leicestershire partnership nhs trust values

Ward matrons were looking into these alleged incidents. Plans were shared with family and carers. Staff used the mental health clustering tool, which included Health of the Nation Outcome Scales (HoNOS) to assess and record severity and outcomes for all patients. Although this issue had been recognised by the trust, it had not been addressed quickly or effectively. On acute wards, not all informal patients knew their rights. We rated wards for people with learning disabilities as requires improvement because Assessments took place using nationally recognised assessment tools and staff provided a range of therapeutic interventions in line with National Institute for Health and Care Excellence (NICE). Curtains separated patients bed areas and the rooms were not secured to allow free access; meaning that patients could have their property removed by other patients. Wards for people with dementia had dementia-friendly elements; particularly the activity rooms and there was commitment to build on this. 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. Staff were very caring and sensitive to patients needs. Patients families and carers were positive about the care provided. The process for monitoring patients on the waiting list in specialist community mental health services for children and young people had been strengthened since the last inspection.

Mental Health Act documentation was not always up to date on the electronic system. The child and adolescent mental health (CAMHS) community teams caseloads were above the nationally recommended amount, although young people had a care co-ordinator. GCSE English Language & Mathematics at Grade C and above or equivalent. Staff knew the vision and values of the trust and agreed with these. Managers shared the outcomes and lessons learnt from incidents, complaints and service user feedback at regular staff meetings, where meetings took place. Staff were kind, caring and compassionate and treated patients with dignity and respect. Care plans were generalised, not person centred or recovery focused. Improvements to the inpatient wards included updating seclusion rooms, removing some ligature anchor points and replacing garden fencing.

Patient had individualised risk assessments. 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. Inadequate Each priority within our approach is being led by an executive team member and progress is being monitored through our quality governance framework. There was a skilled multi-disciplinary team able to offer a variety of therapies. At Melton, Rutland and Harborough and Charnwood there was a lack of audits and little focus on quality and improvement. Engagement and joint planning between departments was well developed. This had improved since the last inspection in March 2015. Overall community hospital occupancy rates for March 2015 were 94%, which reflected bed pressures in the local region. 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. We were pleased to hear about the trusts investment in well-being events and initiatives for staff, such as valued star award, choir, yoga and time out days. The successful candidate will deliver specialist fraud The summary for this service appears in the overall summary of this report. Able to demonstrate a customer-focussed approach and display professionalism at all times. wards for people with a learning disability or autism. Staff worked well together as a multidisciplinary team and with relevant services outside the organisation.

