All wards received performance reports showing a range of data including compliance with mandatory training, sickness absence levels, and complaints. Staff understood how to protect patients from abuse and they worked well with other agencies to do so. The vaccination and immunisation team were not always following the trusts consent policy in relation to the Gillick competency and Fraser guidelines, which resulted in some children not being vaccinated or the parents being contacted to gain verbal consent. Norfolk and Suffolk NHS Foundation Trust Four ward environments were not safe and clean andten ward environments did not protect patients privacy and dignity. Melbourne Water is undertaking water main upgrade works in Melbourne's northern suburbs. Quarterly multi-agency meetings were well attended and staff reported good inter agency working. Pain, nutrition, hydration and skin condition was regularly assessed and treatment delivered following best practice guidance. A new electronic prescribing system was being introduced. You can contact them oncomplaints.penninecare@nhs.netor 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). This impacted upon patients privacy and dignity. The trust had introduced a smoke free initiative across all services in January 2015. A range of activities were provided at resource centres within the hospital grounds. 2017 Jul 17;17(1):254. doi: 10.1186/s12888-017-1421-0. There were delays in patients accessing a bed in Blackpool and staff had to manage patients risks in the community until a bed became available. The service proactively monitored and managed staffing levels to ensure patient safety. 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. Staff supervision rates had been low over the last 12 months. Staffing levels were sufficient to ensure the safety of patients. Before Patients had not exercised their rights to appeal and we could not be assured that this was an informed choice. The service is usually . We were told these were being developed. We strive to empower people to make choices that will promote wellbeing helping them to achieve their individual hopes and aspirations. 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. Here in Powys we have two Dementia Home Treatment Teams who provide a rapid response, assessment and intensive support to patients in their own homes, residential and nursing homes and community hospitals. The ward environments were subject to constraints in observation. Staff were not always following the individual support plans of patients. Staffing pressures meant that supervision and team meetings did not happen as regularly as scheduled. Staff assessed and managed risk well. Method: The coordination of Children Looked After (CLA)who were under the care of the local authority (Lancashire County Council) was a challenge especially when the child was placed out of Lancashires boundaries as the LCFT CLA nursing teams had to coordinate the referral, discharge and transition of the child with social services teams from all over the country to perform assessments. We found the majority of records reviewed at the Royal Blackburn Hospital did not contain patient views or evidence that patients had been given copies of their care plans. Governance arrangements were well embedded and there were clear lines of accountability. We rated acute wards for adults of a working age and psychiatric intensive care units as good because: There was good risk management. Aims: There was improved responsiveness and staff joint working when patients were in transition from children and adolescent mental health services to adult mental health services. 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. For example. Our teams are supported by administrators. This occurred when patients had been assessed as needing hospital admission, but there were no beds available. This meant that the use of blanket restrictions was low and patients freedoms were proportionate to the level of risk. Any identified spiritual needs and cultural requirements were supported and families and carers groups were active in the service. Powys 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. This meant that staff were not aware if patients had consented to their medication. There was good management of medication. At Hope House, documentation relating to medicines was not being completed consistently. Across the teams, there was a general understanding of the regulation relating to the duty of candour. Most teams met the trusts target of 18 weeks waiting time from referral to assessment. The local system showed that compliance rates for all modules were above the Trusts target of 85% as at end of April 2015. The risks associated with prolonged stays in section 136 suites and decision units were not recognised. We found incomplete assessments, wound evaluation charts not updated at least fortnightly in line with the trust management of wounds policy, and not all entries had the time of entry documented. This is because: We were not assured that all lessons learnt were being identified in the root cause analysis investigations we reviewed or areas identified for improvement were being monitored. Staff told us that the impact of the trust implementing a smoke-free policy was putting staff and other patients at risk as people were not following the policy. Annual Statement 2009 for - PDF - (opens in new window), Annual Statement 2010 for - PDF - (opens in new window), In Staff understood and addressed the type of problems presented by the young person and their families. (PCMHT), Home Treatment Teams (HTT), Substance Misuse Services and Housing and Emergency Social Services Team in response to client need; Preston & Chorley. The trust had access to interpreters which they used for patients with communication difficulties or for those for whom English was not their first language. The governance systems in place for the oversight of the health-based places of safety and mental health decision units was not effective. Staff were unsure how long a patient had been in a soiled room. Managers were able to provide information into the governance meetings and staff received regular feedback from these meetings. The main aim of our team is to help you manage and resolve your crisis through assessment and treatment in your home environment. Rapid tranquilisation and seclusion were used appropriately. The crisis support units were intended to accommodate patients for up to 23 hours. We had significant concerns about patients detained without lawful authority