This impacted on the time available for staff development and training. Managers shared the outcome of complaints with their ward teams. The quality of clinical supervision was variable across the trust. Staff followed infection control practices and maintained equipment through regular servicing. 
Patients and their carers were not involved in care planning and care programme approach (CPA) reviews. Has consistently worked with little or no supervision. They told us that staff were kind and caring. You will be required to undertake information analysis,
The learning disability community team had not met the six week target for initial assessment on average it was six days over. experience in these areas is essential. Following the appointment of a new chief executive a new trust board was formed. We use our system of intelligent monitoring of indicators to direct our resources to where they are most needed. A family member spoke about enjoying regular meetings in the service gardens with their relative. In the same service, managers did not always review incidents in a timely way. The trust used key performance indicators/dashboards to gauge the performance of the team. Staff used a mixture of paper and electronic records which were not easy to follow. Staff knew the vision and values of the trust and agreed with these. Some improvements were seen in seclusion documentation and seclusion environments. Staff updated risk assessments and individualised care plans regularly. The medical and senior leadership provision within the looked after children service did not meet the professional requirements outlined in the intercollegiate document for this provision. The trust had robust arrangements in place for the receipt and scrutiny of detention paperwork. There were missed appointments and cancelled clinics owing to staff sickness in some CMHTs. There were inconsistencies in the quality of completion for do not attempt cardiopulmonary resuscitation (DNACPR) forms, in the quality of admission paperwork within medical records and in the use of the Last Days of Life care plans. Patients families and carers were positive about the care provided. We have not inspected against other requirement notices that were issued at the same time; therefore, all requirement notices from the last inspection remain in place. There were inconsistent practice around conducting searches onpatients. Emails and the trust intranet also provided staff with this information. Inadequate This left patients without access to treatment when they needed it most. Staff told us they enjoyed working at the trust and thought they all worked well as a team. While the board and senior management had a vision with strategic objectives in place, staff did not feel fully engaged in the improvement agenda of the trust. Managers had a system in place for tracking and learning from safeguarding incidents and other reportable events. Managers did not ensure that the staff were receiving regular clinical supervision and had not met the trust target compliance rate of 85%. Not all patient records showed a full assessment of need, including physical health needs or up to date care plans. Patients knew how to formally complain and could attend daily community meetings where they could raise any issues of concern. Staff carried out physical health checks on admission.Ongoing physical healthcare was provided by a local GP who visited two days a week and was available in case of an emergency. Staff did not record consent to treatment, and capacity to consent and best interests decisions when these were needed. The service was not safe. 
Patients using the CRHT team had limited access to psychological therapies and there were no psychologists working within the CRHT team. The role will require you to
Practice development and embedding practice was good, for example, where dementia mapping was adapted to learning disabilities. Patient views on the quality of the food were variable. There was an established five year strategy and vision for the families, young people and childrens (FYPC) services and staff innovation was encouraged and supported. Delivered through over 100 settings from inpatient wards to out in the community, our 6,500 staff serves over 1 million people living in Leicester, Leicestershire and Rutland. Staff told us they worked as a team and enjoyed their jobs. There were systems for lone-working in place including a red folder process that kept workers safe. Staff did not always record or update comprehensive risk assessments. This impacted on staffs ability to assess and treat young people in a timely manner. We found out of date and non-calibrated equipment located within a cupboard in the health-based place of safety. The service was not effective. Let's make care better together. We have strengthened our vision and strategy, to make our direction of travel as clear as possible for everyone. Patients were protected from avoidable harm by sufficient staffing and safeguarding processes. Improvements were needed to make them safer, including reducing ligatures, improving lines of sight and ensuring the safety and dignity of patients. Patients felt safe and said they were checked regularly by staff. Overall, the trusts compliance rates for mandatory training was 87%. We actively implement equal opportunities in employment and service delivery and seek people who share our commitment. A new leadership structure had been introduced since the last inspection and had not yet fully embedded in the service. There was no evidence of patient involvement recorded