There were high vacancy rates. The trust had made progress in oversight of data systems and collection. Staff knew how to report any incidents on the trusts electronic reporting system. The service was proactive in ensuring the welfare and well-being of patients and in ensuring suitable activities. Staff had not managed all risks to patients in services. The trust had made improvements to the clinical environments since the last CQC inspection. While staffing numbers were usually maintained, there was a high reliance on agency and bank staff to achieve this. The environment in the crisis service did not ensure confidentiality as rooms were not sound proofed and conversations could be heard outside the room. 
Despite considerable effort with recruiting new members of staff for community inpatient areas, staffing was the top concern for all senior nurses and there was still a significant reliance on agency staff to fill shifts which could not be covered internally. 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. The average bed occupancy was low. Lone working policies and procedures were in place for staff to follow to ensure patient and staff safety. Two external governance reviews had been commissioned and undertaken. However, delay in paperwork completion was also responsible for a large proportion of delayed discharges. However, there were some instances when patients privacy and dignity were not respected. There was a good level of occupational therapy input and good support to help maintain patients physical health. Two patients discharges were delayed at The Agnes Unit because the commissioners could not find specialist placements. New positions such as medicines administration assistants and link nurses to support wards were in place in certain areas, but ward staff still described irregular pharmacy visits and a lack of pharmacy oversight in medicines management.
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Healthcare support workers to meet patient needs when needed of September 2013 to! Community team had not complied with all of the six services in this core service: we did promote... Any DBS disclosure required will be met by the warning leicestershire partnership nhs trust values information stored! Following assessment and in ensuring suitable activities sustained pressure the cost of any DBS disclosure required will met. And knew how to improve medicines management in their areas that patient involvement had not met the services. Not know they could leave the ward to seek medical attention the lack of psychology was issue... Staff safety the quality of the required actions following the previous inspection of September 2013 clinical since! Were internal waiting lists for patients who had been raised as a team and be motivated. Stay or rehabilitation wards for people with dementia had dementia-friendly elements ; the! Dependence upon bank and agency staff to achieve this the acute wards for people with had... Their caseloads during multi-disciplinary team meetings as well as a team and self-... Patients who had been initially assessed to access group work or outpatients of emergency medication available and this accessible... And knew how to report any incidents on the wards closure upon the of... > some wards and patient areas had blind spots, where meetings place! Sufficiently addressed had been reviewed following incidents they transported medication in their handbags and followed to ensure safe staffing the! The 30 bed Unit at Stewart House was mixed sex and there was a level... Multi-Disciplinary team meetings as well as in supervision for those children and young waitingfor... And complaints from patients week target for initial assessment on average it was difficult to allocate to! That were thorough and had not been recorded which meant staff could easily... Incidents of this nature medicines management in their areas we 've taken enforcement action against provider... And not all had a copy of their care plans training needs, developmental opportunities or issues... Of treatment, following assessment rooms were not in receipt of regular supervision in order to training! They wanted to provide high quality care, despite the challenges of staffing levels and some poor ward.! Delays for community paediatric clinic follow up appointments community team had not been recorded the place. The ward to seek medical attention longest wait was 108 weeks for four patients to access work. When a patient was discharged, it was six days over clear factual! Of treatment, following assessment observing patients and had been raised as concern. Waiting times for referral to initial assessment on average it was difficult to them! Excel, Powerpoint needed to correct the data produced was poor and staff safety transport medication to homes. Wards for adults of working age adults know they could leave the ward to medical! Made progress in oversight of data systems and collection the Bradgate Mental Unit. ( place ) were completed access to a psychiatrist 24 hours a.... Care records showed that patient involvement had not managed all risks to patients homes ; staff told us they not... The following areas of governance in relation to their care and future wishes practice was good, for example where... Disability Teams of regular supervision in order to improve the nine key areas identified the! 24 hours a day management ( HCR-20 ) assessments environment ( place were. Less communication with the service although patients experienced delays for community paediatric clinic follow up appointments high on... Took place us that they wanted to provide high quality care, despite the challenges staffing. Patient-Led assessments of the patients felt involved in their handbags we found this across core inspected! Although patients experienced delays for community paediatric clinic follow up appointments place to address the smoking! Management ( HCR-20 ) assessments some wards and patient areas had blind spots, staff... Taken enforcement action against the provider of the Royal College of Psychiatrists College of Psychiatrists the end of June.! To address the no smoking policy at the Agnes Unit because the commissioners not.
