Buildings were clean and well maintained. Benefits DAB - Ipswich Disabled Advice Bureau - 01473 217313 Email. South London and Maudsley NHS Foundation Trust (SLaM) is the main provider of mental health care in Southwark. The MHCS ensured arrangements for discharge from hospital were considered from the time people were admitted, to ensure they stayed in hospital for the shortest possible time. There were good multi-disciplinary working practices in place on most wards and medicines management was in line with good practice. Care records were holistic, comprehensive and showed evidence of patient and carer involvement. Ward facilities were designed with disabled access, ensuring that wheelchairs could be used freely on the wards, and bathrooms had brightly coloured equipment so patients could easily identify facilities. There were initiatives in place that supported staff morale and wellbeing. Sickness and vacancies accounted for the issues which were managed by bank staff or overtime. Staff assessed and managed risk well. Patients and carers we spoke with were generally positive about staff. We did not rate this service at this inspection. Tel: 0161 716 3539 Parking Available: Yes There was a gym and a sports hall for physical activities. There was evidence of multi-agency and patient focus groups to inform delivery of services which resulted in a more integrated approach to service delivery via the intensive home support service. From January to August 2016 referral to treatment times for speech and language therapyconsistently missed the 92% standard averaging 89% in this time period. There was a holistic approach to assessing, planning and delivering care and treatment to patients. We requested documentation audits specifically for the INTs and were informed by the trust that the INTs had not participated in a documentation audit for the 12 months prior to our inspection. Records we saw were comprehensive, patient centred and used recognised assessment tools for monitoring pain, nutrition, hydration and skin condition. 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. Patients in the crisis support units and crisis/home treatment teams were presumed to have capacity to make decisions about their care and treatment. Patients did not have privacy for phone calls as public phones were located in communal areas and not all had a hood. It is situated close to all the necessary local amenities, such as shops, public transport links, hospital, GPs, dentist, leisure centres etc. Search for local Hairdressers near you on Yell. For Trust values to be evident in all aspects of service delivery and interactions with service users, carers, colleagues and peers. Before 2023 The nature of this support will be discussed with you and the people who support you. However, a push button (anti-ligature) staff alert system was installed in all unobservable areas (toilets and bathrooms). There was a joint agency policy in place for the implementation of section 136 of the Mental Health Act which had been agreed by the local authorities, police forces and ambulance service. We found that the service had improved and met the requirements of the warning notice. Activities were not happening on the ward. Crisis Resolution Home Treatment Team Blackpool (25-65), North West 6 days ago Applied Saved. A map could not be loaded Family living with character and charm. Staff were seen to interact in a professional and caring manner with their patients, with time and attention being given to all. Compliance rates in individual teams ranged from 29% (6 out of 15 staff) in the Blackburn with Darwen CITNS team to 100% in the 0-19 South Ribble East team (19 staff). Child and adolescent mental health services had a range of suitably qualified staff who offered a choice of therapies to young people and their families. All ward areas were visibly clean and clutter free. The service reviewed staffing levels daily. 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. . We found that there were variations in the multi-disciplinary make up of teams in different teams; some teams did not have good access to psychiatrists, occupational therapists, or speech and language therapists. Therapy sessions were held in areas outside the ward. Restrictive interventions were minimal and staff carried out individual patient risk assessments for each activity or risk. Translation services were available if required. In doing so they must be free to occupy a central place in the acute mental healthcare system. Patients had comprehensive risk assessments completed. 32,306 - 39,027 a year. In Chorley and South Ribble INTs and the treatment room service, there were not always care plans in place for problems that had been identified. Patients could overhear confidential conversations. They were also supportive to each other. Morale was high in the teams we visited. 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. An audit had been performed to monitor storage of medicines and had reported issues with clinic room temperatures not being monitored which we observed at the time of our inspection and we were not assured that clear actions and improvements had been made. We may also be able to accommodate some over 16s, where appropriate. Patients and carers were involved in decisions about their care. Being a member of the North West Psychological Professions Network is free and gives you access to a wide variety of resources and opportunities to contribute and inuence NHS commissioned healthcare. Regular multidisciplinary meetings were held and attendance by outside agencies was encouraged. Mid West Area Mental Health Service, Sunshine: 09 March: 55991: Family and Carer Peer Support Worker Avondale Unit Entrance. At the last inspection we had significant concerns that systems were not in place to ensure that patients were not detained without legal authority in 136 suites. Unable to load your collection due to an error, Unable to load your delegates due to an error. In 2000, home treatment became a major plank in Britain's new mental health policy (where services are referred to as crisis resolution and home treatment teams or CRHT). This allowed everybody to be involved in care planning and understand what was expected. 