leicestershire partnership nhs trust values

We saw that patient numbers exceeded the number of beds available on wards. We are proud of our 5,400 staff and together we aim to . The trust did not ensure that they meet set target times for referral to initial assessment, and assessment to treatment in the majority of teams. Care records showed that physical health examinations were completed upon admission and there was ongoing monitoring of physical health across the trust. We did not rate this inspection. When community meetings occurred, staff did not include details of outcomes to evidence change. These included unsafe environments that did not promote the dignity of patients; insufficient staffing levels to safely meet patients needs; inadequate arrangements for medication management; concerns regarding seclusion and restraint practice: insufficient clinical risk management. The trust was not commissioned to provide female psychiatric intensive care beds. However, they did not always meet the required skill mix for the nursing teams. Preventing infections Same sex accommodation Building better hospitals eHospital Programme Our 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 We are always polite, honest and friendly 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. Patients and their carers were not involved in care planning and care programme approach (CPA) reviews. Staff documented seclusion well in most services, compared to our last inspection. We rated well-led as inadequate, safe, effective, and responsive as requires improvement and caring, as good. Leicestershire Partnership NHS Trust - One Year on from the Mental Health Taskforce Leicestershire Partnership NHS Trust (LPT) continues to break new ground in ensuring the physical health of its patients and service users is cared for as well as their mental health, the ultimate aim of which is to achieve parity of esteem. There had been a change in leadership and a review of key performance indicators (KPIs) with commissioners. 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 did not speak to any patients using the service at the time of the inspection. The service was proactive in ensuring the welfare and well-being of patients and in ensuring suitable activities. Smoking cessation had been successful across most wards in the Bradgate Mental Health Unit.The trust had re-drafted the smoke free policy following on patient and staff consultation. 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. This environment was pleasant and well equipped. We rated the trust as inadequate for well-led overall. Staff did not consistently promote dignity and respect as expected in all services. There were no pharmacy services within the community mental health teams or crisis team. At West Leicestershire there was a lack of psychology input. Staff informed us there was a safeguarding lead to refer to when guidance was needed. Six staff expressed concerns about the proposed move and some said the trust had not communicated information to staff effectively. We saw evidence of discharge planning in care plans written by CRHT staff. This was because the EDU batch refer sending four or five referrals at a time rather than when they arrive. The leadership, governance and culture did not always support the delivery of high quality person centred care. Inconsistencies in record-keeping for the Autism Outreach services as some records were missing, but others were of an acceptable standard. The IAPT service was not meeting the Key Performance Indicators (KPIs) set by commissioners in relation to access targets' - meaning they were not getting the expected quota of referrals per population head. Staff did not always record or update comprehensive risk assessments. We are proud of our 5,400 staff and together we aim to . In the past, we summarised themes from the visits and published an annual statement followed by the provider's response where applicable. We gave an overall rating for mental health crisis services and health-based places of safety of requires improvement because: Overall we rated this core service as requires improvement because: We do not give an overall rating for specialist services. Patients gave positive feedback regarding the care they received. There was good access to interpreters and signers when needed. We found out of date and non-calibrated equipment located within a cupboard in the health-based place of safety. 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. Patients did not have access to regular community meetings where they would discuss ward issues and concerns. Managers ensured they monitored the reporting and recording of incidents and complaints. . This had a negative impact on the delivery of urgent nursing care, continence services and non-urgent therapy care. People knew how to make a complaint as this information was provided in welcome packs. The quality of the data produced was poor and staff needed to correct the data when reports were produced. 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. Consultations with staff and the public had been undertaken to gain feedback on the proposed move of wards. 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. Not all care plans reflected patients assessed needs, or were personalised, holistic and recovery oriented. Bed occupancy for the last two quarters of 2013/14 was around 89%. Patient records were electronic, up to date and available to the multidisciplinary team to enable an integrated approach to care and treatment. Between August 2015 and July 2016 the trust had a total of 372 delayed discharges. Following the national withdrawal of the Liverpool Care Pathway the trust has developed an alternative care plan; however this has not yet been implemented. The trust used key performance indicators/dashboards to gauge the performance of the team. We observed some very positive examples of staff providing emotional support to people. There was an effective incident reporting system. We reviewed 267 case records and found that, generally, staff completed detailed individualised risk assessments for patients on admission. It is generally accepted that when occupancy rates rise above 85%, it can start to affect the quality of care provided to patients and the orderly running of the hospital. On many wards, the trust had not supplied sufficient numbers of lounge and dining chairs to accommodate all patients and some wards did not have sufficient quiet rooms for care and treatment or for patients to receive visitors. This had been raised as a concern in the March 2015 inspection and had not been sufficiently addressed. A full audit was scheduled for the end of June 2019. The high demand for services, high levels of staff sickness and staff vacancy rates had not been managed effectively. Ward matrons were looking into these alleged incidents. The trust recognised this was not an appropriate target and was working with commissioners to negotiate a more appropriate target. Maintenance