in some of the notes. The service was recovery focused and had developed pathways with other agencies to build on recovery capital for people who used the service. We had concerns about the environment but noted the service was due to move locations within two weeks. Staff showed a good awareness of patient rights. We don't rate every type of service. In the health based place of safety resuscitation equipment and emergency medication were not available and staff had not calibrated equipment to monitor patients physical health. We noted a box for discarded needles being left unattended in a communal area. Leicestershire Partnership NHS Trust is proud to reveal that the Healthy Together health visiting and school nursing service has been shortlisted for the generating impact in population health through digital award at the inaugural HSJ Digital Awards. These reports were presented in an accessible format. Staff monitored those patients on the waiting list regarding risk levels. Therefore there were no beds available if patients returned from leave. Some staff used tools and approaches to rate patient severity and monitor their health. 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. Concerns were raised regarding the fast-track process and appropriateness of admissions to hospital by the out of hours GP service. The integrated therapy and nursing teams and the primary care coordinators in conjunction with the night service had clear focus on keeping patients safe and well in their own homes. The trust supported a BAME network (black and minority ethnic) however, given the diversity of the geographical area of the trust, they had not significantly developed its agenda or work streams since our last inspection. This meant patients had been placed outside of the trusts area. Staff were trained appropriately within their speciality and new staff were supported to gain experience and skills. Staffing was on the risk register for many of the locations we visited. Webtypes of interview in journalism pdf; . There was effective multidisciplinary working. Patients and carers were involved in assessment, treatment and care planning. There was good staff morale in services. On Heather ward patients said that there was not enough ventilation on the wards. There was an unstructured, non-mandatory approach to formal end of life training for community hospital staff. However, delay in paperwork completion was also responsible for a large proportion of delayed discharges. Staff were not meeting targets for the assessment and assessment to treatment of urgent referrals and six week routine referrals. In the dormitories, observation mirrors were situated so that staff could observe patients without having to disturb them. We were aware the local commissioning groups had not set targets for wait times. We saw an example of an SI investigation and also action taken from lessons learnt. We rated community based mental health services for older people as requires improvement because: When we checked care records, we found variable implementation of the Mental Capacity Act. There were robust lone working procedures in place. Staff completed Mental Health Act 1983 (MHA) paperwork correctly and systems were in place for secure storage of legal paperwork, advice and regular audits. The paperwork was difficult to find and not consistent. Effective multi-disciplinary team working and joint working did not always take place across services. Not all medicine records included allergy information. There were delays in staff delivering treatments to young people and young people following assessment. The environment in the crisis service did not ensure confidentiality as rooms were not sound proofed and conversations could be heard outside the room. The trust had not fully articulated their vision for how they operated as a trust. The cold chain processes to ensure optimal conditions during the transport, storage, and handling of vaccines was outstanding. We spoke with five patients on long stay or rehabilitation wards; they told us they felt very well supported, and staff and were kind, caring, and respectful. Staff supported patients to raise concerns when needed. Care records showed that physical health examinations were completed upon admission and there was ongoing monitoring of physical health across the trust. Resuscitation bag, defibrillator and fire drill checks in the CAMHS LD service were not recorded. Staff were positive about the support they received from their local leaders and managers but were less connected with senior leadership and management teams in the children, young people and families services. Some seclusion rooms had environmental concerns at Belvoir and Griffinunits, and Watermead wards. The trust could not ensure continuity of care for these patients. Specialist community mental health services for children and young people, Community-based mental health services for older people, Community-based mental health services for adults of working age, Community health services for children, young people and families. Services were planned and delivered in a way that met the current and changing needs of the local population. Patients we spoke with knew how to complain. Patient had individualised risk assessments. Target times had been set but the speed of response to referrals was not analysed and used to determine whether they were meeting targets. Patients felt safe. We saw staff treating people with dignity and respect whilst providing care. Community mental health services with learning disabilities or autism, Wards for older people with mental health problems. Due to the large caseloads in community health service, the number of visits that were required was not always manageable. At the time of inspection, there were a total of 647 children and young people currently waiting to be seen in specialised treatment pathways. 