The audit was of poor quality as it was not comprehensive, itemised or specific. Told patients how to raise a complaint or concern, and had investigated and responded to concerns and complaints. Staff described effective communication and referrals between services, such as local schools, social workers, GPs and health visitors. We carry out joint inspections with Ofsted. 584 talking about this. In the multi-disciplinary meeting we attended, a persons capacity was considered in every situation and discussed. Records and medicines were appropriately audited . This was a focused inspection which looked at the trusts response to the warning notice issued following our inspection in June 2019. Health visitors used tablet computers to access records and document contacts while in clinic settings or during family visits. In the last 12 months, 13 children were admitted to the decision units at Preston and Blackburn, although three are noted as multiple events so the admissions figure is higher. We inspected the wards for older people with mental health problems core service in September 2017. document.getElementById("ak_js_1").setAttribute("value",(new Date()).getTime()); Avondale Mental Healthcare Centre, 11 Sandstone Drive, Prescot, Merseyside, L35 7LS, Email: (function(){var ml="idukgefvro4l0n.%a",mi="0=69? The new appraisal included key objectives and the trusts visions and values. Some of the people we see may need admission to hospital but we will try to maintain your care at home for as long as possible. Staff worked with hospices, hospitals, GPs and specialists for advice when needed. The service was working in partnership with UCLAN (The University of Central Lancashire) on research into the involvement of patients and families in violence prevention and management. Staffing levels were adjusted to meet the need of each ward. PPN NW is a regional membership network for all psychological professionals, experts by experience and stakeholders contributing to NHS commissioned psychological healthcare across the North West of England. The trust was unable to provide consistent information relating to this core service. The trust significantly changed the management structure in the three months before the inspection. Is this information correct and up to date? Mental Health Act administrators provided input into each ward and provided daily updates on the status of each patient. Monday toSunday between 8:00 and 20:00 on telephone01284 719724 or from 20:00 to 9:00 telephone0300 123 1334. During the inspection we received feedback from 35 patients. Patients consented to treatment and were informed about their treatment and were actively involved in decisions about their care, which included choices about date of appointments. the service is performing well and meeting our expectations. Staff had worked with the trusts violence reduction team to lower incidents of violence and aggression on the wards. Teams had effective multidisciplinary working in the delivery of care and treatment. Regular environmental quality checks were conducted and patients were able to discuss and resolve environmental issues in community meetings. Information provided by the trust demonstrated poor compliance with annual staff appraisals by teams. We were not assured that prevention strategies were put in place to prevent the development of pressure damage. We issued the trust with a Section 29A warning notice for this core service. The physical space of four of the five health-based places of safety (HBPoS) we visited provided safe, clean environments to assess people. Staff were not all trained in basic life support and overall completion of mandatory training was below the trust target. Assessed the number of child and adult beds available in the trust, and responded to this by increasing beds and at times placing patients in adult wards to ensure they received the care and treatment they needed promptly. What is good acute psychiatric care (and how would you know). Patients were subject to restrictive interventions without the appropriate legal safeguards in place. CMHTOP, liaison psychiatry teams in acute hospitals and on-call doctors could complete referral. Adverse incidents were reported and reviewed. People who used services felt that they had been personally involved in the development of their care plans. 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. We also saw blinds were not used in the male dormitory to protect patients privacy and dignity as staff and visitors when entering the ward area were able to see into this area. Telephone referrals only to the Acute Crisis and Assessment Team (ACAT) are received on ext 67774. 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. We also saw that supervision and appraisals were being done for staff but all wards agreed that they needed to improve this aspect. Welcome to Avondale Mental Healthcare Centre. 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. Crisis resolution/home treatment teams are intended to provide an important feature of this liaison. People who used services were enabled to participate in the activities of the local community so that they could exercise their right to be a citizen as independently as they were able to. The ward was undergoing a deep clean during the inspection. There were limitations with staffing in some areas which meant that services stopped if staff were on leave. 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. They followed good practice with respect to young peoples competence and capacity to consent to or refuse treatment. Person-centred therapeutic interventions were being delivered to patients to support them to achieve improved independence and wellbeing. The hospice team provided specialist advice and support as requested, coordinated and planned care for patients at end of life in the community. Our Home Treatment Teams(HTT) area community-based service set up to support you if you are experiencing severe mental health issues and require crisis support. 