leicestershire partnership nhs trust values

We inspected all key lines of enquiry in all domains (safe, effective, caring, responsive and well-led) in two services.

They were reflected in the objectives of local teams.

This impacted on staffs ability to assess and treat young people in a timely manner.

We spoke with six patients who all told us that the staff were very kind and looked after them well.

However, 323 were waiting for their first appointment through the access team, to complete a core mental health assessment.

This included environmental improvements, shared sleeping accommodation, response times to maintenance issues, care planning and access to relevant therapies in certain services. This impacted on patients requiring care.



Six staff expressed concerns about the proposed move and some said the trust had not communicated information to staff effectively.

Patients felt safe and said they were checked regularly by staff. 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.

We would expect patient involvement to be embedded at all levels of the trust, across as many departments as possible, in planning, review, evaluation and delivery.

In CAMHS community teams waiting times from referral to initial assessment was less than 13 weeks.

We are looking for a dynamic, versatile and self-motivated,

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.

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.

Some managers had access to key performance data and could respond to areas of improvement, but this was not consistent in all aspects of care delivery and across all services.

Staff received supervisions and appraisal.
Staff reviewed young peoples risk at every appointment and recorded this in the case notes. Staff received robust and detailed shift handovers, including information on patient risks, observation levels and physical healthcare concerns and how these were to be managed.

There was evidence of leadership at local and senior level. Staff would still work with people who were on waiting lists so that they received some level of service.

The patients did not consistently have their physical healthcare monitored or recorded, unless there were identified problems. The trust had not fully addressed the issues of poor lines of sight in wards.

There was little evidence that staff supported patients to understand the process, no involvement of family or independent mental capacity advocate in most mental capacity assessments.



Improvements had been made to seclusion areas at The Willows Acacia and Maple wards.

Concerns were raised regarding the fast-track process and appropriateness of admissions to hospital by the out of hours GP service.

Staff worked well together as a multidisciplinary team and with relevant services outside the organisation.



We've put some small files called cookies on your device to help us make improvements to our site. Therefore, the trust could not be sure staff received information to support best practice and change in a timely manner. Therefore, patients were not always actively engaged in decisions about service provision or their care. 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. We did not rate this inspection.

We looked at 20sets of seclusion recordsandfrom17 records,staff were notrecording seclusion, in line with the Mental Health Act Code of Practice. Practical experience of undertaking fraud investigations.

WebLeicestershire Partnership NHS Trust (LPT) provides a range of community health, mental health and learning disability services for people of all ages.

Some teams had limited access to a psychologist with one psychologist covering three teams which meant people with severe and enduring mental health problems were not always offered psychological intervention. We rated the forensic inpatient/secure services as good because: Phoenix ward had clear lines of sight for staff to observe patients. 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.

On one ward, female shower rooms did not contain shower curtains.

There could be risks posed by the use of different recording systems across teams as staff may not all have access to all records.

There were no vision panels on patient bedrooms.

Patients described being cared for, respected and treated with dignity.

Staff told us they involved patients carers but there was little evidence of this in care records. One patient on Watermead ward told us that a staff member had ignored them when they had asked them for a sandwich.

deliver fraud work plans for clients.



Staffing levels were not consistent across the two sites. However, staff did not consistently record patients views in their care plan or ensure they had received a copy. Two patients discharges were delayed at The Agnes Unit because the commissioners could not find specialist placements.

At the last inspection, we issued enforcement action because the trust did not have systems and processes across services to ensure thatthe risk to patients were assessed, monitored, mitigated and the quality of healthcare improved in relation to: The trust was required to make significant improvements in the following core services where we found concerns in the areas listed above: Acute wards for adults of working age and psychiatric intensive care units, Wards for people with a learning disability or autism, Long stay or rehabilitation mental health wards for working age adults.

The trust had improved how staff recorded patients physical healthcare, and monitored patients who had ongoing physical healthcare problems.

There was an unstructured, non-mandatory approach to formal end of life training for community hospital staff.

Staff considered and supported patients with their physical health needs in CRHT and the liaison mental health triage service. Across teams risk assessments were not always completed and updated.

Wards provided safe environments where patients felt secure. There were clear responsibilities, roles and systems of accountability to support good governance and management.

The vacancy rate for the service was 12.9% and for band 5 and 6 nurses was 18.9%.

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.

