There were inconsistent practice around conducting searches onpatients. The trust had a patient involvement centre, which was pleasant, well-equipped and supported involvement from friends and family. One Community Learning Disability Team had developed an educational awareness raising event to prevent hospital admissions due to dehydration. The service was not well led. Staff showed us that they wanted to provide high quality care, despite the challenges of staffing levels and some poor ward environments. Apply. Patients were frequently not discharged when ready due to transport problems or difficulties putting care packages in place. 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). 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. Staff updated risk assessments and individualised care plans regularly. Staff mitigated the risks posed in the garden area by accompanying patients when they wanted to access the garden. The group established a deliberate self harm and suicide group in the last year to oversee specific incidents of this nature. Staff were not in receipt of regular supervision in order to discuss training needs, developmental opportunities or performance issues. The service did not have a system in place to monitor the number of lighters each ward held. The perception of staff that learning disabilities services were a low priority for the Trust since they had moved into the adult mental health directorate. Wards had high numbers of hydraulic style patient beds that were a risk to patients with histories of self-harming behaviour. 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. Staff felt they had good local leadership and felt the governance was better with the introduction of a service line. There was regular and effective multidisciplinary working. Staff satisfaction varied greatly across the service with some staff feeling devalued. 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. Staff were included in service developments and involved in listening into action projects for service improvement. The NHS is founded on principles and values that bind together the diverse communities . Staff kept risk assessments up to date and carried out comprehensive assessments which were holistic and recovery focused. 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. This was highlighted in the previous inspection. Staff showed high levels of motivation and morale, felt part of a positive team and felt well supported and trained. 78% of staff had completed their annual appraisal. The duty system enabled urgent referrals to be seen quickly. The governance processes had not picked up the issues around repairs, medicines and cleanliness. Staff did not always feel actively engaged or empowered. Our patients are at the heart of all we do and we believe that 'Caring at its Best' is not just about the . Staff consistently demonstrated good morale. Managers shared the outcomes and lessons learnt from incidents, complaints and service user feedback at regular staff meetings, where meetings took place. At this inspection the well-led provider rating improved from inadequate to requires improvement. 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 knew how to make a complaint or raise a concern and complaints were taken seriously. There was limited time available for staff to attend specialist courses to enhance their knowledge. In the same service, managers did not always review incidents in a timely way. The teams did not have waiting lists for care coordinators at the time of inspection. However, there were some instances when patients privacy and dignity were not respected. the service is performing badly and we've taken enforcement action against the provider of the service. Medicine management training sessions had been undertaken with inpatient ward sisters and charge nurses. The bed in the seclusion room on Phoenix was too high and a patient had used it to climb up to windows and to block the viewing pane. New systems were in place for staff to report any repairs or maintenance issues. The trust did not have seclusion rooms on all wards. Staff were passionate about their roles and enjoyed working with the client group. Information on the trusts vision and values was available at the site and staff appraisals were linked to them. We heard positive reports of senior staff feeling able to approach the executive team and the board. There were key performance indicators set for time from referral to assessment and where these were not being addressed action had been taken. There was an effective incident reporting system. Four young people told us they felt involved in developing their care plan however, they had not received a copy. Lessons learnt were shared across the organisation via emails and the intranet. Staff were observed to be caring and responsive to patients. We rate most services according to how safe, effective, caring, responsive and well-led they are, using four levels: Outstanding We looked at the domains of safe, effective and responsive and we did not inspect all of the key lines of enquiry. Patients had access to advocacy. 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. Patients knew how to formally complain and could attend daily community meetings where they could raise any issues of concern. The service was responsive. 