";s:4:"text";s:23517:"Our rating of this service improved. All areas were very clean, fresh smelling and fit for purpose. Most people and carers gave positive feedback about staff. We had serious concerns about the trusts oversight of ward environments and safety of patients within those areas. They told us that staff were kind and caring. We don't rate every type of service. 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. We spoke with six patients who all told us that the staff were very kind and looked after them well. Discharge planning was considered as part of board rounds although discharge planning paperwork was not used consistently. Staff maintained a presence in clinical areas to observe and support patients. Staff reviewed young peoples risk at every appointment and recorded this in the case notes. Considerable numbers of records we reviewed during our inspection, were of a poor standard, with substantial and important clinical reviews missing, as recommended by the Mental Health Act Code of Practice. Some improvements to address the no smoking policy at the Bradgate Mental Health Unit wards were seen. Two external governance reviews had been commissioned and undertaken. The trust had systems for staff to raise any concerns confidentially. Patients returning from leave from the acute mental health wards were not assured of returning to their original ward. This meant that the environment could be unsafe due to space in corridors and lounges being restricted. The trust had not met all the required actions to reduce and mitigate ligature points across wards following the previous inspection in March 2015. Mandatory training provided to Advanced Nurse Practitioners did not cover end of life care, and these professionals received little support from trust doctors with a specialism in palliative care. Record keeping at Stewart House was disorganised. The waiting times in community based mental health services for adults of working age were long and breached targets. There were effective methods for obtaining feedback from service users and carers and feedback was acted upon. The trust had improved medicines management. Staff completed detailed risk assessments for patients on admission and reviewed them regularly after incidents. Staff expressed pride in their ability to work as a team and managers told us they were proud of achievements. Care plans did not always reflect a person centred approach and people who used services and their carers were not routinely involved in CPA reviews. Patients could approach staff at night to request them. Palliative care nurses conducted holistic assessments for patients and provided advice around social issues, for example, blue badges for disabled parking. Staff worked well together as a multidisciplinary team and with relevant services outside the organisation. Save job - Click to add the job to your shortlist. We observed positive interactions between staff and children and the use of age appropriate language. Patients were happy with the care they received and were very complimentary about the staff who cared for them. Support workers were being trained in phlebotomy to improve timely blood testing. We identified that in community mental health teams, wards and community inpatient hospitals, fridge temperatures were not recorded correctly; either single daily temperature readings were recorded rather than maximum and minimum levels or temperatures were not recorded on a daily basis. There was evidence of actions taken to improve the quality of the service. We use cookies to improve your experience on our website. Managers did not ensure that staff completed Mental Capacity assessments in line with the Act. The group established a deliberate self harm and suicide group in the last year to oversee specific incidents of this nature. A dashboard of key performance indicators was being developed. The trust lacked an overarching strategy which everyone within the trust knew. Staff told us their managers were supportive and senior managers were visible within the service. Staffs were dedicated, passionate and patient focused. Staff did not ensure that mental capacity assessments and best interest decisions were consistently documented in care records. Staff were caring, compassionate and kind towards patients. Not all families and carers knew they could attend virtual ward meetings and care programme approach meetings. Medicine management training sessions had been undertaken with inpatient ward sisters and charge nurses. Interpreters were used when working with people who did not have English as a first language. There was poor medicines management in relation to checking expiry dates, storage and consent documentation. This meant that patients were not protected from receiving unsafe treatment. the service is performing exceptionally well. Six staff expressed concerns about the proposed move and some said the trust had not communicated information to staff effectively. Data could not be relied upon to measure service performance or improvement.Data collection and interpretation did not include key pieces of information for example number of delayed or missed visits. 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. There was no evidence of patient involvement recorded in some of the notes. We were aware the local commissioning groups had not set targets for wait times. There was clear evidence that staff learnt from incidents and had forums for information exchange to occur as and when needed. Patients reported staff treated them with dignity and respect. Two patients discharges were delayed at The Agnes Unit because the commissioners could not find specialist placements. Preventing infections Same sex accommodation Building better hospitals eHospital Programme Our values 'We treat people how we would like to be treated' 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 The service had plans in place to manage service disruption and major incidents. People that were referred to the service were waiting for a care co-ordinator to be allocated. They contained items which could pose a danger to staff and patients. Care plans were generalised, not person centred or recovery focused. Staff said this made them feel safe whilst visiting patients at home or whilst undertaking activities with patients in the community. Lessons learnt were shared across the organisation via emails and the intranet. This had a negative impact on the delivery of urgent nursing care, continence services and non-urgent therapy care. CV6 6NY, In Specialist equipment needed to provide care and treatment to patients in their home was appropriate and fit for purpose so patients were safe. Staff empathised where a person had a negative experience and offered support where necessary. Creating high quality compassionate care and well-being for all | Leicestershire Partnership NHS Trust - We provide mental health, learning disability and community health services for a population of more than a million people in Leicester, Leicestershire and Rutland. Patients reported that they felt safe on the wards. Wards for people with dementia had dementia-friendly elements; particularly the activity rooms and there was commitment to build on this. The teams did not have waiting lists for care coordinators at the time of inspection. Staff did not adhere to the Mental Capacity Act Code of Practice and the five principles of the Act. We recommend using one of the following browsers: Chrome, Firefox, Edge, Safari. Services were planned and delivered in a way that met the current and changing needs of the local population. All three service inspections were unannounced. The ovens were old and the dials were not visible and cupboards were broken. Staff received training in safeguarding and knew how to report when needed. Our Mental Health Act Commissioners may carry out a number of visits to each provider over a 12-month period, during which they talk to detained patients, staff and managers about how services are provided. 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. There were improvements in ligature risk assessments. We strongly recommend an informal and confidential discussion with Cathy Ellis, the Chair of the trust. We use cookies to improve your experience on our website. Patients social, emotional and religious needs were met and relatives valued the emotional support they received. We rated families, young people and children services as good because: There were systems in place for reporting incidents and the service was able to demonstrate learning and sharing following incident investigations. 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. This area of our site lists our partner organisations. Please contact Sonja Whelan on 07525 723336 or email Sonja.whelan@leicspart.nhs.uk. Staff explained to patients their rights under the Mental Health Act on admission and routinely thereafter, although we saw this was not always documented in the patients care notes. We saw information in the service reception areas about older peoples care. Staff were unaware of any service specific strategic direction. We remain concerned that a significant period had passed and the trust had not improved access to psychology for patients and staff. 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. A new quality dashboard had been introduced in September 2016 after it was established that the previous system was incorrect, meaning all data submitted prior to September 2016 was incorrect. In most services, we were concerned with the lack of evidence in care plans which showed patients and carers had been consulted and involved in their care. Through this collaborative working we are also building a culture of continuous improvement and learning, supported by a robust governance framework and more sustainable and efficient use of resources. There was an extensive wellbeing offer available to staff. Consent to care and treatment was obtained in line with relevant guidance and legislation. The assessment and resulting care plans were personalised, holistic and recovery focussed. Staff who were unclear of the process for rapid tranquillisation did not have a reminder of the process to follow. Some actions were required to ensure adherence with the Mental Health Act. In rating the trust overall, we took into account the current ratings of the 12 services not inspected this time. The trust had not fully articulated their vision for how they operated as a trust. The trust had significantlyreduced waiting times and the total numbersof children and young people waiting for assessments. There were different recording systems in place, for example paper records and electronic records, different professional kept separate files. Good The local managers monitored the environment for staff, carried out local audits and checked performance of staff on a regular basis. 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. We found the average wait times for patients presenting with a mental health crisis or specific mental health needs were between 1.5 hours and 1.9 hours. 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