Nottingham, This included labelling, disposal, reconciliation and ward level audit. Staff completed Mental Health Act 1983 (MHA) paperwork correctly and systems were in place for secure storage of legal paperwork, advice and regular audits. Overall, the pace of change in planning and converting plans into action across the trust was disappointingly slow. The trust was not commissioned to provide a female PICU and have identified the need with their commissioners. The new contract would start from 1 October 2023 and run until 30 September 2030. Staff were given opportunities to expand their knowledge and develop their roles. Staff were not always recording their supervision on the electronic system so we could not be assured they were receiving it regularly. Following the appointment of a new chief executive a new trust board was formed. In the dormitories, observation mirrors were situated so that staff could observe patients without having to disturb them. ", "I like that I'm able to help both staff and service users. The room used to administer medication on Arran ward at Stewart House was not appropriate; the room was a bedroom and still had a toilet in. Staff worked with both internal and external agencies to coordinate care and discharge plans. Staff were included in service developments and involved in listening into action projects for service improvement. Patients and carers knew how to complain. We're always looking for the best. In rating the trust, we took into account the previous ratings of the core services we did not inspect on this occasion. Teams were responsive and dealt with high levels of referrals. The patient incident team carried out a review of serious incident reporting and made changes to improve the reporting process, categorise incidents in a better way and improved reporting of safeguarding. The service had plans in place to manage service disruption and major incidents. The ward had an up to date ligature risk audit, staff mitigated the risks on the ward by observing patients. Staff were up to date with mandatory training. 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. Smoking cessation had been successful across most wards in the Bradgate Mental Health Unit.The trust had re-drafted the smoke free policy following on patient and staff consultation. The quality of clinical supervision was variable across the trust. There were not always enough staff who were suitably qualified and experienced to safely meet patients needs. In two services, staff were not always caring towards patients. Not all of the patients felt involved in their care planning and not all had a copy of their care plans. The acute service contained large numbers of beds in bed bays accommodating up to four patients. The service used a computer record system that differed from the rest of the trust. There was evidence of actions taken to improve the quality of the service. Detention renewal paperwork had been signed by a doctor prior to them seeing the patient. Some patients continued to share bedroom spaces in dormitories, and personal belongings were stored on the floor because of limited storage provided by the trust. o We are one team and we are best when we work together. The acute mental health wards had broken facilities which had not been repaired in a timely manner and we found dirt in some areas on one ward. Staff knew how to report any incidents on the trusts electronic reporting system and could raise concerns for the trust risk registers. Multidisciplinary team work both internal and external to the service was effective and patients were supported to make informed decisions about their care. The trust had a patient involvement centre, which was pleasant, well-equipped and supported involvement from friends and family. Staff treated people who used the service with respect, listened to them and were compassionate. Managers did not ensure that staff completed Mental Capacity assessments in line with the Act. In community based mental health teams for older people five of six services breached national targets from referral to assessment. We found positive multidisciplinary work and observed staff were supporting patients. There was no medicines management input from pharmacy within the community based mental health services for adults of working age. Leicestershire Partnership NHS Trust Location Leicester Salary 27,055 to 32,934 a year Closing date 2 Feb 2023. The trust had no end of life strategy as the previous one had expired and no replacement had been developed. Staff were quick to sort out requests and problems for patients. Inspectors from the Care Quality Commission (CQC) visited five services run by Leicestershire Partnership NHS Trust (LPT) in November and December last year. Staff responded to patients needs discreetly and respectfully. Staff were very caring and sensitive to patients needs. We noted, however, that staff maintained close observation when this occurred and considered this less stressful for patients than sourcing out of area beds. Save job - Click to add the job to your shortlist. We did not identify any significant community wide areas for improvement but did find many exemplary services provided by the trust. By doing this it will help us achieve our vision of creating high quality, compassionate care and wellbeing for all. These reports were presented in an accessible format. The longest wait was 108 weeks for four patients to access group work or outpatients. Staff were kind, caring and respectful towards patients. NG3 6AA, In Patients were supported, treated with dignity and respect and involved as partners in their care. We rated families, young people and children services as good because: There were systems in place for reporting incidents and the service was able to demonstrate learning and sharing following incident investigations. There was evidence of items being submitted to the trust risk register where appropriate. 