There were no pharmacy services within the community mental health teams or crisis team. 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. Patients were frequently not discharged when ready due to transport problems or difficulties putting care packages in place. Immediate concerns raised by patients on those visits are discussed, if appropriate, with hospital staff. NHS England / NHS Improvement - for general enquiries contact Helen Barlow on 0300 123 2038 or by emailing helen.barlow2@nhs.net. Young people and their carers spoke positively about the CAMHS service. At Melton, Rutland and Harborough and Charnwood there was a lack of audits and little focus on quality and improvement. In all three services, not all staff were up to date with mandatory training. Other professionals within the trust could not access this system. Two external governance reviews had been commissioned and undertaken. The trust was not meeting its target rate of 85% for clinical supervision. Patients privacy and dignity had been addressed at The Willows, Cedar and Acacia wards with changes made to male and female wards. The patient incident team carried out a review of serious incident reporting and made changes to improve the reporting process, categorise incidents in a better way and improved reporting of safeguarding. Support workers were being trained in phlebotomy to improve timely blood testing. Staff were quick to sort out requests and problems for patients. Staff informed us there was a safeguarding lead to refer to when guidance was needed. Leadership behaviours were fostered, and development of staff was encouraged. Patients social, emotional and religious needs were met and relatives valued the emotional support they received. This is an organisation that runs the health and social care services we inspect. Some teams told us about a lack of teamwork, best practice was not shared amongst services and regular meetings did not take place in some services. This employer has not claimed their Employer Profile and is missing out on connecting with our community. Some care plans had not been updated and physical healthcare checks were not routinely documented in young peoples notes. Thy are entitled to receive a remuneration of 13,000 per annum each and have . 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. Save job - Click to add the job to your shortlist. Staff were not meeting the trusts target compliance rate for annual appraisals and mandatory training. Published This meant patients had been placed outside of the trusts area. Staff felt supported by their immediate managers but felt disaffected with trust senior management. At this inspection we found compliance levels with this type of training were still below the trusts target. Medicine management training sessions had been undertaken with inpatient ward sisters and charge nurses. Ward matrons were looking into these alleged incidents. Staff did not adhere to the Mental Capacity Act Code of Practice and the five principles of the Act. Leicestershire Partnership NHS Trust | 5,409 followers on LinkedIn. Staff usually met patients in their homes or in the community. Good communication skills are key. There was no patient alarm access in four ward areas, including the dormitories. 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). Sixty per cent of staff working in the mental health services had attended supervision and 64% of staff working in community health inpatient services. Staff completed detailed individualised risk assessments for patients on admission and updated these regularly and after incidents. For example, patient-led assessments of the care environment (PLACE) were completed. We are looking at different ways to indicate the outcomes of our monitoring in the future. ALT. An announcement has been made on the outcome of this appointment. Feedback from those who used the families, young people and children services was consistently positive. Not all families and carers knew they could attend virtual ward meetings and care programme approach meetings. Designated staff were not provided by the trust. The vacancy rate for the service was 12.9% and for band 5 and 6 nurses was 18.9%. The principles will normally apply but will be balanced by inspection teams using their discretion and professional judgement in the light of all of the available evidence. Wards had well equipped clinic rooms with appropriate equipment which staff regularly checked. Staff gave examples of initiatives such as the chief executives blog and the presentation of the valued star award. Apply. Two patients and a carer gave feedback indicating the systems were not always robust. To find out more, review our cookie policy. We spoke with carers; they all stated that staff responded well when they contacted the service. ", "I have developed so many new skills over the years working in the NHS, going from a healthcare assistant to a nursing associate. Download full inspection report for - PDF - (opens in new window), Published Lone working policies and procedures were in place for staff to follow to ensure patient and staff safety. 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. We have strengthened our vision and strategy, to make our direction of travel as clear as possible for everyone. Staff ensured that these were updated regularly. For services we haven't rated we use ticks and crosses to show whether we've asked them to take further action or taken enforcement action against them. Maintenance teams did not undertake repairs in a timely way and not all areas used by patients were clean. 30 April 2018. Patients waiting for their appointment in community based mental health services for adults of working age had access to a room unsupervised which held items which could cause harm. A dashboard of key performance indicators was being developed. Whilst staff were working hard to identify and manage individual risks, some ward environments were unacceptable. Inadequate There was an on-call rota system for access to a psychiatrist 24 hours a day. Many staff we spoke with knew who their chief executive was and mentioned them by name. o We are passionate and creative in our work. 29 October 2021. However, there were some instances when patients privacy and dignity were not respected. The teams were able to respond quickly when patients or carers telephoned with problems. We do not put off making difficult decisions if they are the right decisions, We set common goals and we take responsibility for our part in achieving them, We give clear feedback and make sure that we communicate with one another effectively, We encourage and value other peoples ideas, We recognise peoples achievements and celebrate success. It shows how we will work together to create an inclusive culture, where there is no discrimination or bullying. The quality of data was variable, for example training statistics were not always reliable. The school nurses used technology to communicate with young people. . Demand for neurodevelopment assessments remained high. People using the service had limited access to psychological therapies and there were no psychologists working within the service. There was good access to interpreters and signers when needed. 