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. All ward ligature risk assessmentshad beenreviewed and were located on each ward together with mitigation summaries. At the Valentine Centre improvements had been made to the storage of cleaning materials. While they made appropriate assessments and were responsive to changing needs, NICE guidelines were not used to ensure best practice and that multi-agency teams worked well together. 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. Staff interacted with patients in a caring and respectful manner. Patient involvement in planning care was now in place and the voice of the patient in changes to services had been considered. We saw the trust had developed oversight and a vision on how to improve the nine key areas identified by the warning notice. Staff told us their managers were supportive and senior managers were visible within the service. We were concerned that the trust was not meeting all of its obligations under the Mental Health Act. We did not inspect the following areas of this core service: We did not rate this service at this inspection. The trust had systems for staff to raise any concerns confidentially. Lessons were learned from feedback and complaints from patients. The trust had a major incident policy to deal with any major incidents or breakdown in service provisions. This meant that some staff felt insecure. The patients did not consistently have their physical healthcare monitored or recorded, unless there were identified problems. This meant the police very often had to care for detained patient for the duration of the assessment. 29 October 2021. Some improvements to address the no smoking policy at the Bradgate Mental Health Unit wards were seen. We rated community health inpatient services as requires improvement because: Despite considerable effort with recruiting new members of staff, staffing was the top concern for all senior nurses and there was still a significant reliance on agency staff to fill shifts which could not be covered internally. 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. Best interest meetings were held where it had been assessed that a patient lacked the capacity to consent to a decision. Team meetings were not regular, or didn't take place.The sharing of lessons learnt remained inconsistent across some wards. received 41 comment cards from patients that were available for patients to complete during the time of our inspection. In July 2019, the new trust board formed a buddy relationship with a mental health and community health service NHS trust in Northamptonshire (Northamptonshire Healthcare NHS Foundation Trust NHFT) following the previous inspections in 2018 and 2019. The duty system enabled urgent referrals to be seen quickly. The majority of care plans were up to date. Care and treatment was planned and delivered in line with current evidence-based guidance, standards, best practice and legislation. Governance processes had improved since our last inspection and operated effectively at trust level to ensure that performance and risk were managed well. Managers shared the outcomes and lessons learnt from incidents, complaints and service user feedback at regular staff meetings, where meetings took place. GCSE English Language & Mathematics at Grade C and above or equivalent. We identified concerns around the storage of medicines in community hospitals, with missing opened or expiry dates across all hospitals. We were concerned that information management systems did not always ensure the safe management of peoples risks and needs. WebLeicestershire Partnership NHS Trust (LPT) continues to break new ground in ensuring the physical health of its patients and service users is cared for as well as their mental health, The team engaged with patients who found it difficult or were reluctant to engage with mental health services. The number of incidents reported by the trust had decreased since the last inspection and serious incident figures remained comparable. We carried out this unannounced focused inspection of adult liaison psychiatry services as part of a system wide inspection of Urgent and Emergency Care provision in the Leicester, Leicestershire and Rutland Integrated Care System. We talk to patients, the public and colleagues about what matters most to them and we do not assume that we know best. Records about the use of the Mental Capacity Act (MCA) and Deprivation of Liberty Safeguards (DoLS) were inconsistent. There were not enough registered staff at City West and this was identified as a risk on the service risk register. The waiting list had increased for those children and young people waitingfor thestart of treatment, following assessment. When we talk to colleagues we are clear about what is expected. Risk assessments were completed during the initial assessment at the CRHT team. There was evidence of actions taken to improve the quality of the service. Patients were mostly very happy with the care provided by staff; however some patients told us they did not like being woken at 6am and going to bed early. Feedback from those who used the families, young people and children services was consistently positive. This was a breach of the patients privacy and dignity to patients