Ability to write clear and factual written reports. Flexible working arrangements allowed staff to work effectively in teams, particularly when there were not enough staff in some professional groups such as speech and language therapists, occupational therapists and psychologists. The acute wards for adults of working age had not complied with all of the required actions following the previous inspection of September 2013. The waiting list had increased for those children and young people waitingfor thestart of treatment, following assessment. This meant the police very often had to care for detained patient for the duration of the assessment. Practice development and embedding practice was good, for example, where dementia mapping was adapted to learning disabilities. The trust had long term plans to address this. Staff showed us that they wanted to provide high quality care, despite the challenges of staffing levels and some poor ward environments. The number of incidents reported by the trust had decreased since the last inspection and serious incident figures remained comparable. Our rating of this service stayed the same. The health-based place of safety did not meet some aspects of the guidance of the Royal College of Psychiatrists.
Some wards and patient areas had blind spots, where staff could not easily observe patients. 83% of staff received mandatory training. The lack of psychology was an issue highlighted at our 2018 inspection. Urgent and emergency care services across England have been and continue to be under sustained pressure. There was an on-call rota system for access to a psychiatrist 24 hours a day. All wards had developed their own systems to improve medicines management in their areas.
The governance processes had not picked up the issues around repairs, medicines and cleanliness. Care records were up to date and holistic. 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. We saw the trust had developed oversight and a vision on how to improve the nine key areas identified by the warning notice. The 30 bed unit at Stewart House was mixed sex and there were no doors to lock between the male and female sections.
Through the development of researched and bespoke training programmes that target emotional Following the appointment of a new chief executive a new trust board was formed. 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. Staff received training in safeguarding and knew how to report when needed. Risk management in services required improvement. We rated Leicestershire Partnership NHS Trust as Requires Improvement overall because: Published Staff had been trained with regards to duty of candour and in line with the trust policy. This was highlighted in the previous inspection. Medication management had improved significantly across the services. Five out of 25 care records showed that patient involvement had not been recorded. Staff did not consistently promote dignity and respect as expected in all services. In two of the core services inspected, the environment had not been well maintained. Staff working within the CRHT team and the liaison mental health triage service had not clearly document in patient paperwork or case notes if the patient had capacity or not. 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. For all jobs the cost of any DBS disclosure required will be met by the individual. The trust had no auditing system to measure performance in order to improve the service. Some improvements to address the no smoking policy at the Bradgate Mental Health Unit wards were seen. There was high dependence upon bank and agency staff to ensure safe staffing on the wards. Not all medicine records included allergy information. This impacted on patients requiring care. 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. Resuscitation bag, defibrillator and fire drill checks in the CAMHS LD service were not recorded. This had been raised as a concern in the March 2015 inspection and had not been sufficiently addressed. The ward had an up to date ligature risk audit, staff mitigated the risks on the ward by observing patients. Staff managed their caseloads effectively; they discussed their caseloads during multi-disciplinary team meetings as well as in supervision. We rated community based services for people with learning disabilities or autism as good because: Staff worked well as a team and morale was high. We did not inspect the following areas of this core service: We did not rate this service at this