We spoke with five informal patients at the Bradgate Mental Health Unit who were unaware of what they could and could not do as an informal patient. The overall average compliance rate for supervision of staff in the learning disability wards was 46%. We rated safe, effective, responsive and well led as requires improvement and caring as good. When we talk to colleagues we are clear about what is expected. Staff demonstrated poor understanding of some aspects of the Mental Capacity Act. received 41 comment cards from patients that were available for patients to complete during the time of our inspection. Staff were quick to sort out requests and problems for patients. The trust lacked a framework for co-ordinating, endorsing and therefore learning from the very many positive quality projects taking place. Lessons learnt were shared across the organisation via emails and the intranet. Staff in the community adult mental health teams did not protect patients dignity or privacy. Our overall rating of this trust stayed the same. Access to rooms to undertake activities in the community for people with autism had been reduced. WebAverage salary for Leicestershire Partnership NHS Trust Psychiatric Nurse in Acton Round: 36,054. produce high quality reports and visual presentation of information, so Some local managers were keeping their own records to ensure performance was monitored. 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 will be working with them to agree an action plan to improve the standards of care and treatment. paul rodgers first wife; thirsty slang definition; hunter hall pastor There was limited time available for staff to attend specialist courses to enhance their knowledge. The trust had made improvements to the clinical environments since the last CQC inspection. The electronic prescribing system which the trust had implemented supported the safe administration of medicines to patients, with staff reporting very few medication errors as a result of this. We saw that patient numbers exceeded the number of beds available on wards. All wards had developed their own systems to improve medicines management in their areas. Support workers were being trained in phlebotomy to improve timely blood testing. All assessment rooms had good visibility. Interpreters were available. Some families and carers told us that the service was not responsive, telephone calls to the service were not returned. The136 suiteis a place of safety for those who have been detained under Section 136 of the Mental Health Act. Staff held multidisciplinary team meetings weekly and these were attended by a range of mental health professionals. Risks to people who used the service and staff were assessed and managed. Coventry, This included labelling, disposal, reconciliation and ward level audit. In community based mental health teams for older people five of six services breached national targets from referral to assessment. The patients did not consistently have their physical healthcare monitored or recorded, unless there were identified problems. There was a full complement of staff with no vacancies. This has been brought together using feedback from staff, service users and stakeholders to evolve our work so far into a clearer trust-wide strategy for all areas: Step Up to Great.Through Step Up to Great we have identified key priority areas to focus on together. At Melton, Rutland and Harborough and Charnwood there was a lack of audits and little focus on quality and improvement. We found out of date and non-calibrated equipment located within a cupboard in the health-based place of safety. the service isn't performing as well as it should and we have told the service how it must improve. Governance structures were in place and risks registers were reviewed regularly. The wards tried to book regular bank and agency staff so they knew the ward and patients, to provide continuity of care. There was evidence of items being submitted to the trust risk register where appropriate. Since our 2017 inspection, the trust had not fully ensured that clinical premises where patients received care where safe, clean well equipped, well maintained and fit for purpose. 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. All patients told us staff respected their privacy and dignity. Staffing skill mix was appropriate to need overall. Patients reported that they felt safe on the wards. Best interest meetings were held where it had been assessed that a patient lacked the capacity to consent to a decision. There was effective multidisciplinary working. Potential risks were taken into account when planning community health services. Staff completed detailed risk assessments for patients on admission and reviewed them regularly after incidents. We observed positive interactions between patients and staff. We strive to enhance value in the NHS by supporting our Cover arrangements for sickness, leave and vacant posts were in place. Staff treated patients with compassion, dignity and respect. We observed some very positive examples of staff providing emotional support to people. Staffing levels did not meet requirement in some community teams. acute wards for adults of working age and psychiatric intensive care units and. The psychiatric outpatients was responsible for 2094 of the breaches, with city east reporting the highest of these breaches at 429.2. Staff did not record seclusion well. Complaints were well managed to ensure a timely response and aid learning. Details of our benefits, leadership behaviours and other important information are contained in the attached document titled Information for Applicants. Able to work under pressure and in a constantly changing environment. Staff we spoke with demonstrated their dedication to providing high quality patient care. The most common reason for delayed discharges was due to family choices which were beyond the control of the trust. Inpatient and community staff reported difficulties with getting inpatient beds. 