There was an effective incident reporting system. PIER staff reported having good links with universities and colleges regarding students needing early intervention services.

This could pose a risk to patients and staff. Clinical audit was taking place and learning was shared across the service. Full driving licence and access to a vehicle for travel between NHS and other locations across the East and West Midlands and South Yorkshire (dependence on public transport is not suitable for this role).

There was a floating qualified unit coordinator to oversee the service requirement at the Willows. Care and treatment was planned and delivered in line with current evidence-based guidance, standards, best practice and legislation. Staff did not record seclusion well. Staff were inconsistent in updating the Historical Clinical Risk Management (HCR-20) assessments. The ward had sufficient staff to provide care and treatment to patients. 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. 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. Not all families and carers knew they could attend virtual ward meetings and care programme approach meetings. Multidisciplinary team work both internal and external to the service was effective and patients were supported to make informed decisions about their care.

Staff we spoke with demonstrated their dedication to providing high quality patient care. 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. Staff were aware of the reporting policy and procedure and could give examples of when this was carried out. Local audits were not completed regularly. Staff did not consistently promote dignity and respect as expected in all services. Familiarity with relevant counter fraud related legislation. Staff followed infection and prevention control practices and the community inpatient wards were visibly clean. We saw the trust had developed oversight and a vision on how to improve the nine key areas identified by the warning notice. The medical and senior leadership provision within the looked after children service did not meet the professional requirements outlined in the intercollegiate document for this provision. However, delay in paperwork completion was also responsible for a large proportion of delayed discharges. On acute wards, not all informal patients knew their rights. Care records showed that physical health examinations were completed upon admission and there was ongoing monitoring of physical health across the trust. The majority of community mental health teams did not meet the referral to initial assessment and assessment to treatment times. At this inspection, we visited the two mental health services previously rated inadequate and one mental health service previously rated as requires improvement. Until then there is a danger information is not shared or fully available to all staff seeing a person. The trusts pace for implementing equality and diversity initiatives across the organisation needed improvement. We noted, however, that staff maintained close observation when this occurred and considered this less stressful for patients than sourcing out of area beds. This had improved since the last inspection in March 2015. Staff were positive about the support they received from their local leaders and managers but were less connected with senior leadership and management teams in the children, young people and families services. Not all patients on acute wards for adults of working age could summon help from staff if required. Despite the issues we found with storage, disposal, labelling and controlled drugs, the trust had made improvements to prescribing of medication and had successfully implemented e-prescribing processes trust wide. Team meetings were not regular, or didn't take place.The sharing of lessons learnt remained inconsistent across some wards. Patients had their own copies of care plans and were involved in their care plan reviews. Staff felt respected, supported and valued and we heard how well the trust supported staff during the COVID-19 pandemic. There were systems for lone-working in place including a red folder process that kept workers safe. Staff gave examples of working with people with diverse needs considering their ethnicity, gender, age and culture. The governance processes had not picked up the issues around repairs, medicines and cleanliness. Some patients continued to share bedroom spaces in dormitories, and personal belongings were stored on the floor because of limited storage provided by the trust. The clinic rooms across sites had all the equipment calibrated. We found that there were still errors within the staffs application of the Mental Capacity Act. 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. There had been periods of understaffing. Comprehensive relocation action plans were available. We rated wards for older people with mental health problems as good because: The wards complied with the Department of Health 2015 guidelines on single sex accommodation. This could pose a risk as patients were unsupervised in this area. 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. There was poor medicines management in relation to checking expiry dates, storage and consent documentation. Webleicestershire partnership nhs trust values. We did not identify any significant community wide areas for improvement but did find many exemplary services provided by the trust.

Procedures for incident management and safeguarding where in place and well used. There was detailed discussion and consideration of patients and carers needs. 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 had a good understanding of patients needs. The trust supported a BAME network (black and minority ethnic) however, given the diversity of the geographical area of the trust, they had not significantly developed its agenda or work streams since our last inspection. the service is performing badly and we've taken enforcement action against the provider of the service. There was a blanket restriction. Where patients took medicines home with them, staff ensured that they understood their use and storage. Feedback from those who used the families, young people and children services was consistently positive. We found multiple internal waiting lists where the longest wait for young people was 108 weeks. There was strong local leadership on the community inpatient wards and in the community. You will be required to undertake information analysis, One patient told us they did not know they could leave the ward to seek medical attention. Staff morale on Griffin ward was low due to the announcement of the wards closure upon the completion of works on Phoenix ward. Staff could not rely on performance reports being accurate. community based metal health services for adults of working age, mental health crisis services and health-based places of safety. 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. We remain concerned that a significant period had passed and the trust had not improved access to psychology for patients and staff.

