Patients told us this meant they could not go out for a cigarette and, at times, had to wait for a number of hours. This included the police, other NHS trusts, and the local authority. Access to psychological assessments and ongoing therapy was provided promptly. Although staff we spoke with told us they had received some supervisions and appraisals these were not carried out in line with the trust policy. Translation services were available if required. MHCS staff worked closely with people on the adult acute wards to provide intensive home treatment and facilitate early discharge. Ligature risk assessments and reviews of the environment had been carried out. The number of staff that had not completed mandatory training was below expected levels. Interpreting services were also available if necessary. There was dissatisfaction with the two day advance ordering process, especially for patients with acquired brain injury. They were open and honest about these issues. Appropriate documentation was complete and in place. Analysis of incidents was undertaken and changes were implemented across the team. The service received 238 compliments within the last 12 months. 2012 Jun;21(3):285-95. doi: 10.3109/09638237.2011.637999. 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. Reported, investigated, and responded to ward incidents, using clear processes to safeguard young people. The Mental Health Act and Mental Capacity Act were implemented and monitored effectively: regular audits and a centralised team ensured detained patients had their rights explained properly and regularly. There was good interagency working including with other teams, crisis teams, primary care and acute mental health hospitals. We observed several examples of multi-disciplinary working during our inspection, in both health and education settings, with clinicians collaborating to support the planning and delivery of care to children, young people and their families. Parents, carers and children were positive about the care and treatment provided. Patients records contained comprehensive risk assessment and were stored securely on the electronic patient record. There were medical reviews in some records but it was unclear when the medical review took place. 10.2 Abbreviations; 10.3 Early intervention . Trust records showed, as of March 2015, only 54% of all staff had received appraisals for the year 2014 to 2015. The wards provided activities for patients during the week and at weekends; and made adjustments for people (both patients and ward visitors) who had physical disabilities. Home Remedies Treatment for a Cough - For a severe cough, mix tulsi juice with garlic juice and honey. Any other browser may experience partial or no support. Avondale is a ground floor purpose built centre allowing it to be fully accessible. The trust had a clear vision and a strategy for achieving this vision, clear management structures were in place in the service. Our aim will be to see you at home. We found extended waiting times for the Chronic Fatigue Service and podiatry and there was not always good use of available space or adequate wheelchair access in clinics. There was some inconsistency in the recording of monitoring of patients following the administration of rapid tranquilisation. Care plans were person centred and tailored to the individual. 7-days-a-week input, including access to 24 hour advice (see Contact us). There were limitations with staffing in some areas which meant that services stopped if staff were on leave. 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. Identified liaison health visitors were in post to provide support and advice to families placed in a refuge and safeguarding specialist nurses worked in partnership with other agencies to provide health assessment, advocacy and support for children and young people involved with the youth offending team or identified as being at risk of child sexual exploitation. They reported this had impacted on their ability to ensure that staff accessed appraisals, supervision and mandatory training in line with trust policy on some wards. 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. By submitting the contact form or sending an email, you are contacting your local PPN directly. Staff displayed a good understanding of their roles and responsibilities in this regard. In the meantime, risk was mitigated through observation. The Royal College of Psychiatrists has recently established the Home Treatment Accreditation Scheme (HTAS) to institute a quality standard for HTTs, though it is unclear whether such accreditation could of itself measure effective care. Morant N, Lloyd-Evans B, Lamb D, Fullarton K, Brown E, Paterson B, Istead H, Kelly K, Hindle D, Fahmy S, Henderson C, Mason O, Johnson S; CORE Service User and Carer Working groups. Morale was improved following most changes being implemented from the community service review. In addition to the blockages at point of admission, the home treatment teams did not have effective gatekeeping arrangements and discharges from the acute wards were delayed for other than clinical reasons. High use of out of area beds was another symptom of the problem. There were clear policies and procedures covering all aspects of medicines management. Between June 2018 and June 2019, the service received 2379 responses. We have a range of accommodation options across the county. When aggregating ratings, our inspection teams follow a set of principles to ensure consistent decisions. Staff were compassionate, kind and respectful whilst delivering care. Not all staff were receiving supervision or an annual appraisal. This led to some patients spending several days in a crisis support unit when there were no admission beds available. This meant that meeting people's diverse needs was embedded in practice. However, in other areas care plans we reviewed were brief and impersonal, and were neither holistic or recovery focused. The local system showed that compliance rates for all modules were above the Trusts target of 85% as at end of April 2015. All the wards we visited had information boards which showed patients and their visitors the staff who worked on the wards and also the different uniforms they might see. We had significant concerns about patient safety, privacy and dignity and the functioning of the mental health decision units within the mental health crisis services. Referral to assessment time targets were met at all teams, with the exception of the single point of access team at Preston. For example. Staff were knowledgeable and committed to providing high quality and responsive care. They were also supportive to each other. We found this was not consistently applied across the site. Avondale Foods has always taken pride in supplying quality products whilst developing pro-active programmes of product development. Medicines were dispensed and stored