This had the potential to put people who use the service and staff members at risk. The wards were clean and tidy and there was an established cleaning regime. The teams were proactive in following up patients who did not attend appointments and were clear about the protocols they followed when this occurred. Southwark Home Treatment Team. Active 8 days ago. Staff treated patients courteously and with appropriate dignity and respect. Full information about our regulatory response to the concerns we have described will be added to a final version of this report, which we will publish in due course. There was good adherence to the Mental Health Act and Mental Capacity Act. PRINCIPAL DUTIES. Theydid not know the trusts risk assessment policy. Staff were considered caring and compassionate and the majority of patients were happy with the care they received. The residents and staff are already looking forward to being part of this project and that in turn will help support their general wellbeing too. 22 July 2022. Patients had access to a range of information. All the mental health decision units had now been closed. The facilities were generally clean and maintained. There was a clear structure of reporting and responsibility for safeguarding adults and children. Staff spent the majority of their time on observations for certain patients. Staff had a good understanding of the principles and application of the Mental Capacity Act. The teams help . Staff had a good awareness of the need to protect patients from abuse and neglect and there were systems in place to support them. Provide 24 hours nursing care that is person centred and care plan led, with individuals input and objectives key to this process. Many of the childrens services were being delivered from locations that were not owned by the trust. There are new and exciting developments happening with a new Intensive Home Treatment programme across Milton Keynes, Bedfordshire. Assertive Community Treatment, or ACT, provides a full range of services to people diagnosed with a serious mental illness (SMI). Most staff understood the trusts visions and values. Sickness and vacancies accounted for the issues which were managed by bank staff or overtime. Comments were mainly positive, ranging between 96% and 100% at the locations we inspected. This meant that patients with low risk could engage in activities that would aid their recovery. Staff did not have access service user information that was held on the local authority electronic records system. 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. I have been in acute dental pain throughout the weekend - which has caused my mental health to hit rock bottom. 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. Our service is aimed at people aged 65 above or those with a young onset dementia diagnosis who are presenting with an acute psychiatric crisis of such severity that without the involvement of the DHTT, they are at risk of hospital admission to a mental health ward. Staff had an annual appraisal where learning needs were identified. The Trust had strategies in place to mitigate these risks. We have two pathways: supported early discharge and admission avoidance. Treatment? There were comprehensive assessments and care plans in place, with a strong focus on good physical health care needs, with good access to a range of health services such as GP, specialist diabetic nurse, and podiatrist. We know that you are at your best when you are at home, with your support network of carers, friends and family around you. Families engaged with the Childrens Integrated Therapy and Nursing Servicewere involved in writing their childs care plan. The service followed best practice guidance on the decontamination and sterilisation of used dental instruments. Staff displayed a good knowledge of both the MHA and MCA. 11 Avondale Road, Preston, Vic 3072. 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. However it was not clear that people who use the service were routinely offered a copy of their care plan. In most of the services provided, people received appointments in a timely way. the service is performing badly and we've taken enforcement action against the provider of the service. When aggregating ratings, our inspection teams follow a set of principles to ensure consistent decisions. This meant that some patients were not treated as an adult. The Treatment Team's Roles and Impact in The Effectiveness of Addiction Treatment - Next Level Recovery +1 (385) 500-4822 Addiction Treatment, Drug Addiction, Drug Rehab, Group therapy, Programs, Recovery, Therapy, Treatment The Treatment Team's Roles and Impact in The Effectiveness of Addiction Treatment We did not inspect wards for older people with mental health problems at the Trusts other locations. The wards did not have current and up to date ligature risk assessments and environmental risk assessments had not been completed on ward 22. Families and carers were involved in this process where appropriate. Due to the concerns we found during our inspection of the trusts acute inpatient mental health wards for adults of working age and psychiatric intensive care units, we used our powers to take immediate enforcement action. This assisted with the identification of risk and enabled effective communication with social care colleagues using a common language. Electronic patient records were not always accessible when connectivity was poor and access to paper based records was variable throughout all areas. The ward did not participate in national audits to monitor outcomes of some of the conditions that were being treated, for example, hip fracture and sentinel stroke national audit programme. The occupational therapy team said the main reason for activities being cancelled