The leaflet is shared with people who use the service. There was a gap in service provision for young people aged 16-18 years old. With the introduction of the community frailty service staff ensured there was improved joint working and more timely access to their services. Staff ensured patients received physical health checks with easy read physical health monitoring tools. We rate most services according to how safe, effective, caring, responsive and well-led they are, using four levels: Outstanding Access to crisis care was not delayed by having to access it through the accident and emergency department, for example. The MHCS worked well with the adult acute mental health wards to prevent inappropriate admissions to inpatient beds. We identified concerns about staff not receiving mandatory training; both of which increased risk to patients and staff. This resulted in patients raising concerns with us during the inspection. Community mental health services with learning disabilities or autism, Community-based mental health services for older people. Staff had a good awareness of the incident reporting process. the trust had a dedicated team to investigate serious incidents, all of whom had additional qualifications in root cause analysis. 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). At Hurstwood ward, space was at a premium but utilised well. Risk assessments were comprehensive and included risk management plans. Email this page The service is usually . All patients had care plans and detailed risk assessments. 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. Staffing levels were managed with low levels of sickness and few vacancies however, the managers had not taken a systematic approach to quantify the staffing levels and acuity of caseloads and neither had been reviewed for some time. The crisis support units were intended to accommodate patients for up to 23 hours. At Hope House, documentation relating to medicines was not being completed consistently. The trust had a range of mandatory training available to staff and staff compliance met the trust target of 85%. Designed and Developed by: Cube Creative 2021. Risk assessments completed with the police were not present on 40% of the records we looked at. They took into account the opinions and considerations of people who used the service and where possible other staff. The NHS Friends and Family Test results showed the majority of patients would recommend the department to their family and friends. SLaM Home Treatment (Southwark) - Southwark Wellbeing Hub In the meantime, risk was mitigated through observation. There were no waiting lists for the services provided within this core service. The management of the risk register was poor and changes had not been recorded, one risk was three years old and no changes to the register had been made. Staff were passionate about their role and were caring and supportive towards patients. Staff prioritised the safety of people using the service and also the safety of people working for the trust. The principles will normally apply but will be balanced by inspection teams using their discretion and professional judgement in the light of all of the available evidence. Gatekeeping arrangements were not always made with a home treatment team assessment and monitoring of these patients was often over the phone rather than face to face. Compliance with staff supervision and appraisal was low at the Junction. For services we haven't rated we use ticks and crosses to show whether we've asked them to take further action or taken enforcement action against them. the service is performing badly and we've taken enforcement action against the provider of the service. 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. We also had significant concerns that governance systems in place for the oversight of the 136 suites and stays over 23 hours in mental health decision units were not effective. The Childrens Integrated Therapy and Nursing Servicestaff arranged joint visits to families to reduce the need for attendance at multiple appointments and health visitors in the West Lancashire area had returned to individual allocation of community clinics to promote continuity for families in response to service user feedback. Relatives were encouraged to stay with their loved ones while they were cared for on the ward and a named nurse was assigned to the patient and family. All clinic rooms were fully equipped. They demonstrated knowledge of current, evidence-based practice. Estimate repayments Loading. There were safe working practices; staff worked to keep themselves and patients safe. In the community health services there were challenges including substantive staffing levels not being met in most childrens teams, although adults teams were better staffed. 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. The services received positive comments about the staff and the care provided and patients were treated with dignity and respect. 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 physical space of four of the five health-based places of safety (HBPoS) we visited provided safe, clean environments to assess people. Pain, nutrition, hydration and skin condition was regularly assessed and treatment delivered following best practice guidance. Our findings from the other key questions demonstrated that governance processes did not operate effectively at team level and that performance and risk were not managed well. 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. Admissions of children to these units was not incident reported. Thomas MACDONAGH, FY1 Doctor of Lancashire Care NHS Foundation Trust, Preston | Contact Thomas MACDONAGH Avondale Unit RPH, North West Posted today Applied Saved. Staff understood and discharged their roles and responsibilities under the Mental Health Act 1983 and the Mental Capacity Act 2005. Help us improve by letting us know Suggest an edit The facilities were generally clean and maintained. Keep up to date on all the latest news, comments and analysis in your region. 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). We offer people involved in your care the opportunity to discuss their worries in relation to their role supporting you. The recording of patient information did not optimise the sharing of patient data between staff of differing services and teams. Managers ensured staff received supervision, appraisal and training. This was a focused inspection with emphasis on specific key lines of enquiry within the safe domain, the responsive domain and the well-led domain. This ensured that the service met patients physical healthcare needs. Your information helps us decide when, where and what to inspect. 7-days-a-week input, including access to 24 hour advice (see Contact us). Activity plans on Dutton ward showed patients received below 25 hours per week of meaningful activity. Staff were concerned about staffing levels, but were generally positive about the teams they worked in and local managers. You won't want to miss it! We did not identify any additional or arbitrary restrictions when people were placed in the HBPoS. However, this was not in a uniform format. Our ethos is one of honesty, transparency, trust and inclusion, which we feel is key to the pathway of wellbeing. There was not an effective, existing governance structure in place across the four clinical networks. 30 Hilton Drive, Winston Salem, NC, 27127 | MLS# 1098035 Avondale Wedgwood Unit, West Suffolk Hospital, Hardwick Lane, Bury St Edmunds IP33 2QZ. We spoke with 21 staff, 11 patients and nine carers. 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. However, we found that escorted leave and ward activities did not always take place as planned. This meant that staff were not being appropriately supervised to ensure ongoing competency to practice. There were systems in place to monitor the service in order to improve performance. Of the 23 care plans reviewed it was seen that capacity was addressed. Facilities at the Harbour site were excellent, and Wordsworth and Bronte wards used a mock pub and a mock caf in the outdoor area for patients to relax. The building works had finally commenced to address these concerns at the time of our inspection. Llanfair Road Buildings were clean and well maintained. The trust provided opportunities for staff to develop which included placements at education establishments. A number of maintenance and cleanliness issues in the forensic services and a lack of infection control audits in community CAMHS. The wards did not have enough nurses. Staff were able to submit items to a risk register. The decreased skill mix of staff had been recognised and changes to work patterns were being discussed. Data from the trusts centralised mandatory training system showedbasic life support training being at 64% at the time of the inspection. Home Treatment Team - South Eastern Trust - Directory Listing 2010 Feb;19(1):75-87. doi: 10.3109/09638230903469178. Your Local Crisis Resolution Home Treatment Team (CRHTT) 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.