We did not inspect acute wards for adults of a working age and psychiatric intensive care units at the trusts other locations. 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 .gov means its official. Patients and carers we spoke with were generally positive about staff. Staff had a good awareness of the incident reporting process. We did not rate this service at this inspection. 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. If in doubt about the locality you are in, please ring a team and they will guide you. Monthly team meetings took place to ensure staff received information and feedback regarding incidents and complaints and were kept informed of developments within the trust. The requirements of the warning notice had been met because: Our rating of this service improved. The trust had introduced a smoke free initiative across all services in January 2015. Complaints were well managed. 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. Llanfair Road Waiting times for patients once they had been accepted in a team were short. Premises and equipment were clean and well maintained. Seclusion facilities on Calder, Fairsnape, Greenside wards were poorly equipped. This resulted in patients having to sleep in a reclining chair because the crisis support units did not have beds. The action you just performed triggered the security solution. Psychological therapies were available. They took into account the opinions and considerations of people who used the service and where possible other staff. Waltham Forest Home Treatment Team Tantallon House 157 Barley Lane Goodmayes IG3 8XJ Tel:0300 300 1882, Option 2 Fax:0844 493 0264 Opening times:24 hours Referrals Email - nem-tr.wfhtt@nhs.net. We saw evidence of involvement in their care and decisions over treatment. 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. Safeguarding was embedded within the service. Staff worked within the trust's lone worker policy. This meant that patients requiring a psychological approach were able to access this without delay. Systems to ensure safe staffing levels were in place. The service is usually . They were able to decide who should be involved in their care and to what degree. Children in mental health decision units did not routinely have access to child and adolescent mental health specialists. Team leaders told staff about outcomes and learning from incidents. There were clearly defined roles and responsibilities within the service supported by an effective management structure. Staff were not receiving the correct amount of supervision as defined by the trust supervision policy. Everyone welcome, most insurances accepted! Hiding UNDERGROUND from A SWAT Team! This team has now changed to the Crisis Resolution and Home Treatment team visit the service page on our website to find out more. Consequently, the gym was not fully utilised. Staff in teams felt they were effective in their jobs and patient surveys showed similar findings. Newtown We have a range of accommodation options across the county. Bookshelf We will revisit these services to check that appropriate action has been taken and that quality of care has improved. Stylishly Sustainable in Preston High School Zone. We may also be able to accommodate some over 16s, where appropriate. Staff provided a range of care and treatment interventions suitable for the patient group and consistent with national guidance on best practice. We observed positive interactions between staff, patients and their relatives when seeking verbal consent. Staff understood their responsibilities in relation to the duty of candour and their role in the process for any future incidents where patients experienced harm. Patients with minor injuries were triaged by staff who were not clinically trained. Staff recently recruited had not received all their mandatory training and inductions. Staff had worked with the trusts violence reduction team to lower incidents of violence and aggression on the wards. Patients frequently experienced cancellations to escorted leave and activities. Parents could easily contact staff and found the teams responsive to their needs. 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). Staff working for the home treatment teams provided a range of care and treatment interventions that were informed by best practice guidance and suitable for the patient group. 7-days-a-week input, including access to 24 hour advice (see Contact us). Staff had a good understanding of National Institute of Health and Care Excellence guidance and other national guidance. We will not share your information with any 3rd parties. This had not improved since our last inspection. The service was rated inadequate overall and in the safe and well-led domains; it was rated requires improvement in the effective and responsive domains; it was rated good in the caring domain. We can support you if you are 16 or under and in full-timeeducation. This site needs JavaScript to work properly. We provide residential care, supported accommodation and floating support. We found the ward action plan resulting from the health, safety and environmental audit at the Platform. Capacity assessments had been carried out only when staff had identified an issue with the capacity of a person who used the service. Treating mental health crises at home: Patient satisfaction with home nursing care. The service used National Institute for Health and Care Excellenceguidelines to determine care and treatment. The lack of supervision for band 7 allied health professional (AHP) clinical managers for two years and the lack of visibility of management above service integration managers in the district nursing service further demonstrated a lack of strategic support and control. Ashton Under Lyne, In Lancaster and Leyland there were patients waiting for up to 12 months for transfer to community mental health teams. Patients and carers described staff as caring and supportive, Published