All clinical areas we visited were visibly clean. Bronllys Hospital We found adequate staffing numbers with a wide range of skills which matched patient need. 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. Managers did not ensure staff received training, supervision and appraisal. Care plans were centred on the persons identified needs. Staff treated patients with compassion and kindness, respected their privacy and dignity, and understood the individual needs of patients. 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. Feedback from patients who used the services was positive, regarding how staff treated patients and their families. We inspected this service at the Harbour because that was the location where concerns were raised. HTTs were valued but service users' focus was on goals notably different to factors generally assayed by existing research. 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. Where families and / or carers were involved their opinions and views were also reflected. They took into account the opinions and considerations of people who used the service and where possible other staff. We will try to maintain continuity of three to five practitioners for core visits, but this may not always be possible (for example, if you are being supported with your medication at regular points in the day). It was configured to provide an effective mechanism for senior managers and the trust board to have strategic oversight and an informed understanding of the quality agenda, financial performance, operational issues and risks relating to the trust. There was dissatisfaction with the two day advance ordering process, especially for patients with acquired brain injury. Every service will be 'open-access' by 2021, meaning that people and families can self-refer, including those who are not already known to services. Staff were observed being responsive and respectful to patients, and demonstrated that, where possible, patient were participating in the planning of their care. 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 engaged in clinical audit to evaluate the quality of care they provided. We observed collaboration and communication amongst all members of the multidisciplinary team (MDT) to support the planning and delivery of care. The arrangements for adhering to the requirements of the Mental Health Act when patients were on a community treatment order needed improvement. Staff understood the reporting system and had a good knowledge and understanding of what to report. They told us staff were compassionate and treated them with kindness and dignity. We examined training records of 193 staff employed and we found only 22 (11%) had completed the required training. Quality reports compiled by the trust showed that the service was actively monitoring physical health, record keeping, mental health and observations, with good results. Staff managed patient risk. Records we saw were comprehensive, patient centred and used recognised assessment tools for monitoring pain, nutrition, hydration and skin condition. Restrictive interventions were minimal and staff carried out individual patient risk assessments for each activity or risk. Staff used this information to effectively plan peoples care and make sure that when patients were discharged, all necessary and relevant information was available. Some wards were entirely smoke free and some permitted smoking in garden areas. We attended two meetings related to staffing. Treatment? Carers assessments were offered to people when appropriate. Contact information. Only one home treatment team provided any input into inpatient services in terms of early discharge or diversion. Current time in Gunzenhausen is now 07:51 PM (Saturday). There was a range of facilities and activities available on and off-site, although access was limited when there were staffing shortages. Staff had a low morale. Sixsmith J, Callender M, Hobbs G, Corr S, Huber JW. We use our system of intelligent monitoring of indicators to direct our resources to where they are most needed. Staff did not always consider the consent status and scope of parental responsibility when patients came into the service at the age of 16. Find window treatment services near me on Houzz Before you hire a window treatment service in Avondale Heights, Victoria, shop through our network of over 209 local window treatment services. Further work was needed to ensure these contracts were made substantive. Support will be delivered by committed and competent staff who have a desire to work within our core values to achieve our goals for and with individuals. The recording of patient information did not optimise the sharing of patient data between staff of differing services and teams. There were service user development workers within the social inclusion teams to promote self-help groups and user involvement initiatives. Our rating of this service stayed the same. We rated it as inadequate because: We have taken enforcement action against this service which has limited ratings for some key questions to inadequate. There was good interagency working with voluntary and third sector organisations. However it was not clear that people who use the service were routinely offered a copy of their care plan. On admission to a ward, patients had a comprehensive assessment of their needs, and systems were in place to asses and monitor physical health and nutritional needs. In the meantime, risk was mitigated through observation. The MHCS worked within the principles of the recovery model. 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. This advised the trust that our findings indicated a need for significant improvement in the quality of healthcare. This meant that people were empowered to access help and support directly when they needed to, 24 hours a day, seven days a week. Staff were not sufficiently guided to consider risks relating to children and their placement alongside adults. Staff knew how to report incidents and these were discussed at monthly team meetings. This meant that some patients were not receiving person centred care. However, access to religious facilities was inconsistent. By submitting the contact form or sending an email, you are contacting your local PPN directly. Website address not added, Address: Royal Preston Hospital, Sharoe Green Lane, Fulwood, Preston, Lancashire, PR2 9HT. Newtown Activities were not happening on the ward. 19 May 2020. Site map. People who used the services were able to ask questions, discuss care, and were involved with decision making. GPs were not given regular updates regarding any plans specific to patient care such as treatment interventions or information about patients being discharged from the teams. Staff had a good knowledge of the Mental Capacity and Mental Health Act. Ward managers had access to staffing figures on other wards and if necessary staff could work on different wards. However, this policy would not be appropriate for low secure or step-down services without individual risk assessment. PPN NW is a regional membership network for all psychological professionals, experts by experience and stakeholders contributing to NHS commissioned psychological healthcare across the North West of England. It was noted that no staff had advanced paediatric life support despite offering services to children over 1 year however this requirement would be dependent on the number of children seen. Staff were knowledgeable and committed to providing high quality and responsive care. 