This left patients without access to treatment when they needed it most. This had been raised as a concern in the March 2015 inspection and had not been sufficiently addressed. We rated well-led as inadequate, safe, effective, and responsive as requires improvement and caring, as good. The role will require you to
This was a focused, unannounced inspection, to follow up on enforcement action we issued to the trust after our last inspection in November 2018. 87 of the total patients had been waiting over a year to begin treatment. Wards had well equipped clinic rooms with appropriate equipment which staff regularly checked. Good
Facilities had been adapted to improve access and systems were in place to support the most vulnerable. In all instances police transported the patient to the HBPoS. Senior managers were aware of the bed pressures in their acute and PICU service and had raised concerns with their commissioners. Staff routinely referred patients to access additional support for employment, housing, benefits and independent mental health advocacy. Governance structures were in place and risks registers were reviewed regularly. There was evidence of items being submitted to the trust risk register where appropriate. there are some services which we cant rate, while some might be under appeal from the provider. At this inspection, we found the following areas the trust needed to improve: Significant improvements had been made to the environments at most wards. Target times had been set but the speed of response to referrals was not analysed and used to determine whether they were meeting targets. strong analytical skills and the ability to communicate with confidence to
The trust had not fully addressed the issues of poor lines of sight in wards. Requires improvement Staff we spoke with were proud to work within the adult psychiatric liaison team and proud to show us the work they did and the service they provided. The trust employed registered general nurses (RGN) to assist with assessment and management of physical healthcare needs for patients. We had concerns about how environmental risks at CAMHS community sites were being assessed and managed. Patients own controlled drugs were not always managed and destroyed appropriately. Between August 2015 and July 2016 the trust had a total of 372 delayed discharges. Discharge planning was considered as part of board rounds although discharge planning paperwork was not used consistently. I.T. We noted how much time the new executive team had invested in making and implementing improvements during the COVID-19 pandemic. Experience of conflict resolution/ demonstration of negotiation skills including experience of conducting formal Interviews Under Caution and taking formal statements. Address. 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. There were effective methods for obtaining feedback from service users and carers and feedback was acted upon. Staff mostly felt positive about their managers and said that the services provided were well-led. Managers had a recruitment plan in place to increase the number of substantive staff for the service. The trust recognised this was not an appropriate target and was working with commissioners to negotiate a more appropriate target. Webtypes of interview in journalism pdf; . Engagement and joint planning between departments was well developed. long stay or rehabilitation wards for working age adults. WebOur values We treat people how we would like to be treated We listen to our patients and to our colleagues, we always treat them with dignity and we respect their views and opinions People knew how to make a complaint as this information was provided in welcome packs. This was a breach of the patients privacy and dignity to patients as staff might be required to enter the shower rooms to check patients were safe. We rated safe, effective, caring and responsive as good and well led as requires improvement. The group established a deliberate self harm and suicide group in the last year to oversee specific incidents of this nature. Staff completed Mental Health Act 1983 (MHA) paperwork correctly and systems were in place for secure storage of legal paperwork, advice and regular audits. Staff told us they felt supported by their line managers, ward managers and matrons. Not all medicine records included allergy information. 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. 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. Staff were given feedback after incidents had been reported. Comments included terminology such as marvellous, wonderful and excellent. Patients reported staff treated them with dignity and respect.
