leicestershire partnership nhs trust values

The trust had improved how staff recorded patients physical healthcare, and monitored patients who had ongoing physical healthcare problems. In five of the six community nursing teams attendance on some mandatory training courses was below 70%. The HBPoS had poor visibility for observing patients. Managers completed ligature audits which highlighted what mitigation was in place to reduce the risk for patients. Medication management across four of the five services we inspected was poor, despite reported trust oversight and audit. Suspended ratings are being reviewed by us and will be published soon. There were waiting lists of up to 18 months for psychology and up to 40 weeks for other treatment within the personality disorder service. This could pose a risk as patients were unsupervised in this area. Staff were very caring and sensitive to patients needs. 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. Administrative staff had not received specific mental health awareness training to assist them when taking calls for people who were acutely unwell and in crisis. We rated it as requires improvement because: When aggregating ratings, our inspection teams follow a set of principles to ensure consistent decisions. There were appropriate lone working procedures in place. There was strong local leadership on the community inpatient wards and in the community. This impacted on staffs ability to assess and treat young people in a timely manner. Staff told us they will move to a new electronic system in July 2015 which will be the same as other areas in the trust. Staff did not record seclusion well. This was particularly relevant to protected characteristics. The service used evidence based, best practice guidance throughout its policies and procedures and ways of working. Morale was found to be poor in some areas and some staff told us that they did not feel engaged by the trust. The trust confirmed after our inspection Advanced Nurse Practitioners used a DNACPR form which had been agreed within NHS East Midlands. Governance processes had improved since our last inspection and operated effectively at trust level to ensure that performance and risk were managed well. Some families and carers told us that the service was not responsive, telephone calls to the service were not returned. Services had complied with guidance on eliminating mixed sex accommodation. 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. In community based mental health teams for older people five of six services breached national targets from referral to assessment. Facilities had been adapted to improve access and systems were in place to support the most vulnerable. Risk assessments were completed during the initial assessment at the CRHT team. The trust ensured that people who used services, the public, staff and external partners were engaged and involved in the design of services. ", Daxa Mangia, Mental Health Nurse, The Willows, "I really enjoy my job, helping people to recover - I cannot imagine doing anything else.". We will be working with them to agree an action plan to improve the standards of care and treatment. They are: o We focus on what matters most. To ensure that safer staffing levels were met they used regular bank or agency staff to achieve the required amount number of staff for the wards to meet the needs of the patients. Medication management systems were in place and followed to ensure that medicines were stored safely. Care and treatment of children and young people was planned and delivered in line with current evidence based guidance, standards and best practice. Some records were over more than one database/system which could make locating information a problem. However, we saw evidence this was not always achieved. The trust had significantlyreduced waiting times and the total numbersof children and young people waiting for assessments. 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. Record keeping was poor in some services. 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. ", Laiqaah Manjra, Corporate Affairs Administrator, "I progressed from being an apprentice to a Corporate Affairs Administrator - the NHS really supports staff development. Save job - Click to add the job to your shortlist. Multi-disciplinary teams and inter agency working were effective in supporting patients. We noted, however, that staff maintained close observation when this occurred and considered this less stressful for patients than sourcing out of area beds. The local managers monitored the environment for staff, carried out local audits and checked performance of staff on a regular basis. Our rating of this service stayed the same. This did not demonstrate a consistent temperature, had been maintained to assure the safety and efficacy of the medicines. We noted how much time the new executive team had invested in making and implementing improvements during the COVID-19 pandemic. The trust had addressed the issues regarding the health based place of safety identified in the previous inspection. Most patients spoke positively about their care and said they were involved. 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. Staff did not always feel actively engaged or empowered. People we spoke with said they had received a good service. All wards had developed their own systems to improve medicines management in their areas. o We are passionate and creative in our work. Therefore there were no beds available if patients returned from leave. Staff were adequately supported and debriefed following incidents and could access further support if required. The vacancy rate for the service was 12.9% and for band 5 and 6 nurses was 18.9%. 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. Where English was not the first language of patients, the service provided interpreters. Wards had high numbers of hydraulic style patient beds that were a risk to patients with histories of self-harming behaviour. Staff morale was low and they felt disempowered in some areas. Staff provided patients and carers with information in a way that they understood.At City West, City East, and South Leicestershire patients and their carers reported outstanding and good care. Staff were unaware of any service specific strategic direction. However three staff said that information from incidents and learning points was not always fully shared. 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. They showed a good understanding of peoples individual needs. The service was proactive in ensuring the welfare and well-being of patients and in ensuring suitable activities. Patients told us that appointments usually run on time and they were kept informed when they do not. The electronic data held by the trust was currently being validated with large numbers of visit records not closed on the database. We found evidence that patients, at the Bradgate Mental Health Unit, and in some instances, staff, smoking in ward areas. Staff had not routinely recorded whether they had given patients copies of their care plans and we saw this in a considerable number of patient records we sampled. At least one standard in this area was not being met when we inspected the service and There's no need for the service to take further action. Medicine management training sessions had been undertaken with inpatient ward sisters and charge nurses. At this inspection, we rated two core services as inadequate, two core services as requires improvement, and one core service as good. Patients had the use of their mobile phones on the ward. Access to treatment for specialist community mental health services for children and young people, Maintaining the privacy and dignity of patients and concordance with mixed sex accommodation, Seclusion environments and seclusion paper work. There were low levels of restraint and staff tried other methods to de-escalate before restraining patients. There were not always enough staff who were suitably qualified and experienced to safely meet patients needs. Staff had limited opportunities to receive specialist training. 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. Incidents and near misses were reported and learning from these was shared. There were different recording systems in place, for example paper records and electronic records, different professional kept separate files. Leadership behaviours were fostered, and development of staff was encouraged. We use our system of intelligent monitoring of indicators to direct our resources to where they are most needed. Practice development and embedding practice was good, for example, where dementia mapping was adapted to learning disabilities. We did not identify any significant community wide areas for improvement but did find many exemplary services provided by the trust. One patient told us there wasnt enough to do at the Willows. Patients using the CRHT team had limited access to psychological therapies and there were no psychologists working within the CRHT team. Apply. 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. Managers had a system in place for tracking and learning from safeguarding incidents and other reportable events. 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 trust had begun replacing hydraulic beds on the wards and had agreed plans for the replacement of further hydraulic beds across the site over a four-year period. Staff acknowledged directors visits. 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. Staff were inconsistent in updating the Historical Clinical Risk Management (HCR-20) assessments. Staff were confused about Deprivation of Liberty standards and paperwork was incomplete. The overall average compliance rate for supervision of staff in the learning disability wards was 46%. There were key performance indicators set for time from referral to assessment and where these were not being addressed action had been taken. The trusts pace for implementing equality and diversity initiatives across the organisation needed improvement. The senior occupational therapist was trying to recruit to vacant occupational therapy posts. The ward had an up to date ligature risk audit, staff mitigated the risks on the ward by observing patients. Its policies and procedures and ways of working inspection teams follow a of... Find many exemplary services provided by the trust was currently being validated with large numbers of hydraulic style patient that. 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