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 trust had a protocol in place however this was not being followed consistently and was out of date. There were 13 of these that deteriorated which suggest that once a pressure ulcer developed care and prevention strategies were implemented to prevent any deterioration. Patients care and treatment needs were assessed using a holistic approach that included a comprehensive physical health needs assessment. Mental health practitioner home treatment team jobs in Preston, Lancashire - February 2023 - 2505 current vacancies - Jooble Need a winning CV for your job search? Patients at the end of their life were cared for well at Longridge. Regular patient surveys and community meetings informed improvements in patient care across the hospital. We will not share your information with any 3rd parties. We observed some negative interactions between staff and patients, where staff did not engage appropriately with the patient. Patients had access to advocacy services and were aware of their rights under mental health legislation. Staff were regularly called away to the phase one services to deal with incidents, so were not available to patients to support leave or engage in activities. home treatment team avondale preston 2021. Mental capacity assessments and best interest decisions were not always formally recorded. Any concerns relating to adult and child protection were communicated to the relevant protection agencies. It became routine in September 2014, again with the expectation that the number contacted would increase each quarter. All the MHCS carried out home-based clozaril titration. Overall compliance with essential training was 46%. For example, an Imam often visited a Muslim patient. A patient had been detained at the Orchard without the safeguards afforded by the Mental Health Act or Mental Capacity Act; 12 detained patients had been given medication that had not been included on the relevant consent to treatment documentation; the trusts Mental Capacity Act and Deprivation of Liberty Safeguards policy did not give an accurate definition of the meaning of capacity within the Act. Patients who used the service said that staff engaged with them in a caring, kind and respectful manner. Staff were supported by means of supervision and appraisal processes, to identify additional training requirements and manage performance. 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. The trust used high numbers of bank and agency staff on their wards. Staff we spoke with were aware of the findings of our last inspection and the actions the service was taking in response. Due to the variable nature of the patients on the ward, patient outcomes were not routinely collected. The audit was of poor quality as it was not comprehensive, itemised or specific. Carer involvement and support with care plans and signposting to further community support for carers. Families and carers were involved in this process where appropriate. Staff did not always monitor patients following the use of rapid tranquilisation on the acute and psychiatric intensive care wards. There was good interagency working including with other teams, crisis teams, primary care and acute mental health hospitals. There was effective multi-disciplinary team working. They minimised the use of restrictive practices, managed medicines safely and followed good practice with respect to safeguarding. 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. Patients were protected and safeguarded from avoidable harm and incidents were appropriately reported. Our Crisis Resolution Home Treatment Teams have core operating hours of 9am until 9pm, 7 days a week, 365 days a year. Impressive in its garden surrounds and 6.2 star energy rating this home offers superb open plan living. This meant staff might have difficulty when reviewing the records, to locate and identify potential risks. Some staff used an electronic records system called ECR where as others used a paper based system. Access to care and treatment was timely. Read more about the collaboration here , Don't forget to HOLD THE DATE for our NWPPN 10 Year Celebration Event! Patients using the service told us that they were treated with dignity and respect and described the staff as caring and helpful. We identified concerns over the ability of services to manage young people when they transfer from CAMHS at the age of 16. National Library of Medicine This was reflected by the low levels of complaints received. Regular governance meetings were held and performance data was on display in teams. Staff knew and understood the providers vision and values and how they applied in their work. Out of area placements and delayed discharges were monitored. Staff had worked with the trusts violence reduction team to lower incidents of violence and aggression on the wards. It is recognised that people recover more quickly if treated at home in familiar surroundings, with friends and family close by. One decision unit, at Preston, was a mixed sex facility where men and women were sleeping in the same lounge. We accompanied staff visiting people who used the service and it was clear that they had a good understanding of peoples needs. The unit designs were not fit for purpose, they were not being used in the way intended and they persistently failed to meet the basic needs of patients. A new electronic prescribing system was being introduced. The new 28-bed unit, located on the top floor of the Avondale Unit on the Royal Preston Hospital site, is designed to support intermediate care capacity for rehabilitation and enhance the current offer in existing community units. 03300 245 321 during normal hours (8am-5pm, Mon to Fri) 0300 555 5000 (Out of hours) Staff took the time to listen to patients and to understand their needs. Patients spoke highly about the care they received from the staff within each of the older adult services. We provide short term supportive care packages to young people and their families/carers being discharged from acute inpatient wards. 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. This had improved since our last inspection. Staff followed the trust's values of teamwork, compassion, integrity, respect, and intelligence when carrying out their work. the trusts strategy had been developed with the populations specific health needs in mind, the trust had a dedicated equality and diversity lead to ensure the protected characteristics of the population were considered, the trust had identified that some wards did not meet the needs of the patient groups and had plans in place to move these to more appropriate buildings, arrangements for children and young people transitioning to adult mental health services had improved since our last inspection, the trust had a clear vision, supported by six values. Enter your postcode below to discover what is happening in your region.
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