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. There were good systems for lone-working which included a code word that staff used when they required assistance. Staff actively participated in clinical audits. We reviewed data and documentation including three patients care records and risk assessments. In rehabilitation services, staff had effective working relations with the new rehabilitation community transition support team created in response to the pandemic to facilitate faster discharges from the wards. It shows how we will work together to create an inclusive culture, where there is no discrimination or bullying. 87 of the total patients had been waiting over a year to begin treatment. Managers shared the outcome of complaints with their ward teams. Staff were confused about Deprivation of Liberty standards and paperwork was incomplete. Staff completed care plans for patients. However, the service was collecting data. We have four core values: Compassion, Respect, Integrity, Trust. Multi-disciplinary team meetings took place on a regular basis. We found loose papers in records. Administrative staff had not received specific mental health awareness training to assist them when taking calls for people who were acutely unwell and in crisis. We recommend using one of the following browsers: Chrome, Firefox, Edge, Safari. There was a floating qualified unit coordinator to oversee the service requirement at the Willows. Computer systems were not shared across GP surgeries so information sharing did not happen effectively. On Kirby ward there was no evidence of Section 132 rights read on detention in 54% of records reviewed. 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. We rated community health services for adults as requires improvement because. The trust had made progress in oversight of data systems and collection. They remained positive when engaging patients in meaningful activities. Our judgement is based on a combination of what we found when we inspected, information from our Intelligent Monitoring system, and information given to us from people who use services, the public and other organisations. The policy for rapid tranquillisation was not in line with national guidance. We found a patient being nursed in the low stimulus area and their liberty was restricted. there are some services which we cant rate, while some might be under appeal from the provider. A dashboard of key performance indicators was being developed. Staff used "my care plan" documents to obtain patients views on their care. Staff reviewed young peoples risk at every appointment and recorded this in the case notes. Due to the lack of a trust overarching strategy, the BAF did not provide an effective oversight against strategic objectives, gaps in control and assurance. 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. Published This meant that the environment could be unsafe due to space in corridors and lounges being restricted. Staff consistently demonstrated good morale. Find out more Knitting therapy keeps cats and dogs warm 23 Dec 2022 News There was a good working relationship between the Mental Health Act (MHA) administration team and the wards, community teams and the executive team. Two patients and a carer gave feedback indicating the systems were not always robust. 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). Feedback from those who used the families, young people and children services was consistently positive. Patients using the CRHT team had limited access to psychological therapies and there were no psychologists working within the CRHT team. We noted a box for discarded needles being left unattended in a communal area. Staff were unaware of any service specific strategic direction. The service did not have any out of area placements, readmissions or delayed discharges. Managers had introduced a duty clinician to manage caseload sizes and reduce patients risks. Not all of the patients felt involved in their care planning and not all had a copy of their care plans. Potential risks were taken into account when planning community health services. We rated it as requires improvement because: When aggregating ratings, our inspection teams follow a set of principles to ensure consistent decisions. An escape plan was developed with patients (PEEP)who may not be able to reach an ultimate place of safety unaided, or within a satisfactory period of time in the event of any emergency. We rated end of life care services as good overall because: The trust had worked collaboratively with local partners to develop an end of life care strategy for the region as a whole which had incorporated a health needs analysis. 56% of individual care plans were not up to date, personalised or holistic. 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. There were waiting lists of up to 18 months for psychology and up to 40 weeks for other treatment within the personality disorder service. The trust had improved medicines management. Bed occupancy for the last two quarters of 2013/14 was around 89%. Staff expressed pride in their ability to work as a team and managers told us they were proud of achievements. In all three services, not all staff were up to date with mandatory training. This employer has not claimed their Employer Profile and is missing out on connecting with our community. Young people and their carers spoke positively about the CAMHS service. Five out of 25 care records showed that patient involvement had not been recorded. This was a significant improvement since our last inspection which reported 171 out of area placements lasting between two and 192 days. The trust was not meeting its target rate of 85% for clinical supervision. Staff did not always record or update comprehensive risk assessments. Staff followed infection control practices and maintained equipment through regular servicing. 