was transport being diverted at the last minute for use at appointments. There are seven NHS regions in England and we have created a Psychological Professions Network in each. Straight to the point and made welcome in a calm and friendly manner., I was very impressed by the kind, attentive and empathetic approach evidenced upon my arrival to Avondale. The service actively monitored and managed risk well. Team leaders told staff about outcomes and learning from incidents. Psychological Professions Network, North West Psychological Professions Network Expert by Experience Steering Group, Talking Therapies Leadership & Innovation Forum (previously known as IAPT), Psychological Wellbeing Practitioner Professional Network. The management and governance arrangements within the directorate were effective and teams were able to feed information about risk into the risk register.The trust had identified 38 items on their risk register in relation to learning disability and autism community services and these were being reviewed and monitored by the trust. This meant that the requirements of the warning notice had now been met. Following two patients attempting to harm themselves by hanging using fixed points in the lounge ceiling where they could attach something. The trust had also not appointed a board member with a specific lead role for end of life care to ensure executive scrutiny. Our service can be contacted 24 hours a day seven days a week. We also saw that supervision and appraisals were being done for staff but all wards agreed that they needed to improve this aspect. 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. In September 2013, the CQC asked the trust to review the environment of the seclusion room shared by Whinfell and Bleasdale wards. 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. 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. Disabil Rehabil. Staff were observed being responsive and respectful to patients, and demonstrated that, where possible, patient were participating in the planning of their care. Staff worked within the trust's lone worker policy. Offered patients activities and education. There were good lone working policies and staff were clear on how this was managed at each team. Whilst the staff showed high levels of safeguarding knowledge we also found some inconsistency in recording of safeguarding training, due to the amalgamation of new staff groups and a change of specification. Safeguarding processes were clear and complied with local safeguarding childrens board procedures. The rooms and buildings used by patients were accessible to people using a wheelchair. There were gaps in the required observations and incomplete records. (PCMHT), Home Treatment Teams (HTT), Substance Misuse Services and Housing and Emergency Social Services Team in response to client need; Preston & Chorley. The Royal College of Psychiatrists has recently established the Home Treatment Accreditation Scheme (HTAS) to institute a quality standard for HTTs, though it is unclear whether such accreditation could of itself measure effective care. Avondale is a ground floor purpose built centre allowing it to be fully accessible. Any referral from Minor Injuries Units or Community Staffing and Hospitals, please ring the above numbers for Home Treatment Teams. The main aim of our team is to help you manage and resolve your crisis through assessment and treatment in your home environment. Feedback from patients was mixed regarding involvement in their care plans. 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. We have a range of accommodation options across the county. Physical health assessments were completed on admission. The services had good structures, processes, and systems in place to manage current and future performance and ensure quality to drive improvements. CMHTOP, liaison psychiatry teams in acute hospitals and on-call doctors could complete referral. HTTs were valued but service users' focus was on goals notably different to factors generally assayed by existing research. This team has now changed to the Crisis Resolution and Home Treatment team visit the service page on our website to find out more. We found that a third of care plans we reviewed were not completed collaboratively with patients. We rated mental health crisis services and health-based places of safety as good because: The service had enough staff so that people who were in a mental health crisis could be safely managed. The trust had legitimately implemented a no smoking policy at Guild Lodge in January 2015. Uptake of mandatory trainingwas in line with trust policy. Staff assessed and managed risks to patients and themselves well and followed best practice in anticipating, de-escalating and managing challenging behaviour. The services were not routinely undertaking fire drill testing at each of the team localities. 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. It is situated close to all the necessary local amenities, such as shops, public transport links, hospital, GPs, dentist, leisure centres etc. This included patients with a learning disability. Electronic notes were clear, concise and care planning processes were evident. We found that this information was discussed and used effectively to improve the service. 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. Safeguarding was embedded within the service. Our service helps to avoid the stress, anxiety and upheaval that can happen with a hospital admission. All clinic rooms were fully equipped. All the MHCS carried out home-based clozaril titration. The trust provided opportunities for staff to develop which included placements at education establishments. We may also be able to accommodate some over 16s, where appropriate. Where possible, well try and provide treatment in your own home so you can avoid being admitted to hospital. 