once the detention period under section 136 had ended. At Pendle House, we saw an electronic notice board accessible to all staff that flagged up best practice guidelines. Ashton Under Lyne, There were clear systems of accountability and senior managers were actively involved in the operational delivery of the service. The wards did not have current and up to date ligature risk assessments and environmental risk assessments had not been completed on ward 22. We rated it as good because: We have taken enforcement action against this service which has limited ratings for some key questions to inadequate. Email this page We rated three of the trusts core services that we re-inspected as requires improvement overall. The Longridge ward team were positive and proud of the service they provided for the local community. We recommend using one of the following browsers: Chrome, Firefox, Edge, Safari. They told us that they felt valued, had input into the service and were consulted and involved in service quality developments. Processes were in place to monitor performance. Patients had access to information, which included how to make a complaint. This had not improved since our last inspection. If you have complex needs, we also support you care coordination during your discharge process. The MHCS worked well with the adult acute mental health wards to prevent inappropriate admissions to inpatient beds. 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. How to access the service. 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. We are a multi-disciplinary team of healthcare professionals offering a holistic and intensive period of care. Regular environmental quality checks were conducted and patients were able to discuss and resolve environmental issues in community meetings. Annual appraisal rates for non-medical staff in community health services for Children, Young People and Families was 73%. There were broken door panels that had been boarded up and were awaiting repair. We found a good incident reporting culture where staff were clear on what to report and who they should report to. Motivated and supported patients with care, dignity and respect, so patients felt supported and described positive relationships. Ventilation in reception and in the interview rooms was poor. Find Avondale House in Preston, PR2. Patients care and treatment needs were assessed using a holistic approach that included a comprehensive physical health needs assessment. Patients were treated with dignity, respect and compassion whilst receiving care and treatment. When you hire an architectural designer, you are not only hiring someone for their architectural services, but also to manage and coordinate other parties involved in the project. Management were accessible and supportive but this was not consistent across all services. Complaints and incidents were investigated by a dedicated team. When this isn't possible, we'll refer you to our . The trust used high numbers of bank and agency staff on their wards. Patients did not always have regular one to one sessions with their named nurse. Our DHTTs can also refer individuals to other services such as Psychology, Community Mental Health Teams, Local Primary Mental Health Support Service Teams and many more. Teams were well-led by committed managers and staff felt respected and supported. Request quotes. Staffing concerns meant people sometimes had to wait to see a doctor. Avondale Clinical Decisions Unit works in collaboration with the Mental Health Response Service and treatment units across the unplanned care pathway. Governance structures and performance management did not always operate effectively to assure staff had completed their mandatory training. Staff took action to ensure that patients physical health needs were monitored and treated. Staff delivered care in a responsive, caring manner and strived to ensure patients cultural and diverse needs were met. Some staff had been expected to continue to work on a month-by- month contract and long-standing well trained staff were looking for alternative roles. Adverse incidents were reported and reviewed. We carried out this unannounced focused inspection because we received information giving us concerns about the safety and quality of this service. Review of meeting notes on Marshaw ward confirmed that leave was cancelled owing to staffing issues. The Home Treatment Team offers an alternative to hospital admission, to keep people who are acutely mentally unwell out of hospital and living in the community. Care and treatment, policies and procedures and mandatory training was evidence-based and followed recognisable and approved guidelines. In doing so they must be free to occupy a central place in the acute mental healthcare system. 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 The nursing staff were working with primary and secondary health care professionals to adopt nationally recognised best practice tools, including the gold standard framework, preferred place of care, the priorities for care for the dying person and advanced care planning to replace the Liverpool care pathway. The recording of patient information did not optimise the sharing of patient data between staff of differing services and teams. Staff employed by the service had good compliance with mandatory training, supervision and appraisals and had opportunities for specialist staff training and development. Mid West Area Mental Health Service, Sunshine: 09 March: 55991: Family and Carer Peer Support Worker Avondale Unit Entrance. This was because many patients on a community treatment order were not routinely given information about their rights or informed of their rights to an independent mental health advocate verbally. home treatment team avondale preston 2021. Supporting people living with dementia, mental health issues and behaviours that may challenge. Staff felt able to raise concerns without fear of victimisation and spoke positively about the organisation. Staff did not create specific care plans for patients with epilepsy or moving and handling needs. Monitored patients physical healthcare, with links to GP surgeries to respond to any continuing physical health needs. We rated caring and responsive as good overall. Premises and equipment were clean and well maintained. They followed good practice with respect to young peoples competence and capacity to consent to or refuse treatment. The trust participated in several internal and external audits to drive improvements, including the quality SEEL (a quality initiative focusing on Safety, Effectiveness, Experience and Leadership). Compliance with staff supervision and appraisal was low at the Junction. Following that inspection the core service was rated as good in each domain and good overall. 