Concerns were raised regarding the fast-track process and appropriateness of admissions to hospital by the out of hours GP service. Regular team meetings took place and staff told us that they felt supported by colleagues. Nurses and managers from LPT who were supported . A childrens adolescent mental health crisis service had been developed and commenced in April 2017. ALT. Each priority within our approach is being led by an executive team member and progress is being monitored through our quality governance framework. This left patients without access to treatment when they needed it most. Home - Leicestershire Partnership NHS Trust Creating high quality, compassionate care and wellbeing for all. Due to the large caseloads in community health service, the number of visits that were required was not always manageable. There was a high staff sickness rate reported and managers did not always follow the managing sickness policy. On Phoenix ward patients were not allowed access to the garden. There some gaps in staff receiving regular supervision. 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 found good multidisciplinary working on wards. Patients were supported, treated with dignity and respect and involved as partners in their care. 27 February 2019. 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. Managers had a system in place for tracking and learning from safeguarding incidents and other reportable events. the service isn't performing as well as it should and we have told the service how it must improve. The HBPoS had poor visibility for observing patients. Adult community health patients did not always have timely access to routine appointments. A dashboard of key performance indicators was being developed. Staff showed caring attitudes towards their patients. 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. Following the national withdrawal of the Liverpool Care Pathway the trust has developed an alternative care plan; however this has not yet been implemented. Patients told us that staff listened and empathised with them. We did not inspect the following core services previously rated as requires improvement: We did not inspect the following core services previously rated as good: We are monitoring the progress of improvements to services and will re-inspect them as appropriate. Suspended ratings are being reviewed by us and will be published soon. The assessment and resulting care plans were personalised, holistic and recovery focussed. We rated child and adolescent mental health wards as good because: The ward had clear lines of sight in the main areas of the ward. On acute wards, not all informal patients knew their rights. Staff were adequately supported and debriefed following incidents and could access further support if required. A psychologist led weekly reflective practice sessions to help staff think about the best way of helping the patient on the ward. There were clear responsibilities, roles and systems of accountability to support good governance and management. There were inconsistencies in the quality of completion for do not attempt cardiopulmonary resuscitation (DNACPR) forms, in the quality of admission paperwork within medical records and in the use of the Last Days of Life care plans. 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. The community adult team caseloads varied. In two services, staff were not always caring towards patients. This meant the police very often had to care for detained patient for the duration of the assessment. By doing this it will help us achieve our vision of creating high quality, compassionate care and wellbeing for all. Staff informed us there was a safeguarding lead to refer to when guidance was needed. Staff completed detailed risk assessments for patients on admission and reviewed them regularly after incidents. There was a full complement of staff with no vacancies. Staff interacted with people in a positive way and were person centred in their approach. This was highlighted in the previous inspection. We found out of date and non-calibrated equipment located within a cupboard in the health-based place of safety. Immediate concerns raised by patients on those visits are discussed, if appropriate, with hospital staff. Patients and carers gave positive feedback about the caring nature and kindness of staff and made positive comments about the positive therapeutic relationships they had with their loved ones. The trust had a variety of measures in place to ensure that processes and reporting to board were not delayed. 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. Staff we spoke with demonstrated their dedication to providing high quality patient care. Patients returning from leave from the acute mental health wards were not assured of returning to their original ward. 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. Our HIV/AIDS Services program is in need of volunteers to help deliver . The acute wards for adults of working age had not complied with all of the required actions following the previous inspection of September 2013. Staff made individualised risk assessments which were regularly updated and followed best clinical practice. We saw that Advanced Nurse Practitioners were completing Do Not Attempt Cardio Pulmonary Resuscitation (DNACPR) forms having completed their training to do so; however we saw that these forms were not countersigned by a doctor or consultant. On Bosworth ward patient privacy was compromised when staff and patients entered the clinic room during examinations because there was no privacy curtain in place. Many of the actions listed included plans to review process, establish an approach, or to develop areas. There were delays in staff delivering treatments to young people and young people following assessment. Capacity assessments were unclear. Leicester; 33,706 to 40,588 a year (pro rata) Leicestershire Partnership NHS Trust; We are looking for a Bank Band 6 Speech and Language Therapist to join our innovative, friendly and well supported team working with children and y. Interview rooms were unsafe. It has been developed within the context of the area we serve in Leicester, Leicestershire and Rutland and the new Integrated Care Partnership. It was clear to see the difference the investment and improvements had made since our last visit. The trust had no auditing system to measure performance in order to improve the service. Three patients told us of times when staff had been rude, threatening and disrespectful towards them. Patients told us that appointments usually run on time and they were kept informed when they do not. We rated it as requires improvement because: Our rating of the trust stayed the same. We observed many examples of staff treating patients with care and compassion. We were concerned that information management systems did not always ensure the safe management of peoples risks and needs. 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 managed their caseloads effectively; they discussed their caseloads during multi-disciplinary team meetings as well as in supervision. Records about the use of the Mental Capacity Act (MCA) and Deprivation of Liberty Safeguards (DoLS) were inconsistent. The psychiatric outpatients was responsible for 2094 of the breaches, with city east reporting the highest of these breaches at 429.2. This impacted on the time available for staff development and training. Data provided by the trust showed there were four episodes of seclusion from February 2016 to July 2016. 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. 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. 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." There was evidence of lessons learnt from incidents being shared with the team. Between August 2015 and July 2016 the trust had a total of 372 delayed discharges. Staff were aware of the reporting policy and procedure and could give examples of when this was carried out. Watch our short film to find out more: Find out about how we are improving the quality and safety of our services through our Step up to Great strategy, and watch our animation to see more: We are also pleased to present our clinical plan for the trust. The summary for this service appears in the overall summary of this report. Suspended ratings are being reviewed by us and will be published soon. When staff deemed a patient lacked capacity there was no evidence that the best interest decision-making process was applied. There were significant waiting times for a range of further assessments and treatments including psychology, school observations, psychiatric opinion and group work. Most patients spoke positively about their care and said they were involved. Patients own controlled drugs were not always managed and destroyed appropriately. Staff who were unclear of the process for rapid tranquillisation did not have a reminder of the process to follow. There was a lack of storage at Stewart House, the utility/laundry room was used to store cleaning equipment. Staff did not always use the Mental Health Act and the accompanying Code of Practice correctly. Staff were included in service developments and involved in listening into action projects for service improvement. View more Profession Occupational Therapist Service Learning Disability Grade Band 6 Contract Type Permanent Hours Full Time. We don't rate every type of service. 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. There was a range of treatment and activity delivered by skilled and experienced staff. Staff followed infection control practices and maintained equipment through regular servicing. Staff were dedicated and passionate about the work that they undertook. Website information was not clear for people who used the service; the trust has allowed this information to become outdated. 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. There were inconsistent practice around conducting searches onpatients. We spoke with nine patient families and carers. Staff told us they felt supported by their line managers, ward managers and matrons. 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. There were not enough registered staff at City West and this was identified as a risk on the service risk register. And needs management systems did not always managed and destroyed appropriately of seclusion February... 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