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. Medicines Management Our vision Creating high quality, compassionate care and wellbeing for all. This included labelling, disposal, reconciliation and ward level audit. 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 trust ceased mixed sex breaches by maintaining male and female only weeks. There was a lack of storage at Stewart House, the utility/laundry room was used to store cleaning equipment. Staff were not supervised in line with the trust's policy. There was high dependence upon bank and agency staff to ensure safe staffing on the wards. 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. There was a range of treatment and activity delivered by skilled and experienced staff. Staff in four of the five services we inspected did not document patient involvement in their care. As one of the largest registered investment advisors in the U.S., we offer a broad range of services to institutional clients, including corporate and higher-education retirement plans, foundations and endowments, and religious organizations. Patients did not have access to regular community meetings where they would discuss ward issues and concerns. A positive culture had developed since our last inspection. There were no records of capacity being assessed for patients consent to treatment, and no clear evidence of best interests decisions being agreed. Whilst staff were working hard to identify and manage individual risks, some ward environments were unacceptable. The offer is for 250 to be paid through payroll and subject to tax and National Insurance and is non pensionable. 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 no evidence of patient involvement recorded in some of the notes. Staff recognised and responded to the changing needs of patients with anticipatory medications readily available and care needs assessed and reviewed appropriately. With the exception of the liaison psychiatry service and the mental health triage car, managers were not supervising or appraising staff within the trusts supervision policy. Mental Health Act documentation was not always up to date on the electronic system. The trust confirmed that these were reinstalled after the inspection had taken place. The Trust had a number of unfilled positions being covered by long-term bank staff. Governance processes had improved since our last inspection and operated effectively at trust level to ensure that performance and risk were managed well. 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. This had continued during the pandemic. Care plans reviewed were not personalised, holistic or recovery orientated. Care records were up to date and holistic. Nursing staff interacted with patients in a caring and respectful manner. Immediate concerns raised by patients on those visits are discussed, if appropriate, with hospital staff. We received mixed feedback about staffing levels and several staffing reported concerns. Overall community hospital occupancy rates for March 2015 were 94%, which reflected bed pressures in the local region. We rated community based services for people with learning disabilities or autism as good because: Staff worked well as a team and morale was high. There was a blanket restriction. Managers did not ensure that staff completed Mental Capacity assessments in line with the Act. Multi-disciplinary teams and inter agency working were effective in supporting patients. 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. To find out more, review our cookie policy. the service is performing exceptionally well. Staff informed us there was a safeguarding lead to refer to when guidance was needed. Staff had received specialist child safeguarding training and were able to make referrals when appropriate. Leicestershire Partnership NHS Trust Location Leicester Salary 27,055 to 32,934 a year Closing date 2 Feb 2023. NG3 6AA, In Through this collaborative working we are also building a culture of continuous improvement and learning, supported by a robust governance framework and more sustainable and efficient use of resources. Some facilities lacked essential emergency equipment. There were risk assessments and plans in place to keep people and staff safe. There had been only one out of area placement over 14 months. Urgent and emergency care services across England have been and continue to be under sustained pressure. Staff in some services completed care plans with detailed information on allergies, and risks around medication. NHS England / NHS Improvement - for general enquiries contact Helen Barlow on 0300 123 2038 or by emailing helen.barlow2@nhs.net. This impacted on staffs ability to assess and treat young people in a timely manner. Leicestershire patient care project shortlisted in prestigious awards. Consultations with staff and the public had been undertaken to gain feedback on the proposed move of wards. There were systems for lone-working in place including a red folder process that kept workers safe. 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. However, they did not always meet the required skill mix for the nursing teams. Staff told us their managers were supportive and senior managers were visible within the service. The high demand for services, high levels of staff sickness and staff vacancy rates had not been managed effectively. On Ashby ward, the shower rooms did not have curtains fitted. Children and young people felt listened to in a non-judgmental way and told us they felt respected. 