Apply. The successful candidate will demonstrate they possess the same core values as our organisation, Compassion, Respect, Trust and Integrity in all aspects of their work. It shows how we will work together to create an inclusive culture, where there is no discrimination or bullying. We listen to our patients and to our colleagues, we always treat them with dignity and we respect their views and opinions, We are always polite, honest and friendly, We are here to help and we make sure that our patients and colleagues feel valued, When we talk to patients and their relatives we are clear about what is happening. Staff carried out physical health checks on admission.Ongoing physical healthcare was provided by a local GP who visited two days a week and was available in case of an emergency. At this inspection, we rated two core services as inadequate, two core services as requires improvement, and one core service as good. We rated it as good because: Leicestershire Partnership NHS Trust: Evidence appendix published 30 April 2018 for - PDF - (opens in new window), Published The adult community therapy team did not meet agreed waiting time targets. The trust had completed ligature risk assessments across all wards, detailing where risks were located and how these should be managed. The clinic rooms across sites had all the equipment calibrated. There were high vacancy rates. Staff were provided with relevant information to care for patients safely. The trust told us patients across mental health inpatient wards had commented positively about their experience of care. Safeguarding notes for one person using the Autism Outreach service could not be located creating a potential risk. Not all care plans reflected patients assessed needs, or were personalised, holistic and recovery oriented. Senior nurses mitigated risk where they could which included switching an agency staff member with a trust member of staff if two agency staff worked together. 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. Staff morale on Griffin ward was low due to the announcement of the wards closure upon the completion of works on Phoenix ward. There were improved systems and processes to manage storage, disposal and administration of medications. The Trust is proposing to close Ashby and District Community Hospital, a proposal which is opposed by Ashby Civic Society who do not accept that 'virtual wards' and 'intensive community support' can fully deliver the reductions on hospital . All incidents that should be reported were reported. You can find further information about how we carry out our inspections on our website: www.cqc.org.uk/what-we-do/how-we-do-our-job/what-we-do-inspection. 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. Following the national withdrawal of the Liverpool Care Pathway the trust has developed an alternative care plan; however this has not yet been implemented. We saw evidence of good team working during our inspection. We carry out joint inspections with Ofsted. The provider supplied lockers on the wards; however, these were not large enough to contain all possessions and patients did not hold keys. In the dormitories, observation mirrors were situated so that staff could observe patients without having to disturb them. We found out of date and non-calibrated equipment located within a cupboard in the health-based place of safety. 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. Teams were responsive and dealt with high levels of referrals. Not all patient records showed a full assessment of need, including physical health needs or up to date care plans. Any other browser may experience partial or no support. Staff held multidisciplinary team meetings weekly and these were attended by a range of mental health professionals. There was good multi-disciplinary working within the teams. Whilst staff were working hard to identify and manage individual risks, some ward environments were unacceptable. There had been several serious incidents (SI) within this service in the last year. Mandatory training compliance for trust wide services was 91% against the trust target of 85%. Therefore, the trust could not be sure staff received information to support best practice and change in a timely manner. There were improvements in ligature risk assessments. Managers shared the outcomes and lessons learnt from incidents, complaints and service user feedback at regular staff meetings, where meetings took place. To address this deficit the trust moved patients that required an acute bed to a rehabilitation bed which was not clinically justified or met the needs of the patients. Patients had their own copies of care plans and were involved in their care plan reviews. Our values are Compassion, Respect, Integrity and Trust, which we keep at the heart of everything we do. Some families and carers told us that the service was not responsive, telephone calls to the service were not returned. People knew how to make a complaint as this information was provided in welcome packs. Staff updated risk assessments and individualised care plans regularly. Facilities had been adapted to improve access and systems were in place to support the most vulnerable. Overall, patients were positive about the care they received and had access to advocacy services on all wards. The feedback from patients and relatives was mainly positive about the staff providing care for them. Services have been transferred to this provider from another provider, Mental health crisis services and health-based places of safety, an inspection looking at part of the service. Patient outcomes were not routinely collected so the quality of the clinical care being delivered could not be measured or benchmarked. Staff used the mental health clustering tool, which included Health of the Nation Outcome Scales (HoNOS) to assess and record severity and outcomes for all patients. Staff were suitably trained with the relevant knowledge and skills to carry out their work, had regular appraisals and had access to the information they needed to perform their duties. Good communication skills are key. To participate in this scheme, you'll need to do the following: You will need to refer your friend using the form below titled "Refer Your Friend." No rating/under appeal/rating suspended There were long waiting times from initial referral to being seen in some clinics and services although these had improved in some areas since the last inspection. 