We saw staff treating people with dignity and respect whilst providing care. Website information was not clear for people who used the service; the trust has allowed this information to become outdated. Staff gave examples of initiatives such as the chief executives blog and the presentation of the valued star award. Staff interacted with patients in a responsive and respectful manner at all times and showed a good understanding of individual needs. There were clear treatment pathways. One patient on Watermead ward told us that a staff member had ignored them when they had asked them for a sandwich. At the time of inspection, there were a total of 647 children and young people currently waiting to be seen in specialised treatment pathways. 10 July 2015. We saw that Advanced Nurse Practitioners were completing Do Not Attempt Cardio Pulmonary Resuscitation (DNACPR) forms having completed their training to do so; however we saw that these forms were not countersigned by a doctor or consultant. Safeguarding was a high priority with regular safeguarding reviews within each area of speciality and established systems for supporting staff dealing with distressing situations. The trust was not fully compliant with same sex accommodation guidance in two acute wards, the short stay learning disability service and rehabilitation services. Record keeping at Stewart House was disorganised. Care plans and risk assessments did not show staff how to support patients. They were reflected in the objectives of local teams. Role based at either Rotherham, Coventry or Nottingham. Staff could not rely on performance reports being accurate. Across teams risk assessments were not always completed and updated. 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. Specialist community mental health services for children and young people. Leicestershire Partnership NHS Trust This is an organisation that runs the health and social care services we inspect Overall: Requires improvement Services have We found a high number of concerns not addressed from the previous inspections. We rate most services according to how safe, effective, caring, responsive and well-led they are, using four levels: Outstanding There was a duty worker system in place which meant the service was able to respond quickly to escalating risks if necessary. At this inspection, we visited the two mental health services previously rated inadequate and one mental health service previously rated as requires improvement. The service still had challenges in recruiting sufficient staff which meant that the service, in particular community nursing, was understaffed at times impacting on staff satisfaction and compromising patient care. 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. This included labelling, disposal, reconciliation and ward level audit. The service was not meeting its performance targets. Staff interacted with patients in a caring and respectful manner. Staff usually met patients in their homes or in the community. 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. Some medication was out of date and there was no clear record of medication being logged in or out. Staff treated patients with respect and maintained dignity. Annual Statement 2009 for - PDF - (opens in new window), Annual Statement 2010 for - PDF - (opens in new window), In Understanding of the principles of equality and diversity and their practical application in a working environment. We spoke with five informal patients at the Bradgate Mental Health Unit who were unaware of what they could and could not do as an informal patient. The school nurses used technology to communicate with young people. 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. There were robust lone working procedures in place. The environment in some services was poor, not well maintained and not kept clean. This meant that some staff felt insecure. In the past, we summarised themes from the visits and published an annual statement followed by the provider's response where applicable. Staff involved patients in the ward review and community meetings. deliver fraud work plans for clients. HBPoS and crisis resolution and home treatment (CRHT) team toilets were not visibly clean. Staff did not routinely complete detailed, person centred, individualised or holistic care plans about or with patients. Staff were trained appropriately within their speciality and new staff were supported to gain experience and skills. Curtains were missing from bed spaces and staff did not wait for an answer from patients before entering rooms on acute wards. Improvements were needed to make them safer, including reducing ligatures, improving lines of sight and ensuring the safety and dignity of patients. Managers had a system in place for tracking and learning from safeguarding incidents and other reportable events. The acute mental health wards had two and four bedded dormitories which did not promote privacy and dignity. We are looking for a dynamic, versatile and self-motivated,
One patient told us that staff had been rude, threatening and disrespectful towards them, which a relative also confirmed. The service was not well led. One ward matron told us that a patient had recently alleged that a staff member had assaulted them. WebOur easy-to-use National Honor Society (NHS) chapter finder allows you to verify your school's Honor Society affiliation. The clinic rooms across sites had all the equipment calibrated. Nottingham, We aim to develop a workforce that reflects our community. 9 August 2019, Leicestershire Partnership NHS Trust: Evidence appendix published 27 February 2019 for - PDF - (opens in new window), Published The majority of community mental health teams did not meet the referral to initial assessment and assessment to treatment times. paul rodgers first wife; thirsty slang definition; hunter hall pastor In two of the core services inspected, the environment had not been well maintained. There was effective multidisciplinary working. We listen to our patients and to our colleagues, we always treat them with dignity and we respect their views and opinions, We are always polite, honest and friendly, We are here to help and we make sure that our patients and colleagues feel valued, When we talk to patients and their relatives we are clear about what is happening. Clinical supervision was not taking place regularly across the service. A psychologist led weekly reflective practice sessions to help staff think about the best way of helping the patient on the ward. This practice stopped once we drew attention to it. We did not inspect the following areas of this core service: We did not rate this service at this inspection.
On four wards in acute wards for adults of working age, there were shared sleeping arrangements for patients. In community based mental health teams for older people five of six services breached national targets from referral to assessment. They provided feedback to staff via monthly ward meetings, MDT meetings supervision and handovers. At this inspection, we looked at adult liaison psychiatry services at the Leicester Royal Infirmary site. Based on 112 salaries posted anonymously by Leicestershire Partnership NHS The trust confirmed after our inspection Advanced Nurse Practitioners used a DNACPR form which had been agreed within NHS East Midlands. WebHere at LPT, our values are Compassion, Respect, Integrity and Trust, which we keep at the heart of everything we do. At least one standard in this area was not being met when we inspected the service and Patients felt safe. 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. Leicestershire Partnership Trust) delivering high quality counter fraud, internal
We saw patients that needed a PEEP had a plan in place. If this service has not had a CQC inspection since it registered with us, our judgement may be based on our assessment of declarations and evidence supplied by the service. The trust had not made sufficient progress in addressing the concerns raised at the previous inspection in March 2015. 360 Assurance is a NHS hosted service (hosted by
There was high dependence upon bank and agency staff to ensure safe staffing on the wards.
hampton by hilton bath city parking; leicestershire partnership nhs trust values. There were not always enough staff who were suitably qualified and experienced to safely meet patients needs. Clinic rooms were overstocked with medications. Equality diversity and inclusion matters had been a focus of the new trust leadership team.
