We found out of date and non-calibrated equipment located within a cupboard in the health-based place of safety. That's what building health equity means to us. Care and treatment of children and young people was planned and delivered in line with current evidence based guidance, standards and best practice. Coventry, Seclusion environments were not an issue of concern at this inspection. Your information helps us decide when, where and what to inspect. There were not enough registered staff at City West and this was identified as a risk on the service risk register. We don't rate every type of service. We carried out this unannounced inspection of Leicestershire Partnership NHS Trust because at our last inspection we rated two mental health services provided by this trust as inadequate, four mental health services and one community health service as requires improvement. the service is performing well and meeting our expectations. There were delays in staff delivering treatments to young people and young people following assessment. Staff had been given lone worker safety devices to ensure their safety. Governance systems and processes, and the strategy of the organisation had been extensively reviewed since our last inspection but was not fully embedded into services. We observed many examples of staff treating patients with care and compassion. Consultations with staff and the public had been undertaken to gain feedback on the proposed move of wards. Staff did not always use the Mental Health Act and the accompanying Code of Practice correctly. One patient on Heather ward claimed that they had previously watched a staff member walking past a distressed patient and did not seek to reassure them or ask what was wrong. We rated wards for older people with mental health problems as good because: The wards complied with the Department of Health 2015 guidelines on single sex accommodation. The recording of discussions and assessments with people regarding consent to treatment was not always documented. In response, the Care Quality Commission undertook a series of coordinated inspections, monitoring calls and analysis of data to identify how services in a local area work together to ensure patients receive safe, effective and timely care. This had improved since the last inspection in March 2015. We carry out joint inspections with Ofsted. For services we haven't rated we use ticks and crosses to show whether we've asked them to take further action or taken enforcement action against them. There was effective communication between the service and other healthcare professionals. Patients reported staff treated them with dignity and respect. There some gaps in staff receiving regular supervision. Staff were very caring and sensitive to patients needs. Leicester, United Kingdom. The trust had addressed the issues regarding the health based place of safety identified in the previous inspection. The trust was told to address the arrangements for eliminating dormitories at our last inspection in 2018 and work had started on one ward in March 2021. Curtains were missing from bed spaces and staff did not wait for an answer from patients before entering rooms on acute wards. The trust had a limited approach to patient involvement. Claim your Free Employer Profileto start telling your employer brand story to reach top talent. On four wards in acute wards for adults of working age, there were shared sleeping arrangements for patients. We found multiple internal waiting lists where the longest wait for young people was 108 weeks. Staff usually met patients in their homes or in the community. 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. Managers had a system in place for tracking and learning from safeguarding incidents and other reportable events. Wards did not have a list of stock items. There were issues within the trust of a bullying culture despite evidence that staff knew the trust values. The trust had identified the lack of psychological therapies for patients, and support and training for staff, on their risk register. We identified concerns around the storage of medicines in community hospitals, with missing opened or expiry dates across all hospitals. ", John Barnes, Charge Nurse, LD Short Breaks, "I really enjoy the human interaction on a daily basis - with colleagues, patients, relatives. One Community Learning Disability Team had developed an educational awareness raising event to prevent hospital admissions due to dehydration. Managers had a recruitment plan in place to increase the number of substantive staff for the service. On one ward, female shower rooms did not contain shower curtains. There were inconsistent practice around conducting searches onpatients. A further review was an examination of processes and procedures within the trust for reporting investigations and learning from serious incidents requiring investigation. The number of visits was not always manageable. On Heather ward patients said that there was not enough ventilation on the wards. The waiting areas and interview rooms where patients were seen were clean and well maintained. In community based mental health teams for older people five of six services breached national targets from referral to assessment. The trust had systems for staff to raise any concerns confidentially. The HBPoS had no designated resuscitation equipment and emergency medication and shared equipment with acute wards. Therefore, overall, eight of the trusts 15 services are now rated as good, five as requires improvement and two as inadequate. It shows how we will work together to create an inclusive culture, where there is no discrimination or bullying. Record keeping was poor in some services. Staff had been trained with regards to duty of candour and in line with the trust policy. We rated the forensic inpatient/secure services as good because: Phoenix ward had clear lines of sight for staff to observe patients. People using the service had limited access to psychological therapies and there were no psychologists working within the service. The trust set target times from referral to initial assessment against the national targets of 28 to 42 days. Patient outcomes were not routinely collected so the quality of the clinical care being delivered could not be measured or benchmarked. Comprehensive