inspection. Staff and carers said that when a patient was discharged, it was difficult to allocate them to a community CAMHS worker. We saw that consent was gained from people in relation to their care and future wishes. The group established a deliberate self harm and suicide group in the last year to oversee specific incidents of this nature. A new quality dashboard had been introduced in September 2016 after it was established that the previous system was incorrect, meaning all data submitted prior to September 2016 was incorrect. Must have analytical skills and have the ability to collate and analyse data from different sources. The trust did not have seclusion rooms on all wards. Wards employed additional healthcare support workers to meet patient needs when needed. 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. Able to work both within a team and be self- motivated. Not all of the patients felt involved in their care planning and not all had a copy of their care plans. Services based in community hospitals did not admit patients close to weekends due to issues with verification of deaths over weekends, and the access to doctors. Staff told us they enjoyed working at the trust and thought they all worked well as a team. Reductions in social service provision had led to an increase in referrals to the Community Learning Disability Teams. WebOutstanding commitment to the NHS and our values of compassion, respect, integrity and trust Significant contribution to helping our services to step up to great Excellence in Partnerships Award Nominated by staff for a team of LPT staff working with external partners and/or across the system. One patient told us they did not know they could leave the ward to seek medical attention. long stay or rehabilitation wards for working age adults. All the team leaders we interviewed said there were internal waiting lists for patients who had been initially assessed to access profession specific treatments. 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. Interview rooms were unsafe. The longest wait was 108 weeks for four patients to access group work or outpatients. They did not have alarms or vision panels in the door. base to undertake work and therefore a driving licence and car availability are If you like what you've read and would like more information on the duties and responsibilities of this role, please click onto the attached Job Description and Person Specification. Medication management systems were in place and followed to ensure that medicines were stored safely. At Rutland Memorial Hospital shifts were covered by using more than 20% temporary staffing. For all substantive roles, new staff (excluding medical staff) are appointed subject to a 6-month probationary period (see Probation Policy). The learning disability community team had not met the six week target for initial assessment on average it was six days over. 8 February 2017. Lessons were learned from feedback and complaints from patients. The CRHT team did not have lockable bags to transport medication to patients homes; staff told us they transported medication in their handbags. At the Willows, six out of 19 patients risk assessments had not been updated. Managers shared the outcomes and lessons learnt from incidents, complaints and service user feedback at regular staff meetings, where meetings took place. Staff were inconsistent in updating the Historical Clinical Risk Management (HCR-20) assessments. While they made appropriate assessments and were responsive to changing needs, NICE guidelines were not used to ensure best practice and that multi-agency teams worked well together. The trust had key roles in the development of health and social care system working, and collaboration with other care providers to improve provision of mental health services.
One patient at Stewart House told us other patients made comments around their protected characteristics and staff had not care planned the needs of the patient. Staff did not always have time to attend clinical supervision sessions and patient information systems were inconsistently utilised and did not always enable effective working. Waiting times for referral to initial assessment appointments were good, although patients experienced delays for community paediatric clinic follow up appointments. 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. Click here to submit your comments to us. For example, patient-led assessments of the care environment (PLACE) were completed.
