The new countywide Older Adult Home Treatment Team started operating from October 2018. Staff were not appropriately monitoring patients after the administration of rapid tranquilisation. Hiding UNDERGROUND from A SWAT Team! They provided a range of treatments suitable to the needs of the patients and in line with national guidance about best practice. This involves intensive home treatment, with visits arranged depending on your needs. A new electronic prescribing system was being introduced. Wedgwood Unit, West Suffolk Hospital, Hardwick Lane, Bury St Edmunds IP33 2QZ. Young people were given information and support from independent advocates about their rights under the Mental Health Act. There were medical reviews in some records but it was unclear when the medical review took place. Information provided by the trust showed staff had not received the expected supervisions and appraisals. Of the 23 care plans reviewed it was seen that capacity was addressed. The education provision was limited but this was beyond the full control of the trust. The audit was of poor quality as it was not comprehensive, itemised or specific. For example. There was a multidisciplinary approach to the delivery of care. There were unacceptable waiting times for service users to be assessed, to be allocated to a care coordinator and for appointments to see consultant psychiatrists. 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. Thomas MACDONAGH, FY1 Doctor of Lancashire Care NHS Foundation Trust, Preston | Contact Thomas MACDONAGH Avondale Unit RPH, North West Posted today Applied Saved. We did not inspect wards for older people with mental health problems at the Trusts other locations. Physical health care was given strong consideration, and was monitored on all patients. This was due to the recent change from two wards to one ward and staff were aware and working on these. Leaders had the skills, knowledge and experience to perform their roles. 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. Complaints were received and investigated in a timely manner. There was evidence of delivering services to meet patients needs. Good Staff were supported by means of supervision and appraisal processes, to identify additional training requirements and manage performance. SY16 2DW 584 talking about this. Teams had effective multidisciplinary working in the delivery of care and treatment. Staff were not engaging with the patients when not on observations. Staff had access to performance dashboards to monitor progress and improve service provision. Staff told us they did not always feel respected, supported or valued. Patient information was available to staff, it was stored securely, and was readily accessible. This had not improved since our last inspection. In the Preston 136 suite and the home treatment team offices at Ormskirk, there were issues in relation to maintenance of the buildings. Suspended ratings are being reviewed by us and will be published soon. We provide 24 hour / 7 days access to our service. Waiting times for patients once they had been accepted in a team were short. Staff had a good understanding of issues of consent and Gillick competence in their work with young people. For example, one seclusion record out of the five reviewed had no evidence of who started and who ended seclusion. Infection control audits and hand hygiene were regularly undertaken and results gave assurances of good compliance. Staff were now receiving appraisals and conducting observations post rapid tranquillisation of patients, these were regulatory breaches at the inspection in 2018. 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. The service carried out the NHS Friends and Family Test. The blog is to stimulate thought about how psychological approaches play a role in health care. Medication management was good, with the exception of one community health services team where we found issues with the storage of vaccines and another team where medication recording issues were identified. Ward managers were able to access bank and agency staff and staffing levels were adjusted to meet need. Celebrate with us on Wednesday 24th May in Manchester City Centre to find out more, click here -, AHP and Psychological Professions Collaboration to Support Art, Drama and Music Therapists! 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. Child friendly posters and the trusts website gave comprehensive advice on how to access independent advocacy services. Patients were very positive about the care they received and we saw patients were treated in a professional and caring manner. Apply to Home Treatment Team jobs now hiring in Preston PR2 on Indeed.co.uk, the world's largest job site. Three wards had dormitory sleeping arrangements. Conclusions: We rated community based mental health services for older people as good because: There were safe lone working practices which were standardised across each of the localities. For example: Lancashire Care NHS Foundation Trust (February 2016) for - PDF - (opens in new window), Lancashire Care NHS Foundation Trust (June 2015) for - PDF - (opens in new window), Lancashire Care NHS Foundation Trust (November 2014) for - PDF - (opens in new window), Lancashire: Children's Services Inspections Reports (2012) for - PDF - (opens in new window), Blackburn with Darwen: Children's Services Inspections Reports (2012) for - PDF - (opens in new window), Blackpool: Children's Services Inspections Reports (2009) for - PDF - (opens in new window), Inspection Report published 31 December 2010 for - PDF - (opens in new window). The trusts visons and values were embedded across the trust. People's diverse needs were integrated in policies and proactively taken into account when devising protocols. Staff felt valued and supported by their colleagues and were aware of the senior management team within the trust. 