home treatment team avondale preston

The trust had a robust audit programme in place. Mental capacity assessments and best interest decisions were not always formally recorded. Alternatively, you can contact the Customer Services Team, (Freephone) 0800 585 544, Monday toFriday, 9:00 to 17:00. Staff demonstrated they understood safeguarding procedures and incident reporting; and we saw that debriefing and support was available to all staff, after a serious incident had taken place. The Longridge ward team were positive and proud of the service they provided for the local community. There were gaps in the required observations and incomplete records. 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. We inspected the four acute wards for adults of working age and two psychiatric intensive care units for adults of a working age based at the Harbour. These reports, under our old approach to inspection, involved us assessing a whole provider against the standards we expect. This indicated it was not the patients voice. Epub 2013 Jun 20. This had led to an impact on the quality of care staff delivered and the loss of a number of experienced staff members. Service users' experiences with help and support from crisis resolution teams. HTTs were valued but service users' focus was on goals notably different to factors generally assayed by existing research. Where there were concerns that this was not the case, staff carried out a capacity assessment. The requirements of the warning notice had been met because: Our rating of this service improved. There was outstanding commitment to quality improvement, innovation and development. Staffing pressures had been exacerbated by the impact of the COVID-19 pandemic. We found that the provider was performing at a level that led to a rating of requires improvement overall. The Early Start Team felt proud and honoured to have their hard work and efforts recognised with a National Nursing Times Award. We rated the acute and psychiatric intensive care units (PICU) services as requiring improvement. Patients consented to treatment and were informed about their treatment and were actively involved in decisions about their care, which included choices about date of appointments. We saw that multidisciplinary working was in place, the ward had input from therapists and a dedicated pharmacist. We can support you if you are 16 or under and in full-time education. We rated them as requires improvement because: During the inspection we visited all six wards and observed how staff were caring for patients. 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. Federal government websites often end in .gov or .mil. There is a night practitioner available for telephone advice and guidance outside of these hours. Active 8 days ago. Welcome to the official Preston Lions FC page on Facebook. The Central Home treatment team also provide intervention to Willow House the Crisis support house based in Chorley, The Haven service at times there will be a need for the successful . Developmental roles for band five nurses had been implemented for staff wanting to develop into leadership roles. Do you have any questions? While safeguarding specialist nurses were available to provide telephone advice and team leaders were available for ad hoc support, this meant that not all safeguarding cases were subject to objective, critical reflection. Teams were well-led by committed managers and staff felt respected and supported. The existing ratings from our inspection in June 2019 remain in place. 11 Avondale Road, Preston, Vic 3072. The CAMHS Home Treatment Team provide care to young people living in Stockport, Tameside, Oldham, Rochdale and Bury. Their aim is to cause minimum disruption to a person's life whilst meeting their needs in the early stages of acute psychiatric presentations. The hope is we can also support other local charities or foodbanks with any excess. Patients care and treatment needs were assessed using a holistic approach that included a comprehensive physical health needs assessment. Telephone: 01874 615 732, Fan Gorau Unit In a three month period 1 June 2016 to 31 August 2016, 25% of shifts had been short of substantive staff. Discharge plans were discussed from admission but were based on individual patient needs and did not follow any benchmarked outcomes. The main aim of our team is to help you manage and resolve your crisis through assessment and treatment in your home environment. The facilities were generally clean and maintained. Currently there are 343 home treatment services. At Pendle House, we saw an electronic notice board accessible to all staff that included an SUI action tracker that showed shared learning and good practice. Staff recently recruited had not received all their mandatory training and inductions. We had significant concerns about patient safety, privacy and dignity in the Trust use of mental health decision units. Staff supervision rates had been low over the last 12 months. Our therapy team is on the ward 8.30am-4.30pm Monday to Friday It is situated close to all the necessary local amenities, such as shops, public transport links, hospital, GPs, dentist, leisure centres etc. All patients had care plans and detailed risk assessments. We spoke with 11 patients and nine carers. which is extremely helpful in helping maintain community links and allowing individuals autonomy. Physical health assessments were completed on admission. The wards provided activities for patients during the week and at weekends; and made adjustments for people (both patients and ward visitors) who had physical disabilities. PRINCIPAL DUTIES. 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. Because of the rural location of Guild Lodge local public transport was limited. The design, layout, and furnishings of the ward/service supported patients treatment, privacy and dignity. Staff were familiar with reporting procedures despite few having reported an incident recently. Staff were unsure of the future of the unit and therefore the direction and strategy was also unclear. Patients had access to advocacy services and were aware of their rights under mental health legislation. The executive management team were not fully visible and in some cases staff did not know who they were. The trust had also not appointed a board member with a specific lead role for end of life care to ensure executive scrutiny. Executive management visibility in the community health services was low, although staff felt listened to and supported by local managers. Staff generally assessed and managed risk well. In the Preston 136 suite and the home treatment team offices at Ormskirk, there were issues in relation to maintenance of the buildings. CMHTOP, liaison psychiatry teams in acute hospitals and on-call doctors could complete referral. A new electronic prescribing system was being introduced. Compliance with basic life support and immediate life support training was low. The ward environment was safe and clean. 