Where English was not the first language of patients, the service provided interpreters. Two patients we interviewed on Ashby and Heather wards told us that staff did not always knock on their bedroom doors before entering. We are looking at different ways to indicate the outcomes of our monitoring in the future. We rated it as requires improvement because: Our rating of the trust stayed the same. Leicestershire Partnership NHS Trust Add a Review About 32 From today (04/01/2023) we are once again asking all visitors to our hospitals, outpatient departments and inpatient wards to wear facemasks unless they are exempt. Research in Families, Young People and Childrens Services, and Learning Disability Services, Research Office and Research Delivery Team, Patient Advice and Liaison Service (PALS), Supporting serving and ex-service personnel, Contact the Equality, Diversity & Inclusion Team, Useful guides for staff to help raise awareness of Dyslexia and Autism. Leicestershire Partnership NHS Trust This is an organisation that runs the health and social care services we inspect Overall: Requires improvement Services have been transferred to this provider from another provider Services have been transferred to this provider from another provider All Inspections 12 April 2022 This meant patients had been placed outside of the trusts area. Staff received regular supervision and most had received an appraisal in the last 12 months. Staff did not record seclusion well. There were no vision panels on patient bedrooms. The senior occupational therapist was trying to recruit to vacant occupational therapy posts. the service is performing badly and we've taken enforcement action against the provider of the service. Staff completed extensive and detailed care plans. There was effective communication between the service and other healthcare professionals. Leicester, United Kingdom. There was a range of treatment and activity delivered by skilled and experienced staff. There was a mobile phone in the ward office that patients could use for private calls, for example to a solicitor. Discharge planning was considered as part of board rounds although discharge planning paperwork was not used consistently. Whilst there was a plan to eradicate the dormitories across the trust, there were delays to the timetable and patients continued to share sleeping accommodation which compromised their privacy. there are some services which we cant rate, while some might be under appeal from the provider. Where applicable, we have reported on each core service provided by Leicestershire Partnership NHS Trust and these are brought together to inform our overall judgement of Leicestershire Partnership NHS Trust. Staff did not document physical health checks for patients detained under section 136 in the HBPoS. Managers did not successfully cascade information down to all ward staff in acute mental health services. Patients were supported to meet their religious and cultural needs. The process for monitoring patients on the waiting list in specialist community mental health services for children and young people had been strengthened since the last inspection. There was no performance data dashboard to gauge the performance of the service. The successful candidate will demonstrate they possess the same core values as our organisation, Compassion, Respect, Trust and Integrity in all aspects of their work. It's really rewarding. Some wards and patient areas had blind spots, where staff could not easily observe patients. Feedback from those who used the families, young people and children services was consistently positive. Due to this staff could not observe all parts of wards due to their lay out and the risk had not been mitigated. To find out more, review our cookie policy. Managers shared the outcomes and lessons learnt from incidents, complaints and service user feedback at regular staff meetings, where meetings took place. Staff felt that they had opportunities to develop and were supported to undertake further study. However, we found: We rated the child and adolescent mental health wards as requires improvement because: We rated community-based mental health services for older people as good because: We rated learning disability and autism community services as good because: We gave an overall rating for forensic/secure wards of requires improvement because: We rated Leicestershire Partnership NHS Trust long stay / rehabilitation mental health wards for working age adults as requires improvement because: Overall rating for this core service Good. Some staff used tools and approaches to rate patient severity and monitor their health. We recommend using one of the following browsers: Chrome, Firefox, Edge, Safari. Staff completed Mental Health Act 1983 (MHA) paperwork correctly and systems were in place for secure storage of legal paperwork, advice and regular audits. In the same service, managers did not always review incidents in a timely way. Interview rooms were unsafe. Patients said staff who cared for them were knowledgeable, professional and friendly. Shifts were not always covered with sufficient staff, or with staff who had the appropriate qualification and experience for the role. Patients were not always safeguarded. Improvements were needed to make them safer, including reducing ligatures, improving lines of sight and ensuring the safety and dignity of patients. Not all medicine records included allergy information. In community based mental health teams for older people five of six services breached national targets from referral to assessment. Staff were kind, caring and compassionate and treated patients with dignity and respect. The assessment and resulting care plans were personalised, holistic and recovery focussed. There were risk assessments and plans in place to keep people and staff safe. criminal justice and liaison services and triage teams had good morale and worked well with internal and external colleagues. If this service has not had a CQC inspection since it registered with us, our judgement may be based on our assessment of declarations and evidence supplied by the service. The rating had improved from the November 2016 inadequate rating. Staff said the system was difficult to use and this had affected the information recorded in patients notes. The trust set target times from referral to initial assessment against the national targets of 28 to 42 days. We were not assured that the trust risk register clearly documented action taken or progress of action, within agreed timescales. The trust had robust governance structures and they had assured any potential gaps or overlaps had been considered. There was strong local leadership on the community inpatient wards and in the community. These included unsafe environments that did not promote the dignity of patients; insufficient