There could be risks posed by the use of different recording systems across teams as staff may not all have access to all records. Medicine management training sessions had been undertaken with inpatient ward sisters and charge nurses. Access to rooms to undertake activities in the community for people with autism had been reduced. 87 of the total patients had been waiting over a year to begin treatment. ", "I like that I'm able to help both staff and service users. Leadership behaviours were fostered, and development of staff was encouraged. Organisations we work with. At the time of inspection, there were a total of 647 children and young people currently waiting to be seen in specialised treatment pathways. Leicestershire Partnership NHS Trust (LPT) provides a range of community health, mental health and learning disability services for people of all ages. Staff treated patients with respect and maintained dignity. 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. There was no fridge to keep medicines cool when required. Patients social, emotional and religious needs were met and relatives valued the emotional support they received. There were no vision panels on patient bedrooms. Three patients told us of times when staff had been rude, threatening and disrespectful towards them. Outcomes of care and treatment were not always consistently or robustly monitored. Staff told us they involved patients carers but there was little evidence of this in care records. 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. This meant board members were not able to monitor the trusts assertions that there were strong systems and processes in place for identifying and reporting serious incidents, including deaths, or monitoring whether reviews and investigations were completed fully. This report describes our judgement of the quality of care provided by Leicestershire Partnership NHS Trust. Patients said staff who cared for them were knowledgeable, professional and friendly. Urgent and emergency care services across England have been and continue to be under sustained pressure. The trust had begun the process of replacing some beds with more suitable options for the patient group. We are proud of our 5,400 staff and together we aim to . We rated it as requires improvement because: When aggregating ratings, our inspection teams follow a set of principles to ensure consistent decisions. Staff acknowledged directors visits. Within the end of life service 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. 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. We carry out joint inspections with Ofsted. The service did not have any out of area placements, readmissions or delayed discharges. Cover arrangements for sickness, leave and vacant posts were in place. The trust could not be sure that all staff. Staff knew the vision and values of the trust and agreed with these. 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. Staff were caring, compassionate and kind towards patients. 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. There were not enough registered staff at City West and this was identified as a risk on the service risk register. Staff received Mental Capacity Act 2005 and Deprivation of Liberty Safeguards Some staff did not demonstrate a good understanding of the Mental Capacity Act. NG3 6AA, In ", John Barnes, Charge Nurse, LD Short Breaks, "I really enjoy the human interaction on a daily basis - with colleagues, patients, relatives. Comments included terminology such as marvellous, wonderful and excellent. Patients and carers knew how to complain. Staff ensured that these were updated regularly. The service did not have a system in place to monitor the number of lighters each ward held. The team engaged with patients who found it difficult or were reluctant to engage with mental health services. Annual Statement 2009 for - PDF - (opens in new window), Annual Statement 2010 for - PDF - (opens in new window), In The short breaks service was primarily set up to meet the needs of relatives and carers. Patient access to psychology and occupational therapy was less than expected on acute wards and rehabilitation wards due to the number of staff vacancies in therapy positions. We talk to patients, the public and colleagues about what matters most to them and we do not assume that we know best. A family member spoke about enjoying regular meetings in the service gardens with their relative. They were reflected in the objectives of local teams. Leicestershire Partnership NHS Trust Location Leicester Salary 27,055 to 32,934 a year Closing date 2 Feb 2023. The service was meeting its target in this area. However there were significant problems with key areas of governance in relation to the management of prescriptions. Staff were dedicated and passionate about the work that they undertook. Where English was not the first language of patients, the service provided interpreters. There were systems for lone-working in place including a red folder process that kept workers safe. Leicestershire Partnership NHS Trust - One Year on from the Mental Health Taskforce Leicestershire 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 ultimate aim of which is to achieve parity of esteem. Staff did not always maintain the privacy and dignity of patients. Managers had introduced a duty clinician to manage caseload sizes and reduce patients risks. Two core services did not promote patient centred care in all aspects of care delivery. Staff gave examples of working with people with diverse needs considering their ethnicity, gender, age and culture. Staff completed extensive and detailed care plans. Following this inspection the trust were required to ensure teams were adequately staffed to prevent impacts on staff workload and ensure staff completed mandatory training in line with trust requirements.Insufficient progress had been made against these notices. 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). Staff were given opportunities to expand their knowledge and develop their roles. Click on the coloured text links below to visit any of the listed organisations' websites: There was good staff morale in services. Adult community health patients did not always have timely access to routine appointments. Records about the use of the Mental Capacity Act (MCA) and Deprivation of Liberty Safeguards (DoLS) were inconsistent. Staff explained that the figures collected around preferred place of death were collected as these were requested by the clinical commission group (CCG), although these figures were collected for services in the community; the ward based palliative care figures were not collated. We did not inspect the following core services previously rated as requires improvement: We did not inspect the following core services previously rated as good: We are monitoring the progress of improvements to services and will re-inspect them as appropriate. Staffing numbers were met but not always the right skill mix. All incidents that should be reported were reported. Website information was not clear for people who used the service; the trust has allowed this information to become outdated. Staff had good knowledge of safeguarding processes and risk assessments were generally detailed, timely and specific. Good Staff did not always use the Mental Health Act and the accompanying Code of Practice correctly. Following inspection, the trust submitted an action plan to review access to call alarms. the service is performing well and meeting our expectations. We found damaged fixings on one ward; that posed a risk to patients. The service had seven vacancies for qualified nurses andthree for non-registered nurses. We looked at how the adult liaison psychiatry service affected patient flow, admissions to hospital and discharges from the Leicester Royal Infirmary hospital as part of the system wide healthcare. A new chief executive was appointed