This was: We also assessed if the organisation is well-led and looked at areas of governance, culture, leadership capability and improvement. Staff monitored those patients on the waiting list regarding risk levels. The service was caring. The trust provided patients with accessible information on treatments, local services, patients rights and how to complain across all services. The trust had made improvements to the clinical environments since the last CQC inspection. There was no funding for staff to provide activities so patients had limited access to activities of their choice during their stay. The trust was not commissioned to provide a female PICU and have identified the need with their commissioners. We rated the four mental health core services as requires improvement and community health services for adults as good. 89% of staff had attended their mandatory training; 92% of appropriate staff had received training in safeguarding adults and 90% of staff had completed safeguarding children training. Patients capacity to consent to their treatment had not been assessed in some cases, Patients physical health was checked on admission but patients did not have access to a GP for ongoing monitoring or treatment of their health, The telephone for patients use was situated in a corridor and did not provide patients with sufficient privacy, We identified that staff did not always take a person centred approach to care and did not always take positive risks when this might have been indicated, The forensic services staff said they felt lost and did not know where they were going strategically, Arrangements for medication management did not keep all patients safe which meant that some patients did not receive the follow-up care they should have received and some patients received medication that was not covered by consent documents, The systems that manage patient information (electronic and paper files) did not support staff to deliver effective care and treatment in line with the Mental Health Act, The granting of Section 17 leave for patients detained under the Mental Health Act at Stewart House did not follow the Trusts documented procedure (dated September 2014) and also contravened the Mental Health Act Code of Practice (2008 and 2015), Consent to Treatment could not be easily established for a number of patients because the documentation could not be located by staff, Patients told us that they were satisfied with the care they received and we observed warm, positive interactions between staff and patients, The Willows had good systems in place to collect, monitor and act upon patient feedback, Managers were able to demonstrate that they took poor staff performance seriously and they were actively dealing with this, Morale amongst staff we spoke with was generally good and staff were clear about their roles and responsibilities. Six further patients across Beaumont, Ashby and Heather wards told us that not all staff were caring or respectful. Medication management across four of the five services we inspected was poor, despite reported trust oversight and audit. The trust provides adult end of life care services in community in-patient wards and community nursing services seven days per week. It is about making a real and sustainable difference for our patients and supporting our staff to deliver safe, high quality care every day. The community healthcare services provided by Leicestershire Partnership NHS Trust were judged to be good. There was evidence of items being submitted to the trust risk register where appropriate. 100% of staff were trained in how to safeguard children from harm. However, no time frame was set for the work to be completed. NHS Improvement is pleased to announce the appointments of Alexander Carpenter and Hetal Parmar as Non-executive Directors of Leicestershire Partnership NHS Trust from 1 June 2022 to 31 May 2025. the service is performing well and meeting our expectations. One patient told us they did not know they could leave the ward to seek medical attention. Staff supported patients to raise concerns when needed. Leicestershire City Council are proposing to keep Leicestershire Partnership NHS Trust as the provider, as it is a high performing service, and to recommission 0-19HCP by using Section 75 of the National Health Services Act of 2006. HBPoS and crisis resolution and home treatment (CRHT) team toilets were not visibly clean. Staff had a good knowledge of safeguarding. Staff felt well supported and were able to raise concerns with their line manager and were listened to. However at South Leicestershire clinical supervision take-up was low at 73%. While they made appropriate assessments and were responsive to changing needs, NICE guidelines were not used to ensure best practice and that multi-agency teams worked well together. Patients were not subject to sharing facilities with opposite genders as found in the previous inspection. The trust had not met all the required actions to reduce and mitigate ligature points across wards following the previous inspection in March 2015. 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. Inadequate A carers group was available to give support. PIER staff reported having good links with universities and colleges regarding students needing early intervention services. A full audit was scheduled for the end of June 2019. Staff updated risk assessments and individualised care plans regularly. Staff completed comprehensive assessments which included physical health checks and the majority of patients had completed risk assessments. We saw information in the service reception areas about older peoples care. ", Laiqaah Manjra, Corporate Affairs Administrator, "I progressed from being an apprentice to a Corporate Affairs Administrator - the NHS really supports staff development. Staff morale on Griffin ward was low due to the announcement of the wards closure upon the completion of works on Phoenix ward. While staffing numbers were usually maintained, there was a high reliance on agency and bank staff to achieve this. Mandatory training compliance for trust wide services was 91% against the trust target of 85%. Clinic room temperatures were very hot, although one thermometer was above a radiator so would not give an accurate reading. The trust supported a BAME network (black and minority ethnic) however, given the diversity of the geographical area of the trust, they had not significantly developed its agenda or work streams since our last inspection. Patients knew how to make a complaint or raise a concern and complaints were taken seriously. We're always looking for the best. Patients told us that staff listened and empathised with them. 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. Staff treated people who used the service with respect, listened to them and were compassionate. Staff did not always record or update comprehensive risk assessments. There was an effective incident reporting process which investigated and identified lessons from incidents which were shared in most teams. Patients told us that appointments usually run on time and they were kept informed when they do not. The HBPoS did not have designated staff provided by the trust. They contained items which could pose a danger to staff and patients. The trust had reviewed existing systems and processes identified improvements and implemented changes. Managers did not ensure that the staff were receiving regular clinical supervision and had not met the trust target compliance rate of 85%. Staff told us there were no service information leaflets available. Flu and Covid-19 are currently circulating at high levels and are likely to continue to increase in coming weeks. The majority of community mental health teams did not meet the referral to initial assessment and assessment to treatment times. We felt this contributed to senior staff views that pace of change in the trust was slow. This was a significant improvement since our last inspection which reported 171 out of area placements lasting between two and 192 days. Staff applied for Deprivation of Liberty Safeguards prior to assessing patients capacity to consent. Staff felt supported by their immediate managers but felt disaffected with trust senior management. Patients had their own copies of care plans and were involved in their care plan reviews. Staff maintained a presence in clinical areas to observe and support patients. We observed clinicians working with young people were skilled and very positive. Care and treatment was planned and delivered in line with evidence based guidance and standards, and systems were in place to ensure trust policies reflectedthe latest guidance. Staff in the community adult mental health teams did not protect patients dignity or privacy. Home - Leicestershire Partnership NHS Trust Creating high quality, compassionate care and wellbeing for all. Assessments and care planning took place for patients needs. We were pleased to hear about the trusts investment in well-being events and initiatives for staff, such as valued star award, choir, yoga and time out days. Some local managers were keeping their own records to ensure performance was monitored. Mental health crisis services and health-based places of safety had an overall mandatory training compliance rate of 82%. 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. Thy are entitled to receive a remuneration of 13,000 per annum each and have . Some wards and community teams had low staffing levels, or an absence of specialist staff, and this had an impact on care.Staffing levels remained low at the Bradgate mental health unit. A childrens adolescent mental health crisis service had been developed and commenced in April 2017. It promises that we will lead with compassion and inclusivity, with the health and wellbeing of our staff at the heart of all we do. 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. There were not always enough staff who were suitably qualified and experienced to safely meet patients needs. Staff had not received any specialist training on crisis intervention. The trust had new seclusion paperwork implemented in May 2019. Hbpos did not always record or update comprehensive risk assessments supported by their immediate managers but felt with., compassionate care and wellbeing for all that appointments usually run on time and they were kept informed they. When they do not developed and commenced in April 2017 in their care plan reviews previous inspection in March.... 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