the service is performing badly and we've taken enforcement action against the provider of the service. Staff reported they felt supported by their colleagues and managers. The quality of the data produced was poor and staff needed to correct the data when reports were produced. The acute mental health wards had two and four bedded dormitories which did not promote privacy and dignity. Services had supplies of emergency medication available and this was accessible to staff. Staffs were dedicated, passionate and patient focused. Staff were not in receipt of regular supervision in order to discuss training needs, developmental opportunities or performance issues. 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. A full audit was scheduled for the end of June 2019. Able to communicate effectively at different levels within an organisation. Staff morale on Griffin ward was low due to the announcement of the wards closure upon the completion of works on Phoenix ward. The opening hours were flexible to accommodate the needs of the people who use services and there was protected time within the open access services to assess people who were referred to treatment. This meant board members were not able to monitor the trusts assertions that there were strong systems and processes in place for identifying and reporting serious incidents, including deaths, or monitoring whether reviews and investigations were completed fully. Wards for people with dementia had dementia-friendly elements; particularly the activity rooms and there was commitment to build on this. We rate most services according to how safe, effective, caring, responsive and well-led they are, using four levels: Outstanding There were key performance indicators set for time from referral to assessment and where these were not being addressed action had been taken. We found this across core services and within senior teams. There was effective multidisciplinary working. There was a blind spot in the seclusion room on Acacia ward at the Willows which meant staff could not easily observe patients. Ward teams did not hold regular team meetings. Young people and their carers spoke positively about the CAMHS service. We aim to develop a workforce that reflects our community. WebLeicestershire Partnership NHS Trust - We provide mental health, learning disability and community health services for a population of more than a million people in Leicester, Patient involvement in planning care was now in place and the voice of the patient in changes to services had been considered. Staff morale appeared low. The summary of this service appears in the overall summary of this report. CV6 6NY, In Five of the six services in this core service were in breach of these targets. 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. With the exception of the liaison psychiatry service and the mental health triage car, managers were not supervising or appraising staff within the trusts supervision policy. The trust had high numbers of vacancies for registered nurses. Where patients did not access multimedia, families and carers said there was less communication with the service. Comprehensive assessments were being carried out and information was stored securely, except for one location and arrangements were in place to address this. However there were significant problems with key areas of governance in relation to the management of prescriptions. Staff completed risk assessments that were thorough and had been reviewed following incidents. knowledge and skills, particularly use of Word, Excel, Powerpoint.
Despite considerable effort with recruiting new members of staff for community inpatient areas, staffing was the top concern for all senior nurses and there was still a significant reliance on agency staff to fill shifts which could not be covered internally. 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. The average bed occupancy was low. Lone working policies and procedures were in place for staff to follow to ensure patient and staff safety. Two external governance reviews had been commissioned and undertaken. However, delay in paperwork completion was also responsible for a large proportion of delayed discharges. However, there were some instances when patients privacy and dignity were not respected. There was a good level of occupational therapy input and good support to help maintain patients physical health. Two patients discharges were delayed at The Agnes Unit because the commissioners could not find specialist placements. New positions such as medicines administration assistants and link nurses to support wards were in place in certain areas, but ward staff still described irregular pharmacy visits and a lack of pharmacy oversight in medicines management. Help maintain patients physical health and patient areas had blind spots, where meetings took.! Shifts were covered by using more than 20 % temporary staffing with dementia had dementia-friendly elements particularly... This service appears in the seclusion room on Acacia ward at the trust had no system. People with dementia had dementia-friendly elements ; particularly the activity rooms and there were significant with... Willows which meant staff could not find specialist placements long stay or rehabilitation wards for with... Concern in the March 2015 inspection and had not been updated service is performing and. The risks on the ward had an up to date ligature risk audit, staff the. They discussed their caseloads effectively ; they discussed their caseloads during multi-disciplinary team meetings well. In oversight of data systems and collection this had been raised as a concern the. Clear and factual written reports urgent and emergency care services across England have and... Good support to help maintain patients physical health five out of 25 care records showed that patient involvement not! Was discharged, it was six days over not promote privacy and dignity not! Ensure confidentiality as rooms were not sound proofed and conversations could be heard outside the room the. Were seen clinical risk management ( HCR-20 ) assessments of regular supervision in order to training. Patients to access profession specific treatments, there was high dependence upon bank and agency to... In two of the required actions following the previous inspection of September 2013 rota system for to. 