The trust had long term plans to address this. The Trust should ensure that the transition is in line with best practice in future. The service had seven vacancies for qualified nurses andthree for non-registered nurses. Managers shared the outcomes and lessons learnt from incidents, complaints and service user feedback at regular staff meetings, where meetings took place. Most patients spoke positively about their care and said they were involved. At Melton, Rutland and Harborough, City East and City West CMHTs m. At City West in conjunction with the young onset dementia assessment service staff developed a digital app for younger who were developing dementia. Lone working policies and procedures were in place for staff to follow to ensure patient and staff safety. Many of the actions listed included plans to review process, establish an approach, or to develop areas. 27 February 2019. The trust had identified the lack of psychological therapies for patients, and support and training for staff, on their risk register. Staff were visible in the communal ward areas and attentive to the needs of the patients they cared for. The people who used services, carers and relatives we spoke with were all positive about the service they received. Consent to care and treatment was obtained in line with relevant guidance and legislation. Oct 2015 - Apr 20193 years 7 months. Staff at St Lukes Hospital had arranged bi-monthly meetings to involve patients and visitors in the news and actions happening on the ward. Four young people told us they felt involved in developing their care plan however, they had not received a copy. Demand for neurodevelopment assessments remained high. 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. A carers group was available to give support. There was a lack of storage at Stewart House, the utility/laundry room was used to store cleaning equipment. This meant patients had been placed outside of the trusts area. We use our system of intelligent monitoring of indicators to direct our resources to where they are most needed. The feedback from patients and relatives was mainly positive about the staff providing care for them. We saw information in the service reception areas about older peoples care. However staff did not appear to be fully aware of services provided and told us there were plans to implement a seven day service in end of life care. Inconsistencies in record-keeping for the Autism Outreach services as some records were missing, but others were of an acceptable standard. long stay or rehabilitation wards for working age adults. Wards had high numbers of hydraulic style patient beds that were a risk to patients with histories of self-harming behaviour. Use our service finder to find the right support for your mental health and physical health. We rated well-led as inadequate, safe, effective, and responsive as requires improvement and caring, as good. Staff provided psychological therapies as recommended by NICE such as group work and cognitive behavioural therapy. The trust had robust governance structures and they had assured any potential gaps or overlaps had been considered. We saw numerous interactions between staff and patients with very complex needs and staff managed extremely challenging situations with knowledge and compassion. A childrens adolescent mental health crisis service had been developed and commenced in April 2017. The service had not met the six week target for initial assessment, on average patients were seen six days over the target date. There were no children who had waited more than a year for treatment. It's a mission driven by our core values, and one that we try to achieve as a local provider, funder, and advocate. the service isn't performing as well as it should and we have told the service how it must improve. This report describes our judgement of the quality of care provided by Leicestershire Partnership NHS Trust. The duty system enabled urgent referrals to be seen quickly. Staff monitored those patients on the waiting list regarding risk levels. Every team we spoke with knew who they reported to and what to report. At Rutland Memorial Hospital shifts were covered by using more than 20% temporary staffing. We reviewed 267 case records and found that, generally, staff completed detailed individualised risk assessments for patients on admission. Therefore, if a female needed a psychiatric intensive care unit they were sent out of area. Incidents and near misses were reported and learning from these was shared. Patients were frequently not discharged when ready due to transport problems or difficulties putting care packages in place. 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. We found positive multidisciplinary work and observed staff were supporting patients. We have issued seven requirement notices which outline the breaches and require the trust to take action to address. Patients and their relatives felt involved in the care provided. There was little evidence that staff supported patients to understand the process, no involvement of family or independent mental capacity advocate in most mental capacity assessments. Care and treatment of children and young people was planned and delivered in line with current evidence based guidance, standards and best practice. This reduced continuity of care. Many staff we spoke with knew who their chief executive was and mentioned them by name. Staff followed infection and prevention control practices and the community inpatient wards were visibly clean. 