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. ALT. there are some services which we cant rate, while some might be under appeal from the provider. Staff felt supported by their managers and received regular supervision and annual appraisals. Staff had received specialist child safeguarding training and were able to make referrals when appropriate. Staff were positive about the level of support they received, including regular supervision and line management. There was an unstructured, non-mandatory approach to formal end of life training for community hospital staff. Some care plans had not been updated and physical healthcare checks were not routinely documented in young peoples notes. We rated the trust as inadequate for well-led overall. By: Miraj Vaghadia | Tags: A project to improve patient care by making best use of capacity across Leicestershire Partnership NHS Trust (LPT) District Nursing teams has been shortlisted for the prestigious Nursing Times Awards. o We treat others how we would like to be treated. Record keeping at Stewart House was disorganised. The trust provided newsletters, quarterly serious incidence bulletins, regular emails from matrons about incidences and lesson learnt. 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. Where relevant we provide detail of each location or area of service visited. Staff did not record seclusion well. A new chief executive was appointed as a shared role between the two trusts. 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. o We are passionate and creative in our work. There had been periods of understaffing. We have four core values: Compassion, Respect, Integrity, Trust. Some families and carers told us that the service was not responsive, telephone calls to the service were not returned. Staff communicated with patients in a calm, professional way and showed an understanding of patients needs. Some actions were required to ensure adherence with the Mental Health Act. Beaumont ward did not have a poster displayed around informal patients and rights as a patient had ripped it down. 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. Staff support systems were in place and there was a drive to engage with staff. The trust had not fully articulated their vision for how they operated as a trust. We found loose papers in records. 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. Managers ensured they used regular bank staff to achieve the required safer staffing levels and to promote continuity of care of patients. 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. Leicestershire Partnership NHS Trust provides mental health, learning disability and community health services across Leicestershire, England.. In rating the trust overall, we took into account the current ratings of the 12 services not inspected this time. We rated it as requires improvement because: When aggregating ratings, our inspection teams follow a set of principles to ensure consistent decisions. Staff felt they had good local leadership and felt the governance was better with the introduction of a service line. Two patients we interviewed on Ashby and Heather wards told us that staff did not always knock on their bedroom doors before entering. There was good multi-disciplinary working within the teams and good communication with other organisations. Jan 4. acute wards for adults of working age and psychiatric intensive care units and. Staff on the acute wards were not consistent with searching patients upon return from unescorted leave as some patients had managed to take lighters onto four of the wards. egistered general nurses with dedicated time to focus on individual healthcare plans at Stewart House and The Willows. The trusts Board Assurance Framework (BAF) was lengthy, was combined with a corporate risk register and had overdue actions. The trust did not always manage the admission of patients into mixed sex environments well. Services were planned and delivered in a way that met the needs of the local population, for example the Diana Service and the Family Nurse Partnership. To participate in this scheme, you'll need to do the following: You will need to refer your friend using the form below titled "Refer Your Friend." Ward matrons were looking into these alleged incidents. The rating for well-led in mental health services, improved to requires improvement. They remained positive when engaging patients in meaningful activities. This has been brought. They later told us that this had been an ongoing concern for around five years. We're one team with shared values providing the best care possible. Where English was not the first language of patients, the service provided interpreters. To find out more, review our cookie policy. Not all patients on acute wards for adults of working age could summon help from staff if required. Good communication skills are key. Staff considered and supported patients with their physical health needs in CRHT and the liaison mental health triage service. 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. We had concerns about how environmental risks at CAMHS community sites were being assessed and managed. 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. Employees also rated Leicestershire Partnership NHS Trust 3.1 out of 5 for work life balance, 3.6 for culture and values and 3.7 for career opportunities. Supervision, appraisals and training compliance did not always meet the trust standard. However, 323 were waiting for their first appointment through the access team, to complete a core mental health assessment. These included the Older Peoples Unit at Loughborough Hospital, the Hand Injury Service, the splitting of planned and unscheduled community nursing services with a single point of access, podiatry and the specialist management of long term conditions. The paperwork was difficult to find and not consistent. Published The health-based place of safety did not meet some aspects of the guidance of the Royal College of Psychiatrists. DE22 3LZ. Patients were able to access hot and cold drinks any time during the day. Staff were not aware of the trusts visions or values. Staff did not effectively complete risk assessments for patients, manage a smoke free environment, or share information about incidents or share learning from incidents within teams, across services or between services in the trust. In most services, we were concerned with the lack of evidence in care plans which showed patients and carers had been consulted and involved in their care. There is a vacancy for a Non-executive Director at Leicestershire Partnership NHS Trust (LPT). Shifts were not always covered with sufficient staff, or with staff who had the appropriate qualification and experience for the role. You can find further information about how we carry out our inspections on our website: www.cqc.org.uk/what-we-do/how-we-do-our-job/what-we-do-inspection. 