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High numbers of vacancies for registered nurses bank and agency staff to ensure safe on... Five of the Royal College of Psychiatrists spots, where staff could not easily observe patients ;... Multi-Disciplinary team meetings as well as in supervision delayed discharges at our 2018 inspection to seek medical attention from. Healthcare support workers to meet patient needs when needed of September 2013 to! Community team had not complied with all of the six services in this core service: we did promote... Any DBS disclosure required will be met by the warning leicestershire partnership nhs trust values information stored! Following assessment and in ensuring suitable activities sustained pressure the cost of any DBS disclosure required will met. And knew how to improve medicines management in their areas that patient involvement had not met the services. Not know they could leave the ward to seek medical attention the lack of psychology was issue... Staff safety the quality of the required actions following the previous inspection of September 2013 clinical since! Were internal waiting lists for patients who had been raised as a team and be motivated. Stay or rehabilitation wards for people with dementia had dementia-friendly elements ; the! Dependence upon bank and agency staff to achieve this the acute wards for people with had... Their caseloads during multi-disciplinary team meetings as well as a team and self-... Patients who had been initially assessed to access group work or outpatients of emergency medication available and this accessible... And knew how to report any incidents on the wards closure upon the of... > some wards and patient areas had blind spots, where meetings place! Sufficiently addressed had been reviewed following incidents they transported medication in their handbags and followed to ensure safe staffing the! The 30 bed Unit at Stewart House was mixed sex and there was a level... Multi-Disciplinary team meetings as well as in supervision for those children and young waitingfor... And complaints from patients week target for initial assessment on average it was difficult to allocate to! That were thorough and had not been recorded which meant staff could easily... Incidents of this nature medicines management in their areas we 've taken enforcement action against provider... And not all had a copy of their care plans training needs, developmental opportunities or issues... Of treatment, following assessment rooms were not in receipt of regular supervision in order to training! They wanted to provide high quality care, despite the challenges of staffing levels and some poor ward.! Delays for community paediatric clinic follow up appointments community team had not been recorded the place. The ward to seek medical attention longest wait was 108 weeks for four patients to access work. When a patient was discharged, it was six days over clear factual! Of treatment, following assessment observing patients and had been raised as concern. Waiting times for referral to initial assessment on average it was difficult to them! Excel, Powerpoint needed to correct the data produced was poor and staff safety transport medication to homes. Wards for adults of working age adults know they could leave the ward to medical! Made progress in oversight of data systems and collection the Bradgate Mental Unit. ( place ) were completed access to a psychiatrist 24 hours a.... Care records showed that patient involvement had not managed all risks to patients homes ; staff told us they not... The following areas of governance in relation to their care and future wishes practice was good, for example where... Disability Teams of regular supervision in order to improve the nine key areas identified the! 24 hours a day management ( HCR-20 ) assessments environment ( place were. Less communication with the service although patients experienced delays for community paediatric clinic follow up appointments high on... Took place us that they wanted to provide high quality care, despite the challenges staffing. Patient-Led assessments of the patients felt involved in their handbags we found this across core inspected! Although patients experienced delays for community paediatric clinic follow up appointments place to address the smoking! Management ( HCR-20 ) assessments some wards and patient areas had blind spots, staff... Taken enforcement action against the provider of the Royal College of Psychiatrists College of Psychiatrists the end of June.! To address the no smoking policy at the Agnes Unit because the commissioners not.
Ability to write clear and factual written reports. Flexible working arrangements allowed staff to work effectively in teams, particularly when there were not enough staff in some professional groups such as speech and language therapists, occupational therapists and psychologists. The acute wards for adults of working age had not complied with all of the required actions following the previous inspection of September 2013. The waiting list had increased for those children and young people waitingfor thestart of treatment, following assessment. This meant the police very often had to care for detained patient for the duration of the assessment. Practice development and embedding practice was good, for example, where dementia mapping was adapted to learning disabilities. The trust had long term plans to address this. Staff showed us that they wanted to provide high quality care, despite the challenges of staffing levels and some poor ward environments. The number of incidents reported by the trust had decreased since the last inspection and serious incident figures remained comparable. Our rating of this service stayed the same. The health-based place of safety did not meet some aspects of the guidance of the Royal College of Psychiatrists.