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. Medicines were dispensed and stored securely and audits undertaken to ensure safe practice. There were good relationships with other teams and external organisations to ensure needs were met. For information about studying at Avondale or living on campus, contact Student Administration Services study@avondale.edu.au or call +61 2 4980 2377. Designed and Developed by: Cube Creative 2021. The health-based places of safety provided a safe environment for the risks of people in a crisis to be managed. Patients were given information and support to ensure appropriate representation and aid understanding of their rights. Staff took steps to enable patients to make decisions about their care and treatment wherever possible. The service faced a number of challenges including staffing levels in some teams; large case loads, the fluctuating population from seasonal workers and students and the increased acuity of patients. Patients with minor injuries were triaged by staff who were not clinically trained. They told us that they felt valued, had input into the service and were consulted and involved in service quality developments. The governance structures in place for the older adult wards were in their infancy and had not been fully embedded. Discrepancies between data held at trust and local levels regarding the uptake of mandatory training meant we could not evidence that the target of 85% attendance for mandatory training wasbeing consistently met within the service. The service had direct access to a vascular surgeon where they could arrange urgent appointments and the service could order diagnostic tests prior to the patient attending the appointment to enable the consultant to have sight of all information at the time of consultation. However there was insufficient staffing and leadership capacity to ensure that staff supervision, appraisal and team meetings took place regularly. We observed collaboration and communication amongst all members of the multidisciplinary team (MDT) to support the planning and delivery of care. Staff clearly expressed the trusts vision and values and portrayed positivity and pride in the work they did. Feedback from people who use the service was positive. Leave a review Report an issue with the information on this page Information supplied by Lancashire & South Cumbria NHS Foundation Trust Patient outcomes were collected and monitored using the national hip fracture audit and national Parkinsons audit. 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. The Unit has 14 beds, providing both male and female accommodation. Interview rooms and clinic rooms used by the mental health crisis services (MHCS) were clean, well maintained and safe environments. Please enable it to take advantage of the complete set of features! Staff often booked the trusts pool cars to support patients with off-site activities and leave. 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. We found that the service had improved and met the requirements of the warning notice. Staff appraisals were completed however there were inconsistencies in staff supervision. Background: official website and that any information you provide is encrypted 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. We observed some negative interactions between staff and patients, where staff did not engage appropriately with the patient. 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. In a three month period 1 June 2016 to 31 August 2016, 25% of shifts had been short of substantive staff. Staff completed risk assessments on admission and updated these regularly. Staff had an annual appraisal where learning needs were identified. The leaders had plans in place to resolve these issues and were passionate about improving the service. Reports were of a good standard and there were systems in place to share learning. We can also speed up discharge from inpatient care by making sure intensive home support is available for a short period after discharge. All patients had care plans and detailed risk assessments. There were comprehensive assessments and care plans in place, with a strong focus on good physical health care needs, with good access to a range of health services such as GP, specialist diabetic nurse, and podiatrist. In the Preston 136 suite and the home treatment team offices at Ormskirk, there were issues in relation to maintenance of the buildings. A literature review. Email this page 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. Staff were concerned about staffing levels, but were generally positive about the teams they worked in and local managers. Staff worked with other healthcare professionals in the best interest of patients. This demonstrated a lack of connection between service delivery and the board. Patients were very positive about the care they received and we saw patients were treated in a professional and caring manner. Young people only had a gown to protect their modesty and female students were asked if there was any chance of pregnancy in the open hall without due consideration to their privacy. Infection control audits and hand hygiene were regularly undertaken and results gave assurances of good compliance. Staff were observed talking to patients in a kind, sensitive and caring manner. Theydid not know the trusts risk assessment policy. Learn about Avondale Rd, Preston and find out what's happening in the local property market. 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. With a lack of national guidelines for waiting times, the trust had set a preliminary nominal target of 18 weeks. We issued the trust with a Section 29A warning notice. 