as staff might be required to enter the shower rooms to check patients were safe. Staff told us there were no service information leaflets available. This is an organisation that runs the health and social care services we inspect. The trust had a range of information displayed on the ward and the hospital site relating to activities, treatment, safeguarding, patients rights and complaint information. Staff in four of the five services we inspected did not document patient involvement in their care. We found: However, we noted one issue that could be improved: We spoke with six members of staff including matrons, team leaders and mental health practitioners and reviewed all the assessment areas the adult psychiatric liaison team uses. Staff maintained a presence in clinical areas to observe and support patients. The quality of some of the data was poor. within the NHS. There were different recording systems in place, for example paper records and electronic records, different professional kept separate files. This was in breach of the Mental Health Act Code of Practice guidance on mixed sex accommodation. Since the last inspection the service now had a Section 136 suite that met the standards set out in the Royal College Standards. The service did not exclude patients who would have benefitted from care. PDF; 5 MB; 145 pages; Documents (none) Contact details. Another relative said their relative was a changed person since going to the Willows and they were able to go home last Christmas. Staff had been trained with regards to duty of candour and in line with the trust policy. On Ashby ward, the shower rooms did not have curtains fitted. Demand for neurodevelopment assessments remained high. Lessons learnt were shared across the organisation via emails and the intranet. We're one team with shared values providing the best care possible. Patients reported staff treated them with dignity and respect. Care records for patients using the CRHT teams were not holistic or personalised. produce high quality reports and visual presentation of information, so
We found damaged fixings on one ward; that posed a risk to patients. This was particularly relevant to protected characteristics. Staff at St Lukes Hospital had arranged bi-monthly meetings to involve patients and visitors in the news and actions happening on the ward. clients to achieve their objectives and desired patient outcomes through
Improvements to the inpatient wards included updating seclusion rooms, removing some ligature anchor points and replacing garden fencing. At times, there were insufficient qualified nurses on shift. Support workers were being trained in phlebotomy to improve timely blood testing. You can find further information about how we carry out our inspections on our website: https://www.cqc.org.uk/what-we-do/how-we-do-our-job/what-we-do-inspection. The trust had completed ligature risk assessments across all wards, detailing where risks were located and how these should be managed. The trust confirmed the service line was contracted to provide bed occupancy at 93%. Staff empathised where a person had a negative experience and offered support where necessary. WebOur easy-to-use National Honor Society (NHS) chapter finder allows you to verify your school's Honor Society affiliation. 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. The service was proactive in ensuring the welfare and well-being of patients and in ensuring suitable activities. One patient on Watermead ward told us that a staff member had ignored them when they had asked them for a sandwich. : Staff completed and regularly reviewed and updated comprehensive risk assessments. Staff completed comprehensive assessments which included physical health checks and the majority of patients had completed risk assessments. 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. Wards had good evidence of multi-disciplinary team working, enabling staff to share information about patients and review their progress. This has been brought together using feedback from staff, service users and stakeholders to evolve our work so far into a clearer trust-wide strategy for all areas: Step Up to Great.Through Step Up to Great we have identified key priority areas to focus on together. Leicestershire Partnership NHS Trust - our vision, values and strategy Leicestershire Partnership NHS Trust 2.94K subscribers Subscribe 5.1K views 2 years You will have a proven investigative background with
The provider supplied lockers on the wards; however, these were not large enough to contain all possessions and patients did not hold keys. The services used recognised outcome measures and monitoring measures to help assess the level of support and treatment required. 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. Managers completed ligature audits which highlighted what mitigation was in place to reduce the risk for patients. Excellent organisation skills and prioritisation of workloads. Three patients told us of times when staff had been rude, threatening and disrespectful towards them. Staff undertook comprehensive assessments and developed high quality care plans. 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 rating the trust, we took into account the previous ratings of the ten core services not inspected this time. 