03300 245 321 during normal hours (8am-5pm, Mon to Fri) 0300 555 5000 (Out of hours) Young people were given information and support from independent advocates about their rights under the Mental Health Act. Browser Support 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. Staff understood and discharged their roles and responsibilities under the Mental Capacity Act 2005. Staff and managers told us that there were delays receiving information about patients accessing antenatal care from local acute providers and this was recorded on the trust risk register. Staff morale was low and they did not feel supported by senior managers within the trust. While staff ensured that they were recording most of safeguards relating to seclusion, we found one example where staff had not recorded that parents or carers were informed of one seclusion episode. Community teams had unacceptable waiting times. This meant that teams were meeting the targets expected of them. 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). This had improved since our last inspection. Adult crisis and home treatment teams Every area in England will have a 24/7 mental health crisis service by 2021. Staff developed recovery-oriented care plans informed by a comprehensive assessment. There were appropriate health and safety checks. Whilst some of our residents require lifelong care, our specialised programmes and care planning allow all our residents the opportunity to maintain existing skills or to develop new ones with the aim of progressing to less supported accommodation. Patients were generally positive in the feedback they provided. The ward environments were subject to constraints in observation. Processes were in place to monitor performance. The audit was of poor quality as it was not comprehensive, itemised or specific. Crisis teams can: visit you in your home or elsewhere in the community, for example at a crisis house or day centre The RITT Team was established in 2014. Staff were considered caring and compassionate and the majority of patients were happy with the care they received. Care plans could provide more detailed information about patients education status and needs. Patients and those close to them were involved in the decisions around care and treatment. 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. 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 MHCS at Hope House had carried out development work analysing how to optimise home treatment. The physical space of four of the five health-based places of safety (HBPoS) we visited provided safe, clean environments to assess people. Specialist community mental health services for children and young people, esb.services_rated.community health (sexual health services), Community health services for children, young people and families. Care plans did not always contain the patients views. 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. The information used in reporting, performance management and delivering quality care was timely and relevant. We support people who live in the London Borough of Southwark. Our North Powys Dementia Home Treatment Team has core operating hours of 8:30am until 7:00pm, 365 days a year. Managers reviewed individual and team performance. Patients had their risks assessed on admission and on an ongoing basis. Staff morale was improving and staff were optimistic that improvements would be made under the new leadership team. The service has adopted a new approach to assessment of new referrals to the team. Mental health practitioner home treatment team jobs in Preston, Lancashire 2,505 vacancies Get new jobs by email REGISTERED MENTAL HEALTH NURSES NEEDED -START NOW!- 27 - 34 per hour Infection control and prevention audits were regularly undertaken. Parents could easily contact staff and found the teams responsive to their needs. Some new staff were working on wards before receiving uniforms, or even name badges. Staff we spoke with were aware of the key performance indicators relevant to their role and individual performance was reviewed in monthly one to one meetings with their line manager. However, the provider had carried out a safer staffing review that acknowledged the different staffing needs in the new model of mental health urgent assessment centres and were implementing the review recommendations. All Avondale staff and Trustees are DBS checked and updates sought on a regular basis. Staff had manageable caseloads which helped to promote staff keeping patients safe. Safeguarding processes were in place which reflected national guidance, and understood by all staff. The main aim of our team is to help you manage and resolve your crisis through assessment and treatment in your home environment. All locations which we visited were fully accessible for wheelchair users and those with limited mobility. Staff had a good understanding of issues of consent and Gillick competence in their work with young people. However it was not clear that people who use the service were routinely offered a copy of their care plan. Adverse incidents were reported and reviewed. The trust provided opportunities for staff to develop which included placements at education establishments. It had brought innew staff to introduce systems to monitor compliance and improve services; and employed four new staff to reduce waiting lists. Prescot, Mental health practitioner home treatment team jobs in Preston, Lancashire - February 2023 - 2505 current vacancies - Jooble Need a winning CV for your job search? The service continued to have input from pharmacists, a physiotherapist, occupational therapist, integrated therapy technician and speech therapy. Care and treatment, policies and procedures and mandatory training was evidence-based and followed recognisable and approved guidelines. Patients at the end of their life were cared for well at Longridge. Electronic templates had not been set up for all the specialities, which meant staff continued to maintain paper records, which could not be accessed across other specialities. Staff spoke positively about the support they were given by seniors and management within end of life care although staff