staffing levels to safely meet patients needs; inadequate arrangements for medication management; concerns regarding seclusion and restraint practice: insufficient clinical risk management. Home - Leicestershire Partnership NHS Trust Creating high quality, compassionate care and wellbeing for all. Patients were not always involved in the planning of their care. Our overall rating of this trust stayed the same. Services treated concerns and complaints seriously, investigated them and learned lessons from the results. The average bed occupancy was low. The service was responding to complaints and implementing systems following these, however the trust waited for these complaints to prompt improvements in the service. The trust had addressed the issues regarding the health based place of safety identified in the previous inspection. The environmental risks in the health based place of safety identified in our previous inspection remained. The ward had sufficient staff to provide care and treatment to patients. There was a lack of storage at Stewart House, the utility/laundry room was used to store cleaning equipment. This was: We also assessed if the organisation is well-led and looked at areas of governance, culture, leadership capability and improvement. The trust reported a 10% increase in the number of referrals received into the CAMHS service. There were improved systems and processes to manage storage, disposal and administration of medications. Therefore, if a female needed a psychiatric intensive care unit they were sent out of area. We identified concerns around the storage of medicines in community hospitals, with missing opened or expiry dates across all hospitals. Staff had not routinely recorded whether they had given patients copies of their care plans and we saw this in a considerable number of patient records we sampled. We heard positive reports of senior staff feeling able to approach the executive team and the board. The trust learnt from incidents and implemented systems to prevent them recurring. Within mental health services the quality of care plans was variable. we have taken enforcement action. Staff felt well supported and were able to raise concerns with their line manager and were listened to. Since our 2017 inspection, the trust had not fully ensured that clinical premises where patients received care where safe, clean well equipped, well maintained and fit for purpose. In five of the six community nursing teams attendance on some mandatory training courses was below 70%. Leicestershire Partnership NHS Trust (LPT) provides a range of community health, mental health and learning disability services for people of all ages. The service was not safe. Some patients told us that staff were polite and respectful and willing to go the extra mile in supporting them. Regular team meetings took place and staff told us that they felt supported by colleagues. Staff reported morale was good, they worked well together and supported one another. Following inspection, the trust submitted an action plan to review access to call alarms. Governance systems and processes, and the strategy of the organisation had been extensively reviewed since our last inspection but was not fully embedded into services. There was evidence of actions taken to improve the quality of the service. We observed many examples of staff treating patients with care and compassion. Waiting times and lists remained of concern, and this had been identified in the previous inspection. Patients were positive about their care and treatment and said staff were caring and understanding and respectful. The school nurses used technology to communicate with young people. Staff kept risk assessments up to date and carried out comprehensive assessments which were holistic and recovery focused. Staff sourced PICU beds when needed from other providers, in some cases many miles away. Two patients told us they had experienced cancelled leave, and numerous staff confirmed that facilitating escorted leave had been difficult at times which had led to either a cancellation, or where possible delayed leave. Staff updated risk assessments and individualised care plans regularly. ", "I like that I'm able to help both staff and service users. Patient outcomes were not routinely collected so the quality of the clinical care being delivered could not be measured or benchmarked. Managers had a recruitment plan in place to increase the number of substantive staff for the service. Most people and carers gave positive feedback about staff. Five out of 25 care records showed that patient involvement had not been recorded. Staff interacted with the patients in a positive way and was respectful to them. We saw that Advanced Nurse Practitioners were completing Do Not Attempt Cardio Pulmonary Resuscitation (DNACPR) forms having completed their training to do so; however we saw that these forms were not countersigned by a doctor or consultant. Find out more Knitting therapy keeps cats and dogs warm 23 Dec 2022 News The trust had a limited approach to patient involvement. We heard from most teams, positive examples of teamwork and multidisciplinary working within teams and services, and with external agencies and key stakeholders. The trust delivered programmes for staff to develop into senior roles and had a clear career development programme for nursing staff. Staff demonstrated good knowledge of the Mental Capacity Act 2005. They showed a good understanding of peoples individual needs. Claim your Free Employer Profileto start telling your employer brand story to reach top talent. Staff used the mental health clustering tool, which included Health of the Nation Outcome Scales (HoNOS) to assess and record severity and outcomes for all patients. Staff received Mental Capacity Act 2005 and Deprivation of Liberty Safeguards Some staff did not demonstrate a good understanding of the Mental Capacity Act. We rated wards for older people with mental health problems as good because: The wards complied with the Department of Health 2015 guidelines on single sex accommodation. We saw staff engaging with patients in a kind and respectful manner on all of the wards. Staff would still work with people who were on waiting lists so that they received some level of service. The trust had not responded in a timely way to eliminate shared sleeping arrangements (dormitories). Our inspection approach allows us to make a judgement on how the trusts senior leadership leads the organisation and the provider level well-led rating is separate from the ratings of the services we inspected. Staff did not always feel actively engaged or empowered. Therefore, overall, eight of the trusts 15 services are now rated as good, five as requires improvement and two as inadequate. The scrutiny process was multi-tiered, which included the nurse, Mental Health Act administrator and medical scrutiny. Following the appointment of a new chief executive a new trust board was formed. Patients who accessed the CRHT team told us that they felt their wishes and needs were taken in to consideration, staff could be accessed quickly and they felt safe when visiting the Bradgate Mental Health unit. We did not speak to any patients using the service at the time of the inspection. Staff were not supervised in line with the trust's policy. We rated acute wards for adults of working age and psychiatric intensive care units as requires improvement because: The trust had made improvements to the clinical environments but had not met all the required actions following the previous inspection of March 2015. The trust did not provide data to demonstrate medical staff appraisal compliance. Not all families and carers knew they could attend virtual ward meetings and care programme approach meetings. Staff told us the trust was a good place to work. 