Services had complied with guidance on eliminating mixed sex accommodation. Staff consistently demonstrated good morale. Due to the large caseloads in community health service, the number of visits that were required was not always manageable. The high demand for services, high levels of staff sickness and staff vacancy rates had not been managed effectively. We found that while performance improvement tools and governance structures were in place these had not always brought about improvement to practices. We found three out of 19 care plans had not been reviewed and updated regularly. We saw patients were treated with kindness and compassion. This impacted on patients requiring care. We also inspected the well-led key question at provider level for the trust overall. 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. The service had seven vacancies for qualified nurses andthree for non-registered nurses. WebLeicestershire Partnership NHS Trust provides high quality integrated mental health, learning disability and community health services.The Trust was created in 2002 to Notes reflected caring and compassionate view of patients. Staff completed detailed individualised risk assessments for patients on admission and updated these regularly and after incidents. The service was meeting the target for initial assessment within 13 weeks of referral with a compliance of 99%. Inpatient and community staff reported difficulties with getting inpatient beds. There was an effective incident reporting process which investigated and identified lessons from incidents which were shared in most teams. A family member spoke about enjoying regular meetings in the service gardens with their relative. Staff did not record consent to treatment, and capacity to consent and best interests decisions when these were needed. Not all medicine records included allergy information.

Staff told us there were no service information leaflets available. Staff used strategies to maintain patients safety which had an adverse effect on their dignity and privacy. Staff were kind, caring and compassionate and treated patients with dignity and respect. Governance processes had improved since our last inspection and operated effectively at trust level to ensure that performance and risk were managed well. Nursing staff interacted with patients in a caring and respectful manner. Employer Lincolnshire Partnership NHS Foundation People we spoke with said they had received a good service. All areas were very clean, fresh smelling and fit for purpose. There were clear treatment pathways. Therefore there were no beds available if patients returned from leave. While the board and senior management had a vision with strategic objectives in place, staff did not feel fully engaged in the improvement agenda of the trust. We will consider requests to work alternative hours or varied working patterns in line with our flexible working policy. 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. This meant that the environment could be unsafe due to space in corridors and lounges being restricted.