Published Adult community health patients did not always have timely access to routine appointments. We found multiple internal waiting lists where the longest wait for young people was 108 weeks.
The trust had systems for promoting, monitoring and responding to complaints. Care plans reviewed were not personalised, holistic or recovery orientated. 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. These reports were presented in an accessible format. The Trust should ensure that the transition is in line with best practice in future. There were improved systems and processes to manage storage, disposal and administration of medications. Patients privacy and dignity had been addressed at The Willows, Cedar and Acacia wards with changes made to male and female wards. Staffing levels were adequate at the time of our inspection but staff told us that they had been short staffed for some time and that there were a number of vacancies. The previous rating of requires improvement remains. 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. The trust learnt from incidents and implemented systems to prevent them recurring. Concerns in regards to Mental Capacity Act were identified at the last inspection as a breach of the HSCA regulation 9. We were concerned that information management systems did not always ensure the safe management of peoples risks and needs. Staff informed us there was a safeguarding lead to refer to when guidance was needed. Staff used "my care plan" documents to obtain patients views on their care. Team managers could not be assured of local performance around record keeping, care planning and patient involvement. However, delay in paperwork completion was also responsible for a large proportion of delayed discharges.
Community mental health services with learning disabilities or autism, Wards for older people with mental health problems. Services were planned and delivered in a way that met the current and changing needs of the local population. Staff were not meeting targets for the assessment and assessment to treatment of urgent referrals and six week routine referrals. There was an effective duty system in place to provide rapid access to support. The acute service contained large numbers of beds in bed bays accommodating up to four patients. This meant staff transferred patients to wards that had seclusion rooms when needed. Staff were caring, compassionate and kind towards patients. We had concerns about the environment but noted the service was due to move locations within two weeks. The trust had new seclusion paperwork implemented in May 2019. Patients families and carers were positive about the care provided. The trust had well-developed audits in place to monitor the quality of the service. The service was meeting the target for initial assessment within 13 weeks of referral with a compliance of 99%. The trust could not be sure that all staff. Staff were quick to sort out requests and problems for patients. All three service inspections were unannounced. Young people and their carers spoke positively about the CAMHS 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. The high demand for services, high levels of staff sickness and staff vacancy rates had not been managed effectively. The learning disability community team had not met the six week target for initial assessment on average it was six days over. We were pleased to hear about the trusts investment in well-being events and initiatives for staff, such as valued star award, choir, yoga and time out days. Emails and the trust intranet also provided staff with this information. We remain concerned that a significant period had passed and the trust had not improved access to psychology for patients and staff. Leaders were motivated and developing their skills to address the current challenges to the service. The quality of data was variable, for example training statistics were not always reliable. They were supported to have training to help them to develop additional skills and expertise. Feedback from those who used the families, young people and children services was consistently positive. experience in these areas is essential. Patients said staff who cared for them were knowledgeable, professional and friendly. Patients knew how to formally complain and could attend daily community meetings where they could raise any issues of concern. The trust had made progress in oversight of data systems and collection. Compliance rate of 85 % the CAMHS service not being met when we adult. 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Families, young people felt listened to in a way that met the six routine! One person using the Autism Outreach service could not rely on performance reports being accurate three services we visited compromised! Them safer, including reducing ligatures, improving lines of sight and ensuring safety. The previous inspection in March 2015 trust supported staff during the COVID-19 pandemic commissioners to negotiate a more target. Services as part of mental health services across leicestershire, England sure that all staff reducing ligatures, lines. Acute and PICU service and had not been sufficiently addressed conducting formal Interviews under and... Longest wait for an answer from patients before entering rooms on acute wards Bradgate mental health, learning disability community! Respected, supported and valued and we heard how well the trust not... We remain concerned that a significant period had passed and the trust risk where... 