as a shared role between the two trusts. Staff told us they worked as a team and enjoyed their jobs. There was detailed discussion and consideration of patients and carers needs. In two services, staff were not always caring towards patients. However, managers had identified funding for two agency nurses to start work the week following the inspection. Within mental health services the quality of care plans was variable. The governance processes had not picked up the issues around repairs, medicines and cleanliness. A new quality dashboard had been introduced in September 2016 after it was established that the previous system was incorrect, meaning all data submitted prior to September 2016 was incorrect. We did not have assurance service leads had good oversight of the risks relating to this service as staff were not always recording incidents, the service was unable to identify incidents specific to patients at the end of life and concerns relating to the out of hours GP service were not formally recorded. The trust had a dedicated family room for patients to have visits with children. Equality diversity and inclusion matters had been a focus of the new trust leadership team. There was no performance data dashboard to gauge the performance of the service. We saw staff engaging with patients in a kind and respectful manner on all of the wards. Concerns were raised regarding the fast-track process and appropriateness of admissions to hospital by the out of hours GP service. There was no patient alarm access in four ward areas, including the dormitories. o We are one team and we are best when we work together. Patient views on the quality of the food were variable. The trust had set safe staffing levels and these were followed in practice. 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. The services did not have a strategy and there were no service plans. We felt this contributed to senior staff views that pace of change in the trust was slow. The lack of psychology was an issue highlighted at our 2018 inspection. Between August 2015 and July 2016 the trust had a total of 372 delayed discharges. Patients and carers gave positive feedback about the caring nature and kindness of staff and made positive comments about the positive therapeutic relationships they had with their loved ones. There had been several serious incidents (SI) within this service in the last year and it was not clear that learning from investigations and actions consistently took place to prevent recurrence. Patients were supported, treated with dignity and respect and involved as partners in their care. 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. At the Willows, six out of 19 patients risk assessments had not been updated. Not all families and carers knew they could attend virtual ward meetings and care programme approach meetings. All the people who used services and the carers spoken to were happy with the service they had received and spoke positively about their interactions with staff. ", Laiqaah Manjra, Corporate Affairs Administrator, "I progressed from being an apprentice to a Corporate Affairs Administrator - the NHS really supports staff development. One patient on Thornton ward told us that while staff did knock, they did not wait for a response before entering, which had resulted in staff walking into their room while they were changing their clothes, compromising their privacy and dignity. Every team we spoke with knew who they reported to and what to report. NHS Improvement is pleased to announce the appointments of Alexander Carpenter and Hetal Parmar as Non-executive Directors of Leicestershire Partnership NHS Trust from 1 June 2022 to 31 May 2025. In CAMHS community teams waiting times from referral to initial assessment was less than 13 weeks. This employer has not claimed their Employer Profile and is missing out on connecting with our community. the service is performing exceptionally well. Staff felt they had good local leadership and felt the governance was better with the introduction of a service line. There's no need for the service to take further action. Staff told us there were no service information leaflets available. Capacity assessments were unclear. Our leadership behaviours framework set the standards of expectation we aspire to in our daily work. It's a mission driven by our core values, and one that we try to achieve as a local provider, funder, and advocate. Staff were positive about the level of support they received, including regular supervision and line management. 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. The trust had improved how staff recorded patients physical healthcare, and monitored patients who had ongoing physical healthcare problems. 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. Two patients we interviewed on Ashby and Heather wards told us that staff did not always knock on their bedroom doors before entering. The trust did not provide data to demonstrate medical staff appraisal compliance. Families and carers said the wards were clean. Some records were over more than one database/system which could make locating information a problem. We remain concerned that a significant period had passed and the trust had not improved access to psychology for patients and staff. Patients knew how to make a complaint or raise a concern and complaints were taken seriously. 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 trust confirmed staff delivering end of life care were involved in bi-annual record keeping, safeguarding and clinical supervision audits. Inpatient and community staff reported difficulties with getting inpatient beds. Governance processes had improved since our last inspection and operated effectively at trust level to ensure that performance and risk were managed well. Our inspection approach allows us to make a judgement on how the trusts senior leadership leads the organisation and the provider level well-led rating is separate from the ratings of the services we inspected. The adult psychiatric liaison service provides assessment and treatment for adults between the ages of 16 to 65, who experience mental health problems in the context of physical illness. Adult liaison psychiatry is categorised under Mental Health Core service of Mental Health Crisis and Health Based Places of Safety (HBPoS), as it is provided by the mental health trust, Leicestershire Partnership NHS Trust. Staff had access to quick guides in their clinical areas to ensure they were aware of how to manage risks. To address this deficit the trust moved patients that required an acute bed to a rehabilitation bed which was not clinically justified or met the needs of the patients. Patients and their relatives felt involved in the care provided. Immediate concerns raised by patients on those visits are discussed, if appropriate, with hospital staff. The HBPoS did not have access to a dedicated clinic room. One patient on Watermead ward told us that a staff member had ignored them when they had asked them for a sandwich. We had serious concerns about the trusts oversight of ward environments and safety of patients within those areas. Concerns about high bed occupancy, record keeping and delayed discharges were identified in the March 2015 inspection and had not been sufficiently addressed. We rated it as requires improvement because: Our rating of the trust stayed the same. Staff had not routinely recorded whether they had given patients copies of their care plans and we saw this in a considerable number of patient records we sampled. Seclusion environments were not an issue of concern at this inspection. There were clear treatment pathways. Two patients discharges were delayed at The Agnes Unit because the commissioners could not find specialist placements. With diverse needs considering their ethnicity, gender, age and culture systems across as! 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