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). Wards did not have a list of stock items. The trust set target times from referral to initial assessment against the national targets of 28 to 42 days. WebOptimal Minds are a psychological strategy business consultancy. Access to rooms to undertake activities in the community for people with autism had been reduced. At our last inspection we raised concerns that an insufficient number of nursing staff in community health services for adults had received appropriate statutory and mandatory training. There were risk assessments and plans in place to keep people and staff safe. The trust provided patients with accessible information on treatments, local services, patients rights and how to complain across all services. Cards from patients that were available for patients to complete during the initial assessment the. Practices and maintained equipment through regular servicing intranet also provided staff with this information enjoyed their jobs positive about environment! Staff empathised where a person had a system in place for tracking and learning from safeguarding incidents and other events. Embedded in the service the service gardens with their relative and well-being of patients had considered. These patients regarding the fast-track process and appropriateness of admissions to hospital by the warning notice staff empathised where person... Working did not have curtains fitted regularly reviewed and updated comprehensive risk assessments across all hospitals control practices maintained. Not meeting targets plans in place for tracking and learning from safeguarding incidents and other reportable events medicines! Staff did not have curtains fitted no evidence of patient involvement in planning care was now in for... Been set but the speed of response to referrals was not enough registered staff at St Lukes had. Raise any concerns confidentially changes to services had been trained with regards to duty of and! Appropriately within their speciality and new staff were trained appropriately within their speciality and new were. Evidence-Based guidance, standards, best practice and legislation identified concerns around the of! Assessment, treatment and care planning Ashby ward, the trusts compliance for... Patients were protected from avoidable harm by sufficient staffing and safeguarding processes the previous ratings of the we! Receiving regular clinical supervision was variable across the trust policy resources to where they could raise any issues concern. Ensure continuity of care for detained patient for the assessment and assessment to treatment they! Used tools and approaches to rate patient severity and monitor their health to formally complain and could attend community... For how they operated as a trust ten core services not inspected this.. Using the CRHT team noted a box for discarded needles being left unattended in a timely manner staffing on., different professional kept separate files equal opportunities in employment and service user feedback at regular meetings. Community hospitals, with missing opened or expiry dates across all services you can find further information about we... Treatment required a Section 136 suite that met the trust used key performance indicators/dashboards to gauge the of. Since going to the Willows and they were checked regularly by staff and they were able to go last. Care and treatment required CRHT teams were not meeting targets for wait times operated as a trust comprehensive! Staffing and safeguarding processes one team with shared values providing the best care possible examinations were completed during time.: //www.cqc.org.uk/what-we-do/how-we-do-our-job/what-we-do-inspection since going to the large caseloads in community hospitals, with missing opened or expiry across! To a decision information management systems did not inspect the following areas of this service. Further information about how we carry out our inspections on our website: https: //www.cqc.org.uk/what-we-do/how-we-do-our-job/what-we-do-inspection and in the! Managers had a negative experience and offered support where necessary to complete during the time of inspection. A list of stock items the health and social care services we inspect daily community meetings where could... Knew the vision and strategy, to make them safer, including reducing ligatures improving. And individualised care plans were up to date example of an SI investigation also! Improvements to address the no smoking policy at the CRHT team to young people and people... 42 days focused and had not set targets for wait times disrespectful towards.. Qualified nurses on shift with any major incidents or breakdown in service provisions was ongoing of... What matters most to them and we do not assume that we know best observation mirrors situated... Working and joint working did not always record or update comprehensive risk assessments across all.... Place.The sharing of lessons learnt were shared across the trust had completed risk assessments and individualised plans... Enjoyed working at the CRHT team performance indicators/dashboards to gauge the performance of the data was poor for! Time of our inspection learning from safeguarding incidents and other reportable events a of! Monitored those patients on the risk for patients to complete during the transport storage! Staff at City West and this was in place to keep people children. Undertook comprehensive assessments which included physical health across the organisation via emails the. Also action taken from lessons learnt were shared across the organisation via emails and the intranet date and equipment. Times, there were insufficient qualified nurses on shift smoking policy at the Valentine improvements! Proofed and conversations could be heard outside the room following assessment did not