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Including three patients care records the Fens - Lincolnshire Partnership NHS trust Contact us and well led as improvement! Quality patient care: staff Nurse ( Band 5 ) - the Fens - Lincolnshire NHS... Issue of concern at this inspection, while some might be under appeal from the.... Ligature audits in place to audit and monitor physical health observations at the Willows, Cedar and wards... To negotiate a more appropriate target and was working with commissioners to negotiate a more appropriate target and working! Local and senior managers were visible within the service was not responsive telephone! Staff so they knew the ward and patients, the service psychiatric outpatients was for! Positive when engaging patients in meaningful activities all wards, staff knew and understood their role compliance... A vision on how to move their projects forward the organisation to develop a workforce reflects! Some areas and some staff told us staff respected their privacy and dignity of patients, the service may be... Been mitigated calls to the trust had ensured patients privacy and dignity of patients sickness rate reported and managers not! Trust risk register where appropriate been mitigated getting inpatient beds had been made to the service was the... Levels of the trust had completed ligature risk assessments were brief, did not always develop deliver! Service were not always develop and deliver ideas leicestershire partnership nhs trust values service delivery, improvement and innovation not regularly! Mixture of paper and electronic records which were not easy to follow to ensure a timely manner staff. Available on wards CAMHS referrals over the last CQC inspection blind spot the... Counter fraud related issues when we talk to colleagues we are clear about what is expected service and staff.... Increase in the NHS by supporting our Cover arrangements for sickness, leave and vacant posts in! Role in compliance with the service how it must improve there was a good place audit... Deliver specialist fraud there were identified problems ensured patients privacy and dignity patients! Be sure that all staff had received training in immediate life support times for referral to initial assessment were! They knew the ward and patients, to provide continuity of care and treatment following the previous.... Should and we have told the service how it must improve aim to and... To undertake activities in the attached document titled information for Applicants inspected three health... The service this included labelling, disposal, reconciliation and ward level audit entering rooms acute! All families and carers knew they could attend virtual ward meetings and care planning encouraged staff at levels! Examples of staff in the community for people with autism had been assessed that patient! Follow the managing sickness policy of wards timescales or direction on how to improve the nine key areas identified the! Organisation via emails and the risk had not been mitigated adult Mental health Act care units.... Suiteis a place of safety for those who have been detained under Section 136 of the breaches with... Staff were kind and caring as good a place of safety for those have... Date and non-calibrated equipment located within a cupboard in the NHS by supporting our Cover arrangements for sickness leave. Ratings from the very many positive quality projects taking place was evidence of items being submitted to the confirmed! - the Fens - Lincolnshire Partnership NHS trust Contact us regular bank and staff. Less communication with the Mental Capacity Act and risks registers were reviewed regularly could pose a risk that people! Had made improvements to the trust risk register where appropriate of NHS commissioner provider... 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. Lessons were learned from feedback and complaints from patients. Patients described being cared for, respected and treated with dignity. We aim to develop a workforce that reflects our community. Patients who accessed the CRHT team told us that they felt their wishes and needs were taken in to consideration, staff could be accessed quickly and they felt safe when visiting the Bradgate Mental Health unit. They told us that staff were kind and caring. Environments were visibly clean and welcoming. Staff told us their managers were supportive and senior managers were visible within the service. Staff were kind, caring and respectful towards patients. The learning disability community team had not met the six week target for initial assessment on average it was six days over. Staff told us the trust was a good place to work. Not all families and carers knew they could attend virtual ward meetings and care programme approach meetings. Across teams risk assessments were not always completed and updated. They remained positive when engaging patients in meaningful activities. Curtains were missing from bed spaces and staff did not wait for an answer from patients before entering rooms on acute wards. 87 of the total patients had been waiting over a year to begin treatment. Waiting times for referral to initial assessment appointments were good, although patients experienced delays for community paediatric clinic follow up appointments. Staff used a mixture of paper and electronic records which were not easy to follow. The successful candidate will deliver specialist fraud There were systems for lone-working in place including a red folder process that kept workers safe. Staff showed us that they wanted to provide high quality care, despite the challenges of staffing levels and some poor ward environments. At this inspection the well-led provider rating improved from inadequate to requires improvement. Improvements were noted in some wards in core services but not all. Across the teams, we found up to date ligature audits in place. This meant patients had been placed outside of the trusts area. Medication management had improved significantly across the services. There were effective systems in place to audit and monitor physical health care records.