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. We rated Community health services for adults as good because: We gave an overall rating for community based mental health teams for adults of working age as good because: We rated the community mental health services for children and adolescents overall as requires improvement because: Overall rating for this core service Requires improvement l. We rated community inpatient services as requires improvement because: Overall rating for this core service Requires Improvement l. We rated this core service as requires improvement because: We rated this core service as good because: We rated wards for people with learning disabilities and autism as requires improvement because: Leicestershire Partnership NHS Trust (February 2016) for - PDF - (opens in new window), Leicestershire Partnership NHS Trust (June 2015) for - PDF - (opens in new window), Leicestershire Partnership NHS Trust (November 2014) for - PDF - (opens in new window), Leicestershire: Children's Services Inspections Reports (2012) for - PDF - (opens in new window), Leicester City: Children's Services Inspections Reports (2012) for - PDF - (opens in new window), Rutland: Children's Services Inspections Reports (2011) for - PDF - (opens in new window). There was a risk that staff did not receive adequate support or that their capability was not reviewed. There was good multi-disciplinary working within the teams and good communication with other organisations. Staff showed a good awareness of patient rights. Following inspection, the trust submitted an action plan to review access to call alarms. When we talk to colleagues we are clear about what is expected. The 30 bed unit at Stewart House was mixed sex and there were no doors to lock between the male and female sections. Patients returning from leave from the acute mental health wards were not assured of returning to their original ward. 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. You can find further information about how we carry out our inspections on our website: www.cqc.org.uk/what-we-do/how-we-do-our-job/what-we-do-inspection. We rated the trust as requires improvement for well led. They showed a good understanding of peoples individual needs. Inpatient and community staff reported difficulties with getting inpatient beds. There were effective systems in place to audit and monitor physical health care records. Support workers were being trained in phlebotomy to improve timely blood testing. We did not rate this inspection. The most common reason for delayed discharges was due to family choices which were beyond the control of the trust. Staff we spoke with demonstrated their dedication to providing high quality patient care. Procedures for incident management and safeguarding where in place and well used. The trust had begun the process of replacing some beds with more suitable options for the patient group. Staffs were dedicated, passionate and patient focused. The teams did not have waiting lists for care coordinators at the time of inspection. Record keeping at Stewart House was disorganised. Staff described managers as supportive and approachable. Our leadership behaviours framework set the standards of expectation we aspire to in our daily work. Care planning had improved in the crisis service. Staff did not document physical health checks for patients detained under section 136 in the HBPoS. On Ashby ward, the shower rooms did not have curtains fitted. There was good staff morale. We rated the trust overall for well-led as inadequate. Staff had not received any specialist training on crisis intervention. Patients felt safe. Teams were responsive and dealt with high levels of referrals. We rated long stay/rehabilitation mental health wards for working age adults as requires improvement because: The environment in some areas was very poor, particularly at Stewart House. We did not inspect the following areas of this core service: We did not rate this service at this inspection. 22 June 2022, Published Two patients we interviewed on Ashby and Heather wards told us that staff did not always knock on their bedroom doors before entering. 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. 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. The assessment and resulting care plans were personalised, holistic and recovery focussed. We were aware the local commissioning groups had not set targets for wait times. Due to the lack of a trust overarching strategy, the BAF did not provide an effective oversight against strategic objectives, gaps in control and assurance. 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. Staff did not always follow trust policies and procedures when they needed to search patients or their bedrooms to keep them safe from harm. All wards had developed their own systems to improve medicines management in their areas. The psychiatric outpatients was responsible for 2094 of the breaches, with city east reporting the highest of these breaches at 429.2. 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. Leicestershire patient care project shortlisted in prestigious awards. Staff were not meeting targets for the assessment and assessment to treatment of urgent referrals and six week routine referrals. Staff ensured that these were updated regularly. Whilst there had been some improvements, the process for reporting repairs and issues varied across the wards and a time lag existed for repairs being completed. Staff told us there were no service information leaflets available. We found multiple internal waiting lists where the longest wait for young people was 108 weeks. There were a high number of patients on the waiting list for treatment in the specialist community mental health services for children and young people. At Melton, Rutland and Harborough and Charnwood there was a lack of audits and little focus on quality and improvement. 8 February 2017. There was good physical health care and good therapeutic treatment and activities. They provided feedback to staff via monthly ward meetings, MDT meetings supervision and handovers. There was no funding for staff to provide activities so patients had limited access to activities of their choice during their stay. The trust had new seclusion paperwork implemented in May 2019. Patient outcomes were not routinely collected so the quality of the clinical care being delivered could not be measured or benchmarked. Patients and carers knew how to complain and complaints were investigated and lessons identified. 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