being responsive and respectful to patients, and demonstrated that, where possible, patient were participating in the planning of their care. The Home Treatment Team is likely to meet with you initially, following your contact with one of our triage and assessment teams. In most teams comprehensive risk assessments were carried out by staff for patients who used the service; risk management plans were developed in line with national guidance. Bethesda, MD 20894, Web Policies An official website of the United States government. Effective managerial operational meetings took place where incidents were discussed, team performance was reviewed and staffing and sickness in teams was considered. Close menu, Royal Preston Hospital, Sharoe Green Lane, Fulwood We welcome residents/service users and their family/friends to submit reviews to carehome.co.uk This is not a formal complaint procedure or to be used for allegations of negligence, abuse or criminal activity. We rated community based services for people with a learning disability or autism as good because: Interactions between staff and patients demonstrated personalised, collaborative, recovery-oriented care planning. Overall, we have judged that community health services for children, young people & families is Good. There were not sufficient numbers of suitably trained staff. Information provided by the trust showed staff had not received the expected supervisions and appraisals. Activities did not always take place. 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. Throughout the trust we saw positive interactions between staff and patients. Complaints and incidents were investigated by a dedicated team. Norfolk and Suffolk NHS Foundation Trust values and celebrates the diversity of all the communities we serve. Staff took the time to listen to patients and to understand their needs. Staff displayed a good understanding of their roles and responsibilities in this regard. Ambient room temperatures in two clinic rooms regularly exceeded this temperature. There were still two registered nurse vacancies to be filled. 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. The wards they were on sought to create an environment that reduced restrictive practise. Staff prioritised patient care over completion of supervision, appraisal and team meetings. Intensive support in your own home. Despite this, we found a committed competent staff group who were patient focussed. However, we found that escorted leave and ward activities did not always take place as planned. They were kept up to date about their teams performance. Staff had a clear understanding of the trusts safeguarding procedures. Managers ensured staff received supervision, appraisal and training. The trust was part of a multiagency group that had developed and implemented a policy for the use of section 135 and 136 across the Lancashire area. the service is performing exceptionally well. If you have complex needs, we also support you care coordination during your discharge process. The trust provided opportunities for staff to develop which included placements at education establishments. We operate 24 hours a day, 7 days a week. Staff were open and transparent in reporting safeguarding issues and incidents. Analysis of incidents was undertaken and changes were implemented across the team. The trust was transparent and open in its approach to safeguarding and reporting incidents. To date we have received 419 referrals into the team, and our service is open 7 days a week, from 9am to 9pm Monday to Friday, and 11am to 7pm at weekends and Bank Holidays. For a reported incident we looked at, it was not clear whether a root cause had been established. The team will supplement the existing input from the . Staff had access to training and had a good understanding of the Mental Health Act the Mental Capacity Act, and associated code of practice. Although staff assessed risk well, the resulting risk management plans did not address all risk identified and were vague and not personalised. Since our previous inspection the trust had been reviewing potential tools and had analysed activity data to inform a new model of care. We gate-keep admissions to the Glenbourne Unit. Staff delivered care and treatment based on young peoples needs. Crisis teams can: visit you in your home or elsewhere in the community, for example at a crisis house or day centre visit you in hospital if you're going on leave or being discharged Monday to Sunday between 8:00 and 20:00 on telephone 01284 719724 or from 20:00 to 9:00 telephone 0300 123 1334. View photos. Our Crisis Resolution Home Treatment Teams have core operating hours of 9am until 9pm, 7 days a week, 365 days a year. We found that Lancashire Care Foundation NHS Trust was providing a high quality service regarding end of life care (EOL). The manager assured us this was due to be corrected. We reviewed 25 care records and 21 prescription charts. Any identified spiritual needs and cultural requirements were supported and families and carers groups were active in the service. The ward environment was safe and clean. 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. Staff felt supported by their immediate and local senior managers and matrons. This had not improved since our last inspection. The staff showed empathy and concern and were caring to the people they treated and understood the anxieties of patients in relation to sexual health treatment. Learn about Avondale Rd, Preston and find out what's happening in the local property market. Help us improve by letting us know Suggest an edit Avondale is a ground floor purpose built centre allowing it to be fully accessible. 11 January 2017. The teams are made up of multidisciplinary practitioners . Services have been transferred to this provider from another provider, Acute wards for adults of working age and psychiatric intensive care units, Wards for older people with mental health problems, Mental health crisis services and health-based places of safety. We rated it as requires improvement because: Lancashire Care NHS Foundation Trust: Evidence appendices published 23 May 2018 for - PDF - (opens in new window), Published This core service was rated as Good at the last inspection in September 2016. On the child and adolescent ward, staff did not always have time to spend with all patients due to high levels of staff observation required for some patients. MHCS staff worked closely with people on the adult acute wards to provide intensive home treatment and facilitate early discharge. Complaints during a 12 month period prior to the inspection showed patients had complained about issues including concerns about safety on wards, availability and quality of food, cancellation of leave, and staff behaviour. However, we did not re-rate the service at that inspection. The community services for adults were delivered by staff who were committed and enthusiastic about their roles. 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. Trust leaders had failed to address these concerns following our last inspection. We witnessed several such incidents during our inspection. Any ligature points were assessed and mitigated for, and reflected in the trust risk register. We did not rate this service at this inspection. This practice had become routine. Many services were being delivered from less than ideal locations that were not owned by the trust. Staff did not always interact proactively and positively with patients. We inspected the mental health liaison services in the emergency departments based at the following locations, all part of the Lancashire and South Cumbria NHS Foundation Trust: We looked at the impact of mental health liaison within an urgent emergency care centre, as well as any possible impact on patient safety. Across all the teams, there were issues with staffing, despite staff now being recruited specifically to work in 136 suites. For example, an Imam often visited a Muslim patient. Furniture in the mental health crisis rooms in Blackburn was not set out to reduce the risks to staff. Individual wards were able to submit items onto the trust risk register in relation to staffing issues however, on ward 22 the trust had not addressed the deficit of replacing permanent staff. Patients told us this meant they could not go out for a cigarette and, at times, had to wait for a number of hours. Patients frequently experienced cancellations to escorted leave and activities. Staff were discussing patients religious needs with them but, in one record, these discussions were not fully reflected in the patients care plans.
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