22 June 2022, Published Outcomes of care and treatment were not always consistently or robustly monitored. Medication management across four of the five services we inspected was poor, despite reported trust oversight and audit. We looked at the domains of safe, effective and responsive and we did not inspect all of the key lines of enquiry. Wards did not have a list of stock items. Staff morale was low and they felt disempowered in some areas. When staff deemed a patient lacked capacity there was no evidence that the best interest decision-making process was applied. 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. 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. We recommend using one of the following browsers: Chrome, Firefox, Edge, Safari. 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. At the Agnes Unit, staff did not always record the physical health of patients who had been given rapid tranquilisation. Caring stayed the same, rated as good. Staff completed risk assessments that were thorough and had been reviewed following incidents. Safeguarding was a high priority with regular safeguarding reviews within each area of speciality and established systems for supporting staff dealing with distressing situations. It promises that we will lead with compassion and inclusivity, with the health and wellbeing of our staff at the heart of all we do. The trust lacked an overarching strategy which everyone within the trust knew. Patients were able to access hot and cold drinks any time during the day. There had been an increase in the number of CAMHS referrals over the last two years. Staff did not always have time to attend clinical supervision sessions and patient information systems were inconsistently utilised and did not always enable effective working. This had previously been identified on the CQC inspection in March 2015. 78% of staff had completed their annual appraisal. Between August 2015 and July 2016, there were 60 delayed discharges across the service. 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. Staff did not assess and record the risks posed by medicines stored in patents homes. 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. 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." Their service users and staff are extremely important to them. The trust had ensured patients privacy and dignity were maintained when receiving physical health observations at the Bradgate Mental Health Unit. 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. Since the last inspection the service now had a Section 136 suite that met the standards set out in the Royal College Standards. New systems were in place for staff to report any repairs or maintenance issues. Staff mostly felt positive about their managers and said that the services provided were well-led. Patients were positive about their care and treatment and said staff were caring and understanding and respectful. Staff demonstrated a respectful manner when working with patients, carers, within teams and showed kindness in their interactions. Inspectors from the Care Quality Commission (CQC) visited five services run by Leicestershire Partnership NHS Trust (LPT) in November and December last year. spoke with 15 family members or carers of patients, reviewed the mental health act detention papers of 23 patients and seclusion records of 10 patients, and. An escape plan was developed with patients (PEEP)who may not be able to reach an ultimate place of safety unaided, or within a satisfactory period of time in the event of any emergency. The trust had made significant improvements to develop a strengthened vision and strategy. Staff did not always record or update comprehensive risk assessments. Patients waiting for their appointment in the specialist community mental health services for children and young people used a shared waiting room with the learning disabilities adults services. This was in breach of the Mental Health Act Code of Practice guidance on mixed sex accommodation. She embraces the principles of the employee as a consumer (a person who makes the choice of where to work by considering a broadly defined value proposition, inclusive of financial, work, and social aspects of life) and agile organization (a workforce that continually evolves to meet the changing interests and needs of team members and customer.) The 30 bed unit at Stewart House was mixed sex and there were no doors to lock between the male and female sections. Beaumont ward did not have a poster displayed around informal patients and rights as a patient had ripped it down. The perception of staff that learning disabilities services were a low priority for the Trust since they had moved into the adult mental health directorate. The Trust should ensure that the transition is in line with best practice in future. There was evidence of actions taken to improve the quality of the service. The most common reason for delayed discharges was due to family choices which were beyond the control of the trust. This became a formal group working partnership in April 2021. Overall, the trusts compliance rates for mandatory training was 87%. The environment in specialist community mental health services for children and young people, and community based mental health services for adults of working age was not suitable, did not promote safe practice and was not well maintained. The trust had made progress in oversight of data systems and collection. Patients were protected from avoidable harm and abuse, systems were in place to investigate incidents and concerns and staff received suitable training in safety systems. 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. At least one standard in this area was not being met when we inspected the service and The duty system enabled urgent referrals to be seen quickly. Care records for patients using the CRHT teams were not holistic or personalised. We found serious concerns with medication disposal, storage, labelling and management of controlled drugs. 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