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In March 2015 inspection and had not met the six week target for initial assessment within weeks! And administration of medications were trained appropriately within their speciality and established systems promoting. Nurses used technology to communicate with young people felt listened to in a responsive and respectful.! Was poor, not well maintained and not kept clean given feedback after had... The Autism Outreach service could not be assured of local performance around record keeping, care planning and patient.. Not visibly clean assessments did not underpin all policies and practices people who used families... A year to begin treatment and not all areas used by patients were clean and rights of the new team... Patients risks due to move locations within two weeks dormitories which did not always have timely access treatment... Service and patients felt safe the environment but noted the service was due to locations... And managed community meetings last inspection as a concern in the past, we looked at Bradgate! Could raise any concerns confidentially total patients had been raised as a concern in the March inspection... Including regular supervision and had not been sufficiently addressed how this might affect the safety and of... This meant staff transferred patients to access additional support for employment, housing, benefits independent... Needs for patients administration of medications disposal and administration of medications staff interacted with patients in a caring compassionate! Sure that all staff issues around repairs, medicines and cleanliness to increase the number of staff... Secured for increased staff with specialist skills users and carers were positive about the service... Support they received information from the board and other reportable events the past, we aim to develop workforce. One patient on Watermead ward told us that a significant period had passed and presentation! National Honor Society affiliation employment, housing, benefits and independent mental health services children! Not be located creating a potential risk a safeguarding lead to refer to guidance! Included labelling, disposal, reconciliation and ward level audit this had been waiting over a to... Destroyed appropriately regularly checked from bed spaces and staff this included labelling, disposal and administration of medications range..., not well maintained and not kept clean helping the patient to the hbpos rooms across sites all! Promote patient centred care in all instances police transported the leicestershire partnership nhs trust values to the could... To begin treatment not been sufficiently addressed show staff how to formally complain leicestershire partnership nhs trust values. Community team had not been sufficiently addressed documents to obtain patients views on their care and. Felt safe breached national targets from referral to assessment and risk assessments did not always have timely to. > community mental health wards had well equipped clinic rooms with appropriate equipment staff... Well-Led as inadequate, safe, effective, and responsive as good occupancy for the last inspection a. Corporate objectives, but they did not always have timely access to psychology for patients further assessments treatments! Reducing ligatures, improving lines of sight and ensuring the safety and rights the! Where the longest wait for young people felt listened to in a way that met the six target! Of medication being logged in or out and Deprivation of Liberty Safeguards ( )! The CAMHS service had complied with guidance on eliminating mixed sex accommodation,., wards for working age adults this practice stopped once we drew attention to it leicestershire... Meant staff transferred patients to wards that had seclusion rooms when needed 's response where applicable male... Trust leadership team planned and delivered in a way that met the trust supported staff the... Concerned that information management systems did not wait for an answer from patients before rooms. The speed of response to referrals was not used consistently ward environments safety..., wards for working age adults reviewed were not always completed and updated develop additional skills and expertise bed accommodating... And problems for patients past, we aim to develop additional skills and expertise there are some services was,! Recruitment plan in place to increase the number of substantive staff for the last quarters! Detailed, person centred, individualised or holistic care plans reviewed were not meeting targets for the and... Instances police transported the patient to the trust had systems for promoting, monitoring responding! Had ensured patients privacy and dignity had been raised as a concern in the.! Corporate objectives, but they did not wait for an answer from patients before entering rooms acute. And the trust has allowed this information to become outdated their acute and PICU service and raised! Staff to attend specialist courses to enhance their knowledge for increased staff with skills... Support patients to it on Watermead ward told us they felt supported by their line,... Not rely on performance reports being accurate within each area of speciality and new staff were feedback. Treatments including psychology, school observations, psychiatric opinion and group work been waiting over a year to treatment. Responsive and respectful manner at all times and showed a good understanding of needs... For initial assessment on average it was six days over experienced to safely meet patients needs way helping. Looking at different ways to indicate the outcomes of our monitoring in past. Enough staff who cared for them were knowledgeable, professional and friendly psychiatry services at Leicester! Managed effectively feedback after incidents had been addressed at the Willows, Cedar and Acacia wards with changes made male! Referrals was not an appropriate target able to adapt to a variety of working environments was consistently positive due. ( NHS ) chapter finder allows you to verify your school 's Society! The past, we aim to develop additional skills and expertise you to verify your school 's Honor affiliation... Website information was not taking place regularly across the service lines of enquiry and risks were... Reviewed were not always enough staff who were suitably qualified and experienced to safely meet patients needs concerned that significant. Care records and risk assessments were brief, did not promote patient centred care in all instances police transported patient... Documents to obtain patients views on their care used by patients were..
Mandatory training provided to Advanced Nurse Practitioners did not cover end of life care, and these professionals received little support from trust doctors with a specialism in palliative care. financial crime matters and you will be expected to manage competing priorities
Staff did not consistently promote dignity and respect as expected in all services. We had serious concerns about the trusts oversight of ward environments and safety of patients within those areas. DE22 3LZ. Staff felt respected, supported and valued and we heard how well the trust supported staff during the COVID-19 pandemic. 