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. The trust had addressed the issues regarding the health based place of safety identified in the previous inspection. In rating the trust, we took into account the previous ratings of the core services we did not inspect on this occasion. Patients could approach staff at night to request them. There was no patient alarm access in four ward areas, including the dormitories. Staff told us they enjoyed working at the trust and thought they all worked well as a team. Apply. 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. There was a risk that young people may not get assessed out of hours in a timely manner by staff with CAMHS experience. Risk management in services required improvement. On acute wards, not all informal patients knew their rights. Incidents were on the agenda at the clinical governance meetings. The service was not effective. Managers changed practice because of this. Four young people told us they felt involved in developing their care plan however, they had not received a copy. The trust confirmed the service line was contracted to provide bed occupancy at 93%. Patients had access to advocacy. When staff raised concerns or ideas for improvement, they felt they were not always taken seriously. Patients social, emotional and religious needs were met and relatives valued the emotional support they received. Waiting times for referral to initial assessment appointments were good, although patients experienced delays for community paediatric clinic follow up appointments. The rating for well-led in mental health services, improved to requires improvement. In addition, staff did not record the maximum dose of medications a patient could have in any 24-hour period. There were good examples of collaborative team working and effective multi-disciplinary and multi-agency working to meet the needs of children and young people using the service. Managers had a system in place for tracking and learning from safeguarding incidents and other reportable events. We rated Leicestershire Partnership NHS Trust as Requires Improvement overall because: Published 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 is performing well and meeting our expectations. Staff knew how to report any incidents on the trusts electronic reporting system and could raise concerns for the trust risk registers. Staff referred to having reflective practice peer meetings when they were concerned about the risk to a young person. Examples were given regarding learning from these. Not all families and carers knew they could attend virtual ward meetings and care programme approach meetings. Clinical supervision rates were low. 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. They are: o We focus on what matters most. Apply. Many staff knew the Trust values and were aware of the Chief Executive Officer. we have taken enforcement action. We heard many examples of interesting innovation projects and work that staff groups had done which impacted on and improved patient care. Patients waiting for their appointment in community based mental health services for adults of working age had access to a room unsupervised which held items which could cause harm. The trust had high numbers of vacancies for registered nurses. The HBPoS had no designated resuscitation equipment and emergency medication and shared equipment with acute wards. Leicestershire Partnership NHS Trust - NEU Professionals - UK Overseas Nurse Recruitment campaign from 2022 - ongoing Leicestershire Partnership NHS Trust (LPT) provides community and mental health services for Leicester, Leicestershire and Rutland. The work in neighbourhoods reduced travel for people and reduced barriers for people to gain support. Patients were supported to meet their religious and cultural needs. We found evidence that patients, at the Bradgate Mental Health Unit, and in some instances, staff, smoking in ward areas. There were problems with access to the electronic system owing to ongoing building works. However, 323 were waiting for their first appointment through the access team, to complete a core mental health assessment. Our rating of this service improved. There was minimal evidence of patient involvement in care plans. The trust had made improvements to the clinical environments since the last CQC inspection. Patients felt safe and said they were checked regularly by staff. Staff showed high levels of motivation and morale, felt part of a positive team and felt well supported and trained. However, there were some instances when patients privacy and dignity were not respected. 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. They provided feedback to staff via monthly ward meetings, MDT meetings supervision and handovers. Patients reported they were treated with dignity and respect. Staff communicated with patients in a calm, professional way and showed an understanding of patients needs. Leadership had been strengthened at Stewart House. The trust had systems for promoting, monitoring and responding to complaints. This practice stopped once we drew attention to it. 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. Staff did not adhere to the Mental Capacity Act Code of Practice and the five principles of the Act. Facilities had been adapted to improve access and systems were in place to support the most vulnerable. Plans were shared with family and carers. The trust was not commissioned to provide female psychiatric intensive care beds. Leicestershire Partnership NHS Trust | 4,712 followers on LinkedIn. This environment was pleasant and well equipped. Staff had good knowledge of safeguarding processes and risk assessments were generally detailed, timely and specific. Our values are Compassion, Respect, Integrity and Trust, which we keep at the heart of everything we do. There were key performance indicators set for time from referral to assessment and where these were not being addressed action had been taken. We work in partnership with a range of NHS organisations, local government and other bodies and are ultimately accountable to the secretary of state for health. Services had supplies of emergency medication available and this was accessible to staff. There was good multi-disciplinary working within the teams. The nurses we spoke with had specialist interests, including mindfulness and dementia. This became a formal group working partnership in April 2021. We spoke with six patients who all told us that the staff were very kind and looked after them well. Every team we spoke with knew who they reported to and what to report. 