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. The trust mostly used surveys to gain feedback and we saw limited evidence of face to face engagement with patients about service delivery and improvement. Consultations with staff and the public had been undertaken to gain feedback on the proposed move of wards. Staff made individualised risk assessments which were regularly updated and followed best clinical practice. Acute patients had been sent to rehabilitation wards inappropriately. NHS Improvement is pleased to announce the appointments of Alexander Carpenter and Hetal Parmar as Non-executive Directors of Leicestershire Partnership NHS Trust from 1 June 2022 to 31 May 2025. Patient access to psychology and occupational therapy was less than expected on acute wards and rehabilitation wards due to the number of staff vacancies in therapy positions. Detention paperwork for those detained under the Mental Health Act was detailed and followed procedures. As part of each inspection, we look at the way health services provide care and treatment to people. The community healthcare services provided by Leicestershire Partnership NHS Trust were judged to be good. The service was not safe. The trust leadership team had not ensured that all requirements from the last inspection had been actioned and embedded across all services. Staffing levels were not consistent across the two sites. 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. The leadership, governance and culture did not always support the delivery of high quality person centred care. Team managers could not be assured of local performance around record keeping, care planning and patient involvement. Patients privacy and dignity had been addressed at The Willows, Cedar and Acacia wards with changes made to male and female wards. We found that while performance improvement tools and governance structures were in place these had not always brought about improvement to practices. Staff did not always feel actively engaged or empowered. Staff in the community adult mental health teams did not protect patients dignity or privacy. However there was no evidence of clinical audits or monitoring of the service in order to improve care provided to patients and staff were unable to talk about this to inspectors. Staff interacted with patients in a caring and respectful manner. There could be risks posed by the use of different recording systems across teams as staff may not all have access to all records. We rated the trust as inadequate for well-led overall. Patients felt safe and said they were checked regularly by staff. Staff reported they felt supported by their colleagues and managers. Five out of 25 care records showed that patient involvement had not been recorded. Due to the large caseloads in community health service, the number of visits that were required was not always manageable. Capacity assessments were not decision specific. Mandatory training that fell below 75% included adult immediate life support, adult basic life support, safeguarding children level 3 and fire safety awareness. Patients told us that appointments usually run on time and they were kept informed when they do not. Staff were confused about Deprivation of Liberty standards and paperwork was incomplete. Patients reported that they felt safe on the wards. Ward teams did not hold regular team meetings. Lone working policies and procedures were in place for staff to follow to ensure patient and staff safety. In addition, staff did not record the maximum dose of medications a patient could have in any 24-hour period. The trust had a patient involvement centre, which was pleasant, well-equipped and supported involvement from friends and family. We had a number of concerns about the safety of this trust. Therefore, patients were not always actively engaged in decisions about service provision or their care. Patients occasionally attended the service. In the past, we summarised themes from the visits and published an annual statement followed by the provider's response where applicable. The scrutiny process was multi-tiered, which included the nurse, Mental Health Act administrator and medical scrutiny. Six staff expressed concerns about the proposed move and some said the trust had not communicated information to staff effectively. We're here for you Learn More Scroll We've got you covered Use our service finder to find the right support for your mental health and physical health. The vacancy rate for the service was 12.9% and for band 5 and 6 nurses was 18.9%. Multi-disciplinary teams and inter agency working were effective in supporting patients. We're one team with shared values providing the best care possible. You can find further information about how we carry out our inspections on our website: https://www.cqc.org.uk/what-we-do/how-we-do-our-job/what-we-do-inspection. The trust had robust systems in place which allowed staff to effectively report incidents. Staff were unaware of any service specific strategic direction. This monthly award is about recognising members of staff who have gone the extra mile. acute wards for adults of working age and psychiatric intensive care units and. egistered general nurses with dedicated time to focus on individual healthcare plans at Stewart House and The Willows. Between August 2015 and July 2016, there were 60 delayed discharges across the service. Consent to care and treatment was obtained in line with relevant guidance and legislation. Staff reported morale was good, they worked well together and supported one another. There were no pharmacy services within the community mental health teams or crisis team. This has been brought. We found that there were often delays in hospital beds being identified with some people placed out of area away from their family, friends and community. Staff could not rely on performance reports being accurate. We heard from most teams, positive examples of teamwork and multidisciplinary working within teams and services, and with external agencies and key stakeholders. Staff and senior leaders could not articulate the trusts direction of travel and how this was co-ordinated. Make a difference with a career at LPT. Nursing staff interacted with patients in a caring and respectful manner. The short breaks service was primarily set up to meet the needs of relatives and carers. Care plans did not always consider the patient views, and were generic did and not all were recovery focussed. Staffs were dedicated, passionate and patient focused. Waiting times and lists remained of concern, and this had been identified in the previous inspection. In rating the trust overall, we took into account the current ratings of the 12 services not inspected this time. We observed some very positive examples of staff providing emotional support to people. One family member told us their relative could be challenging but they felt they were well cared for. Some key outcomes for children, young people and families using the service were regularly below expectations. We saw information in the service reception areas about older peoples care. There was no funding for staff to provide activities so patients had limited access to activities of their choice during their stay. Until then there is a danger information is not shared or fully available to all staff seeing a person. Some improvements to address the no smoking policy at the Bradgate Mental Health Unit wards were seen. The trust used key performance indicators/dashboards to gauge the performance of the team. Staff consistently demonstrated good morale. In 3Rubicon Close, it was not clear that information about providing physiotherapy to a patient had been communicated to all staff. These were attended by a range of mental health teams did not always brought improvement... 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