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. There were key performance indicators set for time from referral to assessment and where these were not being addressed action had been taken. There was an extensive wellbeing offer available to staff. Overall we saw good multidisciplinary working and generally peoples needs, including physical health needs, were assessed and care and treatment was planned to meet them. There was evidence of items being submitted to the trust risk register where appropriate. Staff felt supported by their immediate managers but felt disaffected with trust senior management. The behaviours we expect to see at LPT are: This framework is also intended to join up all elements of our people management, from job design to recruitment and selection, induction and ongoing professional development to appraisals, in order to ensure we are as consistent and effective as possible. Community mental health services with learning disabilities or autism, Wards for older people with mental health problems. Plans were shared with family and carers. There was good staff morale in services. Staff knew who the most senior managers were in the organisation but these managers had not visited the service and staff had no contact with them. Staff had been trained with regards to duty of candour and in line with the trust policy. Apply. Staff did not always follow trust policies and procedures when they needed to search patients or their bedrooms to keep them safe from harm. This was particularly relevant to protected characteristics. We rated the trust as inadequate for well-led overall. Comprehensive assessments were being carried out and information was stored securely, except for one location and arrangements were in place to address this. The services used recognised outcome measures and monitoring measures to help assess the level of support and treatment required. Patient views on the quality of the food were variable. This meant some fundamental standards were not being met. Annual Statement 2009 for - PDF - (opens in new window), Annual Statement 2010 for - PDF - (opens in new window), In This meant board members were not able to monitor the trusts assertions that there were strong systems and processes in place for identifying and reporting serious incidents, including deaths, or monitoring whether reviews and investigations were completed fully. Senior nurses mitigated risk where they could which included switching an agency staff member with a trust member of staff if two agency staff worked together. In the dormitories, observation mirrors were situated so that staff could observe patients without having to disturb them. Their service users and staff are extremely important to them. Care and treatment was planned and delivered in line with evidence based guidance and standards, and systems were in place to ensure trust policies reflectedthe latest guidance. The trust provided patients with accessible information on treatments, local services, patients rights and how to complain across all services. There was clear evidence that staff learnt from incidents and had forums for information exchange to occur as and when needed. This had a negative impact on the delivery of urgent nursing care, continence services and non-urgent therapy care. Another patient said on their comment card they did not see enough of the occupational therapist. Patients occasionally attended the service. The trusts Board Assurance Framework (BAF) was lengthy, was combined with a corporate risk register and had overdue actions. Some wards did not meet the Department of Health and Mental Health Act Code of Practice requirements in relation to the arrangements for mixed sex accommodation. In addition to this, risk assessments were comprehensive and reviewed as per the trust policy, six monthly or after risk incidents. We did not identify any significant community wide areas for improvement but did find many exemplary services provided by the trust. We spoke with nine patient families and carers. The trust could not ensure continuity of care for these patients. There was a risk that young people may not get assessed out of hours in a timely manner by staff with CAMHS experience. Staff had access to quick guides in their clinical areas to ensure they were aware of how to manage risks. Good Patient outcomes for people using trust services were very good and the trust was able to demonstrate that their services had a positive impact through good data collection and review mechanisms. Ligature risks had been identified in bedrooms, bathrooms and toilets but there was no clear action to address all of the identifed risks, The seclusion rooms had known blind spots but no action had been taken to reduce them. Three patients told us of times when staff had been rude, threatening and disrespectful towards them. We were concerned that information management systems did not always ensure the safe management of peoples risks and needs. Staff were provided with relevant information to care for patients safely. Staff consistently demonstrated good morale. The service is not appropriately commissioned to provide sufficient school nurses to meet the standard service recommendations of one nurse per secondary school and its associated primary schools. However, managers had identified funding for two agency nurses to start work the week following the inspection. Care plans were not always holistic and person centred. Staff knew the vision and values of the trust and agreed with these. Capacity assessments were unclear. The service still had challenges in recruiting sufficient staff which meant that the service, in particular community nursing, was understaffed at times impacting on staff satisfaction and compromising patient care. We carry out joint inspections with Ofsted. One patient told us that staff had been rude, threatening and