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. Annual Statement 2009 for - PDF - (opens in new window), Annual Statement 2010 for - PDF - (opens in new window), In If we cannot do something, we will explain why. People knew how to make a complaint as this information was provided in welcome packs. This had continued during the pandemic. Inpatient and community staff reported difficulties with getting inpatient beds. Patients were supported, treated with dignity and respect and involved as partners in their care. At this inspection, we visited the two mental health services previously rated inadequate and one mental health service previously rated as requires improvement. Restraint was used only as a last resort. The service was proactive in ensuring the welfare and well-being of patients and in ensuring suitable activities. 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. Staff completed risk assessments that were thorough and had been reviewed following incidents. The trust reported a 10% increase in the number of referrals received into the CAMHS service. A report on the inspection was . That's what building health equity means to us. Leicestershire Partnership NHS Trust | 4,712 followers on LinkedIn. Patients own controlled drugs were not always managed and destroyed appropriately. Urgent and emergency care services across England have been and continue to be under sustained pressure. Some seclusion rooms had environmental concerns at Belvoir and Griffinunits, and Watermead wards. Staff were caring and committed to providing high quality care and showed a person-centred approach. Patients privacy and dignity had been addressed at The Willows, Cedar and Acacia wards with changes made to male and female wards. The HBPoS did not have access to a dedicated clinic room. 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. Our leadership behaviours framework set the standards of expectation we aspire to in our daily work. Senior leaders in core services we inspected, had not maintained oversight of improvement across all wards of their services. The trust had not met all the required actions to reduce and mitigate ligature points across wards following the previous inspection in March 2015. We rated the trust as requires improvement for well led. There were low levels of restraint and staff tried other methods to de-escalate before restraining patients. There were effective methods for obtaining feedback from service users and carers and feedback was acted upon. We inspected adult psychiatric liaison services as part of Mental Health Crisis and Health Based Places of Safety core service. A new chief executive was appointed as a shared role between the two trusts. Care and treatment was planned and delivered in line with current evidence-based guidance, standards, best practice and legislation. In all instances police transported the patient to the HBPoS. 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. 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. We saw that patient numbers exceeded the number of beds available on wards. 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. There were problems with access to the electronic system owing to ongoing building works. Leaders were motivated and developing their skills to address the current challenges to the service. 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. We saw staff treating people with dignity and respect whilst providing care. Make a difference with a career at LPT. Staff at St Lukes Hospital had arranged bi-monthly meetings to involve patients and visitors in the news and actions happening on the ward. Staff interacted with the patients in a positive way and was respectful to them. We could not find records for seclusion or evidence of regular reviews taking place as per trust policy. Staff managed their caseloads effectively; they discussed their caseloads during multi-disciplinary team meetings as well as in supervision. There some gaps in staff receiving regular supervision. On Bosworth ward patient privacy was compromised when staff and patients entered the clinic room during examinations because there was no privacy curtain in place. Due to the large caseloads in community health service, the number of visits that were required was not always manageable. We saw information in the service reception areas about older peoples care. The nurses we spoke with had specialist interests, including mindfulness and dementia. This practice stopped once we drew attention to it. All wards had developed their own systems to improve medicines management in their areas. The risks and issues described by staff did not always correspond to those reported to and understood by their leaders. 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 the past, we summarised themes from the visits and published an annual statement followed by the provider's response where applicable. Managers did not ensure that the staff were receiving regular clinical supervision and had not met the trust target compliance rate of 85%. There were processes in place for reporting and learning from incidents. 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. We found a patient being nursed in the low stimulus area and their liberty was restricted. Risk assessments were completed and care plans implemented to keep patients safe and promote wellbeing. Staff undertook comprehensive assessments and developed high quality care plans. We rated well-led as inadequate, safe, effective, and responsive as requires improvement and caring, as good. Three out of 18 staff interviewed said that supervision was irregular. Capacity assessments were unclear. Our Mental Health Act Commissioners may carry out a number of visits to each provider over a 12-month period, during which they talk to detained patients, staff and managers about how services are provided. We did not rate this inspection. Staff knew the vision and values of the trust and agreed with these. CAPTRUST for Institutions. The trust encouraged staff at most levels of the organisation to develop and deliver ideas for service delivery, improvement and innovation. The trust had ensured patients privacy and dignity were maintained when receiving physical health observations at the Bradgate Mental Health Unit. There was a risk that staff did not receive adequate support or that their capability was not reviewed. There were safe lone working practices embedded in practice. 