relocation action plans were available. There had been an increase in the number of CAMHS referrals over the last two years. Leicester; 33,706 to 40,588 a year (pro rata) Leicestershire Partnership NHS Trust; We are looking for a Bank Band 6 Speech and Language Therapist to join our innovative, friendly and well supported team working with children and y. The cold chain processes to ensure optimal conditions during the transport, storage, and handling of vaccines was outstanding. We're here for you Learn More Scroll We've got you covered Use our service finder to find the right support for your mental health and physical health. Improvements were needed to make them safer, including reducing ligatures, improving lines of sight and ensuring the safety and dignity of patients. Medicine management training sessions had been undertaken with inpatient ward sisters and charge nurses. We rated Leicestershire Partnership NHS Trust as Requires Improvement overall because: Published Staff completed comprehensive assessments which included physical health checks and the majority of patients had completed risk assessments. The majority of care plans were up to date. Staff informed us there was a safeguarding lead to refer to when guidance was needed. Risks to people who used the service and staff were assessed and managed. Staff felt that they had opportunities to develop and were supported to undertake further study. 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. We identified that in community mental health teams, wards and community inpatient hospitals, fridge temperatures were not recorded correctly; either single daily temperature readings were recorded rather than maximum and minimum levels or temperatures were not recorded on a daily basis. We found a patient being nursed in the low stimulus area and their liberty was restricted. Managers used a tool to identify and review staff numbers in accordance with need. Considerable numbers of records we reviewed during our inspection, were of a poor standard, with substantial and important clinical reviews missing, as recommended by the Mental Health Act Code of Practice. There was a range of treatment and activity delivered by skilled and experienced staff. There was a lack of understanding in teams how their own plans, visions and objectives connected with the trusts vision. Examples were given regarding learning from these. Families and carers said the wards were clean. The phones on each ward were in communal areas; the phone on Griffin ward had not been moved since the last inspection, although it had a privacy hood installed. The acute wards for adults of working age had not complied with all of the required actions following the previous inspection of September 2013. Urgent and emergency care services across England have been and continue to be under sustained pressure. We were concerned that the trust was not meeting all of its obligations under the Mental Health Act. 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. Infection prevention and control (IPC) was well managed and monitored and services were responsive to deal with frequent changes in IPC requirements during the pandemic. 42% of staff on Phoenix ward and 27% Griffin ward had received clinical supervision. There was limited time available for staff to attend specialist courses to enhance their knowledge. Patients own controlled drugs were not always managed and destroyed appropriately. Suspended ratings are being reviewed by us and will be published soon. All hospitals were running at a high bed occupancy level of above 85% which national data has linked to increased risk of bed shortages as well as an increase in healthcare associated infections. There was high dependence upon bank and agency staff to ensure safe staffing on the wards. Staff showed a good awareness of patient rights. We remain concerned that a significant period had passed and the trust had not improved access to psychology for patients and staff. Staff had a good knowledge of safeguarding. 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 adult community therapy team did not meet agreed waiting time targets. We use cookies to improve your experience on our website. The process for monitoring patients on the waiting list in specialist community mental health services for children and young people had been strengthened since the last inspection. Staff who were unclear of the process for rapid tranquillisation did not have a reminder of the process to follow. The trust had set safe staffing levels and these were followed in practice. Leicestershire Partnership NHS Trust interview details: 3 interview questions and 3 interview reviews posted anonymously by Leicestershire Partnership NHS Trust interview candidates. Patients were supported, treated with dignity and respect and involved as partners in their care. The trust had no end of life strategy as the previous one had expired and no replacement had been developed. The quality of data was variable, for example training statistics were not always reliable. Staff routinely referred patients to access additional support for employment, housing, benefits and independent mental health advocacy. Some areas at Bradgate Mental Health Unit required further improvements to the environments. Staff were up to date with mandatory training and had regular supervision and appraisals. In addition, staff did not record the maximum dose of medications a patient could have in any 24-hour period. The overall average compliance rate for supervision of staff in the learning disability wards was 46%. 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). Demand for neurodevelopment assessments remained high. Team meetings were not regular, or didn't take place.The sharing of lessons learnt remained inconsistent across some wards. These reports were presented in an accessible format. A psychologist led weekly reflective practice sessions to help staff think about the best way of helping the patient on the ward. This included environmental improvements, shared sleeping accommodation, response times to maintenance issues, care planning and access to relevant therapies in certain services. We have issued seven requirement notices which outline the breaches and require the trust to take action to address. Risk management in services required improvement. At times, there were insufficient qualified nurses on shift. The service did not exclude patients who would have benefitted from care. They were constantly looking at ways to improve their work and the patient experience of the service. At this inspection, we visited the two mental health services previously rated inadequate and one mental health service previously rated as requires improvement. Bed occupancy rates were above 85% for community health inpatient wards. Overall community hospital occupancy rates for March 2015 were 94%, which reflected bed pressures in the local region. 