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. within the community health services for adults, staff did not do all that was reasonably practicable to mitigate the risks of patients developing pressure ulcers on their caseload. There were no clear dates for the action plan implementation following the audit. Compliance rates were particularly low on some wards. Unauthorized use of these marks is strictly prohibited. Key access to the seclusion room on some wards was limited and staff described some difficulty finding key holders to access these rooms. Each year, we visit all NHS trusts and independent providers who care for people whose rights are restricted under the Mental Health Act to monitor the care they provide and check that patients' rights are met. 23 May 2018. Activities included woodwork, metalwork, pottery and gardening. World Psychiatry. There were clear policies and procedures covering all aspects of medicines management. Staff had access to training and development and there were nurse links for tissue viability, end of life care, dementia, falls and infection control. Thomas MACDONAGH, FY1 Doctor of Lancashire Care NHS Foundation Trust, Preston | Contact Thomas MACDONAGH Avondale Unit RPH, North West Posted today Applied Saved. It became routine in September 2014, again with the expectation that the number contacted would increase each quarter. Safeguarding was embedded within the service. We re-inspected the service in March 2020 and found that the conditions of the warning notice had been met. This was due to long waiting lists and ineffective care pathways. Young people and families knew how to make a complaint or raise a concern about the service and staff had responded to these. Desks were placed in the corner of the room which meant staff were not near the door and could potentially be blocked in if someone became aggressive. National guidelines were being followed. These units were intended for short stay, under 23 hours, but were now routinely being used as additional wards. You can email the site owner to let them know you were blocked. Also, some equipment in the clinic room had passed the expiry date for use. There was an effective use of skill mix within the service including dental therapists and dental nurses with extended duties. There was good adherence to the Mental Health Act and Mental Capacity Act. This had resulted in significant issues with recruitment and high levels of sickness. We rated it as requires improvement because: This service has not been inspected before. Care records were up to date, personalised and holistic. The planned replacement location had a large outdoor area for patients so they did not have to be taken off the ward. It was noted that no staff had advanced paediatric life support despite offering services to children over 1 year however this requirement would be dependent on the number of children seen. This allowed everybody to be involved in care planning and understand what was expected. The service did not always have enough nursing staff to meet patients needs. The OT works with new and existing residents, where appropriate, to devise a structured occupational therapy plan for their stay. 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. 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. . improvement measures to support the urgent care pathway and address the issues raised at the last inspection. reason for each breach was nowdocumented, along with, Staff understood and discharged their roles and responsibilities under the Mental Health Act 1983, and the Mental Health Act Code of Practice. Service users' experiences with help and support from crisis resolution teams. These were effectively managed and risks mitigated with the use of observation and individual risk management planning. Published There were good working relationships with other teams including child and adolescent mental health service community teams, adult services, social services and outreach teams. There were concerns expressed by staff and reflected in the services risk register over the capacity of teams. We inspected: Shakespeare ward an 18-bed female acute ward, Stevenson ward an 18-bed female acute ward, Churchill ward an 18-bed male acute ward, Byron ward an 8-bed female psychiatric intensive care unit, Keats ward an 8-bed male psychiatric intensive care unit. Interventions are usually made via regular home visits and telephone contact. This meant that nursing staff did not receive the appropriate support and professional development needed to carry out their duties effectively and managers were unable to review their staffs competency or assess the quality of staff performance. Risks identified on the board assurance framework and corporate risk register reflected those we found in core services. The lack of a clear structure from senior management level to ward level had also resulted in a disconnect between the board and the four clinical networks. The MHCS worked well with the adult acute mental health wards to prevent inappropriate admissions to inpatient beds. Environmental audits did not include all areas of the ward environment which meant that staff were not following trust procedures. which is extremely helpful in helping maintain community links and allowing individuals autonomy. Our therapy team is on the ward 8.30am-4.30pm Monday to Friday It is situated close to all the necessary local amenities, such as shops, public transport links, hospital, GPs, dentist, leisure centres etc. Crisis team; HTAS; crisis and home treatment; patient opinion; qualitative. The trust had implemented Risk sensible approach safeguarding training for all practitioners in the children and families network. Formal clinical supervision was not happening in line with the trust policy. Avondale Dob Lane, Little Hoole , Preston , PR4 4SU Directions Call Home Egg Suppliers Preston Egg Suppliers near Preston Avondale Farm Eggs Share business: There are no reviews for this business, be first to write a review!