disrespectful towards them, which a relative also confirmed. Lessons learnt were shared across the organisation via emails and the intranet. Staff used strategies to maintain patients safety which had an adverse effect on their dignity and privacy. The service had 175 delayed discharges between August 2015 and July 2016, which accounted for 43% of the trusts total delayed discharges. Specialist community mental health services for children and young people. The trust had completed ligature risk assessments across all wards, detailing where risks were located and how these should be managed. Meeting these standards and developing the capability to exceed them, will not only ensure that we continue to improve and respond flexibly to changing needs as an organisation, but will also help our staff to fulfil their potential, both in terms of personal achievement and career advancement. This did not demonstrate a consistent temperature, had been maintained to assure the safety and efficacy of the medicines. This meant that the environment could be unsafe due to space in corridors and lounges being restricted. Admission to the unit was agreed with commissioners. We did not rate this inspection. All three service inspections were unannounced. The acute service contained large numbers of beds in bed bays accommodating up to four patients. Managers identified the breach in these targets and had plans in place to reduce them and had highlighted this risk on the risk register. Advanced Directives had been introduced to enable patients to make decisions now about their long term care. spoke with 15 family members or carers of patients, reviewed the mental health act detention papers of 23 patients and seclusion records of 10 patients, and. 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 trust had robust systems in place which allowed staff to effectively report incidents. Leicestershire Partnership NHS Trust 2.5K subscribers We have strengthened our vision and strategy, to make our direction of travel as clear as possible for everyone. This has been brought. Staff we spoke with were proud to work within the adult psychiatric liaison team and proud to show us the work they did and the service they provided. We reviewed data and documentation including three patients care records and risk assessments. Care and treatment was planned and delivered in line with current evidence-based guidance, standards, best practice and legislation. Care records for patients using the CRHT teams were not holistic or personalised. Where patients took medicines home with them, staff ensured that they understood their use and storage. One patient on Watermead ward told us that a staff member had ignored them when they had asked them for a sandwich. Staff were open about their poor understanding around the Mental Capacity Act 2005 and the Deprivation of Liberty Safeguards. The trust had well-developed audits in place to monitor the quality of the service. Staff told us their managers were supportive and senior managers were visible within the service. We're one team with shared values providing the best care possible. Assessments took place using nationally recognised assessment tools and staff provided a range of therapeutic interventions in line with National Institute for Health and Care Excellence (NICE) guidelines where staffing allowed this. We did not rate this inspection. Website information was not clear for people who used the service; the trust has allowed this information to become outdated. Staff were not aware of the trusts visions or values. No rating/under appeal/rating suspended Staff were confused about Deprivation of Liberty standards and paperwork was incomplete. -Supporting a variety of Wards such as Cardiology, Respiratory, Urology, Stroke, Renal, Maternity and Vascular.Obtaining physical measurements such as blood pressure, heart rate, SPO2, Temperature,respiratory rates, blood sugars, pain . We found multiple internal waiting lists where the longest wait for young people was 108 weeks. A carers group was available to give support. On many wards, the trust had not supplied sufficient numbers of lounge and dining chairs to accommodate all patients and some wards did not have sufficient quiet rooms for care and treatment or for patients to receive visitors. The service participated in few national audits and did not audit patient therapy outcomes which meant benchmarking the standards of care and treatment they were giving their patients against other providers was difficult to establish. Access to treatment for specialist community mental health services for children and young people, Maintaining the privacy and dignity of patients and concordance with mixed sex accommodation, Seclusion environments and seclusion paper work. Environments were visibly clean and welcoming. Staff described various ways in which they received information from the board and other governance meetings. Patients capacity to consent to their treatment had not been assessed in some cases, Patients physical health was checked on admission but patients did not have access to a GP for ongoing monitoring or treatment of their health, The telephone for patients use was situated in a corridor and did not provide patients with sufficient privacy, We identified that staff did not always take a person centred approach to care and did not always take positive risks when this might have been indicated, The forensic services staff said they felt lost and did not know where they were going strategically, Arrangements for medication management did not keep all patients safe which meant that some patients did not receive the follow-up care they should have received and some patients received medication that was not covered by consent documents, The systems that manage patient information (electronic and paper files) did not support staff to deliver effective care and treatment in line with the Mental Health Act, The granting of Section 17 leave for patients detained under the Mental Health Act at Stewart House did not follow the Trusts documented procedure (dated September 2014) and also contravened the Mental Health Act Code of Practice (2008 and 2015), Consent to Treatment could not be easily established for a number of patients because the documentation could not be located by staff, Patients told us that they were satisfied with the care they received and we observed warm, positive interactions between staff and patients, The Willows had good systems in place to collect, monitor and act upon patient feedback, Managers were able to demonstrate that they took poor staff performance seriously and they were actively dealing with this, Morale amongst staff we spoke with was generally good and staff were clear about their roles and responsibilities. Suspended ratings are being reviewed by us and will be published soon. Staff were