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. 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. This practice was of concern because the trust did not recognise under 18-year olds as children. We found that the provider was performing at a level that led to a rating of requires improvement overall. Staff prioritised patient care over completion of supervision, appraisal and team meetings. Staff could describe incidents that had been reported and identified actions taken in response. Overall, we have judged that community health services for children, young people & families is Good. We support people who live in the London Borough of Southwark. We found adequate staffing numbers with a wide range of skills which matched patient need. 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. The service provided safe care. This meant that patients requiring a psychological approach were able to access this without delay. The facilities were generally clean and maintained. Regular reviews were done and treatment was delivered in line with evidence based guidance. Young people and their parents/carers were given the opportunity to comment and give feedback about the service they received, feedback about the service was largely positive. Debriefs did not always occur following an incident. The service did not collate quality measures in relation to primary reason for referral making it difficult to assess condition specific waiting times in line with National Institute of Health and Care Excellence guidance. Bleasdale, Elmridge, Mallowdale, Fellside, Forest Beck, Marshaw, Dutton, Whinfell and Langden wards were in good condition and presented safe, clean and pleasant environments, Fairsnape and Fairoak needed some updating and Calder, Greenside and The Hermitage were in a poor condition. Our newly established South Powys Dementia Home Treatment Team currently has core operating hours of 9am until 5pm, Monday to Friday. Individual wards were able to submit items onto the trust risk register in relation to staffing issues however, on ward 22 the trust had not addressed the deficit of replacing permanent staff. Service and service type . There were limitations with staffing in some areas which meant that services stopped if staff were on leave. Patients individual care and treatment was planned using best practice guidance. The existing ratings from our inspection in June 2019 remain in place. Patients could access psychological interventions across the service. The hospice team provided specialist advice and support as requested, coordinated and planned care for patients at end of life in the community. However, this policy would not be appropriate for low secure or step-down services without individual risk assessment. In the meantime, risk was mitigated through observation. The target was for urgent referrals to be seen within five working days and at the time of our inspection, staff saw patients within eight days. Staff morale was low. Bookshelf To help with your recovery it is important to work closely with other people who support you. Sometimes, individuals will not have had contact with mental health services previously or not for some-time. People were offered a copy of their care plan. There had been a review of the community matron service which identified the need for specialist Chronic Obstructive Pulmonary Disease (COPD) services and rapid access to care to prevent hospital admissions. The trust had developed an EOL framework and an advanced care plan but these were still in draft form and yet to be embedded. Patients were protected and safeguarded from avoidable harm and incidents were appropriately reported. We identified concerns about staff not receiving mandatory training; both of which increased risk to patients and staff. Avondale House provides individuals with autism the resources, education, and training to develop to their fullest potential. Some staff used an electronic records system called ECR where as others used a paper based system. Our rating of services went down. All our staff adopt a holistic approach which is underpinned by the principles of the service which are safe, caring, responsive, effective and well led upholds our core values of respect, privacy and dignity. The trust had a range of mandatory training available to staff and staff compliance met the trust target of 85%. Patients and carers we spoke with were generally positive about staff. The home treatment team service for older adults functioned from April 6 to August 31 2020. Mental Health Act administrators provided input into each ward and provided daily updates on the status of each patient. Of these, six services (31%) reported that home treatment teams dedicated to the management of acute mental disorders had not been established. Click to reveal 11 September 2019. Review now Our location See anything wrong with this listing? The safeguarding team were not routinely being copied in to referrals made to childrens social care. We did find that a ligature point had been identified at the wards in the Harbour when the windows of the quiet room were opened into the internal courtyard. Together with local information from partners and the public, this monitoring helps us to decide when, where and what to inspect. 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. Patients and staff on most wards raised concerns about the food describing it as poor quality. A teaspoon of this mixture is taken once every three hours will treat excessive coughing. Physical health care issues were clearly documented in care plans and where necessary results and interventions were recorded. 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. . This was due to large case loads, the fluctuating population from seasonal workers and students, and the increased acuity of patients. The building works had finally commenced to address these concerns at the time of our inspection. Managers reviewed individual and team performance. Staff demonstrated a good understanding of the Mental Capacity Act 2005 (MCA). The service was under increased pressure at the time of inspection due to the acuity of the patients, staffing issues and the high levels of observation required. Staff were trained in and had a good understanding of the Mental Health Act and Mental Capacity Act.