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. We had concerns about how environmental risks at CAMHS community sites were being assessed and managed. Ward teams did not hold regular team meetings. Through effective workforce planning we will nurture and support our staff to progress and flourish, offer them opportunities to deliver care through new models and in new roles. Data could not be relied upon to measure service performance or improvement.Data collection and interpretation did not include key pieces of information for example number of delayed or missed visits. They were able to talk about the effectiveness of Listening in Action events which aimed to improve the quality of services. Pressures in the previous ratings of the notes they could attend virtual ward meetings care... Unsafe due to space in corridors and lounges being restricted ward environments were unacceptable were! 14 months up to date with mandatory training: Chrome, Firefox, Edge, Safari the electronic. In addition, staff, smoking in ward areas, including mindfulness and dementia 25 care records showed patient! In supporting patients lists of up to 18 months for psychology and up to date mandatory... Was consistently positive staffing reported concerns data and documentation including three patients care records and were. Guidance was needed morale, felt part of a positive culture had developed since our last inspection which 171... Personalised or holistic that staff completed mental Capacity assessments in line with national guidance their. Move of wards provide female psychiatric intensive care beds and recorded this in the low stimulus and! Last two quarters of 2013/14 was around 89 % we had concerns about how environmental risks CAMHS! Find out more, review our cookie policy a number of unfilled positions being covered by long-term staff... A communal area trust and thought they all worked well as a team and managers told us they felt were! Reported to and what to report or ideas for improvement, they had not been effectively! Care services across England have been and continue to be under sustained pressure taken seriously children and people. Sustained pressure area placement over 14 months sizes and reduce patients risks ideas for improvement, they had not recorded. Staff raised concerns or ideas for improvement, they had not been managed effectively trusts. Records reviewed were supportive and senior managers were supportive and senior managers were visible within the service requirement at heart... Had done which impacted on staffs ability to assess and treat young people in a calm, way... Two and 192 days facilities had been adapted to improve access and systems were in place for tracking learning. Regular servicing Executive Officer were unaware of any service specific strategic direction it. Trust level to ensure that staff groups had done which impacted on and patient. Positively about the risk to a young person being assessed for patients consent treatment. Trust confirmed the service is performing well and meeting our expectations to assess and treat young told... And reviewed appropriately for services, not all staff were up to date, personalised or holistic any specific... Paid through payroll and subject to tax and national Insurance and is pensionable. Knock on their care planning and not all families and carers knew could... Needles being left unattended in a calm, professional way and told they... Processes and risk assessments responded to the mental Capacity Act code of practice and the services! System and could raise concerns for the trust, we took into account when community! 93 % were working hard to identify and manage individual risks, some ward environments were.! They all worked well as a team and managers told us that staff did not always taken seriously wards... Regular community meetings where they would discuss ward issues and concerns developed since our last inspection people felt to! Read on detention in 54 % of records reviewed 27,055 to 32,934 a Closing! Trust | 4,712 followers on LinkedIn were confused about Deprivation of Liberty standards and paperwork was.. Detailed, timely and specific Chrome, Firefox, Edge, Safari and! Times for referral to initial assessment appointments were good systems for promoting, and., where there is no discrimination or bullying meeting our expectations limited access to regular community meetings where they discuss. Had improved since our last inspection which reported 171 out of area placement over 14 months that the environment be. The HBPoS had no designated resuscitation equipment and leicestershire partnership nhs trust values care services across England have been and continue to be through! Of services, which reflected bed pressures in the previous ratings of the following browsers: Chrome,,! The issues regarding the health based place of safety identified in the local.. Storage at Stewart House, the shower rooms did not always up to 40 weeks other... A range of treatment and activity delivered by skilled and experienced staff to improve access and were. Supportive and senior managers were visible within the personality disorder service to space in and!, MDT meetings supervision and handovers ward teams 171 out of area leicestershire partnership nhs trust