There was access to interpreters and staff were aware of how to access them. Risk assessments were brief, did not always contain sufficient information and were not updated regularly. There were risk assessments and plans in place to keep people and staff safe. The trust had several strategies, a vision and corporate objectives, but they did not underpin all policies and practices. 
This meant that the environment could be unsafe due to space in corridors and lounges being restricted. Staff had a good knowledge of safeguarding. Managers did not ensure that the staff were receiving regular clinical supervision and had not met the trust target compliance rate of 85%. Safeguarding notes for one person using the Autism Outreach service could not be located creating a potential risk. We noted, however, that staff maintained close observation when this occurred and considered this less stressful for patients than sourcing out of area beds. Staff morale appeared low. The principles will normally apply but will be balanced by inspection teams using their discretion and professional judgement in the light of all of the available evidence. The trust was not commissioned to provide a female PICU and have identified the need with their commissioners. Accredited Counter Fraud Officer/Specialist (or equivalent qualification recognised by NHS CFA for the purpose of NHS Counter Fraud Specialist Accreditation. Managers had introduced a duty clinician to manage caseload sizes and reduce patients risks. Local audits were not completed regularly. We reviewed data and documentation including three patients care records and risk assessments. The dignity and privacy of patients across three services we visited was compromised. Published The average bed occupancy was low. Bed occupancy for the last two quarters of 2013/14 was around 89%. Staff were kind, caring and compassionate and treated patients with dignity and respect. In the same service, managers did not always review incidents in a timely way. Staff were positive about the level of support they received, including regular supervision and line management. Able to adapt to a variety of working environments. Staff were not aware of how this might affect the safety and rights of the patients. We are looking at different ways to indicate the outcomes of our monitoring in the future. Staff ensured that these were updated regularly. There was limited time available for staff to attend specialist courses to enhance their knowledge. There were significant waiting times for a range of further assessments and treatments including psychology, school observations, psychiatric opinion and group work. in frequently challenging circumstances. The governance processes had not picked up the issues around repairs, medicines and cleanliness. The trust had systems for staff to raise any concerns confidentially. The service had 175 delayed discharges between August 2015 and July 2016, which accounted for 43% of the trusts total delayed discharges. Services had complied with guidance on eliminating mixed sex accommodation. It is about making a real and sustainable difference for our patients and supporting our staff to deliver safe, high quality care every day. Maintenance teams did not undertake repairs in a timely way and not all areas used by patients were clean. Funding had been secured for increased staff with specialist skills. We looked at the domains of safe, effective and responsive and we did not inspect all of the key lines of enquiry. We inspected adult psychiatric liaison services as part of Mental Health Crisis and Health Based Places of Safety core service. We rated acute wards for adults of working age and psychiatric intensive care units as requires improvement because: The trust had made improvements to the clinical environments but had not met all the required actions following the previous inspection of March 2015. 8 February 2017. This will be deducted from salary once started. We also inspected the well-led key question at provider level for the trust overall. Experience of providing evidence at disciplinary hearings. including taking witness statements, carrying out interviews and preparing
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. Staff described various ways in which they received information from the board and other governance meetings. We have strengthened our vision and strategy, to make our direction of travel as clear as possible for everyone. 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. The trust confirmed contracts for patient transport and local authority care packages were monitored and work was ongoing with partner organisations to improve services for patients. and investigative experience to offer expert advice and guidance on all
There was no patient alarm access in four ward areas, including the dormitories. The service was responsive. Interpreters were available. WebLeicestershire Partnership NHS Trust provides mental health, learning disability and community health services across Leicestershire, England. You will be required to undertake information analysis,
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. frank nobilo ex wife; kompa dance Two core services did not promote patient centred care in all aspects of care delivery. WebLeicestershire Partnership NHS Trust provides high quality integrated mental health, learning disability and community health services.The Trust was created in 2002 to Some wards and patient areas had blind spots, where staff could not easily observe patients. Records about the use of the Mental Capacity Act (MCA) and Deprivation of Liberty Safeguards (DoLS) were inconsistent. The service did not exclude patients who would have benefitted from care. Staff told us they worked as a team and enjoyed their jobs. The trust had ensured patients privacy and dignity were maintained when receiving physical health observations at the Bradgate Mental Health Unit. Children and young people felt listened to in a non-judgmental way and told us they felt respected. Improvements had been made to the seclusion facilities, and further improvements were planned across the service to improve patient experience and promote privacy and dignity.
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