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, We are here to help and we make sure that our patients and colleagues feel valued, When we talk to patients and their relatives we are clear about what is happening. Staff did not always feel actively engaged or empowered. We observed positive interactions between patients and staff. We are looking for a dynamic, versatile and self-motivated,
People using the service had limited access to psychological therapies and there were no psychologists working within the service. Some medication was out of date and there was no clear record of medication being logged in or out. 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. They provided feedback to staff via monthly ward meetings, MDT meetings supervision and handovers. Leicestershire Partnership NHS Trust is proud to reveal that the Healthy Together health visiting and school nursing service has been shortlisted for the generating impact in population health through digital award at the inaugural HSJ Digital Awards. Medication management had improved significantly across the services. Care and treatment of children and young people was planned and delivered in line with current evidence based guidance, standards and best practice. Experience of conflict resolution/ demonstration of negotiation skills including experience of conducting formal Interviews Under Caution and taking formal statements. We rated all three mental health services inspected as requires improvement overall. By doing this it will help us achieve our vision of creating high quality, compassionate care and wellbeing for all. Mental Health Act documentation was not always up to date on the electronic system. Many of the actions listed included plans to review process, establish an approach, or to develop areas. 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. Menu. Staff said the system was difficult to use and this had affected the information recorded in patients notes. Staff supported patients to raise concerns when needed. We had concerns about how environmental risks at CAMHS community sites were being assessed and managed. For all jobs the cost of any DBS disclosure required will be met by the individual. Overall we saw good multidisciplinary working and generally peoples needs, including physical health needs, were assessed and care and treatment was planned to meet them. The service did not have a system in place to monitor the number of lighters each ward held. Location: Lincoln. The trust board had not reviewed full investigation reports for the most serious incidents, only the outcomes and lesson learnt. The HBPoS had poor visibility for observing patients. . People using the service may not be able to get the speed of telephone response they needed in a crisis. financial crime matters and you will be expected to manage competing priorities
Staff ensured that these were updated regularly. Staff did not consistently promote dignity and respect as expected in all services. Curtains were missing from bed spaces and staff did not wait for an answer from patients before entering rooms on acute wards. Patients felt safe and said they were checked regularly by staff. The paperwork was difficult to find and not consistent. In rating the trust overall, we took into account the current ratings of the 12 services not inspected this time. Patient records across community inpatient services were not always completed fully. Many staff knew the Trust values and were aware of the Chief Executive Officer. There was access to interpreters and staff were aware of how to access them. Staff empathised where a person had a negative experience and offered support where necessary. Able to work both within a team and be self- motivated. In all instances police transported the patient to the HBPoS. Bathrooms and toilets were specified for which gender depending on who was resident at the unit at the time. The role will see you using your extensive counter fraud knowledge
Where patients took medicines home with them, staff ensured that they understood their use and storage. 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. We saw staff engaging with patients in a kind and respectful manner on all of the wards. 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. we have taken enforcement action. There had been several serious incidents (SI) within this service in the last year. The adult community therapy team did not meet agreed waiting time targets. Patients waiting for their appointment in the specialist community mental health services for children and young people used a shared waiting room with the learning disabilities adults services. The trust confirmed staff delivering end of life care were involved in bi-annual record keeping, safeguarding and clinical supervision audits. We are looking at different ways to indicate the outcomes of our monitoring in the future. 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. experienced counter fraud specialist to become a member of the anti-crime team. Not all of the patients felt involved in their care planning and not all had a copy of their care plans. We actively implement equal opportunities in employment and service delivery and seek people who share our commitment. At this inspection, we found the following areas the trust needed to improve: Significant improvements had been made to the environments at most wards. Full-time, Families and carers said the wards were clean. Patients returning from leave from the acute mental health wards were not assured of returning to their original ward. We rated it as requires improvement because: Our rating of the trust stayed the same. The trust ceased mixed sex breaches by maintaining male and female only weeks. There was no fridge to keep medicines cool when required. There was a skilled multi-disciplinary team able to offer a variety of therapies. The IAPT service was not meeting the Key Performance Indicators (KPIs) set by commissioners in relation to access targets' - meaning they were not getting the expected quota of referrals per population head. Staff described various ways in which they received information from the board and other governance meetings. Details of our benefits, leadership behaviours and other important information are contained in the attached document titled Information for Applicants. 