A dashboard of key performance indicators was being developed. Sixty per cent of staff working in the mental health services had attended supervision and 64% of staff working in community health inpatient services. Patients own controlled drugs were not always managed and destroyed appropriately. 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. Comprehensive assessments were being carried out and information was stored securely, except for one location and arrangements were in place to address this. There was minimal evidence of patient involvement in care plans. Until then there is a danger information is not shared or fully available to all staff seeing a person. Our HIV/AIDS Services program is in need of volunteers to help deliver . We rated Leicestershire Partnership NHS Trust as Requires Improvement overall because: Published This meant that patients were not protected from receiving unsafe treatment. egistered general nurses with dedicated time to focus on individual healthcare plans at Stewart House and The Willows. 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. 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. We found concerning evidence of long waiting times for assessment in specialist community mental health services for children and young people. We observed care being delivered in a kind and caring way, by staff who demonstrated compassion and experience. We found positive multidisciplinary work and observed staff were supporting patients. The service was proactive in ensuring the welfare and well-being of patients and in ensuring suitable activities. We talk to patients, the public and colleagues about what matters most to them and we do not assume that we know best. Leicestershire Partnership NHS Trust (LPT) provides a range of community health, mental health and learning disability services for people of all ages. Every team we spoke with knew who they reported to and what to report. There were no records of capacity being assessed for patients consent to treatment, and no clear evidence of best interests decisions being agreed. Computer systems were not shared across GP surgeries so information sharing did not happen effectively. There was evidence of lessons learnt from incidents being shared with the team. 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. A programme of work was due to start in forthcoming months, for wards yet to be refurbished. Following inspection, the trust submitted an action plan to review access to call alarms. This was a significant improvement since our last inspection which reported 171 out of area placements lasting between two and 192 days. Suspended ratings are being reviewed by us and will be published soon. We saw the trust had developed oversight and a vision on how to improve the nine key areas identified by the warning notice. Thy are entitled to receive a remuneration of 13,000 per annum each and have . Risk assessments were completed and care plans implemented to keep patients safe and promote wellbeing. Records were stored securely and well managed by staff to ensure that sensitive information about patients was protected. The use of restraint was low and staff used it as the last resort and if verbal de-escalation had not been successful. Supervision, appraisals and training compliance did not always meet the trust standard. Staff carried out physical observations in public areas in one service, and staff did not always record or explain why some observations of patients were required. 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 service participated in few national audits and did not audit patient therapy outcomes which meant benchmarking the standards of care and treatment they were giving their patients against other providers was difficult to establish. We work in partnership with a range of NHS organisations, local government and other bodies and are ultimately accountable to the secretary of state for health. There were waiting lists of up to 18 months for psychology and up to 40 weeks for other treatment within the personality disorder service. 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. 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. 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. Staff were confused about Deprivation of Liberty standards and paperwork was incomplete. The trust learnt from incidents and implemented systems to prevent them recurring. There was no evidence of patient involvement recorded in some of the notes. We saw patients that needed a PEEP had a plan in place. When staff raised concerns or ideas for improvement, they felt they were not always taken seriously. Feedback from those who used the families, young people and children services was consistently positive. Patients were positive about their care and treatment and said staff were caring and understanding and respectful. Services were planned and delivered in a way that met the current and changing needs of the local population. There were no pharmacy services within the community mental health teams or crisis team. Staff managed their caseloads effectively; they discussed their caseloads during multi-disciplinary team meetings as well as in supervision. There was a full complement of staff with no vacancies. Leicestershire Partnership NHS Trust - NEU Professionals - UK Overseas Nurse Recruitment campaign from 2022 - ongoing Leicestershire Partnership NHS Trust (LPT) provides community and mental health services for Leicester, Leicestershire and Rutland. Care and treatment was planned and delivered in line with evidence based guidance and standards, and systems were in place to ensure trust policies reflectedthe latest guidance. In rating the trust overall, we took into account the current ratings of the 12 services not inspected this time. ALT. The trust delivered programmes for staff to develop into senior roles and had a clear career development programme for nursing staff. The trust did not have seclusion rooms on all wards. There were not enough registered staff at City West and this was identified as a risk on the service risk register. We use our system of intelligent monitoring of indicators to direct our resources to where they are most needed. 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. 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. New systems were in place for staff to report any repairs or maintenance issues. The trust had made progress in oversight of data systems and collection. They showed a good understanding of peoples individual needs. This employer has not claimed their Employer Profile and is missing out on connecting with our community. At this inspection, we rated two core services as inadequate, two core services as requires improvement, and one core service as good. The service did not exclude patients who would have benefitted from care. Staff knew how to report any incidents on the trusts electronic reporting system and could raise concerns for the trust risk registers. Care planning had improved in the crisis service. A high number of outpatient appointments were cancelled. We found a total 40 breaches of the six week referral and seven breaches of the five day urgent referral. Five of the six services in this core service were in breach of these targets. These services were: We inspected all key lines of enquiry in two domains (safe and well-led) in a third service. The recording of discussions and assessments with people regarding consent to treatment was not always documented. Six staff expressed concerns about the proposed move and some said the trust had not communicated information to staff effectively. Staff used the mental health clustering tool, which included Health of the Nation Outcome Scales (HoNOS) to assess and record severity and outcomes for all patients. Staff identified this was due to the management of change process and current work being undertaken by an outside organisation to identify more effective ways of working. Services had complied with guidance on eliminating mixed sex accommodation. Patient outcomes were not routinely collected so the quality of the clinical care being delivered could not be measured