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. HTTs were valued but service users' focus was on goals notably different to factors generally assayed by existing research. However you access the Home Treatment Team, we will work collaboratively with you and the people you identify to understand the current factors that have led to a crisis and to support you to meet the goals you identify. At the last inspection some staff were unsure of their future due to a lack of direction and strategy for the service. Norfolk and Suffolk NHS Foundation Trust values and celebrates the diversity of all the communities we serve. The HBPoS at the Harbour had clear windows which compromised patients privacy, dignity and confidentiality. Clinics were visibly clean, tidy and organised. Referral to assessment time targets were met at all teams, with the exception of the single point of access team at Preston. We know that you are at your best when you are at home, with your support network of carers, friends and family around you. Discharge planning was incorporated into thelocalgovernance reviews and was planned for on the young persons admission to the wards. Designed and Developed by: Cube Creative . On Fellside, Elmridge and Mallowdale wards, activities and leave were frequently cancelled because staff were diverted to other wards in response to incidents or understaffing. document.getElementById("ak_js_1").setAttribute("value",(new Date()).getTime()); Avondale Mental Healthcare Centre, 11 Sandstone Drive, Prescot, Merseyside, L35 7LS, Email: (function(){var ml="idukgefvro4l0n.%a",mi="0=69? Teams with 24/7 coverage have reduced admissions by 23%; but in some areas admissions were reduced 38-50%. Access to the service is by referral only. 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. 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. Back to services overview Content Editor [2] C ontact us. We were also able to provide training to other providers and colleagues in health and social care in relation to mental health resilience during the Pandemic, to better support mental health understanding in the community too. Back to top of page The crisis support units were intended to accommodate patients for up to 23 hours. The MHCS worked well with the adult acute mental health wards to prevent inappropriate admissions to inpatient beds. Connect with other psychological professionals and stakeholders and grow your professional network. 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. Supporting people living with dementia, mental health issues and behaviours that may challenge. Staff worked within the trust's lone worker policy. We can make a referral for a carers assessment and provide information about local support services. Staff did not have access service user information that was held on the local authority electronic records system. We reviewed 19 care records and 22 prescription charts. Employer heading . The trust acknowledged that there needed to be a common approach across the four networks to effect alignment with the refreshed governance arrangements and the assurance requirements of the corporate level structure needed to be clearly articulated to be embedded appropriately. There were still two registered nurse vacancies to be filled. The ward had dementia, safeguarding, tissue viability, end of life and infection control champions. This meant that the trust did not have adequate oversight of this and there was a reliance on managers reporting compliance. The arrangements for adhering to the requirements of the Mental Health Act when patients were on a community treatment order needed improvement. Risk assessments completed with the police were not present on 40% of the records we looked at. The Redbridge home treatment team (HTT) provides acute home treatment for adults aged 18 to 65 whose mental health crisis is so severe that they would otherwise have been admitted to a hospital. Ty Cloc The service used National Institute for Health and Care Excellenceguidelines to determine care and treatment. 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. All patients had care plans and detailed risk assessments. Monitored patients physical healthcare, with links to GP surgeries to respond to any continuing physical health needs. People had access to information in different accessible formats. The purpose of the crisis support units was to provide short term support for patients for up to 23 hours as an alternative to hospital admission, or whilst awaiting a hospital bed. The information it provided did not clearly match up with sample of crisis/home treatment teams we visited as part of this inspection. Referrals for patients with functional and organic disorders could be made to the generic home treatment team service within the trust. 9.3 Community mental health teams; 9.4 Assertive outreach (assertive community treatment) 9.5 Acute day hospital care; 9.6 Vocational rehabilitation; 9.7 Non-acute day hospital care; 9.8 Crisis resolution and home treatment teams; 9.9 Intensive case management; 10. The manager assured us this was due to be corrected. Our rating of services went down. 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. 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. This House is estimated to be worth around $1.17m, with a range from $1.01m to $1.33m. Avondale - A seven day mental health admission assessment and triage unit for adults of working age.. Psychiatric Intensive Care Unit (PICU) - A fourteen bedded, mixed sex, purpose built Psychiatric Intensive Care (PIC) service for compulsorily detained adults of all ages. 18 - 21 an hour. A range of activities were provided at resource centres within the hospital grounds. Managers analysed incidents to identify any trends and took appropriate action in response. We may also be able to accommodate some over 16s, where appropriate. There were good relationships with other teams and external organisations to ensure needs were met. They provided a range of treatments that were informed by best-practice guidance and suitable to the needs of the service user. 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 understood how to protect patients from abuse and they worked well with other agencies to do so.

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