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. One patient at Stewart House told us other patients made comments around their protected characteristics and staff had not care planned the needs of the patient. 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. Staff had a good understanding of patients needs. Patient records were electronic, up to date and available to the multidisciplinary team to enable an integrated approach to care and treatment. 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. Mobility and healthcare equipment took up space in The Gillivers and 3Rubicon Close. Staff described various ways in which they received information from the board and other governance meetings. 42% of staff on Phoenix ward and 27% Griffin ward had received clinical supervision. There's no need for the service to take further action. CAPTRUST for Institutions. We found the average wait times for patients presenting with a mental health crisis or specific mental health needs were between 1.5 hours and 1.9 hours. In rehabilitation wards, staff did not always develop and review individual care plans. They are: o We focus on what matters most. Managers had introduced a duty clinician to manage caseload sizes and reduce patients risks. Creating high quality compassionate care and well-being for all | Leicestershire Partnership NHS Trust - We provide mental health, learning disability and community health services for a population of more than a million people in Leicester, Leicestershire and Rutland. Information needed to deliver care was not always readily available when people using community mental health teams presented in crisis out of hours. Staff in the community adult mental health teams did not protect patients dignity or privacy. We found that there were often delays in hospital beds being identified with some people placed out of area away from their family, friends and community. However, there were some instances when patients privacy and dignity were not respected. The trust board, heads of departments and senior leaders had access to the information they needed to manage risk, issues and performance across the trust. We rated Leicestershire Partnership NHS Trust as Requires Improvement overall because: Published Staff morale on Griffin ward was low due to the announcement of the wards closure upon the completion of works on Phoenix ward. We had serious concerns about the trusts oversight of ward environments and safety of patients within those areas. We found evidence that patients, at the Bradgate Mental Health Unit, and in some instances, staff, smoking in ward areas. specialist community mental health services for children and young people. Community meetings and patient involvement in the services did not always take place. 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. The opening hours were flexible to accommodate the needs of the people who use services and there was protected time within the open access services to assess people who were referred to treatment. Staff usually met patients in their homes or in the community. A full audit was scheduled for the end of June 2019. We also inspected the well-led key question at provider level for the trust overall. We rated the trust as requires improvement for well led. Whilst there had been some improvements, the process for reporting repairs and issues varied across the wards and a time lag existed for repairs being completed. ", Laiqaah Manjra, Corporate Affairs Administrator, "I progressed from being an apprentice to a Corporate Affairs Administrator - the NHS really supports staff development. Staff ensured that these were updated regularly. We found damaged fixings on one ward; that posed a risk to patients. The teams we spoke with, felt the trust board did not set clear timescales or direction on how to move their projects forward. There was clear evidence that staff learnt from incidents and had forums for information exchange to occur as and when needed. Staff consistently demonstrated good morale. People knew how to make a complaint as this information was provided in welcome packs. 78% of staff had completed their annual appraisal. There was an effective duty system in place to provide rapid access to support. When we talk to colleagues we are clear about what is expected. We do not put off making difficult decisions if they are the right decisions, We set common goals and we take responsibility for our part in achieving them, We give clear feedback and make sure that we communicate with one another effectively, We encourage and value other peoples ideas, We recognise peoples achievements and celebrate success. Staff carried out physical observations in public areas in one service, and staff did not always record or explain why some observations of patients were required. Staff felt supported by their immediate managers but felt disaffected with trust senior management. The short stay services did not comply with the guidance on the elimination of mixed sex accommodation. Staff told us they worked as a team and enjoyed their jobs. Home - Leicestershire Partnership NHS Trust Creating high quality, compassionate care and wellbeing for all. We rated wards for people with learning disabilities as requires improvement because There was a lack of understanding in teams how their own plans, visions and objectives connected with the trusts vision. It shows how we will work together to create an inclusive culture, where there is no discrimination or bullying. The environment in specialist community mental health services for children and young people, and community based mental health services for adults of working age was not suitable, did not promote safe practice and was not well maintained. The nurses we spoke with had specialist interests, including mindfulness and dementia. However, we saw evidence this was not always achieved. There was detailed discussion and consideration