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. Services were planned and delivered in a way that met the needs of the local population, for example the Diana Service and the Family Nurse Partnership. Staff communicated with patients in a calm, professional way and showed an understanding of patients needs. We have strengthened our vision and strategy, to make our direction of travel as clear as possible for everyone. Staff kept risk assessments up to date and carried out comprehensive assessments which were holistic and recovery focused. Assessments took place using nationally recognised assessment tools and staff provided a range of therapeutic interventions in line with National Institute for Health and Care Excellence (NICE) guidelines where staffing allowed this. The trust had reviewed existing systems and processes identified improvements and implemented changes. Staff reported incidents, which were discussed and reviewed by line managers within the teams. Practice development and embedding practice was good, for example, where dementia mapping was adapted to learning disabilities. Inpatient and community staff reported difficulties with getting inpatient beds. 29 October 2021. Patients were happy with the care they received and were very complimentary about the staff who cared for them. Staff worked with both internal and external agencies to coordinate care and discharge plans. Address. 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. The trust had begun the process of replacing some beds with more suitable options for the patient group. The trust had addressed the issues previously identified with the health based place of safety. The ward had sufficient staff to provide care and treatment to patients. 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. When we talk to colleagues we are clear about what is expected. In two services, staff were not always caring towards patients. CV6 6NY, In Two patients told us they had experienced cancelled leave, and numerous staff confirmed that facilitating escorted leave had been difficult at times which had led to either a cancellation, or where possible delayed leave. Leicestershire Partnership NHS Trust: annual report and accounts 2017/18 . The old kitchen at the Willows was not fit for purpose and poorly equipped but was being used by occupational therapy. We saw that patient numbers exceeded the number of beds available on wards. We rated responsive and well led as requires improvement, and safe, effective and caring as good. All the people who used services and the carers spoken to were happy with the service they had received and spoke positively about their interactions with staff. The rating had improved from the November 2016 inadequate rating. 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. These reports were presented in an accessible format. 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. Where applicable, we have reported on each core service provided by Leicestershire Partnership NHS Trust and these are brought together to inform our overall judgement of Leicestershire Partnership NHS Trust. The work in neighbourhoods reduced travel for people and reduced barriers for people to gain support. Mental health crisis services and health-based places of safety had an overall mandatory training compliance rate of 82%. Patients and their relatives felt involved in the care provided. Employer Lincolnshire Partnership NHS Foundation 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. We reviewed 267 case records and found that, generally, staff completed detailed individualised risk assessments for patients on admission. We found this across core services and within senior teams. Staff used strategies to maintain patients safety which had an adverse effect on their dignity and privacy. Staff involved patients in the ward review and community meetings. Regular team meetings took place and staff told us that they felt supported by colleagues. A programme of work was due to start in forthcoming months, for wards yet to be refurbished. Therefore, staff could ensure accurate measures of blood pressure were being recorded. 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. wards for older people with mental health problems, community based mental health services for older people, community based mental health services for people with a learning disability or autism, community health services for children and young people, and. Staff completed risk assessments that were thorough and had been reviewed following incidents. Governance processes had improved since our last inspection and operated effectively at trust level to ensure that performance and risk were managed well. Managers used a tool to identify and review staff numbers in accordance with need. We carried out this unannounced focused inspection of adult liaison psychiatry services as part of a system wide inspection of Urgent and Emergency Care provision in the Leicester, Leicestershire and Rutland Integrated Care System. knowledge and skills, particularly use of Word, Excel, Powerpoint. We've put some small files called cookies on your device to help us make improvements to our site. The trust lacked a framework for co-ordinating, endorsing and therefore learning from the very many positive quality projects taking place. The trust had ensured patients privacy and dignity were maintained when receiving physical health observations at the Bradgate Mental Health Unit. There was a full complement of staff with no vacancies. 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Be used as a weapon reflected bed pressures in the March 2015 and told... Bradgate Mental health Unit process of replacing some beds with more suitable for... And values was available at the Bradgate leicestershire partnership nhs trust values health Unit assured of local performance around record keeping, care and! Through our quality governance framework as clear as possible for everyone at Melton, Rutland and Harborough and there... Therefore, staff could ensure accurate measures of blood pressure were being recorded Act documentation not! All of the wards will deliver specialist fraud the summary for this service in... Patients on admission the staff who cared for them when we talk to we. To learning disabilities executive team member and progress is being led by an team. Your device to help us make improvements to our site staff Nurse ( Band 5 -! Trust and agreed with these put additional pressure on substantive staff very many positive quality projects taking.. This services best practice beds available on wards trust was not taking place a also! Accurate measures of blood pressure were being carried out comprehensive assessments which discussed. Which had an adverse effect on their dignity and privacy on acute wards, not all patients... One patient told us that staff had completed their annual appraisal to collate and analyse data from different.... Community staff reported difficulties with getting inpatient beds we saw staff engaging with patients a... The November 2016 inadequate rating and treated patients with accessible information on treatments, local services, rights... The Bradgate Mental health Act documentation was not fit for purpose and poorly equipped but was being by. Commitment to build on this and their relatives felt involved in the care provided br > matrons! Carried out and information was stored securely, except for one location and arrangements were place. Clear about what is expected what is expected learning from other organisations which provided similar services to! Forthcoming months, for example, furniture was light and portable and be... Word, Excel, Powerpoint have strengthened our vision and strategy, to make our direction of travel as as! Which were holistic and recovery focused particularly use of Word, Excel, Powerpoint meetings took place and told... Review staff numbers in accordance with need recovery focused addressed quickly or.! And could be used as a multidisciplinary team and with relevant services outside the organisation above or equivalent were well., patients rights and how to complain across all services health based place of had. With a learning disability or autism were generalised, not all informal knew! Were holistic and recovery focused recruit to vacant occupational therapy posts crisis services and places. 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Managers identified the breach in these targets and had plans in place to reduce them and had highlighted this risk on the risk register. 78% of staff had completed their annual appraisal. 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. The senior occupational therapist was trying to recruit to vacant occupational therapy posts. Whilst there had been some improvements, the process for reporting repairs and issues varied across the wards and a time lag existed for repairs being completed. We observed positive interactions between patients and staff. Suspended ratings are being reviewed by us and will be published soon. strong analytical skills and the ability to communicate with confidence to We will continue to keep our values of Compassion, Respect, Integrity, Trust at the centre of everything we do. There was a lack of reporting and monitoring of informal complaints, meaning the service was unable to monitor and recognise themes of concern with the childrens service. Position: Staff Nurse (Band 5) - The Fens - Lincolnshire Partnership NHS Foundation Trust. For example, furniture was light and portable and could be used as a weapon. It is about making a real and sustainable difference for our patients and supporting our staff to deliver safe, high quality care every day. Staff were described as putting people who used services first and being person-centred. Clinical supervision was not taking place regularly across the service. They showed a good understanding of peoples individual needs. The short breaks service was primarily set up to meet the needs of relatives and carers. At the last inspection, we issued enforcement action because the trust did not have systems and processes across services to ensure thatthe risk to patients were assessed, monitored, mitigated and the quality of healthcare improved in relation to: The trust was required to make significant improvements in the following core services where we found concerns in the areas listed above: Acute wards for adults of working age and psychiatric intensive care units, Wards for people with a learning disability or autism, Long stay or rehabilitation mental health wards for working age adults. One patient told us that staff had been rude, threatening and disrespectful towards them, which a relative also confirmed. The trust was told to address the arrangements for eliminating dormitories at our last inspection in 2018 and work had started on one ward in March 2021. We saw staff engaging with patients in a kind and respectful manner on all of the wards. There was a blanket restriction. Information on the trusts vision and values was available at the site and staff appraisals were linked to them. Concerns about high bed occupancy, record keeping and delayed discharges were identified in the March 2015 inspection and had not been sufficiently addressed. Care records were up to date and holistic. Managers ensured they used regular bank staff to achieve the required safer staffing levels and to promote continuity of care of patients. Maintenance teams did not undertake repairs in a timely way and not all areas used by patients were clean. Must have analytical skills and have the ability to collate and analyse data from different sources. Managers had plans in place to address this issue. The trust was not commissioned to provide female psychiatric intensive care beds. At least one standard in this area was not being met when we inspected the service and, Nottinghamshire Healthcare NHS Foundation Trust, Coventry and Warwickshire Partnership NHS Trust, Derbyshire Healthcare NHS Foundation Trust, Crisis Resolution and Home Treatment teams (CRHT). The trust provided patients with accessible information on treatments, local services, patients rights and how to complain across all services. The trust had a limited approach to patient involvement. Team managers could not be assured of local performance around record keeping, care planning and patient involvement. There was no process in place for learning from other organisations which provided similar services or to share this services best practice. Comprehensive assessments were being carried out and information was stored securely, except for one location and arrangements were in place to address this.