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. On acute wards, not all informal patients knew their rights. Immediate concerns raised by patients on those visits are discussed, if appropriate, with hospital staff. Care plans reviewed were not personalised, holistic or recovery orientated. In all three services, not all staff were up to date with mandatory training. The trust had new seclusion paperwork implemented in May 2019. Staff received regular managerial and group supervision. DE22 3LZ. To ensure that safer staffing levels were met they used regular bank or agency staff to achieve the required amount number of staff for the wards to meet the needs of the patients. Leicester, United Kingdom. A further review was an examination of processes and procedures within the trust for reporting investigations and learning from serious incidents requiring investigation. Therefore, the trust could not be sure staff received information to support best practice and change in a timely manner. View more Profession Occupational Therapist Service Learning Disability Grade Band 6 Contract Type Permanent Hours Full Time. The trust confirmed community hospital staff were expected to undertake four clinical supervision sessions across the year. There was good staff morale in services. 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. Managers had introduced a specialist child and adolescent mental health traffic light system, a red, amber and green rating tool for managing risk. Staff completed comprehensive assessments which included physical health checks and the majority of patients had completed risk assessments. Services and care were planned with the local population in mind and to address the individual needs of patients. Care and treatment was mostly planned and delivered in line with current evidence. We saw that consent was gained from people in relation to their care and future wishes. Services based in community hospitals did not admit patients close to weekends due to issues with verification of deaths over weekends, and the access to doctors. The trust had no auditing system to measure performance in order to improve the service. There was good access to interpreters and signers when needed. Staff told us the trust was a good place to work. Regular team meetings took place and staff told us that they felt supported by colleagues. When community meetings occurred, staff did not include details of outcomes to evidence change. On one ward, female shower rooms did not contain shower curtains. Every team we spoke with knew who they reported to and what to report. The trust could not always provide a bed locally for patients who required admissions to its mental health wards. 10 July 2015. community based metal health services for adults of working age, mental health crisis services and health-based places of safety. At this inspection, we rated two core services as inadequate, two core services as requires improvement, and one core service as good. Six further patients across Beaumont, Ashby and Heather wards told us that not all staff were caring or respectful. We felt this contributed to senior staff views that pace of change in the trust was slow. This was a focused, unannounced inspection, to follow up on enforcement action we issued to the trust after our last inspection in November 2018. There were no separate female bedroom areas and no gender specific toilets or bathrooms. Morale was found to be poor in some areas and some staff told us that they did not feel engaged by the trust. The majority of care plans were up to date. Some wards and community teams had low staffing levels, or an absence of specialist staff, and this had an impact on care.Staffing levels remained low at the Bradgate mental health unit. We found concerning evidence of long waiting times for assessment in specialist community mental health services for children and young people. Curtains separated patients bed areas and the rooms were not secured to allow free access; meaning that patients could have their property removed by other patients. We're always looking for the best. Staffing levels were not consistent across the two sites. Adult liaison psychiatry services are provided by Leicestershire Partnerships NHS Trust (LPT), the mental health trust in the Leicester, Leicestershire and Rutland Integrated Care System. o We treat others how we would like to be treated. It is about making a real and sustainable difference for our patients and supporting our staff to deliver safe, high quality care every day. The acute mental health wards had two and four bedded dormitories which did not promote privacy and dignity. There was no patient alarm access in four ward areas, including the dormitories. We use cookies to improve your experience on our website. Patients returning from leave from the acute mental health wards were not assured of returning to their original ward. Staff in the community adult mental health teams did not protect patients dignity or privacy. Some records were over more than one database/system which could make locating information a problem. This could have resulted in an increased risk of incorrect safe and secure handling of medicines and unsafe practice in relation to the administration and prescribing of medicines. And their liberty was restricted the past, we summarised themes from the acute mental Crisis! 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