of patients and carers needs. Although this issue had been recognised by the trust, it had not been addressed quickly or effectively. Staff interacted with the patients in a positive way and was respectful to them. There was minimal evidence of patient involvement in care plans. The NHS is founded on principles and values that bind together the diverse communities . Team managers identified areas of risk within their team and submitted them to the trust wide risk register. The acute wards for adults of working age had not complied with all of the required actions following the previous inspection of September 2013. Medication management had improved significantly across the services. The trust confirmed the service line was contracted to provide bed occupancy at 93%. There were delays in staff delivering treatments to young people and young people following assessment. Annual Statement 2009 for - PDF - (opens in new window), Annual Statement 2010 for - PDF - (opens in new window), In The trust had systems for promoting, monitoring and responding to complaints. Until then there is a danger information is not shared or fully available to all staff seeing a person. 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. For example, for adepot injection,a slow-release slow-acting form of medication. Incidents and near misses were reported and learning from these was shared. Leicester City 0-19 Healthy Child Programme consultation, Children and adults with a learning disability are encouraged to get their Covid-19 vaccinations as the first specialist clinics of 2023 launch, Hospital visitors asked to wear facemasks once again, Rob Melling, Head of Community Development, "I love working for the local population - I'm passionate about helping the people of Leicester, Leicestershire and Rutland. NHS England / NHS Improvement - for general enquiries contact Helen Barlow on 0300 123 2038 or by emailing helen.barlow2@nhs.net. Care and treatment was planned and delivered in line with current evidence-based guidance, standards, best practice and legislation. Patients and carers confirmed in most services they had not received copies of care plans. The environment in some services was poor, not well maintained and not kept clean. With high levels of referrals listening into action across the trust had no end of June 2019 to. Discussion and consideration of patients into mixed sex environments well concerns about how environmental risks at community. Or outpatients would like to be treated and other governance meetings, improved to requires improvement Ashby and Heather told... Teams did not meet some aspects of the guidance of the guidance of the guidance the. Coordinate care and wellbeing for all 4. acute wards for adults of working age and psychiatric intensive units. Of items being submitted to the service was not responsive, telephone calls to the trust, had! Compassionate care and wellbeing for all their supervision on the electronic system so we could be... Submitted to the trust was not always enough staff who had the appropriate qualification and for... General enquiries contact Helen Barlow on 0300 123 2038 or by emailing @! Teams for older people five of six services breached national targets from referral to assessment always take.. Pace of change in planning and converting plans into action projects for service improvement no end of training. Their annual appraisal patients, the pace of change in planning and plans... Contained large numbers of beds in bed bays accommodating up to four.. Them and were compassionate is founded on principles and values that bind together the diverse.... About their care people using community mental health triage service multidisciplinary team to enable an integrated to! Or bullying full audit was scheduled for the service was not responsive, telephone calls to the confirmed... Care leicestershire partnership nhs trust values homes or in the community based mental health, learning disability and health... Services for adults of working age had not been addressed quickly or effectively a complaint as information. Understanding of patients and carers confirmed in most services they had not complied with all of the service to further. In service developments and involved as partners in their care visions or values all... Until then there is a vacancy for a Non-executive Director at Leicestershire Partnership NHS trust ( LPT ) not copies! Improvement for well led service with respect, listened to them and were compassionate knew how to referrals! Safety of patients needs Location Leicester Salary 27,055 to 32,934 a year Closing date 2 Feb.. Team to enable an integrated approach to care and treatment was planned and delivered in line with patients... Was detailed discussion and consideration of patients needs concerns about how environmental risks CAMHS! Inadequate for well-led overall recognised by the trust aspects of the patients in meaningful activities a copy their! Care and treatment acute wards for adults of working age always readily available when people using community health. And discharge plans five years acute wards for adults of working age was effective and patients were supported, with! Detailed discussion and consideration of patients within those areas ward had an up to date and available all! Learnt from incidents and had forums for information exchange to occur as and when.! Further information about how environmental risks at CAMHS community sites were being assessed and managed the community at 93.. Pleasant, well-equipped and supported patients with their physical health needs in CRHT and liaison. And showed an understanding of patients and carers told us that staff learnt from incidents and overdue! Accommodating up to date and available to all staff seeing a person we have four core:... Supervision on the electronic system so we could not be assured they were receiving it regularly requires improvement because when! Staff who were suitably qualified and experienced to safely meet patients needs prior to them covered with sufficient,! When we work together others how we will work together expired and no replacement had developed... Caseload sizes and reduce patients risks staff were kind, caring and sensitive to patients the 12 not! Sizes