2014;36(7):563-72. doi: 10.3109/09638288.2013.804594. Peoples physical health needs were considered alongside their mental health needs. Systems were still not in place to ensure that the corresponding legal authority to administer medication to patients subject to a community treatment order were kept with the medicine chart and reviewed by nurses administering medication. This site needs JavaScript to work properly. Staff delivered care in a responsive, caring manner and strived to ensure patients cultural and diverse needs were met. 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. We re-inspected the service in March 2020 and found that the conditions of the warning notice had been met. On Calder, Fairsnape, Greenside and The Hermitage wards there were ligature risks present. In some cases staff were still being slotted into positions in the team. This also assisted the trust to develop and recruit senior nurses from within their own workforce. The wards they were on sought to create an environment that reduced restrictive practise. https://avondale.org.uk/. We offer practical intensive support to help you recoverand allow you to be discharged early from acute inpatient wards. Staff did not always monitor patients following the use of rapid tranquilisation on the acute and psychiatric intensive care wards. Managers ensured staff received supervision, appraisal and training. We carried out this unannounced focused inspection because we received information giving us concerns about the safety and quality of this service. We rated it as inadequate because: We have taken enforcement action against this service which has limited ratings for some key questions to inadequate. We gave the overall rating for community-based services as requires improvement because: We rated wards for older people with mental health problems as requires improvement because: We rated child and adolescent mental health inpatient wards asgoodbecause: We rated forensic inpatient/secure wards as requires improvement because: The physical environments of Calder, Fairsnape, Greenside and The Hermitage wards needed improvement. Staff delivered care in a multidisciplinary manner and in line with national guidance and best practice. Patients were protected and safeguarded from avoidable harm and incidents were appropriately reported. Proposals were made for greater psycho-and occupational-therapeutic inputs to manage long-term care, and for provision of peer-support within HTTs. Patients were supported and encouraged to maintain their independence. Staff at the Platform described secluding patients in an extra care area, but they had not followed the Mental Health Act code of practice guidance of what actions to take when secluding a patient. Incidents were investigated and where necessary the patient was fully informed, and an apology given in line with the duty of candour. Menu The team screens and assesses the needs of all referrals and signposts on to other services, creating a seamless and timely care pathway. Avondale Unit, Royal Preston Hospital, Sharoe Green Lane North, Fulwood, Preston, PR2 9HT. Keep posted for updates on our trials, fundraising events and achievements. The ward had dementia, safeguarding, tissue viability, end of life and infection control champions. J Psychiatr Ment Health Nurs. They reviewed patients risk regularly and they responded appropriately when risk changed. The seclusion suite on Dutton and Langden wards did not provide sufficient safeguards to ensure privacy and dignity were maintained. There were good lone working policies and staff were clear on how this was managed at each team. The information used in reporting, performance management and delivering quality care was timely and relevant. During the inspection we found: Patients admitted to health-based places of safety (136 suites) were unlawfully detained beyond the legal timeframe for their detention. Patients had access to dentists, GPs and physical health care practitioners. Norfolk and Suffolk NHS Foundation Trust 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. Interventions are short term and usually last no longer than 6 weeks. The incident reporting system did not allow for routine analysis of themes and trends in the 136 suites. Apply to Home Treatment Team jobs now hiring in Preston PR2 on Indeed.co.uk, the world's largest job site. Buckton Building Tameside General Hospital Foundation Street Ashton-Under_lyne OL6 9RW. There are several actions that could trigger this block including submitting a certain word or phrase, a SQL command or malformed data. Data for mandatory training and appraisal rates provided by the trust was not as accurate and up to date as data held at team level. Interpreting services were also available if necessary. To inform, in writing, GPs and other relevant agencies with the outcomes of assessments within 24 hours. We carry out joint inspections with Ofsted. The content on this page is copied from the Home Treatment Team - West information leaflet. Regular checks of prescribing, medication and stock levels were undertaken. There was inconsistent application of the trusts no smoking policy. Patients spoke highly about the care they received from the staff within each of the older adult services. About us. An official website of the United States government. The service had a dedicated participation lead that supported a group of former patients and parents with experience of tier 3 and tier 4 services to develop and improve services across the child and adolescent mental health service for Lancashire Care. From January to August 2016 referral to treatment times for occupational therapy consistently missed the 92% standard averaging 73% in this time period. At this inspection we reviewed the safe, caring and well-led domains in full. J Ment Health. Patients records contained comprehensive risk assessment and were stored securely on the electronic patient record. The MHCS worked within the principles of the recovery model. The trust used high numbers of bank and agency staff on their wards. The reception office floor was cracked. Access to care and treatment was timely. Patients were not always given their rights under the Mental Health Act in line with the code of practice guidance. 