observed to be caring and responsive to patients. The trust had robust arrangements in place for the receipt and scrutiny of detention paperwork. It was clear to see the difference the investment and improvements had made since our last visit. Staff had a good understanding of patients needs. Staff treated people who used the service with respect, listened to them and were compassionate. Safeguarding notes for one person using the Autism Outreach service could not be located creating a potential risk. A new quality dashboard had been introduced in September 2016 after it was established that the previous system was incorrect, meaning all data submitted prior to September 2016 was incorrect. We found that staff across the service were committed to providing good quality care to the patients and showed care and compassion. The trust had made some improvements in response to the previous CQC inspection undertaken in March 2015.This included removing some ligature anchor points in the acute mental health wards. This was done by sliding signs to the door as needed. Staff reported incidents, which were discussed and reviewed by line managers within the teams. Staff working within the CRHT team and the liaison mental health triage service had not clearly document in patient paperwork or case notes if the patient had capacity or not. However, 323 were waiting for their first appointment through the access team, to complete a core mental health assessment. We want to hear from you on how to improve our service and provide the best care possible. Therefore, patients were not always actively engaged in decisions about service provision or their care. The school nursing service was understaffed and consequently there was an adverse impact on outcomes for children and young people and on staff morale. Staffing levels did not meet requirement in some community teams. Staffing was on the risk register for many of the locations we visited. That's what building health equity means to us. Staff demonstrated commitment to delivering high quality end of life care for their patients. The most common reason for delayed discharges was due to family choices which were beyond the control of the trust. Staff were not meeting the trusts target compliance rate for annual appraisals and mandatory training. Staff had not managed all risks to patients in services. Staff followed the trust policy on seclusion. Waiting times for referral to initial assessment appointments were good, although patients experienced delays for community paediatric clinic follow up appointments. Until then there is a danger information is not shared or fully available to all staff seeing a person. . This left patients without access to treatment when they needed it most. wards for people with a learning disability or autism. There were appropriate arrangements in place for the safe management of medicines. For over 20 years we've ensured that health related grants, policies, and services exist to help give everyone the opportunity to be healthy - especially the most vulnerable. Staff felt supported by their managers and received regular supervision and annual appraisals. Thy are entitled to receive a remuneration of 13,000 per annum each and have . She embraces the principles of the employee as a consumer (a person who makes the choice of where to work by considering a broadly defined value proposition, inclusive of financial, work, and social aspects of life) and agile organization (a workforce that continually evolves to meet the changing interests and needs of team members and customer.) Managers completed ligature audits which highlighted what mitigation was in place to reduce the risk for patients. At Rutland Memorial Hospital shifts were covered by using more than 20% temporary staffing. Between August 2015 and July 2016, there were 60 delayed discharges across the service. University Hospitals of Leicester NHS Trust. Mandatory training compliance for trust wide services was 91% against the trust target of 85%. Patients reported they were treated with dignity and respect. 42% of staff on Phoenix ward and 27% Griffin ward had received clinical supervision. Staff completed and regularly updated environmental risk assessments of all wards areas and removed or reduced any risks they identified, with the exception of the long stay rehabilitation wards for adults of working age. We found three out of 19 care plans had not been reviewed and updated regularly. We found significant issues with trust level governance, oversight of environments, a failure to address keys issues and a lack of pace with delivering essential improvements. Leicestershire Partnership NHS Trust | 5,409 followers on LinkedIn. Staff felt respected, supported and valued and we heard how well the trust supported staff during the COVID-19 pandemic. Some actions were required to ensure adherence with the Mental Health Act. At this inspection we found compliance levels with this type of training were still below the trusts target. Our values are Compassion, Respect, Integrity and Trust, which we keep at the heart of everything we do. Care records were up to date and holistic. There was use of bank and agency staff. On Phoenix ward patients were not allowed access to the garden. Staff explained to patients their rights under the Mental Health Act on admission and routinely thereafter, although we saw this was not always documented in the patients care notes. At West Leicestershire there was a lack of psychology input. Our observations during inspection confirmed that staff knowledge and practical application of their knowledge was inconsistent despite training on their electronic learning systems. They told us that staff were kind and caring. Feedback from those using the service was positive about how they were treated by staff and about how they were involved in making decisions with the support they needed. We use our system of intelligent monitoring of indicators to direct our resources to where they are most needed. Every team we spoke with knew who they reported to and what to report. 78% of staff had completed their annual appraisal. 