or benchmarked. They were reflected in the objectives of local teams. In two services, staff were not always caring towards patients. The teams did not have waiting lists for care coordinators at the time of inspection. There was good staff morale in services. Discharge planning was considered as part of board rounds although discharge planning paperwork was not used consistently. Staff on the acute wards were not consistent with searching patients upon return from unescorted leave as some patients had managed to take lighters onto four of the wards. There was use of bank and agency staff. Some wards and patient areas had blind spots, where staff could not easily observe patients. Staff did not always record or update comprehensive risk assessments. Download the leadership behaviours booklet or watch the animation below to find out more: Our People Plan shows our dedication to making LPT a great place to work and receive care. The leadership, governance and culture did not always support the delivery of high quality person centred care. All the people who used services and the carers spoken to were happy with the service they had received and spoke positively about their interactions with staff. Staff interacted with patients in a responsive and respectful manner at all times and showed a good understanding of individual needs. We rated well-led as inadequate, safe, effective, and responsive as requires improvement and caring, as good. They provided feedback to staff via monthly ward meetings, MDT meetings supervision and handovers. Interpreters were available. Staffing was on the risk register for many of the locations we visited. We had concerns about the safety of some of the facilities where care was delivered. There was limited time available for staff to attend specialist courses to enhance their knowledge. Staff told us patients were concealing lighters and cigarettes and bringing them onto wards. All areas were very clean, fresh smelling and fit for purpose. The nurses we spoke with had specialist interests, including mindfulness and dementia. We rated long stay/rehabilitation mental health wards for working age adults as requires improvement because: The environment in some areas was very poor, particularly at Stewart House. The quality of data was variable, for example training statistics were not always reliable. The service did not have any out of area placements, readmissions or delayed discharges. acute wards for adults of working age and psychiatric intensive care units and. We will continue to keep our values of Compassion, Respect, Integrity, Trust at the centre of everything we do. We had concerns about the environment but noted the service was due to move locations within two weeks. This had been raised as a concern in the March 2015 inspection and had not been sufficiently addressed. There was clear evidence that staff learnt from incidents and had forums for information exchange to occur as and when needed. Some care plans were not holistic, for example they did not include the full range of patients problems and needs. Patients and their relatives felt involved in the care provided. Two core services did not promote patient centred care in all aspects of care delivery. Staff did not adhere to the Mental Capacity Act Code of Practice and the five principles of the Act. Staff who were unclear of the process for rapid tranquillisation did not have a reminder of the process to follow. Staff had a good knowledge of safeguarding and incident reporting. Staff were aligned to services to manage data and we have seen improvements in recording and monitoring of supervision and appraisal, improvement in managing risks of those on waiting lists in specialist community mental health services for children and young people and in training data. The trusts pace for implementing equality and diversity initiatives across the organisation needed improvement. Serious incidents were thoroughly investigated and outcomes and lesson learnt were discussed in a variety of clinical governance meetings. Staff felt well supported and were able to raise concerns with their line manager and were listened to. Staff had a good knowledge of safeguarding. This impacted on patients requiring care. Trust staff working within the had remote access to electronic systems used by the trust. The service was not well led. Staff considered and supported patients with their physical health needs in CRHT and the liaison mental health triage service. Managers shared the outcome of complaints with their ward teams. Local audits were not completed regularly. This has been brought. Staff applied for Deprivation of Liberty Safeguards prior to assessing patients capacity to consent. Leicestershire Partnership NHS Trust Is this your company? The trust had not fully addressed the issues of poor lines of sight in wards. The service had not met the six week target for initial assessment, on average patients were seen six days over the target date. ", John Barnes, Charge Nurse, LD Short Breaks, "I really enjoy the human interaction on a daily basis - with colleagues, patients, relatives. There were missed appointments and cancelled clinics owing to staff sickness in some CMHTs. There were risk assessments and plans in place to keep people and staff safe. 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. The trust provided patients with accessible information on treatments, local services, patients rights and how to complain across all services. There is a vacancy for a Non-executive Director at Leicestershire Partnership NHS Trust (LPT). 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 NHS is founded on principles and values that bind together the diverse communities . Beds were not always available for people living in the trusts catchment area. Managers did not ensure that staff completed Mental Capacity assessments in line with the Act. Staff received regular supervision and most had received an appraisal in the last 12 months. Risk assessments were completed during the initial assessment at the CRHT team. We observed some very positive examples of staff providing emotional support to people. Staffing levels were below the expected level. 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 Assessed risks were well-managed and staff showed a good awareness of individual needs and how to respond to them. Care plans were not always holistic and person centred. Patients could not always access a bed in their locality when needed and the trust moved patients between wards and services during episodes of care and following return from leave. We're one team with shared values providing the best care possible. There were issues within the trust of a bullying culture despite evidence that staff knew the trust values. Staff empathised where a person had a negative experience and offered support where necessary. There were effective methods for obtaining feedback from service users and carers and feedback was acted upon. Patients told us that staff listened and empathised with them. Some improvements to address the no smoking policy at the Bradgate Mental Health Unit wards were seen. Staff described various ways in which they received information from the board and other governance meetings. Maintenance teams did not undertake repairs in a timely way and not all areas used by patients were clean. The majority of repairs and maintenance issues highlighted within the warning notice at the Bradgate Mental Health Unit had been fixed or resolved. 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. Staff completed care plans for patients. The trust had developed new processes and redesigned and improved data validation. 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. Staff told us there were no service information leaflets available. This does not comply with the guidance from the Royal College of Psychiatrists. Your skills are needed for the NHS Reservist project. There's no need for the service to take further action. In two of the core services inspected, the environment had not been well maintained. 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leicestershire partnership nhs trust values