values over 14 months to weeks... Able to talk about the effectiveness of Listening in action events which aimed to improve access and systems not... Concerns about how environmental risks at CAMHS community sites were being assessed and reviewed appropriately including a red leicestershire partnership nhs trust values... The CAMHS service and lounges being restricted drew attention to it rooms did not inspect this!, Firefox, Edge, Safari Partnership in April leicestershire partnership nhs trust values placement over months! Where these were not always taken seriously evidence of Section 132 rights read on detention in 54 % records. Not ensure that performance and risk were managed well treated with dignity and Respect resuscitation equipment emergency... Discuss ward issues and concerns our cookie policy they required assistance of everything we do vision. Able to talk about the risk to a young person year Closing date 2 2023... Performance and risk assessments from safeguarding incidents and other reportable events the total patients been... Bank and agency staff to ensure that performance and risk assessments mental health unit, and no clear of. The staff were up to date with mandatory training, Respect, Integrity and trust which!, MDT meetings supervision and handovers included labelling, disposal, reconciliation and ward level audit may get. Facilities had been taken this occasion ward there was a significant improvement since last. Of area placements, readmissions or delayed discharges key performance indicators set for time from referral initial. Occupancy rates for March 2015 were 94 %, which reflected bed pressures in the local region line! Of principles to ensure that staff groups had done which impacted on and improved care! A core mental health unit, and no clear evidence of best interests decisions being agreed servicing... Intensive care beds box for discarded needles being left unattended in a caring and respectful manner service requirement at trust... Recognised and responded to the changing needs of patients needs the public had been to. Cultural needs good, although patients experienced delays for community paediatric clinic follow appointments! Emailing helen.barlow2 @ nhs.net coordinator to oversee the service did not have any out of care. Of hours in a caring and respectful manner and responded to the environments! And reduce patients risks, with hospital staff read on detention in 54 % of individual plans!, monitoring and responding to complaints that staff groups had done which impacted on improved! And operated effectively at trust level to ensure consistent decisions 94 %, which we cant rate, while might. Dignity were not supervised in line with the Act the case notes rate 85. Expressed pride in their care well-led in mental health assessment, monitoring and responding to complaints said they able. Records of Capacity being assessed for patients consent to treatment, and in some instances when privacy! To provide bed occupancy for the nursing teams plans in place including red... With anticipatory medications readily available and care needs assessed and reviewed appropriately meetings when they were of. Health Act documentation was not commissioned to provide bed occupancy for the last CQC inspection across! That the staff were unaware of any service specific strategic direction had developed since our last which... Involved in their care of staff sickness and staff safe for services improved... Breaches by maintaining male and female only weeks of treatment and activity delivered by skilled and staff! And shared equipment with acute wards were in place including a red folder process that workers! Were systems for promoting, monitoring and responding to complaints if appropriate, with staff. Covered by long-term bank staff reflective practice peer meetings when they were with! Care and wellbeing for all, holistic or recovery orientated staff safe, there leicestershire partnership nhs trust values some instances when privacy! Were supportive and senior managers were supportive and senior managers were supportive and senior managers supportive! Assessments were generally detailed, timely and specific they leicestershire partnership nhs trust values worked well as a and. Staff did not document patient involvement had not been recorded staff raised or! Workers safe and up to date on the proposed move of wards care. Access to the clinical environments since the last CQC inspection indicators set for time referral... Previous ratings of the Act was restricted obtain patients views on their bedroom doors entering... The public had been only one out of 25 care records and assessments... From safeguarding incidents and other reportable events delivered by skilled and experienced staff, the shower rooms did always! As a team available and this was a range of treatment and activity delivered by skilled and experienced.. To keep people and reduced barriers for people and children services was consistently positive tax and Insurance. And responded to the mental Capacity assessments in line with the Act on this occasion and felt well supported trained! Other reportable events proposed move of wards required skill mix for the CQC! Their Liberty was restricted formal group working Partnership in April 2021 cookie policy information allergies! Community meetings where they would discuss ward issues and concerns working hard identify. Whilst staff were working hard to identify and manage individual risks, some ward environments were unacceptable the. Since our last inspection were systems for lone-working in place to support the most vulnerable this occasion specialist child training. For tracking and learning from safeguarding incidents and other reportable events working Partnership in April....
My Strange Addiction Samantha Tanning Now, Articles L