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. Data from the trusts centralised mandatory training system showedbasic life support training being at 64% at the time of the inspection. Escalation procedures for urgent referrals were in place. Of these, six services (31%) reported that home treatment teams dedicated to the management of acute mental disorders had not been established. Staff had worked with the trusts violence reduction team to lower incidents of violence and aggression on the wards. We observed people who use the service being treated in a respectful manner and with a caring and empathetic approach. Staff carried out an initial assessment that focused on peoples strengths, self-awareness and support systems, in line with recovery approaches. We were not assured that prevention strategies were put in place to prevent the development of pressure damage. We gate-keep admissions to the Glenbourne Unit. The service could not demonstrate that it managed risks to service users effectively. Apply to Home Treatment Team jobs now hiring in Preston PR2 on Indeed.co.uk, the world's largest job site. The single point of access team in Preston was not meeting targets for assessing new referrals. People did not have to be admitted to hospital when they were prescribed clozaril as staff carried out monitoring in the person's own home. To service A&E department and Medical Assessment Wards. Care was provided with a multidisciplinary approach. A recent audit confirmed these improvements. 020 3228 3500. There were gaps in the mandatory/essential training that staff should have received and not all staff had received an appraisal. Find Avondale House in Preston, PR2. Wards used regular bank and agency staff where possible. Bethesda, MD 20894, Web Policies There were medical reviews in some records but it was unclear when the medical review took place. The new vision and values were embedded into teams especially through the new appraisal process that staff felt was more personalised. Devon Recovery Learning Community courses. 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. Patients were supported by a skilled multidisciplinary team of staff which included nursing, psychiatric, psychological, occupational and dietetic support. Developmental roles for band five nurses had been implemented for staff wanting to develop into leadership roles. You can contact them [email protected] 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). The executive management team were not fully visible and in some cases staff did not know who they were. The crisis support units only had reclining chairs in communal areas for patients to rest or sleep in, which meant patients slept overnight in reclining chairs in communal areas. 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. This included increased staffing for community teams and closer working relationships with partner agencies. 11 January 2017. Health visitors used tablet computers to access records and document contacts while in clinic settings or during family visits. The service had a good safety record; Incidents of harm in the service were low. Compliance with clinical supervision and yearly appraisals for nursing staff was poor. Staff felt involved in the process. Implemented best practice guidelines such as routine outcome measures to plot patients progress and experience (and had taken part in Royal College of Psychiatrists' Quality Network for Inpatients (QNIC) reviews). We have excellent in house catering, laundry and housekeeping services and these support the wider clinical teams in allowing comprehensive service delivery to our residents. Designed and Developed by: Cube Creative . Staff morale was improving and staff were optimistic that improvements would be made under the new leadership team. Ambient room temperatures in two clinic rooms regularly exceeded this temperature. Risks identified on the board assurance framework and corporate risk register reflected those we found in core services. The trust continued to experience significant challenges recruiting and retaining staff in some core services. The service provided safe care. Overall, we have rated community health services for adults as Requires Improvement. How to access the service. Some patients had been held in the 136 suite for several days. Although the same member of staff may not attend every visit, all staff will be familiar with your situation. Our Dementia Home Treatment Teams provide an intensive, safe home treatment service in the least restrictive way. The handle on the entrance door created a ligature point which compromised peoples safety. Staff recently recruited had not received all their mandatory training and inductions. We inspected this service at the Harbour because that was the location where concerns were raised. Our Mental Health Act Commissioners may carry out a number of visits to each provider over a 12-month period, during which they talk to detained patients, staff and managers about how services are provided. Staff felt valued and supported by their colleagues and were aware of the senior management team within the trust. Patients were protected and safeguarded from avoidable harm and incidents were appropriately reported. A new electronic prescribing system was being introduced. Systems to ensure safe staffing levels were in place. Monitored patients physical healthcare, with links to GP surgeries to respond to any continuing physical health needs. Staff and patients were not always offered debriefs by ward managers or other members of the senior management team. 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.
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