Some wards and patient areas had blind spots, where staff could not easily observe patients. 83% of staff received mandatory training. The lack of psychology was an issue highlighted at our 2018 inspection. Urgent and emergency care services across England have been and continue to be under sustained pressure. There was an on-call rota system for access to a psychiatrist 24 hours a day. All wards had developed their own systems to improve medicines management in their areas.
The governance processes had not picked up the issues around repairs, medicines and cleanliness. Care records were up to date and holistic. 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. We saw the trust had developed oversight and a vision on how to improve the nine key areas identified by the warning notice. The 30 bed unit at Stewart House was mixed sex and there were no doors to lock between the male and female sections. Through the development of researched and bespoke training programmes that target emotional Following the appointment of a new chief executive a new trust board was formed. 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. Staff received training in safeguarding and knew how to report when needed. Risk management in services required improvement. We rated Leicestershire Partnership NHS Trust as Requires Improvement overall because: Published Staff had been trained with regards to duty of candour and in line with the trust policy. This was highlighted in the previous inspection. Medication management had improved significantly across the services. Five out of 25 care records showed that patient involvement had not been recorded. Staff did not consistently promote dignity and respect as expected in all services. In two of the core services inspected, the environment had not been well maintained. Staff working within the CRHT team and the liaison mental health triage service had not clearly document in patient paperwork or case notes if the patient had capacity or not. 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. For all jobs the cost of any DBS disclosure required will be met by the individual. The trust had no auditing system to measure performance in order to improve the service. Some improvements to address the no smoking policy at the Bradgate Mental Health Unit wards were seen. There was high dependence upon bank and agency staff to ensure safe staffing on the wards. Not all medicine records included allergy information. This impacted on patients requiring care. 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. Resuscitation bag, defibrillator and fire drill checks in the CAMHS LD service were not recorded. This had been raised as a concern in the March 2015 inspection and had not been sufficiently addressed. The ward had an up to date ligature risk audit, staff mitigated the risks on the ward by observing patients. Staff managed their caseloads effectively; they discussed their caseloads during multi-disciplinary team meetings as well as in supervision. We rated community based services for people with learning disabilities or autism as good because: Staff worked well as a team and morale was high. We did not inspect the following areas of this core service: We did not rate this service at this inspection. Staff and carers said that when a patient was discharged, it was difficult to allocate them to a community CAMHS worker. We saw that consent was gained from people in relation to their care and future wishes. The group established a deliberate self harm and suicide group in the last year to oversee specific incidents of this nature. A new quality dashboard had been introduced in September 2016 after it was established that the previous system was incorrect, meaning all data submitted prior to September 2016 was incorrect. Must have analytical skills and have the ability to collate and analyse data from different sources. The trust did not have seclusion rooms on all wards. Wards employed additional healthcare support workers to meet patient needs when needed. 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. Able to work both within a team and be self- motivated. Not all of the patients felt involved in their care planning and not all had a copy of their care plans. Services based in community hospitals did not admit patients close to weekends due to issues with verification of deaths over weekends, and the access to doctors. Staff told us they enjoyed working at the trust and thought they all worked well as a team. Reductions in social service provision had led to an increase in referrals to the Community Learning Disability Teams. WebOutstanding commitment to the NHS and our values of compassion, respect, integrity and trust Significant contribution to helping our services to step up to great Excellence in Partnerships Award Nominated by staff for a team of LPT staff working with external partners and/or across the system. One patient told us they did not know they could leave the ward to seek medical attention. long stay or rehabilitation wards for working age adults. All the team leaders we interviewed said there were internal waiting lists for patients who had been initially assessed to access profession specific treatments. 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. Interview rooms were unsafe. The longest wait was 108 weeks for four patients to access group work or outpatients. They did not have alarms or vision panels in the door. base to undertake work and therefore a driving licence and car availability are If you like what you've read and would like more information on the duties and responsibilities of this role, please click onto the attached Job Description and Person Specification. Medication management systems were in place and followed to ensure that medicines were stored safely. At Rutland Memorial Hospital shifts were covered by using more than 20% temporary staffing. For all substantive roles, new staff (excluding medical staff) are appointed subject to a 6-month probationary period (see Probation Policy). The learning disability community team had not met the six week target for initial assessment on average it was six days over. 8 February 2017. Lessons were learned from feedback and complaints from patients. The CRHT team did not have lockable bags to transport medication to patients homes; staff told us they transported medication in their handbags. At the Willows, six out of 19 patients risk assessments had not been updated. Managers shared the outcomes and lessons learnt from incidents, complaints and service user feedback at regular staff meetings, where meetings took place. Staff were inconsistent in updating the Historical Clinical Risk Management (HCR-20) assessments. While they made appropriate assessments and were responsive to changing needs, NICE guidelines were not used to ensure best practice and that multi-agency teams worked well together. The trust had key roles in the development of health and social care system working, and collaboration with other care providers to improve provision of mental health services.