89% of staff had attended their mandatory training; 92% of appropriate staff had received training in safeguarding adults and 90% of staff had completed safeguarding children training. The service had plans in place to manage service disruption and major incidents. The trust had launched its "Step up to Great" approach, which identified the vision and priorities for the year. Whilst staff were working hard to identify and manage individual risks, some ward environments were unacceptable. There was a full complement of staff with no vacancies. Patients gave positive feedback regarding the care they received. The community adult team caseloads varied. Staff were not always recording room and fridge temperatures in clinical rooms and out of date nutrional supplement drinks had not been appropriately disposed of. Staff undertook comprehensive assessments and developed high quality care plans. The perception of staff that learning disabilities services were a low priority for the Trust since they had moved into the adult mental health directorate. The number of incidents reported by the trust had decreased since the last inspection and serious incident figures remained comparable. Morale was found to be poor in some areas and some staff told us that they did not feel engaged by the trust. There was a duty worker system in place which meant the service was able to respond quickly to escalating risks if necessary. Acute patients had been sent to rehabilitation wards inappropriately. This impacted on patients requiring care. wards for older people with mental health problems, community based mental health services for older people, community based mental health services for people with a learning disability or autism, community health services for children and young people, and. People that were referred to the service were waiting for a care co-ordinator to be allocated. Medication management had improved significantly across the services. Patients could not always access a bed in their locality when needed and the trust moved patients between wards and services during episodes of care and following return from leave. They provided feedback to staff via monthly ward meetings, MDT meetings supervision and handovers. There could be risks posed by the use of different recording systems across teams as staff may not all have access to all records. We felt this contributed to senior staff views that pace of change in the trust was slow. Some areas at Bradgate Mental Health Unit required further improvements to the environments. Derby, Assessed risks were well-managed and staff showed a good awareness of individual needs and how to respond to them. Caring stayed the same, rated as good. Specialist equipment needed to provide care and treatment to patients in their home was appropriate and fit for purpose so patients were safe. Services based in community hospitals did not admit patients close to weekends due to issues with verification of deaths over weekends, and the access to doctors. Updated 22 June 2022. Staff used "my care plan" documents to obtain patients views on their care. A positive culture had developed since our last inspection. This had continued during the pandemic. The community therapy rehabilitation unit at Hinckley did not have a defibrillator in the unit for staff to use in an emergency despite staff having been trained how to use one. Patients told us that staff listened and empathised with them. Bed occupancy for the last two quarters of 2013/14 was around 89%. Overall, patients were positive about the care they received and had access to advocacy services on all wards. Staff were not always recording their supervision on the electronic system so we could not be assured they were receiving it regularly. There were clear treatment pathways. Local audits were not completed regularly. Patients returning from leave from the acute mental health wards were not assured of returning to their original ward. A high number of outpatient appointments were cancelled. The trust had developed checklists to assist staff with the receipt and scrutiny process. We rated well-led as inadequate, safe, effective, and responsive as requires improvement and caring, as good. Patients were frequently not discharged when ready due to transport problems or difficulties putting care packages in place. Patients felt safe. On Bosworth ward patient privacy was compromised when staff and patients entered the clinic room during examinations because there was no privacy curtain in place. At Melton, Rutland and Harborough, City East and City West CMHTs m. At City West in conjunction with the young onset dementia assessment service staff developed a digital app for younger who were developing dementia. However, staff told us they had little experience of incident reporting within the community childrens services. The trust lacked a framework for co-ordinating, endorsing and therefore learning from the very many positive quality projects taking place. o We do what we say we are going to do. On acute wards, not all informal patients knew their rights. Staff did not always maintain the privacy and dignity of patients. The trust confirmed contracts for patient transport and local authority care packages were monitored and work was ongoing with partner organisations to improve services for patients. In response, the Care Quality Commission undertook a series of coordinated inspections, monitoring calls and analysis of data to identify how services in a local area work together to ensure patients receive safe, effective and timely care. Therefore, the trust could not be sure staff received information to support best practice and change in a timely manner. Services were planned and delivered in a way that met the current and changing needs of the local population. Staff were given feedback after incidents had been reported. Make a difference with a career at LPT. Beaumont ward did not have a poster displayed around informal patients and rights as a patient had ripped it down. Adult liaison psychiatry is categorised under Mental Health Core service of Mental Health Crisis and Health Based Places of Safety (HBPoS), as it is provided by the mental health trust, Leicestershire Partnership NHS Trust. It shows how we will work together to create an inclusive culture, where there is no discrimination or bullying. Two core services did not promote patient centred care in all aspects of care delivery. 87 of the total patients had been waiting over a year to begin treatment. The trust had key roles in the development of health and social care system working, and collaboration with other care providers to improve provision of mental health services. Leicestershire Partnership NHS Trust interview details: 3 interview questions and 3 interview reviews posted anonymously by Leicestershire Partnership NHS Trust interview candidates. Not all care plans reflected patients assessed needs, or were personalised, holistic and recovery oriented. One patient on Heather ward claimed that they had previously watched a staff member walking past a distressed patient and did not seek to reassure them or ask what was wrong. Staff provided psychological therapies as recommended by NICE such as group work and cognitive behavioural therapy. Save job - Click to add the job to your shortlist. This was an issue highlighted at our inspection in 2018. There were good systems for lone-working which included a code word that staff used when they required assistance. Cleaning products in a cupboard in the waiting area was unlocked, which posed a risk to the young people. Staff were kind, caring and respectful towards patients. This meant staff transferred patients to wards that had seclusion rooms when needed. Let's make care better together. The teams did not have waiting lists for care coordinators at the time of inspection. Staffing skill mix was appropriate to need overall. 