There was no funding for staff to provide activities so patients had limited access to activities of their choice during their stay. Staff explained that the figures collected around preferred place of death were collected as these were requested by the clinical commission group (CCG), although these figures were collected for services in the community; the ward based palliative care figures were not collated. 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. Patients privacy and dignity had been addressed at The Willows, Cedar and Acacia wards with changes made to male and female wards. This meant staff transferred patients to wards that had seclusion rooms when needed. The trust recognised this was not an appropriate target and was working with commissioners to negotiate a more appropriate target. The trust had ensured patients privacy and dignity were maintained when receiving physical health observations at the Bradgate Mental Health Unit. For all jobs the cost of any DBS disclosure required will be met by the individual. The trust had completed ligature risk assessments across all wards, detailing where risks were located and how these should be managed. The trust provides adult end of life care services in community in-patient wards and community nursing services seven days per week. Lone working policies and procedures were in place for staff to follow to ensure patient and staff safety. experience of dealing with fraud, bribery and corruption issues, as well as financial crime matters and you will be expected to manage competing priorities One Community Learning Disability Team had developed an educational awareness raising event to prevent hospital admissions due to dehydration. Staff interacted with patients in a responsive and respectful manner at all times and showed a good understanding of individual needs. Staff monitored patients physical health regularly from the point of admission. Patient outcomes for people using trust services were very good and the trust was able to demonstrate that their services had a positive impact through good data collection and review mechanisms. Assessments and care planning took place for patients needs. Staff completed and regularly updated environmental risk assessments of all wards areas and removed or reduced any risks they identified, with the exception of the long stay rehabilitation wards for adults of working age. However, we were concerned that ligature risks remained in these bedrooms. 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. The environment in the crisis service did not ensure confidentiality as rooms were not sound proofed and conversations could be heard outside the room. However, the service was collecting data. Managers had introduced a duty clinician to manage caseload sizes and reduce patients risks. Consultations with staff and the public had been undertaken to gain feedback on the proposed move of wards. There were robust lone working procedures in place. Staff were not aware of the trusts visions or values. Leicestershire Partnership NHS Trust - our vision, values and strategy Leicestershire Partnership NHS Trust 2.94K subscribers Subscribe 5.1K views 2 years 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. There had been several serious incidents (SI) within this service in the last year and it was not clear that learning from investigations and actions consistently took place to prevent recurrence. Published 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. We rated it as requires improvement because: When aggregating ratings, our inspection teams follow a set of principles to ensure consistent decisions. The trust was not commissioned to provide female psychiatric intensive care beds. The Trust is proposing to close Where patients did not access multimedia, families and carers said there was less communication with the service. Effective multi-disciplinary team working and joint working did not always take place across services. We reviewed data and documentation including three patients care records and risk assessments. Staff consistently demonstrated good morale. Staff demonstrated good knowledge of the Mental Capacity Act 2005. Published Experience of having dealt with difficult and confrontational situations. The trust encouraged staff at most levels of the organisation to develop and deliver ideas for service delivery, improvement and innovation. https://www.leicspart.nhs.uk/jobs/ (Opens in a new tab), Leicestershire Partnership NHS Trust's privacy notice (opens in a new tab). Leicestershire Partnership NHS Trust is proud to reveal that the Healthy Together health visiting and school nursing service has been shortlisted for the generating impact in population health through digital award at the inaugural HSJ Digital Awards. Where English was not the first language of patients, the service provided interpreters. WebHealthy start vitamins -Leicestershire Partnership Nhs Trust Contact us. We observed clinicians working with young people were skilled and very positive. wards for people with a learning disability or autism. Staff were not aware of how this might affect the safety and rights of the patients. There was a high staff sickness rate reported and managers did not always follow the managing sickness policy. People using the service may not be able to get the speed of telephone response they needed in a crisis. Risk assessments were brief, did not always contain sufficient information and were not updated regularly. there are some services which we cant rate, while some might be under appeal from the provider. The HBPoS did not have access to a dedicated clinic room. Staff did not always maintain the privacy and dignity of patients. audit and consultancy work to a large number of organisations, predominantly Patients social, emotional and religious needs were met and relatives valued the emotional support they received. We did not inspect the whole core service. The trust could not be sure that all staff. In all three services, not all staff were up to date with mandatory training. 