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The service was meeting the target for initial assessment within 13 weeks of referral with a compliance of 99%. We're one team with shared values providing the best care possible. This post has the flexibility to develop and evolve in
Managers had a system in place for tracking and learning from safeguarding incidents and other reportable events. We did not rate this inspection. Adult community health patients did not always have timely access to routine appointments. Ability to provide clear advice, both orally and in a written format. If this service has not had a CQC inspection since it registered with us, our judgement may be based on our assessment of declarations and evidence supplied by the service. We rated acute wards for adults of working age and psychiatric intensive care units as requires improvement because: The trust had made improvements to the clinical environments but had not met all the required actions following the previous inspection of March 2015. We rated community based mental health services for adults of working age as requires improvement because: Access to the service was delayed due to variable caseloads and waiting times. This had been raised as a concern in the March 2015 inspection and had not been sufficiently addressed. Care plans were generalised, not person centred or recovery focused. Team managers could not be assured of local performance around record keeping, care planning and patient involvement. There was a good working relationship between the Mental Health Act (MHA) administration team and the wards, community teams and the executive team. Services had supplies of emergency medication available and this was accessible to staff. Staff made individualised risk assessments which were regularly updated and followed best clinical practice. We found that there were often delays in hospital beds being identified with some people placed out of area away from their family, friends and community. Your information helps us decide when, where and what to inspect. We carried out this unannounced inspection of Leicestershire Partnership NHS Trust because at our last inspection we rated two mental health services provided by this trust as inadequate, four mental health services and one community health service as requires improvement. The trust also collected feedback from patients in a variety of ways, including surveys, iPads, community forum meetings and the Friends and Family Test. Discharge planning was considered as part of board rounds although discharge planning paperwork was not used consistently. Managers had introduced a specialist child and adolescent mental health traffic light system, a red, amber and green rating tool for managing risk. However, staff did not consistently record patients views in their care plan or ensure they had received a copy. We want to hear from you on how to improve our service and provide the best care possible. experience in these areas is essential. There was a range of large therapeutic areas and rooms for art therapy plus other interventions. Senior nurses mitigated risk where they could which included switching an agency staff member with a trust member of staff if two agency staff worked together. However, 323 were waiting for their first appointment through the access team, to complete a core mental health assessment. Staff were positive about the level of support they received, including regular supervision and line management. We did not inspect the following areas of this core service: We did not rate this service at this inspection. The service was caring. In the past, we summarised themes from the visits and published an annual statement followed by the provider's response where applicable. Local leaders were visible and had the skills and knowledge to perform their roles. Infection prevention and control (IPC) was well managed and monitored and services were responsive to deal with frequent changes in IPC requirements during the pandemic. Practical experience of undertaking fraud investigations. Environments were visibly clean and welcoming. Patients social, emotional and religious needs were met and relatives valued the emotional support they received. The medical and senior leadership provision within the looked after children service did not meet the professional requirements outlined in the intercollegiate document for this provision. Staff were given feedback after incidents had been reported. We reviewed data and documentation including three patients care records and risk assessments. Often patients were admitted to hospital out of the area especially if they need a more intensive support. There was regular and effective multidisciplinary working. There was an unstructured, non-mandatory approach to formal end of life training for community hospital staff. There was good access to interpreters and signers when needed. Some families and carers told us that the service was not responsive, telephone calls to the service were not returned. Supervision and appraisal compliance of three teams fell below 75%. The trust was not meeting its target rate of 85% for clinical supervision. We received mixed feedback about staffing levels and several staffing reported concerns. The ovens were old and the dials were not visible and cupboards were broken. Mental Health Act documentation was not always up to date on the electronic system. They later told us that this had been an ongoing concern for around five years. 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. Plans were shared with family and carers. Staff were inconsistent in updating the Historical Clinical Risk Management (HCR-20) assessments. Able to work under pressure and in a constantly changing environment. Community meetings and patient involvement in the services did not always take place. Flexible working arrangements allowed staff to work effectively in teams, particularly when there were not enough staff in some professional groups such as speech and language therapists, occupational therapists and psychologists. Leicestershire Partnership NHS Trust: annual report and accounts 2017/18 . There was effective multidisciplinary working. Managers had introduced a duty clinician to manage caseload sizes and reduce patients risks. The trust could not ensure continuity of care for these patients. By doing this it will help us achieve our vision of creating high quality, compassionate care and wellbeing for all. At Rutland Memorial Hospital shifts were covered by using more than 20% temporary staffing. We observed clinicians working with young people were skilled and very positive. There was a risk that young people may not get assessed out of hours in a timely manner by staff with CAMHS experience. 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. The trust had made significant improvements to develop a strengthened vision and strategy. Feedback from those using the service was positive about how they were treated by staff and about how they were involved in making decisions with the support they needed. Staff updated risk assessments and individualised care plans regularly. This meant patients had been placed outside of the trusts area. The trust had launched its "Step up to Great" approach, which identified the vision and priorities for the year. WebLeicestershire Partnership NHS Trust - We provide mental health, learning disability and community health services for a population of more than a million people in Leicester, The trust provided newsletters, quarterly serious incidence bulletins, regular emails from matrons about incidences and lesson learnt. Staff interacted with patients in a caring and respectful manner. If this service has not had a CQC inspection since it registered with us, our judgement may be based on our assessment of declarations and evidence supplied by the service. At this inspection, we visited the two mental health services previously rated inadequate and one mental health service previously rated as requires improvement. Webtypes of interview in journalism pdf; . Staff demonstrated good knowledge of the Mental Capacity Act 2005. Staff treated patients with kindness, dignity, and respect. Leicestershire Partnership NHS Trust has an overall rating of 3.6 out of 5, based on over 44 reviews left anonymously by employees. 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. 
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