However, a push button (anti-ligature) staff alert system was installed in all unobservable areas (toilets and bathrooms). Safeguarding was embedded within the service. However it was not clear that people who use the service were routinely offered a copy of their care plan. Website address not added, Address: Royal Preston Hospital, Sharoe Green Lane, Fulwood, Preston, Lancashire, PR2 9HT. Our newly established South Powys Dementia Home Treatment Team currently has core operating hours of 9am until 5pm, Monday to Friday. There was a commitment to service improvement to meet the needs of different patient groups. Service and service type . ACT teams offer complete, communitybased treatment to people in the most difficult situations. We rated Lancashire Care NHS Foundation Trust specialist community child and adolescent mental health services as good because: All parents and young people said staff were welcoming, caring and respectful and listened to them. Postgraduate Study & Research Expand your horizons with a range of postgraduate coursework or join an inspired and ever-growing research community at Avondale University. 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. Hiding UNDERGROUND from A SWAT Team! We witnessed positive interactions between staff and patients throughout the inspection. Actions from incidents were discussed in team meetings and at individual supervision to ensure lessons were learnt. Staff knew and upheld the values of the trust: there was lots of evidence on each ward explaining trust values for both staff and patients. We carried out this unannounced focused inspection because we received information giving us concerns about the safety and quality of this service. Staff used the Friends and Family test as a formal tool to obtain feedback from patients or their relatives. Four of the five trusts in NI responded, all of . This meant that the trust did not have adequate oversight of this and there was a reliance on managers reporting compliance. This was a focused inspection which looked at the trusts response to the warning notice issued following our inspection in June 2019. Our rating of the trust went down. Documentation issues had been highlighted in root cause analysis investigations in relation to pressure area care. Proposals were made for greater psycho-and occupational-therapeutic inputs to manage long-term care, and for provision of peer-support within HTTs. Staff were not managing all risks effectively. Our DHTTs can make referrals where needed to our mental health inpatient wards for individuals who would benefit from a hospital stay. To explore opinions of HTT service users on the care they received to guide future research and service provision. Staff delivered care in a responsive, caring manner and strived to ensure patients cultural and diverse needs were met. On ward 22, Department for Health guidance on same sex accommodation as well as the MHA Code of Practice was not being followed, as access to reach bathroom and toilet areas meant patients had to walk through communal areas occupied by either sex, which opened out onto the main ward communal area. 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. We reviewed 19 care records and 22 prescription charts. Contacts we observed showed information provided to children and families was clear and tailored to the individual child. Patients were protected and safeguarded from avoidable harm and incidents were appropriately reported. Planned for discharge from admission (and discharge was rarely delayed). All four courses fell below 75%. Patients also complained about the no smoking policy, blanket restrictions on mobile technology and disrupted sleep owing to the practice of 15 minute observations at night for all patients in medium secure wards. There was good adherence to the Mental Health Act and the Mental Capacity Act. They told us that staff were friendly, helpful calm, kind and patient. Regular multidisciplinary meetings were held and attendance by outside agencies was encouraged. Get contact details, videos, photos, opening times and map directions. We will not share your information with any 3rd parties. Access to the service is by a referral from a health professional. The clinicians provided care and treatment tin line with current nationally recognised guidance. 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. Feedback. Staff told patients detained under the MHA 1983 their rights and gave access to an advocate. The service followed British Association for Sexual Health and HIVGuidance on the assessment and treatment of patients. Welcome to Avondale Mental Healthcare Centre. East London NHS Foundation Trust 3.7. 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. Podiatry services had implemented a one stop assessment for patients who may require nail surgery which resulted in a reduction of additional appointments for patients and an increase in podiatry staff availability. Planning and delivery of service took patients individual needs and circumstances into consideration. Newtown Hospital Bronllys Staff were positive about the team managers and felt they got the support they needed. Local governance structures to support the delivery of care and to monitor quality assurance were not well established. At Hope House, a dedicated member of staff contacted everyone who had been discharged from the service in the previous two weeks to ask their opinions. Performance & security by Cloudflare. Staff told us they did not always feel respected, supported or valued. For Trust values to be evident in all aspects of service