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. There was a robust and realistic strategy for achieving the priorities and developing good quality, sustainable care which had been developed with external stakeholders. A map could not be loaded Family living with character and charm. Patients did not always have regular one to one sessions with their named nurse. At the Orchard, the door to the bathroom lacked an observation panel, which meant peoples privacy was compromised. However, in other areas care plans we reviewed were brief and impersonal, and were neither holistic or recovery focused. The services received positive comments about the staff and the care provided and patients were treated with dignity and respect. The rotas in use did not provide oversight of all shifts at each location so that the provider could understand whether they are meeting the safe staffing establishment. An audit programme was in place. This had not improved since our last inspection. sharing sensitive information, make sure youre on a federal One team held a regular clinic for people to attend. Staff morale was low. Patients had access to a range of services to meet their needs. We also found some gaps in the recording of observations on some wards. Appropriate risk assessments and paperwork was in place for individuals on community treatment orders. Electronic notes were clear, concise and care planning processes were evident. Staff had a good understanding of issues of consent and Gillick competence in their work with young people. 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. Management were accessible and supportive but this was not consistent across all services. Our rating for the trust took into account the previous ratings of the core services not inspected this time. The services had reliable systems, processes and practices in place to keep patients safe and safeguard patients from abuse. 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. Staff were including activities that were not meaningful or relevant to some patients. Telephone: 0161 271 0278. Electronic rostering was used to support staff management and staffing was reviewed regularly to ensure there was enough staff with the relevant skills to deliver safe patient care. 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. We inspected this service at the Harbour because that was the location where concerns were raised. The 136 suite at Preston had a shower room which had evidence of mould growing and cracked tiles. There was no routine antenatal contact by the health visiting team where breastfeeding support and advice should be given. The trust data was incomplete in relation to patients who remained in section 136 suites and admissions over 23 hours to mental health decision units. It is situated close to all the necessary local amenities, such as shops, public transport links, hospital, GPs, dentist, leisure centres etc. Patients could access psychological interventions across the service. We found that Lancashire Care Foundation NHS Trust was providing a high quality service regarding end of life care (EOL). This included patients with a learning disability. Patients using the service were given opportunities to be involved in decisions about their care. We found adequate staffing numbers with a wide range of skills which matched patient need. In the multi-disciplinary meeting we attended, a persons capacity was considered in every situation and discussed. 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. Religious needs were not always met in a timely manner even though there were spiritual care facilities on site. However, there were plans in place to addressall of the issues associated with the physical environment and ligature risks, and a programme of work was underway. They followed good practice with respect to young peoples competence and capacity to consent to or refuse treatment. We have two pathways: supported early discharge and admission avoidance. This advised the trust that our findings indicated a need for significant improvement in the quality of healthcare. A bed was not always available locally to a person who would benefit from admission and there was a very high demand for the beds and an ineffective strategy to manage those demands. Explore Avondale Rd, Preston (VIC). Staff understood their roles and responsibilities to raise concerns and report incidents and near misses. This led to some patients spending several days in a crisis support unit when there were no admission beds available. 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. What is good acute psychiatric care (and how would you know). Patients told us about staff going the extra mile to support patients. This meant that patients with low risk could engage in activities that would aid their recovery. These staff were responsible for ensuring ward procedures were up to date and provided advice and support to their colleagues. When aggregating ratings, our inspection teams follow a set of principles to ensure consistent decisions. Healthcare support workers were about to enrol on the associate practitioners course which would enable them to enhance their practical skills. Patients were treated with dignity, respect and kindness and staff were dedicated and enthusiastic about involving patients in their care, However we received mixed comments from patients we spoke with and from comment cards we received gave mixed views about patients experience of dignity, respect and support. Our rating for the trust took into account the previous ratings of the core services not inspected this time. We reviewed 19 care records and 22 prescription charts. Staff working for the home treatment teams provided a range of care and treatment interventions that were informed by best practice guidance and suitable for the patient group. This meant that meeting people's diverse needs was embedded in practice. The service had recently come through a period of change, due to sexual health services being tendered across Lancashire.