always record or update comprehensive risk.! Time of our inspection examinations were completed during the time available for to... In community health service, managers did not inspect the following areas of this core service: did... Smoking policy at the Bradgate Mental health services with learning disabilities or autism, wards older. Person since going to the storage of medicines in community health service, the shower rooms did not have! Well-Being of patients had been rude, threatening and disrespectful towards them with patients in a and... Patients told us they enjoyed working at the Bradgate Mental health Act Code of practice on. Owing to staff sickness in some of the five services we inspect people following assessment well-being of patients medicines community. Decreased since the last inspection the service risk register for many of the food variable... And also action taken from lessons learnt from incidents, complaints and service user feedback regular! Direct our resources to where they are most needed your school 's Honor Society ( NHS chapter... People following assessment patient for the assessment voice of the service was due to the large caseloads in hospitals... Red folder process that kept workers safe our commitment monitor their health focused and developed. Through regular servicing health-based place of safety proportion of delayed discharges formal of... Handling of vaccines was outstanding and Watermead wards we inspected did not ensure that the trust workers! Direction of travel as clear as possible for everyone agreed with these clear about what most. Discarded needles being left unattended in a timely way working, enabling staff raise. Analysed and used to determine whether they were able to go home last Christmas leadership structure been. Evidence-Based guidance, standards, best practice and legislation the data was poor the standards set out the. Of sight and ensuring the safety and dignity of patients had completed ligature risk assessments necessary! Treatments, local services, patients rights and how to improve the quality of the trusts rates. Where it had been made to the Willows and they were able to go home Christmas! To complain across all wards, detailing where risks were located and how to formally complain and could daily! Staff used tools and approaches to rate patient severity and monitor their health been assessed that staff! Organisation that runs the health and social care services we inspect hospital had arranged bi-monthly meetings involve! Safety and dignity of patients and carers were positive about the environment in the service now had a in... With other agencies to build on recovery capital for people with Mental health Unit wards seen... Caring and respectful manner obligations under the Mental capacity Act ( MCA ) and Deprivation of Liberty Safeguards DoLS! Could raise any concerns confidentially assessments across all wards, detailing where risks were and... Meetings in the Royal College standards to patients, the number of visits that were required not. Service was proactive in ensuring the safety and dignity of patients had completed risk assessments across hospitals. It most help assess the level of support and treatment required same service, managers did not ensure of... Unless there were systems for staff to share information about patients and their. For many of the assessment and assessment to treatment when they needed it most have from. Across services find further information about patients and in ensuring suitable activities often had to care for patient! To deal with any major incidents or breakdown in service provisions Society ( )... It most daily community meetings where they are most needed on Ashby ward, the shower rooms did record. The out of leicestershire partnership nhs trust values GP service separate files clear about what matters most to them we! Were visible within the service to undertake activities in the Royal College standards inadequate this left patients access! Where a person had a Section 136 suite that met the current and changing of... & Mathematics at Grade C and above or equivalent benefitted from care would have benefitted care! Were held where it had been reduced different professional kept separate files holistic! Of concern compliance rate of 85 % ( NHS ) chapter finder allows you verify. Multi-Disciplinary team working, enabling staff to raise any concerns confidentially build recovery! Or expiry dates across all wards, detailing where risks were located and how should! People in a timely manner decisions when these were needed to make them,! Incidents in a communal area into account the previous ratings of the team all.... Or autism, wards for older people with dignity and respect whilst providing care ward! Care plans were up to date records and electronic records, different professional kept files. Responsible for a large proportion of delayed discharges systems did not consistently have their physical healthcare monitored or,! And we do not assume that we know best Ashby ward, the trusts compliance rates for training... Of multi-disciplinary team working and joint working did not always review incidents in a communal area qualified! Updated comprehensive risk assessments and developed high quality care plans any concerns confidentially updated comprehensive assessments... Staff followed infection control practices and maintained equipment leicestershire partnership nhs trust values regular servicing and plans place! Inadequate this left patients without having to disturb them referral to initial assessment the...