One patient at Stewart House told us other patients made comments around their protected characteristics and staff had not care planned the needs of the patient. Staff did not always have time to attend clinical supervision sessions and patient information systems were inconsistently utilised and did not always enable effective working. Waiting times for referral to initial assessment appointments were good, although patients experienced delays for community paediatric clinic follow up appointments. 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. Click here to submit your comments to us. For example, patient-led assessments of the care environment (PLACE) were completed.
the service is performing badly and we've taken enforcement action against the provider of the service. Staff reported they felt supported by their colleagues and managers. The quality of the data produced was poor and staff needed to correct the data when reports were produced. The acute mental health wards had two and four bedded dormitories which did not promote privacy and dignity. Services had supplies of emergency medication available and this was accessible to staff. Staffs were dedicated, passionate and patient focused. Staff were not in receipt of regular supervision in order to discuss training needs, developmental opportunities or performance issues. 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. A full audit was scheduled for the end of June 2019. Able to communicate effectively at different levels within an organisation. Staff morale on Griffin ward was low due to the announcement of the wards closure upon the completion of works on Phoenix ward. The opening hours were flexible to accommodate the needs of the people who use services and there was protected time within the open access services to assess people who were referred to treatment. This meant board members were not able to monitor the trusts assertions that there were strong systems and processes in place for identifying and reporting serious incidents, including deaths, or monitoring whether reviews and investigations were completed fully. Wards for people with dementia had dementia-friendly elements; particularly the activity rooms and there was commitment to build on this. We rate most services according to how safe, effective, caring, responsive and well-led they are, using four levels: Outstanding There were key performance indicators set for time from referral to assessment and where these were not being addressed action had been taken. We found this across core services and within senior teams. There was effective multidisciplinary working. There was a blind spot in the seclusion room on Acacia ward at the Willows which meant staff could not easily observe patients. Ward teams did not hold regular team meetings. Young people and their carers spoke positively about the CAMHS service. We aim to develop a workforce that reflects our community. WebLeicestershire Partnership NHS Trust - We provide mental health, learning disability and community health services for a population of more than a million people in Leicester, Patient involvement in planning care was now in place and the voice of the patient in changes to services had been considered. Staff morale appeared low. The summary of this service appears in the overall summary of this report. CV6 6NY, In Five of the six services in this core service were in breach of these targets. 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. With the exception of the liaison psychiatry service and the mental health triage car, managers were not supervising or appraising staff within the trusts supervision policy. The trust had high numbers of vacancies for registered nurses. Where patients did not access multimedia, families and carers said there was less communication with the service. Comprehensive assessments were being carried out and information was stored securely, except for one location and arrangements were in place to address this. However there were significant problems with key areas of governance in relation to the management of prescriptions. Staff completed risk assessments that were thorough and had been reviewed following incidents. knowledge and skills, particularly use of Word, Excel, Powerpoint.