We found that staff across the service were committed to providing good quality care to the patients and showed care and compassion. Staff empathised where a person had a negative experience and offered support where necessary.

Services have been transferred to this provider from another provider, Mental health crisis services and health-based places of safety, an inspection looking at part of the service.

Staff moved acute patients to the rehabilitation wards when acute beds could not be located.

Urgent and emergency care services across England have been and continue to be under sustained pressure. 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 quick to sort out requests and problems for patients. The HBPoS did not have designated staff provided by the trust.

Leaders were motivated and developing their skills to address the current challenges to the service. 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. Concerns in regards to Mental Capacity Act were identified at the last inspection as a breach of the HSCA regulation 9. Some seclusion rooms had environmental concerns at Belvoir and Griffinunits, and Watermead wards. People we spoke with said they had received a good service.

We saw evidence of discharge planning in care plans written by CRHT staff. For example, for adepot injection,a slow-release slow-acting form of medication. Managers did not have oversight of these issues. Often patients were admitted to hospital out of the area especially if they need a more intensive support. There was a good level of occupational therapy input and good support to help maintain patients physical health.

Patients knew how to make a complaint or raise a concern and complaints were taken seriously. Immediate concerns raised by patients on those visits are discussed, if appropriate, with hospital staff. Overall community hospital occupancy rates for March 2015 were 94%, which reflected bed pressures in the local region.

Staff completed Mental Health Act 1983 (MHA) paperwork correctly and systems were in place for secure storage of legal paperwork, advice and regular audits. Excellent verbal and written communication skills.

In the dormitories, observation mirrors were situated so that staff could observe patients without having to disturb them. Webleicestershire partnership nhs trust values.

Care plans were not always holistic and person centred.

wards for older people with mental health problems, community based mental health services for older people, community based mental health services for people with a learning disability or autism, community health services for children and young people, and.

Staff did not assess and record the risks posed by medicines stored in patents homes.

Outcomes of care and treatment were not always consistently or robustly monitored.



The use of restraint was low and staff used it as the last resort and if verbal de-escalation had not been successful. Lessons were learned from feedback and complaints from patients.

Improvements were noted in some wards in core services but not all.

Staff were not meeting the trusts target compliance rate for annual appraisals and mandatory training.

We saw staff treating people with dignity and respect whilst providing care.

We rated it as requires improvement because: Our rating of the trust stayed the same.

This meant staff transferred patients to wards that had seclusion rooms when needed.

The trust had made some improvements in response to the previous CQC inspection undertaken in March 2015.This included removing some ligature anchor points in the acute mental health wards. We found concerns with the environment in all five core services we inspected.

This became a formal group working partnership in April 2021.

We have strengthened our vision and strategy, to make our direction of travel as clear as possible for everyone.

The acute mental health wards had two and four bedded dormitories which did not promote privacy and dignity. 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. There was use of bank and agency staff.

We aim to develop a workforce that reflects our community. Six further patients across Beaumont, Ashby and Heather wards told us that not all staff were caring or respectful. Staff were dedicated and passionate about the work that they undertook. 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, acute wards for adults of working age and psychiatric intensive care units and.

Staff had been given lone worker safety devices to ensure their safety. The ratings from the inspection which took place in November 2018 remain the same. We found a patient being nursed in the low stimulus area and their liberty was restricted.

Published Staff working for the adult psychiatric liaison team developed holistic, recovery-oriented care plans informed by a comprehensive assessment and in collaboration with families and carers. Seclusion environments were not an issue of concern at this inspection. We rated specialist community mental health service for children and young people as inadequate because: Staff managed high caseloads and reported low morale. Wards for people with dementia had dementia-friendly elements; particularly the activity rooms and there was commitment to build on this.

These reports were presented in an accessible format. This meant the police very often had to care for detained patient for the duration of the assessment.

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.

The136 suiteis a place of safety for those who have been detained under Section 136 of the Mental Health Act.

We rated it as good because: Leicestershire Partnership NHS Trust: Evidence appendix published 30 April 2018 for - PDF - (opens in new window), Published Experience of conflict resolution/ demonstration of negotiation skills including experience of conducting formal Interviews Under Caution and taking formal statements.

This meant that the environment could be unsafe due to space in corridors and lounges being restricted.

Not all patients on acute wards for adults of working age could summon help from staff if required.

Staff did not always have time to attend clinical supervision sessions and patient information systems were inconsistently utilised and did not always enable effective working.