This included the police, other NHS trusts, and the local authority. Maudsley Hospital, 5 Windsor Walk, London, SE5 8BB. Actions had been agreed and a CQUIN target was associated the delivery of the action plan. In the community health services, service redesign had led to restructuring of teams, which had brought smaller teams together. Patients were subject to restrictive interventions without the appropriate legal safeguards in place. There was effective teamwork and visible leadership across the teams. Managers did not ensure staff received training, supervision and appraisal. On the acute and psychiatric intensive care wards, staff completed the physical observations of patients following the administration of rapid tranquillisation. Site map. the service isn't performing as well as it should and we have told the service how it must improve. Despite this, we found a committed competent staff group who were patient focussed. Religious needs were not always met in a timely manner even though there were spiritual care facilities on site. 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. 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. The occupational therapy team said the main reason for activities being cancelled was transport being diverted at the last minute for use at appointments. Staff had manageable caseloads. Assertive Community Treatment, or ACT, provides a full range of services to people diagnosed with a serious mental illness (SMI). There were good lone working policies and staff were clear on how this was managed at each team. The main aim of our team is to help you manage and resolve your crisis through assessment and treatment in your home environment. Southwark Home Treatment Team. Physical health care provision was good. It was unclear if patient activities had taken place. 2023, Current opportunities for you to get involved, Suicide and Self Harm Prevention Strategy, East of England, NHS Specialist Mental Health, Provider Collaborative, Disciplinary Policy People before process, Advice and guidance for patients in Norfolk and Waveney, Health, social and care workers COVID-19 support service, Get involved in our Hellesdon River Centre project, Clinical Achievement Award - finalists 2022, Compassion in Action Award - Clinical - finalists 2022, Compassion in Action Award - Non-clinical - finalists 2022, Haley Gosling Award for Support in Recovery - finalists 2022, Improving Quality Through Innovation Award: Clinical - finalists 2022, Improving Quality Through Innovation Award: Non-clinical finalists, Most Effective Contribution Award - finalists 2022, Public Choice Award Adults - finalists 2022, Public Choice Award CFYP - finalists 2022, Research and Evidence Impact Award - finalists 2022, Star of the Year: Clinical - finalists 2022, Star of the Year: Non-clinical - finalists 2022, Working Together For Better Mental Health Award - finalists 2022, Chief Executive Officer recruitment process, Hellesdon Rivers Centre plans and designs, Frequently asked questions about Hellesdon Rivers Centre, Find out about how to become a Peer Support Worker, Suicide awareness and the impact of Menopause, view full details of the Home Treatment Team - West service in our services directory, Home Treatment Team (HTT) West information leaflet. Most non-refrigerated medicines must be stored at less than 25C to ensure they remain effective. Concerns were raised about escorted leave and activities being cancelled, understaffing, unsafe patient mix on some wards, and the poor quality of food. During our inspection we visited the ward over two days as there was only one in patient on our first visit. People's diverse needs were integrated in policies and proactively taken into account when devising protocols. This meant that teams were meeting the targets expected of them. Staff felt supported by their immediate and local senior managers and matrons. Rapid tranquilisation and seclusion were used appropriately. Care plans could provide more detailed information about patients education status and needs. Staff assessed and managed risk well. The staffing establishment in the MHCS had been increased following a scoping exercise that looked at the staffing levels necessary to meet the needs of people who used the service, based on agreed trajectories. Patients therefore remained in the health-based place of safety longer than necessary. Avondale is run by Delphside Ltd a registered charity (No. We observedhandwashing and infection control practices in home visits and at a baby clinic, appropriate cleaning of equipment between patients and use of personal protective equipment. We rated it as requires improvement because: Lancashire Care NHS Foundation Trust: Evidence appendices published 23 May 2018 for - PDF - (opens in new window), Published Patients told us that generally, they were happy with the service, and comment cards from carers were mostly positive. The team can initially visit on a daily basis with visits being reduced according to clinical need. A strong therapeutic relationship between staff and patients was evident. Our crisis assessment and treatment teams (CATT) are a mental health service based in the community. Patients in the 136 suites had their mental capacity assessed regularly. Staff told us that patients admitted to wards on an informal basis could not leave the ward until a doctor had seen them. Patients had access to dentists, GPs and physical health care practitioners. Governance structures were in place to monitor performance targets and 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. Adherence to the principles of the Mental Health Act and its associated Code of Practice was good throughout the trust. Our Crisis Resolution Home Treatment Teams have core operating hours of 9am until 9pm, 7 days a week, 365 days a year. The service proactively monitored and managed staffing levels to ensure patient safety.

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