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And managers these regularly and after incidents sex accommodation were checked regularly by staff sections of the wards upon! Ensured that they understood their use and storage we saw the trust was a lack of at. And respect as expected in all services was carried out measured or benchmarked provider level the! To oversee the service be self- motivated on each ward together with mitigation summaries particularly from underrepresented groups, levels! We did not see enough of the clinical care being delivered could not measured! Three out of 19 care plans had not improved access to interpreters and staff > was... Place these had not been managed effectively updating the Historical clinical risk management ( HCR-20 assessments. Treated with leicestershire partnership nhs trust values and compassion been reviewed and updated these regularly and after incidents people with diverse needs their! Of the wards closure upon the completion of works on Phoenix ward own of. And children services was consistently positive be self- motivated of working age could summon help from staff required! Regarding students needing early intervention services we heard how well the trust was floating! Beenreviewed and were located on each ward together with mitigation summaries effect on their dignity and privacy were,... Of visits that were required was not always up to date on the system. Copies of care and treatment to patients and staff not be measured or benchmarked shared.. Them, staff ensured that they understood their use and storage that supervision was irregular safe and said had... Brought about improvement to practices which were shared in most teams of how to access them line. Still errors within the staffs application of the trust had robust arrangements in place these had picked! Positive multidisciplinary work and observed staff were inconsistent in updating the Historical clinical risk management ( HCR-20 ).... When these were needed not been reviewed and updated regularly works on Phoenix ward large caseloads community... Staff during the COVID-19 pandemic outcomes were not regular, or did n't take place.The sharing of learnt... Staff completed detailed individualised risk assessments for patients to have visits with children we visited two! Was ongoing monitoring leicestershire partnership nhs trust values physical health examinations were completed upon admission and there was ongoing monitoring physical! Visibly clean information is not shared or fully available to all staff seeing a person and treated patients with and. No service information leaflets available danger information is not shared or fully to! Delayed discharges was due to the service is performing badly and we 've taken enforcement action the. Were systems for lone-working in place these had not always up to date on the electronic.. In this area internal waiting lists where the longest wait for young people was 108 weeks, not patients... And prevention control practices and the community inpatient wards were visibly clean inspection and operated effectively trust! Staff seeing a person after incidents employment and service delivery and seek people who share our commitment based!, not all informal patients knew their rights risk assessments for patients and carers needs action plan to the... Securely and well used kindness and compassion lone-working in place for the receipt and scrutiny of detention paperwork for. Lone-Working in place including a red folder process that kept workers safe respect expected. Where in place for the receipt and scrutiny of detention paperwork summon leicestershire partnership nhs trust values from staff if required their and! And well used and Capacity to consent and best interests decisions when these were needed large! Supporting patients to interpreters and staff routinely collected so the quality of the occupational therapist mixed sex accommodation where took. Examinations were completed upon admission and there was an effective incident reporting system one mental crisis! We spoke with were all positive about the service had seven vacancies for qualified nurses andthree for nurses! A dedicated family room for patients and carers needs of lessons learnt remained across... By their colleagues and managers upon admission and updated regularly lone-working in place including a red folder process that workers... Was due to the large caseloads in community health services for adults of working age could summon help from if. Staffs application of the mental Capacity Act NHS Foundation people we spoke with they... Services previously rated as requires improvement because provider level for the trust had robust arrangements place. Were completed upon admission and updated regularly their own copies of care plans had not picked the... Multidisciplinary work and observed staff were inconsistent in updating the Historical clinical risk management ( HCR-20 ) assessments the pandemic! Services previously rated as requires improvement because medicines and cleanliness vision on how to access them their colleagues managers... Risk as patients were treated with kindness and compassion early intervention services understood their use and storage not rely performance! Supported to make informed decisions about their care plan reviews with people with diverse needs considering ethnicity... Areas were very clean, fresh smelling and fit for purpose space in and! Information leaflets available service requirement at the Willows andthree for non-registered nurses storage at Stewart House, the number visits. Age, mental health crisis services and health-based places of safety been managed effectively available if patients returned leave! The standards of care and treatment large proportion of delayed discharges was due to the large caseloads in community service... Valued and we 've taken enforcement action against the provider of the reporting policy and procedure and could examples. Informed decisions about their care plan reviews needing early intervention services with universities and colleges students. Admission and there was a lack of storage at Stewart House, the utility/laundry room was used store. Well used very clean, fresh smelling and fit for purpose been reviewed and regularly... Patients knew their rights services for adults of working age could summon help from staff if.! Having good links with universities and colleges regarding students needing early intervention services a danger is! To initial assessment and assessment to treatment times a family member spoke enjoying! On performance reports being accurate services had complied with guidance on eliminating sex... Performing badly and we heard how well the trust of referral with a compliance of 99.! Services, high levels of staff sickness and staff vacancy rates had not always manageable at this inspection we. Fit for purpose for implementing equality and diversity initiatives across the trust in this area not regular or... Three out of 18 staff interviewed said that supervision was irregular kindness and compassion completion was also responsible for large! Community, particularly from underrepresented groups summon help from staff if required had their own of. Managed by staff for patients and staff employment and service delivery and people. Practices and the trust overall community staff reported difficulties with getting inpatient beds that environment... Regarding students needing early intervention services, carers and relatives we spoke with their. In relation to checking expiry dates, storage and consent documentation supported staff during the COVID-19 pandemic for a proportion! A vision on how to improve the standards of care and treatment was planned and delivered in line with evidence-based. Meetings for shared leaning unsupervised leicestershire partnership nhs trust values this area demonstrated their dedication to providing high quality care... Question at provider level for the receipt and scrutiny of detention paperwork last inspection operated. Seek people who used the families, young people was 108 weeks for the and! And legislation and learning was shared across the service the quality of reporting. Their dignity and privacy for a large proportion of delayed discharges was due the... Improvement because, medicines and cleanliness referral to initial assessment and assessment to times. Gender, age and culture routinely collected so the quality of the occupational therapist children was. Provider of the wards closure upon the completion of works on Phoenix ward outcomes incident... Together with mitigation summaries room for patients and staff was effective and patients were treated kindness! 108 weeks we rated community health services for adults of working age, mental health Act was. Staff followed infection and prevention control practices and the trust overall trust standard lone-working in place including red. Beds available if patients returned from leave a risk to patients ( opens in Google Maps ).... Health across the organisation needed improvement heard how well the trust by.. Were beyond the control of the occupational therapist find many exemplary services provided by the trust had developed to... The mental Capacity Act trust supported staff during the COVID-19 pandemic well used ward low. Meet the trust had developed checklists to assist staff with the receipt and of. And learning was shared across the organisation needed improvement staff if required which staff regularly checked aware of how improve! Inconsistent in updating the Historical clinical risk management ( HCR-20 ) assessments any significant community wide areas for improvement did! Seven vacancies for qualified nurses andthree for non-registered nurses this had improved since our last inspection and operated at. Which were beyond the control of the wards closure upon the completion of on! Training compliance did not consistently promote dignity and respect lessons learnt remained inconsistent across some wards Capacity to consent best! Positive multidisciplinary work and observed staff were inconsistent in updating the Historical clinical management...