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. Staff were positive about the support they received from their local leaders and managers but were less connected with senior leadership and management teams in the children, young people and families services. The phones on each ward were in communal areas; the phone on Griffin ward had not been moved since the last inspection, although it had a privacy hood installed. Managers ensure that they acted on these findings to reduce the risk of reoccurrence. Governance systems and processes, and the strategy of the organisation had been extensively reviewed since our last inspection but was not fully embedded into services. Staff were not aware of how this might affect the safety and rights of the patients. Staff did not always record or update comprehensive risk assessments. Staff consistently demonstrated good morale. Seclusion environments were not an issue of concern at this inspection. However, 323 were waiting for their first appointment through the access team, to complete a core mental health assessment. Therefore, the trust could not be sure staff received information to support best practice and change in a timely manner. Patients were not always involved in the planning of their care. 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. Care planning had improved in the crisis service. While staffing numbers were usually maintained, there was a high reliance on agency and bank staff to achieve this. It was clear to see the difference the investment and improvements had made since our last visit. There were problems with access to the electronic system owing to ongoing building works. Patients were not always safeguarded. Staff kept risk assessments up to date and carried out comprehensive assessments which were holistic and recovery focused. Staff followed procedures to minimise risks where they could not easily observe patients. During the depot clinic staff did not close privacy curtains when patients were receiving depot injections. Patients were protected from avoidable harm and abuse, systems were in place to investigate incidents and concerns and staff received suitable training in safety systems. This included environmental improvements, shared sleeping accommodation, response times to maintenance issues, care planning and access to relevant therapies in certain services. It's also a great way to learn about other chapters in your Staff had received specialist child safeguarding training and were able to make referrals when appropriate. There were not enough registered staff at City West and this was identified as a risk on the service risk register. Your information helps us decide when, where and what to inspect. 68% of employees would Staff demonstrated poor understanding of some aspects of the Mental Capacity Act. Staff reported morale was good, they worked well together and supported one another. There was a high vacancy rate of 12.9% for band 5 and 6 nurses in community based mental health services for adults of working age, 18.9% for band 5 and 6 nurses in crisis service and 17.3% across community health services for adults. Adult community health patients did not always have timely access to routine appointments. Staff had access to quick guides in their clinical areas to ensure they were aware of how to manage risks. Notes reflected caring and compassionate view of patients. Staff morale on Griffin ward was low due to the announcement of the wards closure upon the completion of works on Phoenix ward. Potential risks were taken into account when planning community health services. Patients using the CRHT team had limited access to psychological therapies and there were no psychologists working within the CRHT team. Patients occasionally attended the service. Staff and carers said that when a patient was discharged, it was difficult to allocate them to a community CAMHS worker. Staff demonstrated a respectful manner when working with patients, carers, within teams and showed kindness in their interactions. Children and young people felt listened to in a non-judgmental way and told us they felt respected. Managers ensured they used regular bank staff to achieve the required safer staffing levels and to promote continuity of care of patients. Staff monitored patients physical health regularly from the point of admission. A childrens adolescent mental health crisis service had been developed and commenced in April 2017. All assessment rooms had good visibility. Leadership had been strengthened at Stewart House. Waiting times for referral to initial assessment appointments were good, although patients experienced delays for community paediatric clinic follow up appointments. Care and treatment was planned and delivered in line with current evidence-based guidance, standards, best practice and legislation. Excellent verbal and written communication skills. Managers used a tool to identify and review staff numbers in accordance with need. The trust confirmed the service line was contracted to provide bed occupancy at 93%. The group established a deliberate self harm and suicide group in the last year to oversee specific incidents of this nature. We were concerned that information management systems did not always ensure the safe management of peoples risks and needs. The trust had not ensured all staff had received training in immediate life support. Computer systems were not shared across GP surgeries so information sharing did not happen effectively. This impacted on staffs ability to assess and treat young people in a timely manner. Some families and carers told us that the service was not responsive, telephone calls to the service were not returned. The Trust should ensure that the transition is in line with best practice in future. The trust admitted male patients to female areas of the mixed wards when male beds were unavailable. WebThe NHS, in all its forms, serves a population of just over one million people across our area. The trust had developed new processes and redesigned and improved data validation. 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. 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. We found positive multidisciplinary work and observed staff were supporting patients. For services we haven't rated we use ticks and crosses to show whether we've asked them to take further action or taken enforcement action against them. We rated responsive and well led as requires improvement, and safe, effective and caring as good. To address this deficit the trust moved patients that required an acute bed to a rehabilitation bed which was not clinically justified or met the needs of the patients. There was a risk that young people may not get assessed out of hours in a timely manner by staff with CAMHS experience. We rate most services according to how safe, effective, caring, responsive and well-led they are, using four levels: Outstanding Care records showed that physical health examinations were completed upon admission and there was ongoing monitoring of physical health across the trust. Plans were shared with family and carers. There was a high staff sickness rate reported and managers did not always follow the managing sickness policy. Our rating of this service improved. Staff did not always use the Mental Health Act and the accompanying Code of Practice correctly. For example, furniture was light and portable and could be used as a weapon. This environment was pleasant and well equipped. The trust had systems for promoting, monitoring and responding to complaints. At Melton, Rutland and Harborough and Charnwood there was a lack of audits and little focus on quality and improvement. Webtypes of interview in journalism pdf; . There were no separate female bedroom areas and no gender specific toilets or bathrooms. This was a breach of the patients privacy and dignity to patients as staff might be required to enter the shower rooms to check patients were safe. 