teams did not undertake repairs in a timely way and not all areas used by patients were clean. We rated them as requires improvement because: During the inspection, our inspection teams carried out the following activities across 11 wards in the services: During our well-led inspection, we spoke with 32 senior leaders of the organisation and looked at a range of policies, procedures and other governance documents relating to the running of the trust. Patients were offered smoking cessation treatments, nicotine replacement therapy (NRT), or free vapes. There was a skilled multi-disciplinary team able to offer a variety of therapies. There were safe lone working practices embedded in practice. The service did however, complete local audits and produced action plans for improvement in care. Our values are Compassion, Respect, Integrity and Trust, which we keep at the heart of everything we do. This has been brought together using feedback from staff, service users and stakeholders to evolve our work so far into a clearer trust-wide strategy for all areas: Step Up to Great.Through Step Up to Great we have identified key priority areas to focus on together. This impacted on staffs ability to assess and treat young people in a timely manner. Some records were over more than one database/system which could make locating information a problem. The ovens were old and the dials were not visible and cupboards were broken. We looked at how the adult liaison psychiatry service affected patient flow, admissions to hospital and discharges from the Leicester Royal Infirmary hospital as part of the system wide healthcare. We found loose papers in records. Staff were positive about the level of support they received, including regular supervision and line management. Staff felt respected, supported and valued and we heard how well the trust supported staff during the COVID-19 pandemic. Staff were not aware of how this might affect the safety and rights of the patients. She embraces the principles of the employee as a consumer (a person who makes the choice of where to work by considering a broadly defined value proposition, inclusive of financial, work, and social aspects of life) and agile organization (a workforce that continually evolves to meet the changing interests and needs of team members and customer.) 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. We did not rate this inspection. ", Laiqaah Manjra, Corporate Affairs Administrator, "I progressed from being an apprentice to a Corporate Affairs Administrator - the NHS really supports staff development. There was a full complement of staff with no vacancies. Staff used strategies to maintain patients safety which had an adverse effect on their dignity and privacy. 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. There was no evidence of patient involvement recorded in some of the notes. Staffing numbers were met but not always the right skill mix. There was a high staff sickness rate reported and managers did not always follow the managing sickness policy. The overall average compliance rate for supervision of staff in the learning disability wards was 46%. The trust had robust governance structures and they had assured any potential gaps or overlaps had been considered. 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 saw the trust had developed oversight and a vision on how to improve the nine key areas identified by the warning notice. 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). Staff knew how to report any incidents on the trusts electronic reporting system and could raise concerns for the trust risk registers. 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. At Melton, Rutland and Harborough and Charnwood there was a lack of audits and little focus on quality and improvement. There were robust lone working procedures in place. The trusts pace for implementing equality and diversity initiatives across the organisation needed improvement. Some areas at Bradgate Mental Health Unit required further improvements to the environments. Patients were frequently not discharged when ready due to transport problems or difficulties putting care packages in place. The local managers monitored the environment for staff, carried out local audits and checked performance of staff on a regular basis. Leicestershire Partnership NHS Trust 2.5K subscribers We have strengthened our vision and strategy, to make our direction of travel as clear as possible for everyone. Two external governance reviews had been commissioned and undertaken. Detention renewal paperwork had been signed by a doctor prior to them seeing the patient. However there was no evidence of clinical audits or monitoring of the service in order to improve care provided to patients and staff were unable to talk about this to inspectors. The service had 175 delayed discharges between August 2015 and July 2016, which accounted for 43% of the trusts total delayed discharges. Feedback from those using the service was positive about how they were treated by staff and about how they were involved in making decisions with the support they needed. 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 rated community health services for adults as requires improvement because. The ratings from the inspection which took place in November 2018 remain the same. One patient told us that staff had been rude, threatening and disrespectful towards them, which a relative also confirmed. Another patient said on their comment card they did not see enough of the occupational therapist. The trust could not always provide a bed locally for patients who required admissions to its mental health wards. Risk assessments were brief, did not always contain sufficient information and were not updated regularly. The trust encouraged staff at most levels of the organisation to develop and deliver ideas for service delivery, improvement and innovation. We found a total 40 breaches of the six week referral and seven breaches of the five day urgent referral. There was evidence of leadership at local and senior level. 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. The acute mental health wards had two and four bedded dormitories which did not promote privacy and dignity. Managers had plans in place to address this issue. 42% of staff on Phoenix ward and 27% Griffin ward had received clinical supervision. 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. We noted a box for discarded needles being left unattended in a communal area. There was an on-call rota system for access to a psychiatrist 24 hours a day. Staff had access to quick guides in their clinical areas to ensure they were aware of how to manage risks. ", Daxa Mangia, Mental Health Nurse, The Willows, "I really enjoy my job, helping people to recover - I cannot imagine doing anything else.". Staff followed up on all people seen in by phone, post or face to face to help with any ongoing issues such as housing or benefits. Staff had limited opportunities to receive specialist training. Staff completed detailed risk assessments for patients on admission and reviewed them regularly after incidents. Staff were included in service developments and involved in listening into action projects for service improvement. Staffing levels were below the expected level. Staff were confused about Deprivation of Liberty standards and paperwork was incomplete. 