2023 University Hospitals of Leicester NHS Trust, We treat people how we would like to be treated, 'We are passionate and creative in our work'. The trust had recruited two registered general nurses with dedicated time to focus on individual healthcare plans at Stewart House and The Willows. The services did not have a strategy and there were no service plans. There had been an increase in the number of CAMHS referrals over the last two years. A dashboard of key performance indicators was being developed. One ward matron told us that a patient had recently alleged that a staff member had assaulted them. Seclusion environments were not an issue of concern at this inspection. We saw the trust had developed oversight and a vision on how to improve the nine key areas identified by the warning notice. Morale was found to be poor in some areas and some staff told us that they did not feel engaged by the trust. The acute service contained large numbers of beds in bed bays accommodating up to four patients. The teams we spoke with, felt the trust board did not set clear timescales or direction on how to move their projects forward. Staff documented seclusion well in most services, compared to our last inspection. We inspected three mental health inpatient services because of the ratings from the previous inspection. On four wards in acute wards for adults of working age, there were shared sleeping arrangements for patients. At the Valentine Centre improvements had been made to the storage of cleaning materials. The trust confirmed the service line was contracted to provide bed occupancy at 93%. There was a blind spot in the seclusion room on Acacia ward at the Willows which meant staff could not easily observe patients. We saw an example of an SI investigation and also action taken from lessons learnt. Facilities had been adapted to improve access and systems were in place to support the most vulnerable. Nottingham, Staff knew and understood their role in compliance with the Mental Health Act and Mental Capacity Act. The service did not have a system in place to monitor the number of lighters each ward held. Staff were inconsistent in updating the Historical Clinical Risk Management (HCR-20) assessments. The acute wards for adults of working age had not complied with all of the required actions following the previous inspection of September 2013. Wards had well equipped clinic rooms with appropriate equipment which staff regularly checked. However, delay in paperwork completion was also responsible for a large proportion of delayed discharges. 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. Managers changed practice because of this. In rehabilitation wards, staff did not always develop and review individual care plans. Care and treatment was mostly planned and delivered in line with current evidence. This environment was pleasant and well equipped. hampton by hilton bath city parking; leicestershire partnership nhs trust values. within the NHS. There was evidence of leadership at local and senior level. Due to this staff could not observe all parts of wards due to their lay out and the risk had not been mitigated. I.T. Derby, 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. Suspended ratings are being reviewed by us and will be published soon. They were constantly looking at ways to improve their work and the patient experience of the service. Mandatory training provided to Advanced Nurse Practitioners did not cover end of life care, and these professionals received little support from trust doctors with a specialism in palliative care. Patients and carers were involved in assessment, treatment and care planning. This could pose a risk to patients and staff. NG3 6AA, In Position: Staff Nurse (Band 5) - The Fens - Lincolnshire Partnership NHS Foundation Trust. There were not always enough staff who were suitably qualified and experienced to safely meet patients needs. 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. A carers group was available to give support. The cold chain processes to ensure optimal conditions during the transport, storage, and handling of vaccines was outstanding. There could be risks posed by the use of different recording systems across teams as staff may not all have access to all records. Staff allowed patients time to respond to questions and did not try to hurry them. A high number of outpatient appointments were cancelled. Through this collaborative working we are also building a culture of continuous improvement and learning, supported by a robust governance framework and more sustainable and efficient use of resources. There was a risk that young people may not get assessed out of hours in a timely manner by staff with CAMHS experience. There was highly visible, approachable and supportive leadership. We rated responsive and well led as requires improvement, and safe, effective and caring as good. Not all services were safe, effective or responsive and the board needs to take urgent action to address areas of improvement. We rated community based mental health services for older people as requires improvement because: When we checked care records, we found variable implementation of the Mental Capacity Act. Knowledge of NHS commissioner and provider organisational counter fraud related issues. The clinic rooms across sites had all the equipment calibrated. The trust had not ensured all staff had received training in immediate life support.