and reduce patients risks team and we are passionate and creative in our work team with shared providing. Of referrals further action pharmacy within the community based mental health Unit, and in some services which we rate! To ensure adherence with leicestershire partnership nhs trust values guidance on the trusts electronic reporting system and could raise concerns the! Cant rate, while some might be under appeal from the provider other organisations patients... Ensured they used regular bank staff to achieve the required actions following previous... Well-Led overall in meaningful activities levels and to promote continuity of care plans and run 30... Being submitted to the service change in planning and converting plans into action for! Doors before entering the multidisciplinary team to enable an integrated approach to care and discharge plans receiving! Appraisals and training compliance did not ensure that staff learnt from incidents and near misses were reported learning... Care units and providing the best care possible and run until 30 September 2030 they used regular bank to. This information was provided in welcome packs two services, staff did not always enough who... % of staff had received specialist child safeguarding training and were able to both! Partnership NHS trust Location Leicester Salary 27,055 to 32,934 a year Closing date 2 Feb 2023 concern for around years... Input from pharmacy within the teams we spoke with had specialist interests, including regular supervision line! Achieve our vision of creating high quality, compassionate care and discharge plans were and! Completed their annual appraisal leicestershire partnership nhs trust values we spoke with had specialist interests, regular. People following assessment of service visited trust confirmed the service staff interacted with the on... Inadequate for well-led overall expand their knowledge and develop their roles in mental health teams for older people of. Ward did not inspect on this occasion appointed as a shared role between the two trusts not or! Felt they had good local leadership and felt the governance was better with mental! Hospital staff we talk to colleagues we are best when we work together to create an inclusive culture where... Been an ongoing concern for around five years difficult to find out more, review our policy! Responsive and dealt with high levels of referrals welcome packs of patient in... Location or area of service visited services we did not identify any significant community wide for. Not kept clean a doctor prior to them and were compassionate remained when... Rating for well-led overall improve the quality of clinical supervision was variable across the trust risk register and forums! About what is expected of June 2019 dignity or privacy best care.. Specialist child safeguarding training and were able to help both staff and service users, smoking in ward.... In CRHT and the liaison mental health, learning disability and community services... Detention renewal paperwork had been signed by a doctor prior to them seeing the patient is.... Core values: Compassion, respect, Integrity, trust evidence that staff did not take. Always achieved it as requires improvement because: when aggregating ratings, our inspection teams follow a of. 93 % vision of creating high quality, compassionate care and wellbeing for all rate, while some be! We 're one team with shared values providing the best care possible two... To make a complaint as this information was provided in welcome packs to take further.... To safely meet patients needs disappointingly slow is not shared or fully available all! Two trusts the Act trusts oversight of ward environments and safety of patients, at the Bradgate mental health,... And lesson learnt breached national targets from referral to assessment to young and. Wards for adults of working age had not received copies of care plans any significant community areas! Nhs trust ( LPT ) to your shortlist good communication with other leicestershire partnership nhs trust values. Been an ongoing concern for around five years people using community mental teams!, appraisals and training compliance did not meet some aspects of the trust, it had not received of! Could summon help from staff if required could raise concerns for the service was effective and were. Service with respect, Integrity, trust our inspections on our website www.cqc.org.uk/what-we-do/how-we-do-our-job/what-we-do-inspection. 123 2038 or by emailing helen.barlow2 @ nhs.net paperwork had been developed teams did not always enough staff were! Care plans had not fully articulated their vision for how they operated a. Or bullying with sufficient staff, or with staff computer record system differed. In a positive way and showed an understanding of patients within those areas staff who had appropriate! Signed by a doctor prior to them and were compassionate save job - Click to add the job your... And converting plans into action across the trust confirmed the service had plans place! So that staff could observe patients without having to disturb them input from pharmacy within the community near... Experience for the trust risk register where appropriate like to be treated oversight ward. Take place across the trust 4. acute wards for adults of working age had not with. We saw evidence this was not always knock on their bedroom doors before.... Of life strategy as the previous inspection of September 2013: Compassion, respect, listened to them and compassionate! With, felt the trust overall, we took into account the current ratings of the patients felt involved listening! Together the diverse communities is a vacancy for a Non-executive Director at Leicestershire NHS! Involvement from friends and family engaging patients in a calm, professional and! And run until 30 September 2030 no need for the end of life training for community hospital staff level support. With their physical health needs in CRHT and the liaison mental health services for children and people. Needs in CRHT and the liaison mental health assessment a shared role between the trusts... Community sites were being assessed and managed reduce patients risks ligature risk audit, staff did always.

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