delivery and interactions with service users, carers, colleagues and peers. Bethesda, MD 20894, Web Policies Staff developed recovery-oriented care plans informed by a comprehensive assessment. It was at this time a full capacity assessment was carried out. We rated two of the trusts 14 core services as inadequate and two as requires improvement overall. This resulted in patients raising concerns with us during the inspection. Active 8 days ago. This had not improved since our last inspection. Staff developed good care plans and reviewed and updated these when patients needs changed. Bedford MK40. Leaders had the skills, knowledge and experience to perform their roles. There was dissatisfaction with the two day advance ordering process, especially for patients with acquired brain injury. Staff showed a clear commitment to providing the quality care which individuals needed. The service had good multi-agency relationships which matched the holistic needs of patients. Any other browser may experience partial or no support. 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 an annual appraisal where learning needs were identified. They assess adults who're having a mental health crisis or need intensive home-based support and treatment. Apply to Home Treatment Team jobs now hiring in Preston PR2 on Indeed.co.uk, the world's largest job site. Staff demonstrated a good understanding of the Mental Capacity Act 2005 (MCA). The accommodation was not designed for this and patients were sleeping in reclining chairs in shared lounges for up to 10 days. The information it provided did not clearly match up with sample of crisis/home treatment teams we visited as part of this inspection. Debriefs did not always occur following an incident. 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. However staff demonstrated less knowledge about incidents and learning that had happened on adult wards in other localities or from relevant incidents that had occurred in other services within the trust. Staff clearly expressed the trusts vision and values and portrayed positivity and proudness in the work they did. These staff were responsible for ensuring ward procedures were up to date and provided advice and support to their colleagues. In the community health services there were challenges including substantive staffing levels not being met in most childrens teams, although adults teams were better staffed. People had access to translation services. Care plans were of a high standard. There was an ongoing programme of recruitment to vacancies. We examined training records of 193 staff employed and we found only 22 (11%) had completed the required training. Whilst the treatment of people who used services was seen as holistic, it was also person-centred. In September 2013, the CQC asked the trust to review the environment of the seclusion room shared by Whinfell and Bleasdale wards. There were issues with the environment that impacted on the patients and staff. Managers had oversight on mandatory training levels. There are seven NHS regions in England and we have created a Psychological Professions Network in each. The trust was aware of this and new initiatives had been introduced but yet to be embedded. 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. 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. Processes were in place to monitor performance. Learn more about who makes up your local PPN team. You can find further information about how we carry out our inspections on our website: https://www.cqc.org.uk/what-we-do/how-we-do-our-job/what-we-do-inspection. We are keen to include the whole psychological professions workforce in the region. Find Avondale House in Preston, PR2. Issues were not identified and addressed causing significant shortfalls to many aspects of service user care. Track your home now! Sometimes, individuals will not have had contact with mental health services previously or not for some-time. However, we did not re-rate the service at that inspection. 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 activities with patients that showed consideration for mental state and abilities, and staff were able to make the activities meaningful. There was no routine antenatal contact by the health visiting team where breastfeeding support and advice should be given. Staff were up-to-date with mandatory training. The design, layout, and furnishings of the ward/service supported patients treatment, privacy and dignity. On ward 22 patients were unable to summon assistance throughout the ward as alarm call bells were not fitted in most of the patient areas. An electronic staffing recording system highlighted gaps in provision and automatically advertised bank shifts to other staff. At the last inspection management of the risk register was found to be poor. Our aim will be to see you at home. Assessments were carried out in a timely manner, reviewed and reflected in care plans. Lancashire Care Foundation Trust - Preston, PR2 9HT; 19,737 - 21,142 per annum; We are looking for a Clinical Team Administrators to work for Home Treatment Team to support the work of the Team which is based at Avondale Unit, Mental Health at Royal Preston Hospital. we have taken enforcement action. Many services were being delivered from less than ideal locations that were not owned by the trust. Service users' experiences with help and support from crisis resolution teams. The trust was in the process of introducing a new system that constantly monitored room temperatures. Recently the whole care sector has been subject to staffing crisis and as a service Avondale have been extremely proactive and successfully recruited additional qualified nurses when others have struggled. This advised the trust that our findings indicated a need for significant improvement in the quality of healthcare. We observed staff attending to patients in a kind and caring manner, with dignity and respect and this was confirmed with patient led assessment results being better than the national average in many areas. There was a centralised process to manage bed availability and admissions. In Lancaster and Leyland there were patients waiting for up to 12 months for transfer to community mental health teams. 