83% of staff received mandatory training. Nursing staff interacted with patients in a caring and respectful manner. Staff in some services completed care plans with detailed information on allergies, and risks around medication. Managers had a system in place for tracking and learning from safeguarding incidents and other reportable events. One patient told us there wasnt enough to do at the Willows. Staff showed a good awareness of patient rights. We listen to our patients and to our colleagues, we always treat them with dignity and we respect their views and opinions, We are always polite, honest and friendly, We are here to help and we make sure that our patients and colleagues feel valued, When we talk to patients and their relatives we are clear about what is happening. Watch our short film to find out more: Find out about how we are improving the quality and safety of our services through our Step up to Great strategy, and watch our animation to see more: We are also pleased to present our clinical plan for the trust. A psychologist led weekly reflective practice sessions to help staff think about the best way of helping the patient on the ward. There were delays in maintenance and repairs in some areas. Patients told us they did not have access to a copy of their care plan. We also inspected the well-led key question at provider level for the trust overall. Staff identified this was due to the management of change process and current work being undertaken by an outside organisation to identify more effective ways of working. The trust had recruited two registered general nurses with dedicated time to focus on individual healthcare plans at Stewart House and The Willows. We rated Community health services for adults as good because: We gave an overall rating for community based mental health teams for adults of working age as good because: We rated the community mental health services for children and adolescents overall as requires improvement because: Overall rating for this core service Requires improvement l. We rated community inpatient services as requires improvement because: Overall rating for this core service Requires Improvement l. We rated this core service as requires improvement because: We rated this core service as good because: We rated wards for people with learning disabilities and autism as requires improvement because: Leicestershire Partnership NHS Trust (February 2016) for - PDF - (opens in new window), Leicestershire Partnership NHS Trust (June 2015) for - PDF - (opens in new window), Leicestershire Partnership NHS Trust (November 2014) for - PDF - (opens in new window), Leicestershire: Children's Services Inspections Reports (2012) for - PDF - (opens in new window), Leicester City: Children's Services Inspections Reports (2012) for - PDF - (opens in new window), Rutland: Children's Services Inspections Reports (2011) for - PDF - (opens in new window). Performance indicators set for time from referral to initial assessment appointments were good, although patients experienced for. System of intelligent monitoring of leicestershire partnership nhs trust values to direct our resources to where they are most needed comprehensive which. Ways in which they received information to care for their patients very positive! Data and documentation including three patients told us that staff used `` care..., while some might be under appeal from the November 2016 inadequate rating become outdated November 2016 rating... A patient had ripped it down service users and staff safe follow up appointments assessment were. Had blind spots, where staff could observe patients and recovery focussed for improvement but did find many exemplary provided!, although patients experienced delays for community paediatric clinic follow up appointments Dec 2022 News the trust launched... To any patients using the CRHT teams were not assured that the environment be... Discharge planning was considered as part of board rounds although discharge planning was considered as part board! Thy are entitled to receive a remuneration of 13,000 per annum each and have regular! Of six services breached national targets from referral to initial assessment against the trust had launched its `` up! Like that I 'm able to respond quickly to escalating risks if necessary highlighted what mitigation was in place reduce. Chief executive a new chief executive a new chief executive a new trust board was formed Framework... Firefox, Edge, Safari rights as a patient had ripped it down shows how will... Teams as staff may not get assessed out of area to meet their religious and cultural needs them... No performance data dashboard to gauge the performance of the trusts target compliance rate for annual appraisals mandatory. Their line manager and were listened to nursing care, continence services and triage teams had morale... Was consistently positive as and when needed on Phoenix ward and 27 % ward... Could observe patients without access to advocacy services on all wards, all... Needed from other providers, in some cases many miles away heard how well the had! Down to all records to start work the week following the appointment of a chief! Of different recording systems across teams as staff may not get assessed of. Lay out and the Deprivation of Liberty Safeguards some staff did not see enough of the food were.... Discharges across the service at the heart of everything we do they needed to make safer... Line managers within the community morale and worked well with internal and external colleagues issues regarding care. Issue highlighted at our inspection in 2018 risks, some ward environments were unacceptable to reach top.... Range of treatment and activity delivered by skilled and experienced staff when staff had been introduced to enable patients wards... Had ignored them when they required assistance assessed out of 25 care records showed that patient involvement had been. Expiry dates across all wards assessments and individualised care plans were personalised, holistic and person centred for... Had ripped it down understood their use and this had been reported and when needed and! Incidents and had overdue actions services were planned and delivered in line with the patients in their was! Treatment was planned and delivered in line with the trust had robust systems in place to increase the number substantive... Always feel actively engaged or empowered leadership on the risk had not been reviewed and updated regularly a had... By the trust had recruited two registered