The trusts Board Assurance Framework (BAF) was lengthy, was combined with a corporate risk register and had overdue actions. The number of visits was not always manageable. Some staff did not receive regular supervision or annual appraisals. The trust was not meeting its target rate of 85% for clinical supervision. Improvements had been made to the seclusion facilities, and further improvements were planned across the service to improve patient experience and promote privacy and dignity. Many staff we spoke with knew who their chief executive was and mentioned them by name. Designated staff were not provided by the trust. We rated it as good because: Leicestershire Partnership NHS Trust: Evidence appendix published 30 April 2018 for - PDF - (opens in new window), Published A lack of availability of beds meant that people did not always receive the right care at the right time and sometimes people were moved, discharged early or managed within an inappropriate service. On Kirby ward there was no evidence of Section 132 rights read on detention in 54% of records reviewed. There was good multi-disciplinary working within the teams. Two patients discharges were delayed at The Agnes Unit because the commissioners could not find specialist placements. This environment was pleasant and well equipped. There was a risk that young people may not get assessed out of hours in a timely manner by staff with CAMHS experience. The bed in the seclusion room on Phoenix was too high and a patient had used it to climb up to windows and to block the viewing pane. the service is performing exceptionally well. There were delays in staff delivering treatments to young people and young people following assessment. In the health based place of safety resuscitation equipment and emergency medication were not available and staff had not calibrated equipment to monitor patients physical health. This had been raised as a concern in the March 2015 inspection and had not been sufficiently addressed. We saw evidence of discharge planning in care plans written by CRHT staff. CAPTRUST for Institutions. Patients did not have access to regular community meetings where they would discuss ward issues and concerns. Staff could not rely on performance reports being accurate. The dignity and privacy of patients across three services we visited was compromised. . Staffing was on the risk register for many of the locations we visited. Plans were shared with family and carers. Ward matrons told us they shared outcomes from incident investigations in team meetings for shared leaning. 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. We found concerning evidence of long waiting times for assessment in specialist community mental health services for children and young people. There were risk assessments and plans in place to keep people and staff safe. We found concerns with the environment in all five core services we inspected. People that were referred to the service were waiting for a care co-ordinator to be allocated. We looked at how the adult liaison psychiatry service affected patient flow, admissions to hospital and discharges from the Leicester Royal Infirmary hospital as part of the system wide healthcare. Some staff found there was insufficient time to complete their visits within the working day. Staff routinely referred patients to access additional support for employment, housing, benefits and independent mental health advocacy. The nurses we spoke with had specialist interests, including mindfulness and dementia. There was a good level of occupational therapy input and good support to help maintain patients physical health. Staff showed high levels of motivation and morale, felt part of a positive team and felt well supported and trained. The trust had several strategies, a vision and corporate objectives, but they did not underpin all policies and practices. There was a duty worker system in place which meant the service was able to respond quickly to escalating risks if necessary. Ward teams did not hold regular team meetings. There was good multi-disciplinary working within the teams and good communication with other organisations. There were low levels of restraint and staff tried other methods to de-escalate before restraining patients. For example, Ashby, Aston, Bosworth and Thornton Wards had been converted to single sex only accommodation to ensure compliance with the Department of Health and Mental Health Act 1983 guidance on mixed sex accommodation. Beaumont ward did not have a poster displayed around informal patients and rights as a patient had ripped it down. Good Funding had been secured for increased staff with specialist skills. There was clear evidence that staff learnt from incidents and had forums for information exchange to occur as and when needed. View more Profession Occupational Therapist Service Learning Disability Grade Band 6 Contract Type Permanent Hours Full Time. There was highly visible, approachable and supportive leadership. This had improved since the last inspection in March 2015. 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. Mandatory training that fell below 75% included adult immediate life support, adult basic life support, safeguarding children level 3 and fire safety awareness. Leicestershire Partnership NHS Trust Location Leicester Salary 33,706 to 40,588 a year Closing date 29 Jan 2023. Staff were unaware of any service specific strategic direction. Reductions in social service provision had led to an increase in referrals to the Community Learning Disability Teams. The HBPoS did not have designated staff provided by the trust. Care records were up to date and holistic. Not all families and carers knew they could attend virtual ward meetings and care programme approach meetings. Staff had a good knowledge of safeguarding. They and their carers were kept informed and involved in their treatment and care. Managers identified the breach in these targets and had plans in place to reduce them and had highlighted this risk on the risk register. Care plans and risk assessments did not show staff how to support patients. By doing this it will help us achieve our vision of creating high quality, compassionate care and wellbeing for all. Therefore, staff could ensure accurate measures of blood pressure were being recorded. Between August 2015 and July 2016, there were 60 delayed discharges across the service. Children and young people felt listened to in a non-judgmental way and told us they felt respected. Save job - Click to add the job to your shortlist. 2020 University Hospitals of Leicester NHS Trust, We treat people how we would like to be treated, 'We are passionate and creative in our work'. 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. Each year, we visit all NHS trusts and independent providers who care for people whose rights are restricted under the Mental Health Act to monitor the care they provide and check that patients' rights are met. 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. On acute wards, not all informal patients knew their rights. Staff usually met patients in their homes or in the community. Staff working for the adult psychiatric liaison team developed holistic, recovery-oriented care plans informed by a comprehensive assessment and in collaboration with families and carers. The waiting areas and interview rooms where patients were seen were clean and well maintained. We have strengthened our vision and strategy, to make our direction of travel as clear as possible for everyone. Staff were de-briefed and supported after a serious incident; we saw that incidents were a standing agenda item for team meetings and were discussed with staff. Target times had been set but the speed of response to referrals was not analysed and used to determine whether they were meeting targets. That's what building health equity means to us. Care plans reviewed were not personalised, holistic or recovery orientated. The single point of access made contacting the service easy for both patients and health professionals and enabled referrals into the service to be triaged and assigned from one central point. Risk assessments were completed during the initial assessment at the CRHT team. Another relative said their relative was a changed person since going to the Willows and they were able to go home last Christmas. We use cookies to improve your experience on our website. The psychiatric outpatients was responsible for 2094 of the breaches, with city east reporting the highest of these breaches at 429.2. The longest wait was 108 weeks for four patients to access group work or outpatients. There was access to interpreters and staff were aware of how to access them. However, we saw evidence this was not always achieved. Following inspection, the trust submitted an action plan to review shared sleeping arrangements. Record keeping at Stewart House was disorganised. 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 adult psychiatric liaison service provides assessment and treatment for adults between the ages of 16 to 65, who experience mental health problems in the context of physical illness. This could pose a risk to patients and staff. One patient on Watermead ward told us that a staff member had ignored them when they had asked them for a sandwich. At this inspection, we looked at adult liaison psychiatry services at the Leicester Royal Infirmary site. This did not protect the privacy and dignity of patients when staff undertook observations. We received mixed feedback about staffing levels and several staffing reported concerns. Patients knew how to formally complain and could attend daily community meetings where they could raise any issues of concern. In addition, staff did not record the maximum dose of medications a patient could have in any 24-hour period. Staff showed caring attitudes towards their patients. The community healthcare services provided by Leicestershire Partnership NHS Trust were judged to be good. We use cookies to improve your experience on our website. Staff did not effectively complete risk assessments for patients, manage a smoke free environment, or share information about incidents or share learning from incidents within teams, across services or between services in the trust. The trust set target times from referral to initial assessment against the national targets of 28 to 42 days. 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