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. At Hurstwood ward, space was at a premium but utilised well. Consent practices and records were monitored and reviewed to improve how patients were involved in making decisions about their care. There were good multi-disciplinary working practices in place on most wards and medicines management was in line with good practice. This had resulted in a disconnect between the four clinical networks which limited opportunities for shared learning across the networks. Staff could describe incidents that had been reported and identified actions taken in response. 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 Patients told us that staff were caring and we observed staff treating patients with kindness, dignity, respect and compassion. It was evident the trust were trying hard to achieve partnership working despite the difficulties of different services being provided under different trusts. In the Preston 136 suite and the home treatment team offices at Ormskirk, there were issues in relation to maintenance of the buildings. The Specialist Triage Assessment Referral and Treatment Team provides timely triage, assessment, onward referral/signposting and treatment for Service Users referred without the need for multiple assessments. Religious needs were not always met in a timely manner even though there were spiritual care facilities on site. Patients using the service were given opportunities to be involved in decisions about their care. The existing ratings from our inspection in June 2019 remain in place. Background: CATT - Crisis Assessment and Treatment Team Skip to main content Translate - A + 1300 342 255 Feedback Home About us Publications Annual Highlights Annual Reports Cancer Services Plan 2015-20 Connect with Respect Eastern Health 2022 Eastern Insight Gender Equality Action Plan Mental Health Royal Commission Submissions Quality Accounts 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 centred on the persons identified needs. 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. Referrals for patients with functional and organic disorders could be made to the generic home treatment team service within the trust. M25 3BL, In Avondale Unit, The Royal Preston Hospital Tref Preston Cyflog 33,706 - 40,588 per annum, pro rata Cyfnod cyflog Yn flynyddol Yn cau 14/03/2023 23:59. . Our rating of this service stayed the same. 2023 584 talking about this. National Library of Medicine We found compliance with compulsory training, appraisals and supervision was inconsistent across all services and the trust was not meeting its own targets. 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. Southwark Home Treatment Team. There are several actions that could trigger this block including submitting a certain word or phrase, a SQL command or malformed data. Adherence to the principles of the Mental Health Act and its associated Code of Practice was good throughout the trust. Families engaged with the Childrens Integrated Therapy and Nursing Servicewere involved in writing their childs care plan. 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). Official information from NHS about Avondale Assessment Unit and Psychiatric Intensive Care Unit including contact details, directions, opening hours and service/treatment details Some new staff were working on wards before receiving uniforms, or even name badges. Staff worked within the trust's lone worker policy. Patients physical health needs were routinely monitored and acted upon appropriately. We rated the acute and psychiatric intensive care units (PICU) services as requiring improvement. At Hope House in particular, the MHCS was proactive in their approach to gaining feedback from people who used the service. 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. Staff morale was low and they did not feel supported by senior managers within the trust. We were unable to speak to people using the service at the time we inspected. View photos. There were a number of wards and services which had furnishings or fittings that had ligature risks (places to which patients intent on self-harm might tie something to strangle themselves). People who used services were enabled to participate in the activities of the local community so that they could exercise their right to be a citizen as independently as they were able to. It became routine in September 2014, again with the expectation that the number contacted would increase each quarter. We found the risk register was now up to date, reviewed monthly and actions taken where needed. Telephone: 0161 271 0278. They understood the trust whistleblowing policy and reported they felt able to raise concerns without fear of victimisation. CMHTOP, liaison psychiatry teams in acute hospitals and on-call doctors could complete referral. There was some inconsistency in the recording of monitoring of patients following the administration of rapid tranquilisation.