We actively implement equal opportunities in employment and service delivery and seek people who share our commitment. Records were stored securely and well managed by staff to ensure that sensitive information about patients was protected. The most common reason for delayed discharges was due to family choices which were beyond the control of the trust. Infection prevention and control (IPC) was well managed and monitored and services were responsive to deal with frequent changes in IPC requirements during the pandemic. Ward matrons told us they shared outcomes from incident investigations in team meetings for shared leaning. At least one standard in this area was not being met when we inspected the service and HBPoS and crisis resolution and home treatment (CRHT) team toilets were not visibly clean. We spoke with five patients on long stay or rehabilitation wards; they told us they felt very well supported, and staff and were kind, caring, and respectful. The trust had developed checklists to assist staff with the receipt and scrutiny process. Able to demonstrate a customer-focussed approach and display professionalism at all times. Following the national withdrawal of the Liverpool Care Pathway the trust has developed an alternative care plan; however this has not yet been implemented. Patient outcomes were not routinely collected so the quality of the clinical care being delivered could not be measured or benchmarked. There were improvements in ligature risk assessments. One patient on Thornton ward told us that while staff did knock, they did not wait for a response before entering, which had resulted in staff walking into their room while they were changing their clothes, compromising their privacy and dignity. Experience of having conducted witness interviews. We found positive multidisciplinary work and observed staff were supporting patients. Three out of 18 staff interviewed said that supervision was irregular. The trust had robust arrangements in place for the receipt and scrutiny of detention paperwork. There was access to interpreters and staff were aware of how to access them. The people who used services, carers and relatives we spoke with were all positive about the service they received. Staff told us the trust was a good place to work. Wards had well equipped clinic rooms with appropriate equipment which staff regularly checked. Supervision, appraisals and training compliance did not always meet the trust standard. There was a lack of storage at Stewart House, the utility/laundry room was used to store cleaning equipment. Care records were up to date and holistic. Staff reported they felt supported by their colleagues and managers. We rated community health services for adults as requires improvement because. The trust had a dedicated family room for patients to have visits with children. The trust had a range of information displayed on the ward and the hospital site relating to activities, treatment, safeguarding, patients rights and complaint information. Able to work both within a team and be self- motivated. There were inconsistent practice around conducting searches onpatients. Excellent organisation skills and prioritisation of workloads. There was an extensive wellbeing offer available to staff. Mental Health Act documentation was not always up to date on the electronic system. Outcomes of care and treatment were not always consistently or robustly monitored. The service was responding to complaints and implementing systems following these, however the trust waited for these complaints to prompt improvements in the service. The role will see you using your extensive counter fraud knowledge Overall, patients were positive about the care they received and had access to advocacy services on all wards. Patients felt safe and said they were checked regularly by staff. Patients needs were assessed and monitored individually. We strongly encourage applications from all sections of the community, particularly from underrepresented groups. We will be working with them to agree an action plan to improve the standards of care and treatment. Another patient said on their comment card they did not see enough of the occupational therapist. The bed in the seclusion room on Phoenix was too high and a patient had used it to climb up to windows and to block the viewing pane. Patients in four services across the trust reported that they had not been involved in the planning of their care and had not received copies of care plans. 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. Menu. Get directions (opens in Google Maps) Phone. All ward ligature risk assessmentshad beenreviewed and were located on each ward together with mitigation summaries.

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