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. Adult liaison psychiatry services are delivered by the mental health trust across three acute hospital sites at Leicester Royal Infirmary, Leicester General Hospital and Glenfield Hospital. Not all services were safe, effective or responsive and the board needs to take urgent action to address areas of improvement. At this inspection, we rated two core services as inadequate, two core services as requires improvement, and one core service as good. Until then there is a danger information is not shared or fully available to all staff seeing a person. Staff received supervisions and appraisal. 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. Staff at St Lukes Hospital had arranged bi-monthly meetings to involve patients and visitors in the news and actions happening on the ward. It's really rewarding. The offer is for 250 to be paid through payroll and subject to tax and National Insurance and is non pensionable. There was highly visible, approachable and supportive leadership. Staff were inconsistent in updating the Historical Clinical Risk Management (HCR-20) assessments. The trust did not always manage the admission of patients into mixed sex environments well. Managers completed ligature audits which highlighted what mitigation was in place to reduce the risk for patients. The nurses we spoke with had specialist interests, including mindfulness and dementia. The environment in the crisis service did not ensure confidentiality as rooms were not sound proofed and conversations could be heard outside the room. 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. Patients described being cared for, respected and treated with dignity. Each year, we visit all NHS trusts and independent providers who care for people whose rights are restricted under the Mental Health Act to monitor the care they provide and check that patients' rights are met. There were long waiting times from initial referral to being seen in some clinics and services although these had improved in some areas since the last inspection. We were not assured that the trust risk register clearly documented action taken or progress of action, within agreed timescales. Engagement and joint planning between departments was well developed. Patient records across community inpatient services were not always completed fully. The leadership, governance and culture did not always support the delivery of high quality person centred care. However staff did not appear to be fully aware of services provided and told us there were plans to implement a seven day service in end of life care. Staff were kind, caring and respectful towards patients. 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 used "my care plan" documents to obtain patients views on their care. Staff explained to patients their rights under the Mental Health Act on admission and routinely thereafter, although we saw this was not always documented in the patients care notes. Staff received feedback on the outcomes on investigation of complaints via their managers. One ward matron told us that a patient had recently alleged that a staff member had assaulted them. There was a strong, person-centred culture. They did not have alarms or vision panels in the door. Staff completed Mental Health Act 1983 (MHA) paperwork correctly and systems were in place for secure storage of legal paperwork, advice and regular audits. The environment in specialist community mental health services for children and young people, and community based mental health services for adults of working age was not suitable, did not promote safe practice and was not well maintained. The trust had well-developed audits in place to monitor the quality of the service. Staff spoke of feeling supported by team leaders and team leaders felt supported by their managers. Staff acknowledged directors visits. Services had complied with guidance on eliminating mixed sex accommodation. Staff told us their managers were supportive and senior managers were visible within the service. Risk assessments were completed and care plans implemented to keep patients safe and promote wellbeing. We use cookies to improve your experience on our website. In two of the core services inspected, the environment had not been well maintained. There was no funding for staff to provide activities so patients had limited access to activities of their choice during their stay. Staff reported they felt supported by their colleagues and managers. Records were stored securely and well managed by staff to ensure that sensitive information about patients was protected. The HBPoS had poor visibility for observing patients. Staff treated patients with kindness, compassion and respect.We saw staff spend time talking to and their carers. 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. This could pose a risk as patients were unsupervised in this area. All assessment rooms had good visibility. Patients using the CRHT team had limited access to psychological therapies and there were no psychologists working within the CRHT team. The Health Trust HIV/AIDS Services program delivers groceries to homebound seniors and adults throughout Santa Clara County. Care plans did not always reflect a person centred approach and people who used services and their carers were not routinely involved in CPA reviews. This meant some fundamental standards were not being met. We noted, however, that staff maintained close observation when this occurred and considered this less stressful for patients than sourcing out of area beds. Admission to the unit was agreed with commissioners.
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