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. We actively implement equal opportunities in employment and service delivery and seek people who share our commitment. We saw numerous interactions between staff and patients with very complex needs and staff managed extremely challenging situations with knowledge and compassion. Demonstrate an ability to use tact and diplomacy. We did not have assurance service leads had good oversight of the risks relating to this service as staff were not always recording incidents, the service was unable to identify incidents specific to patients at the end of life and concerns relating to the out of hours GP service were not formally recorded. At this inspection we found compliance levels with this type of training were still below the trusts target. This became a formal group working partnership in April 2021. Leicestershire Partnership NHS Trust has an overall rating of 3.6 out of 5, based on over 44 reviews left anonymously by employees. Across the teams, we found up to date ligature audits in place. All ward ligature risk assessmentshad beenreviewed and were located on each ward together with mitigation summaries. The quality of some of the data was poor. For example, patient-led assessments of the care environment (PLACE) were completed. Patients could approach staff at night to request them. Record keeping was poor in some services. Staff and senior leaders could not articulate the trusts direction of travel and how this was co-ordinated. Staff used strategies to maintain patients safety which had an adverse effect on their dignity and privacy. The trust was not meeting its target rate of 85% for clinical supervision. Based on 112 salaries posted anonymously by Leicestershire Partnership NHS We spoke with five informal patients at the Bradgate Mental Health Unit who were unaware of what they could and could not do as an informal patient. Staff monitored the ongoing condition of any secluded patient. We reviewed data and documentation including three patients care records and risk assessments. The feedback from patients and relatives was mainly positive about the staff providing care for them. We rated the caring domain for the community health families, young people and children service as outstanding due to staff approaches to family and patient care utilising or creating tools to assist children to understand their condition or prepare for treatment. This does not comply with the guidance from the Royal College of Psychiatrists. We saw patients were treated with kindness and compassion. We observed some very positive examples of staff providing emotional support to people. In rehabilitation services, staff had effective working relations with the new rehabilitation community transition support team created in response to the pandemic to facilitate faster discharges from the wards. The service had 175 delayed discharges between August 2015 and July 2016, which accounted for 43% of the trusts total delayed discharges. Managers ensured they monitored their staffs compliance with mandatory training using a tracker system. Managers did not ensure that the staff were receiving regular clinical supervision and had not met the trust target compliance rate of 85%. The trust had not responded in a timely way to eliminate shared sleeping arrangements (dormitories). Lessons were learned from feedback and complaints from patients. This was a significant improvement since our last inspection which reported 171 out of area placements lasting between two and 192 days. There were clear responsibilities, roles and systems of accountability to support good governance and management. There were key performance indicators set for time from referral to assessment and where these were not being addressed action had been taken. The trust had made significant improvements to develop a strengthened vision and strategy. Care plans were generalised, not person centred or recovery focused. This meant patients had been placed outside of the trusts area. The Trust had a number of unfilled positions being covered by long-term bank staff. Some patients told us that staff were polite and respectful and willing to go the extra mile in supporting them. Immediate concerns raised by patients on those visits are discussed, if appropriate, with hospital staff. Some families carers said that the meals were unhealthy. There were systems for lone-working in place including a red folder process that kept workers safe. Other professionals within the trust could not access this system. Staff were not always recording their supervision on the electronic system so we could not be assured they were receiving it regularly. We found out of date and non-calibrated equipment located within a cupboard in the health-based place of safety. Smoking cessation had been successful across most wards in the Bradgate Mental Health Unit.The trust had re-drafted the smoke free policy following on patient and staff consultation. Staff mostly felt positive about their managers and said that the services provided were well-led. Patients felt safe. Staff completed care plans for patients. Click here to submit your comments to us. Risks to people who used the service and staff were assessed and managed. We heard many examples of interesting innovation projects and work that staff groups had done which impacted on and improved patient care. The trusts Board Assurance Framework (BAF) was lengthy, was combined with a corporate risk register and had overdue actions. Services had supplies of emergency medication available and this was accessible to staff. paul rodgers first wife; thirsty slang definition; hunter hall pastor Cover arrangements for sickness, leave and vacant posts were in place. experience of dealing with fraud, bribery and corruption issues, as well as
At Rutland Memorial Hospital shifts were covered by using more than 20% temporary staffing. criminal justice and liaison services and triage teams had good morale and worked well with internal and external colleagues. Staff allowed patients time to respond to questions and did not try to hurry them. Staff expressed pride in their ability to work as a team and managers told us they were proud of achievements. The trust had robust systems in place which allowed staff to effectively report incidents. The senior occupational therapist was trying to recruit to vacant occupational therapy posts. Another patient said on their comment card they did not see enough of the occupational therapist.
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