29 October 2021. Clinical audit was taking place and learning was shared across the service. Staffs were dedicated, passionate and patient focused. They did not have alarms or vision panels in the door. Mandatory training compliance for trust wide services was 91% against the trust target of 85%. Leicestershire Partnership NHS Trust This is an organisation that runs the health and social care services we inspect Overall: Requires improvement Services have been transferred to this provider from another provider Services have been transferred to this provider from another provider All Inspections 12 April 2022 There had been several serious incidents (SI) within this service in the last year and it was not clear that learning from investigations and actions consistently took place to prevent recurrence. 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 had a good knowledge of safeguarding. Staff felt they had good local leadership and felt the governance was better with the introduction of a service line. Staff worked with both internal and external agencies to coordinate care and discharge plans. Staff said morale was good and they felt supported by their managers. Leicestershire Partnership NHS Trust Location Leicester Salary 33,706 to 40,588 a year Closing date 22 Jan 2023. Serious incidents were thoroughly investigated and outcomes and lesson learnt were discussed in a variety of clinical governance meetings. The trust was not fully compliant with same sex accommodation guidance in two acute wards, the short stay learning disability service and rehabilitation services. Staff interacted with people in a positive way and were person centred in their approach. Apply. View more Profession Occupational Therapist Grade Band 5 Contract Type Permanent Hours Full Time. There were significant waiting times for a range of further assessments and treatments including psychology, school observations, psychiatric opinion and group work. Staff told us they involved patients carers but there was little evidence of this in care records. 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. Connect with our community. Multi-disciplinary teams and inter-agency working were effective in supporting people who used the service. All ward ligature risk assessmentshad beenreviewed and were located on each ward together with mitigation summaries. Urgent and emergency care services across England have been and continue to be under sustained pressure. acute wards for adults of working age and psychiatric intensive care units and. Many staff knew the Trust values and were aware of the Chief Executive Officer. Delivered through over 100 settings from inpatient wards to out in the community, our 6,500 staff serves over 1 million people living in Leicester, Leicestershire and Rutland. Target times had been set but the speed of response to referrals was not analysed and used to determine whether they were meeting targets. Staff did not assess and record the risks posed by medicines stored in patents homes. 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. Staff at St Lukes Hospital had arranged bi-monthly meetings to involve patients and visitors in the news and actions happening on the ward. Not all patient records showed a full assessment of need, including physical health needs or up to date care plans. We found that there were often delays in hospital beds being identified with some people placed out of area away from their family, friends and community. Staff at the PIER team had not received recent Mental Health Act training. 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. 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. Staff demonstrated commitment to delivering high quality end of life care for their patients. Not all of the patients felt involved in their care planning and not all had a copy of their care plans. There were no children who had waited more than a year for treatment. Comprehensive relocation action plans were available. Staff did not always use the Mental Health Act and the accompanying Code of Practice correctly. Care and treatment was mostly planned and delivered in line with current evidence. At this inspection, we looked at adult liaison psychiatry services at the Leicester Royal Infirmary site. We rated the trust overall for well-led as inadequate. the service is performing badly and we've taken enforcement action against the provider of the service. There was evidence of lessons learnt from incidents being shared with the team. The recording of discussions and assessments with people regarding consent to treatment was not always documented. There was no funding for staff to provide activities so patients had limited access to activities of their choice during their stay. There were no separate female bedroom areas and no gender specific toilets or bathrooms. We have strengthened our vision and strategy, to make our direction of travel as clear as possible for everyone. Staff were up to date with mandatory training. 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. We had concerns about the safety of some of the facilities where care was delivered. Creating high quality, compassionate care and wellbeing for all. The majority of community mental health teams did not meet the referral to initial assessment and assessment to treatment times. They later told us that this had been an ongoing concern for around five years. At least one standard in this area was not being met when we inspected the service and Care and treatment was planned and delivered in line with current evidence-based guidance, standards, best practice and legislation. The acute mental health wards had broken facilities which had not been repaired in a timely manner and we found dirt in some areas on one ward. Where English was not the first language of patients, the service provided interpreters. Specialist equipment needed to provide care and treatment to patients in their home was appropriate and fit for purpose so patients were safe. Staff had been trained with regards to duty of candour and in line with the trust policy. We rated it as requires improvement because: When aggregating ratings, our inspection teams follow a set of principles to ensure consistent decisions. The walls in patient areas at the child and adolescent mental health team were visibly dirty in places and rooms were sparsely furnished. 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. There had been an increase in the number of CAMHS referrals over the last two years. Leicestershire Partnership NHS Trust Is this your company?
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