securely and audits undertaken to ensure safe practice. Advocacy services were accessible and available to support patients. Infection control and prevention audits were regularly undertaken. Further work was needed to ensure these contracts were made substantive. We found that the transfer of young people to adult mental health services was not working effectively. This was a focused inspection which looked at the trusts response to the warning notice issued following our inspection in June 2019. HHS Vulnerability Disclosure, Help We observed people who use the service being treated in a respectful manner and with a caring and empathetic approach. Get contact details, videos, photos, opening times and map directions. When we spoke with people receiving support they were generally positive about the support they had been receiving and the kind and caring attitudes of the staff team. Staffing pressures had been exacerbated by the impact of the COVID-19 pandemic. However, on other wards patients were offered between 13 and 21 hours of meaningful activity per week. Staff took steps to enable patients to make decisions about their care and treatment wherever possible. Requires improvement We value experience and so everyone in out management team has been a support worker. 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. Our North Powys Dementia Home Treatment Team has core operating hours of 8:30am until 7:00pm, 365 days a year. This had resulted in a disconnect between the four clinical networks which limited opportunities for shared learning across the networks. the service is performing exceptionally well. We observed positive interactions between staff, patients and their relatives when seeking verbal consent. We reviewed 19 care records and 22 prescription charts. Local governance structures to support the delivery of care and to monitor quality assurance were not well established. In addition staff on wards told us where the ban was being enforced there had been an increase in incidents as a direct result of the ban. Staff had a clear understanding of the trusts safeguarding procedures. There was good interagency working with voluntary and third sector organisations. We were unable to speak to people using the service at the time we inspected. Staff treated patients with compassion and kindness, respected their privacy and dignity, and understood the individual needs of patients. There was improvements to supervision, training and appraisal rates from the last inspection. The trust had a robust audit programme in place. You can email the site owner to let them know you were blocked. There were clearly defined roles and responsibilities within the service supported by an effective management structure. Managers felt empowered to do their job and were supported from more senior managers to do this. 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. We found that a third of care plans we reviewed were not completed collaboratively with patients. We carried out this unannounced, focused inspection as part of our national review of urgent and emergency care centres, to support improvement in patient experience and the quality of care received when accessing services and pathways across urgent and emergency care. A ligature risk audit identifies places to which patients might tie something to strangle themselves and plans actions to mitigate the risks to the patient. We observed strong leadership from team leaders and managers and staff spoke positively about the team leaders, describing them as visible, accessible and supportive. Staff were trained in and had a good understanding of the Mental Health Act and Mental Capacity Act. There was a centralised process to manage bed availability and admissions. Any identified spiritual needs and cultural requirements were supported and families and carers groups were active in the service. Celebrate with us on Wednesday 24th May in Manchester City Centre to find out more, click here -, AHP and Psychological Professions Collaboration to Support Art, Drama and Music Therapists! However, we requested feedback from patient surveys carried out by the provider. South London and Maudsley NHS Foundation Trust (SLaM) is the main provider of mental health care in Southwark. There was a holistic approach to assessing, planning and delivering care and treatment to patients. This assisted with the identification of risk and enabled effective communication with social care colleagues using a common language. From January to August 2016 referral to treatment times for occupational therapy consistently missed the 92% standard averaging 73% in this time period. The trust provided opportunities for staff to develop which included placements at education establishments. Royal Preston Hospital, Sharoe Green Lane, Preston, Lancashire, PR2 9HT. Teams had effective multidisciplinary working in the delivery of care and treatment. We may also be able to accommodate some over 16s, where appropriate. Appropriate risk assessments and paperwork was in place for individuals on community treatment orders. Mental capacity assessments and best interest decisions were not always formally recorded. They assess adults who're having a mental health crisis or need intensive home-based support and treatment. 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. Overall compliance was 83.9% at January 2015. Shifts were filled to the required staffing level by redeploying staff from the CRU to the HDRU and through the regular use of bank staff. Norfolk and Suffolk NHS Foundation Trust values and celebrates the diversity of all the communities we serve. 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. Home Improving care College Centre for Quality Improvement (CCQI) Quality Networks and Accreditation Electroconvulsive Therapy Accreditation Service - ECTAS List of ECTAS Member Clinics ECTAS Member Clinics Below is a list of ECTAS Member Clinics, sorted by region and detailing their ECTAS membership status. Waiting times, delays and cancellations were minimal and managed appropriately. Patients needs were assessed and patient centred goals were set. Access to services was coordinated through a single point of entry in each locality. A literature review. 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). FOIA These practices were not based on individual patient risk assessments. Patients had not exercised their rights to appeal and we could not be assured that this was an informed choice. The recording of patient activity levels was poorly documented. The team operates 7 days per week within our continuous community and inpatient care pathway. Wards were clean and well furnished. Care plans were of a high standard. 1 x Band 6 ED Specialists. 8600 Rockville Pike Information about how to complain was readily available to young people and their families.

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