were not aware of who the trust lead for end of life was. The facilities were generally clean and maintained. Our Crisis Resolution Home Treatment Teams have core operating hours of 9am until 9pm, 7 days a week, 365 days a year. The services had good structures, processes, and systems in place to manage current and future performance and ensure quality to drive improvements. This situation had deteriorated since the last inspection in 2018. These upgrade works will ensure that additional water can be transferred between Silvan and Greenvale reservoirs to accommodate for the area's future growth and ensure the community continues to be provided with a reliable and secure water supply. Patients had access to a range of information. The ward had input from pharmacists, physiotherapists, occupational therapist and an integrated therapy technician, however, the increased number of patients requiring rehabilitation meant the service was under pressure and some patients did not receive timely treatments. The ward teams included or had access to the full range of specialists required to meet the needs of patients on the ward. The trust had experienced challenges with staffing levels due to the relocation of some wards to the newly opened Harbour service, which was being proactively managed. Services have been transferred to this provider from another provider, Acute wards for adults of working age and psychiatric intensive care units, Wards for older people with mental health problems, Mental health crisis services and health-based places of safety. We witnessed several such incidents during our inspection. 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. Information about treatments were available in different languages and formats if patients required them. Staff were able to manage the development of the service they provided. However the level of staff training on these areas was below expected standards. A range of evidence-based assessment tools, outcome measures and adherence to best practice guidance was evident in the care and treatment staff delivered. The service followed British Association for Sexual Health and HIVGuidance on the assessment and treatment of patients. Staff were working hard to manage the issues in the service and were keen to deliver safe care under challenging circumstances. The building works had finally commenced to address these concerns at the time of our inspection. As a result of these concerns, we have issued the trust with a warning notice to make significant improvements. OL6 7SR. Patients were protected and safeguarded from avoidable harm and incidents were appropriately reported. They were able to decide who should be involved in their care and to what degree. People had access to information in different accessible formats. Access to psychological assessments and ongoing therapy was provided promptly. Complaints were managed appropriately. There are new and exciting developments happening with a new Intensive Home Treatment programme across Milton Keynes, Bedfordshire. The ward had enough nurses and doctors. We know that you are at your best when you are at home, with your support network of carers, friends and family around you. NorthWestern Mental Health acknowledges the custodians of the land on which we work: the Wurundjeri people of the Kulin nation. Waiting times were showing an improving trend in childrens services. At least one standard in this area was not being met when we inspected the service and Regular patient surveys and community meetings informed improvements in patient care across the hospital. Key access to the seclusion room on some wards was limited and staff described some difficulty finding key holders to access these rooms. Our Home Treatment Team (HTT) is a community-based service set up to support you if you are experiencing severe mental health issues and require 'crisis' support. Request quotes. The wards did not have current and up to date ligature risk assessments and environmental risk assessments had not been completed on ward 22. Our service is aimed at people aged 65 above or those with a young onset dementia diagnosis who are presenting with an acute psychiatric crisis of such severity that without the involvement of the DHTT, they are at risk of hospital admission to a mental health ward. Staff demonstrated a good understanding of the Mental Capacity Act 2005 (MCA). This was due to the recent change from two wards to one ward and staff were aware and working on these. In a three month period 1 June 2016 to 31 August 2016, 25% of shifts had been short of substantive staff. Most non-refrigerated medicines must be stored at less than 25C to ensure they remain effective. Carers told us that staff could sometimes be difficult to get hold off but that they took the time to discuss their loved ones care with them and involved them in decision making where appropriate. Staffing pressures had been exacerbated by the impact of the COVID-19 pandemic. Staff felt supported and listened to and there was professional forums for nurses and allied health professionals. The low number of risk assessments for clinic locations and the fact that they were not complete orcomprehensivemeant the potential risks were not being clearly identified or addressed. The Central Home treatment team also provide intervention to Willow House the Crisis support house based in Chorley, The Haven service based in Preston and the136 Rigby suite based at the Avondale Unit at times there may be a need for the successful candidate to undertake these roles. These concerns were raised with the trust before the inspection was completed and the trust responded with a full review of the service. Staff did not always interact proactively and positively with patients. This meant that opportunities for lessons learnt were not always followed. 23 May 2018. 2020 Jun;27(3):246-257. doi: 10.1111/jpm.12573. The trust met the fit and proper persons requirements. Bronte, Wordsworth and Dickens wards also identified this during March 2015. If in doubt about the locality you are in, please ring a team and they will guide you. Patients and staff on most wards raised concerns about the food describing it as poor quality.