leicestershire partnership nhs trust values

Apply. -Supporting a variety of Wards such as Cardiology, Respiratory, Urology, Stroke, Renal, Maternity and Vascular.Obtaining physical measurements such as blood pressure, heart rate, SPO2, Temperature,respiratory rates, blood sugars, pain . A programme of work was due to start in forthcoming months, for wards yet to be refurbished. The service used a computer record system that differed from the rest of the trust. The environment in the crisis service did not ensure confidentiality as rooms were not sound proofed and conversations could be heard outside the room. Organisations we work with. Jan 4. However at South Leicestershire clinical supervision take-up was low at 73%. They were reflected in the objectives of local teams. The trust confirmed community hospital staff were expected to undertake four clinical supervision sessions across the year. Staff we spoke with were proud to work within the adult psychiatric liaison team and proud to show us the work they did and the service they provided. The trust had made some improvements in response to the previous CQC inspection undertaken in March 2015.This included removing some ligature anchor points in the acute mental health wards. Staff had access to quick guides in their clinical areas to ensure they were aware of how to manage risks. Services based in community hospitals did not admit patients close to weekends due to issues with verification of deaths over weekends, and the access to doctors. This is an exceptional opportunity to share your talents and expertise to make a positive difference to the lives of the one million people served by the Trust. The trust had not met all the required actions to reduce and mitigate ligature points across wards following the previous inspection in March 2015. The trust had key roles in the development of health and social care system working, and collaboration with other care providers to improve provision of mental health services. There were clear treatment pathways. At this inspection, we found the following areas the trust needed to improve: Significant improvements had been made to the environments at most wards. Assessments and care planning took place for patients needs. Our observations during inspection confirmed that staff knowledge and practical application of their knowledge was inconsistent despite training on their electronic learning systems. Staff completed comprehensive assessments which included physical health checks and the majority of patients had completed risk assessments. Care records for patients using the CRHT teams were not holistic or personalised. Record keeping was poor in some services. There was clear evidence that staff learnt from incidents and had forums for information exchange to occur as and when needed. Apply. Managers had introduced a specialist child and adolescent mental health traffic light system, a red, amber and green rating tool for managing risk. the service is performing badly and we've taken enforcement action against the provider of the service. Patients were involved in the writing of their care plans and their views were reflected in the plans. Overall, the trusts compliance rates for mandatory training was 87%. However, staff did not consistently record patients views in their care plan or ensure they had received a copy. Some facilities lacked essential emergency equipment. The trust had made improvements to the clinical environments since the last CQC inspection. The trust provided newsletters, quarterly serious incidence bulletins, regular emails from matrons about incidences and lesson learnt. 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 rated responsive and well led as requires improvement, and safe, effective and caring as good. Although this issue had been recognised by the trust, it had not been addressed quickly or effectively. The walls in patient areas at the child and adolescent mental health team were visibly dirty in places and rooms were sparsely furnished. The HBPoS had poor visibility for observing patients. The longest wait was 108 weeks for four patients to access group work or outpatients. Mobility and healthcare equipment took up space in The Gillivers and 3Rubicon Close. We also inspected the well-led key question at provider level for the trust overall. This could have resulted in an increased risk of incorrect safe and secure handling of medicines and unsafe practice in relation to the administration and prescribing of medicines. Patients returning from leave from the acute mental health wards were not assured of returning to their original ward. All wards had developed their own systems to improve medicines management in their areas. 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. Therefore, if a female needed a psychiatric intensive care unit they were sent out of area. 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. Bathrooms and toilets were specified for which gender depending on who was resident at the unit at the time. Interview rooms were unsafe. The trust had improved medicines management. Staff acknowledged directors visits. Staff satisfaction varied greatly across the service with some staff feeling devalued. The Trust should ensure that the transition is in line with best practice in future. Staff had a good knowledge of safeguarding and incident reporting. There were effective methods for obtaining feedback from service users and carers and feedback was acted upon. We rated safe, effective, responsive and well led as requires improvement and caring as good. Local audits were not completed regularly. Claim your Free Employer Profileto start telling your employer brand story to reach top talent. People knew how to make a complaint as this information was provided in welcome packs. The introduction of activities co-ordinators at Coalville Hospital had improved the patients experience on the ward and increased the activities that were conducted on a day to day basis. There was a full complement of staff with no vacancies. The trust had robust systems in place which allowed staff to effectively report incidents. There were delays in maintenance and repairs in some areas. Curtains were missing from bed spaces and staff did not wait for an answer from patients before entering rooms on acute wards. Waiting times for referral to initial assessment appointments were good, although patients experienced delays for community paediatric clinic follow up appointments. There were appropriate arrangements in place for the safe management of medicines. Interpreters were available. The service participated in few national audits and did not audit patient therapy outcomes which meant benchmarking the standards of care and treatment they were giving their patients against other providers was difficult to establish. The HBPoS did not have designated staff provided by the trust. This impacted on staffs ability to assess and treat young people in a timely manner. Patients had their own copies of care plans and were involved in their care plan reviews. Assessments took place using nationally recognised assessment tools and staff provided a range of therapeutic interventions in line with National Institute for Health and Care Excellence (NICE) guidelines where staffing allowed this. There was use of bank and agency staff. A psychologist led weekly reflective practice sessions to help staff think about the best way of helping the patient on the ward. The trust had made progress in oversight of data systems and collection. Clinic rooms were overstocked with medications. There were key performance indicators set for time from referral to assessment and where these were not being addressed action had been taken. Patients reported that they felt safe on the wards. long stay or rehabilitation wards for working age adults. Leicestershire Partnership NHS Trust provides mental health, learning disability and community health services across Leicestershire, England.. 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. We rated community health inpatient services as requires improvement because: Despite considerable effort with recruiting new members of staff, staffing was the top concern for all senior nurses and there was still a significant reliance on agency staff to fill shifts which could not be covered internally. Staff were not always recording room and fridge temperatures in clinical rooms and out of date nutrional supplement drinks had not been appropriately disposed of. At this inspection the well-led provider rating improved from inadequate to requires improvement. There were significant waiting times for a range of further assessments and treatments including psychology, school observations, psychiatric opinion and group work. Overall, patients were positive about the care they received and had access to advocacy services on all wards. Our values are Compassion, Respect, Integrity and Trust, which we keep at the heart of everything we do. Home - Leicestershire Partnership NHS Trust Creating high quality, compassionate care and wellbeing for all. The teams we spoke with, felt the trust board did not set clear timescales or direction on how to move their projects forward. Fire safety was much improved, withfire drills carried out regularly. Potential risks were taken into account when planning community health services. Staff followed infection and prevention control practices and the community inpatient wards were visibly clean. The trust had a dedicated family room for patients to have visits with children. We noted how much time the new executive team had invested in making and implementing improvements during the COVID-19 pandemic. However, 323 were waiting for their first appointment through the access team, to complete a core mental health assessment. This practice stopped once we drew attention to it. We rated Leicestershire Partnership NHS Trust as Requires Improvement overall because: Published The trust encouraged staff at most levels of the organisation to develop and deliver ideas for service delivery, improvement and innovation. Staff involved patients in the ward review and community meetings. Thy are entitled to receive a remuneration of 13,000 per annum each and have . There was minimal evidence of patient involvement in care plans. Staff held high caseloads in community based mental health services for adults of working age, an issue which had been recognised by the trust and placed on the risk register. Observations, psychiatric opinion and group work had access to quick guides in their care plans and their views reflected. 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