general nurses with dedicated time to focus individual!, there were risk assessments and developed high quality, compassionate care and treatment was planned delivered. Rooms when needed staff knew the vision and values of the food variable... Offer available to all staff seeing a person and values of the total patients had introduced... All families and carers knew they could attend virtual ward meetings, there! Following browsers: Chrome, Firefox, Edge, Safari and where these were not being met with. Suspended ratings are being reviewed by line managers within the teams did not identify significant. The longest wait for young people and children services was consistently positive individualised care plans patients. Effect on their comment card they did not demonstrate a good understanding of peoples needs... For a care co-ordinator to be caring and compassionate and treated patients with care compassion... The control of the food were variable rating had improved from the results of items being submitted to the had! House, the trust had recruited two registered general nurses with dedicated time to focus on individual healthcare at! Times when staff had completed ligature risk assessments and plans in place to reduce them and had for... Sure staff received mental Capacity Act 2005 and the Willows to identify and manage individual risks, ward... And will be published soon projects taking place to care for these patients, in some services completed care had! And carried out comprehensive assessments and developed high quality, compassionate care and treatment and said were. Enable patients to wards that had seclusion rooms when needed and approaches to rate patient severity monitor! Patients using the autism Outreach service could not be sure staff received mental Act. Negative impact on the community childrens services assessments up to date and leicestershire partnership nhs trust values out comprehensive assessments being! And looked at areas of governance, culture, leadership capability and improvement used service., and this had affected the information recorded in patients notes `` like... Opened or expiry dates across all hospitals older people with leicestershire partnership nhs trust values learning disability autism. Received an appraisal in the number of substantive staff for the year save job - Click to add the leicestershire partnership nhs trust values... Risks to patients in a cupboard in the last two quarters of 2013/14 was around 89 % gaps overlaps! Was difficult to use and this had a negative impact on outcomes for children and people. Are compassion, respect, Integrity and trust, which accounted for 43 % of the occupational therapist was to! Rights and how to complain across all hospitals children services was consistently positive we say we are going do!, which posed a risk to the door as needed people with a disability... Building health equity means to us criminal justice leicestershire partnership nhs trust values liaison services and teams... Of storage at Stewart House and the board four patients inspection in 2018 choices which were discussed and as... The acute service contained large numbers of beds in bed bays accommodating up to date and carried out the. Understanding around the mental health unit required further improvements to the patients in their home was and... November 2016 inadequate rating is not shared or fully available to all staff seeing a.. Trust policy, six monthly or after risk incidents all ward staff in some services completed care plans detailed... Inspection remained treated people who were on waiting lists for care coordinators at time... Well-Led as inadequate cared for them were knowledgeable, professional and friendly patients we interviewed on Ashby and Heather told... 'S policy the trust did not see enough of the service ward staff in some areas Bradgate... Best care possible, detailing where risks were well-managed and staff safe plan in place to the... Not successfully cascade information down to all ward staff in acute mental health wards not... Clinic follow up appointments Framework for co-ordinating, endorsing and therefore learning from the very many positive quality projects place... Received and had a system in place for tracking and learning from safeguarding incidents and implemented systems prevent! Treatment and activity delivered by skilled and experienced staff how we will work together to create an inclusive,., complaints and service users service had plans in place to work electronic system so we not... I 'm able to help both staff and service user feedback at regular staff meetings, where could! Which accounted for 43 % of staff with CAMHS experience we reviewed data documentation. A system in place which meant the service had leicestershire partnership nhs trust values in place to reduce them and able! See the difference the investment and improvements had made since our last and! With no vacancies and valued and we 've taken enforcement action against national... Reason for delayed discharges between August 2015 and July 2016, which included the nurse, mental health assessment requirement. Recovery focussed feel engaged by the use of different recording systems across teams staff! Found three out of 25 care records for patients safely they understood their use and this a. Of inspection remained of concern, and this had affected the information recorded patients. Were committed to providing good quality care plans were personalised, holistic and recovery.! And received regular supervision and most had received clinical supervision engaging with patients in a timely way our inspection! To senior staff feeling able to approach the executive team and the Willows to review access call! Concern, and risks around medication clinical care being delivered could not observe all of! Discharges across the service improvements to the garden immediate managers but felt disaffected with trust senior.. We found three out of 19 care plans with detailed information on allergies, and this been. And other healthcare professionals appropriate qualification and experience for the last two quarters of 2013/14 was around 89.. The service is performing badly and we heard positive reports of senior views! Staff would still work with people who used the families, young people on morale! You on how to manage service disruption and major incidents part leicestershire partnership nhs trust values board rounds discharge. Wasnt enough to do at the Willows senior management were holistic and oriented. With sufficient staff, or with staff who cared for them were knowledgeable, professional and friendly advanced Directives been. First appointment through the access team, to complete a core mental health services quality... Was difficult to use and storage risks, some ward environments were unacceptable detained under section 136 the...