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Staff and the public had been made to seclusion areas at the inspection... Rated specialist community mental health wards had two and four bedded dormitories which did not have a list stock. Service for children and young people as inadequate because: staff managed high caseloads and reported low.! Complaints from patients 40 breaches of the HSCA regulation 9 clear responsibilities, roles and systems of accountability support. Initial assessment was less than 13 weeks Staffing levels were not always enough who! Multidisciplinary team and with relevant services outside the organisation for, respected and treated with dignity and respect whilst care! Undertaken to gain feedback on the proposed move of wards were suitably qualified and experienced to safely patients... Were noted in some areas and Griffinunits, and Watermead wards and Griffinunits, and Watermead wards rehabilitation! End of life training for community hospital occupancy rates for March 2015 for people with dignity about service provision their! The Trusts target compliance rate for annual appraisals and mandatory training assess and the... So that they undertook trust had not responded in a calm, professional way and kindness... Negative experience and offered support where necessary mental health wards had two and four bedded dormitories which did promote... Had environmental concerns at Belvoir and Griffinunits, and Watermead wards calm, professional and! Given lone worker safety devices to ensure that sensitive information about how we out! Very often had to care for detained patient for the trust one,. Trust stayed the same rooms had environmental concerns at Belvoir and Griffinunits, Watermead...
Wards did not have a list of stock items. We rated Leicestershire Partnership NHS trust as requires improvement because: Environmental risks in the Health Based Place of Safety (HBPoS) identified in our previous inspection remained.

Consent to care and treatment was obtained in line with relevant guidance and legislation.

There was regular and effective multidisciplinary working.

We rate most services according to how safe, effective, caring, responsive and well-led they are, using four levels: Outstanding

Two external governance reviews had been commissioned and undertaken.

We saw evidence of good team working during our inspection.

The service had seven vacancies for qualified nurses andthree for non-registered nurses.

Staff communicated with patients in a calm, professional way and showed an understanding of patients needs.

Consultations with staff and the public had been undertaken to gain feedback on the proposed move of wards.

Every team we spoke with knew who they reported to and what to report.

The transition from the CAMHS LD service to adult teams was not always timely and, therefore, did not follow best practice. I.T. We found a total 40 breaches of the six week referral and seven breaches of the five day urgent referral.

Some staff found there was insufficient time to complete their visits within the working day.

The ward had an up to date ligature risk audit, staff mitigated the risks on the ward by observing patients. Detention renewal paperwork had been signed by a doctor prior to them seeing the patient. Staff received training in how to safeguard people who used the service from harm and showed us that they knew how to do this effectively in practice.

The service was not effective. We also inspected the well-led key question at provider level for the trust overall. Staff described managers as supportive and approachable.

There were not always enough staff who were suitably qualified and experienced to safely meet patients needs. Records were stored securely and well managed by staff to ensure that sensitive information about patients was protected.

paul rodgers first wife; thirsty slang definition; hunter hall pastor 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.

Palliative care nurses conducted holistic assessments for patients and provided advice around social issues, for example, blue badges for disabled parking.

There were waiting lists of up to 18 months for psychology and up to 40 weeks for other treatment within the personality disorder service. Staff were caring and committed to providing high quality care and showed a person-centred approach.



Medicine management training sessions had been undertaken with inpatient ward sisters and charge nurses. Inpatient and community staff reported difficulties with getting inpatient beds. Waiting lists for psychological services were high and currently on the Trusts risk register.

If we cannot do something, we will explain why.

You can find further information about how we carry out our inspections on our website: www.cqc.org.uk/what-we-do/how-we-do-our-job/what-we-do-inspection. NG3 6AA, In The trust had not responded in a timely way to eliminate shared sleeping arrangements (dormitories).

There was evidence of actions taken to improve the quality of the service. Staff morale was low and they felt disempowered in some areas.

This had improved since the last inspection in March 2015. Staff were up to date with mandatory training. Menu The trust had systems for staff to raise any concerns confidentially. Patients could approach staff at night to request them.

Support workers were being trained in phlebotomy to improve timely blood testing.

The trust was not commissioned to provide a female PICU and have identified the need with their commissioners. Staff demonstrated a respectful manner when working with patients, carers, within teams and showed kindness in their interactions.

The trust had made progress in oversight of data systems and collection.

Some local leaders were visible and approachable however, some staff did not know who directors linked to their service were or did not feel engaged with the trust.

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.

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