Beds were not always available for people living in the trusts catchment area. We heard positive reports of senior staff feeling able to approach the executive team and the board. Staff had not routinely recorded whether they had given patients copies of their care plans and we saw this in a considerable number of patient records we sampled. While the board and senior management had a vision with strategic objectives in place, staff did not feel fully engaged in the improvement agenda of the trust. Risk assessments were brief, did not always contain sufficient information and were not updated regularly. Staff completed Mental Health Act 1983 (MHA) paperwork correctly and systems were in place for secure storage of legal paperwork, advice and regular audits. Our rating of this service improved. Funding had been secured for increased staff with specialist skills. Staff interacted with patients in a responsive and respectful manner at all times and showed a good understanding of individual needs. Many staff we spoke with knew who their chief executive was and mentioned them by name. Leicestershire Partnership NHS Trust provides mental health, learning disability and community health services across Leicestershire, England.. This became a formal group working partnership in April 2021. Between August 2015 and July 2016, there were 60 delayed discharges across the service. Managers completed ligature audits which highlighted what mitigation was in place to reduce the risk for patients. That's what building health equity means to us. Services and care were planned with the local population in mind and to address the individual needs of patients. Staff followed infection and prevention control practices and the community inpatient wards were visibly clean. Administrative staff had not received specific mental health awareness training to assist them when taking calls for people who were acutely unwell and in crisis. The summary for this service appears in the overall summary of this report. Services have been transferred to this provider from another provider, Mental health crisis services and health-based places of safety, an inspection looking at part of the service. Cover arrangements for sickness, leave and vacant posts were in place. There was no medicines management input from pharmacy within the community based mental health services for adults of working age. Some improvements were seen in seclusion documentation and seclusion environments. The service is not appropriately commissioned to provide sufficient school nurses to meet the standard service recommendations of one nurse per secondary school and its associated primary schools. Some staff did not receive regular supervision or annual appraisals. We saw patients that needed a PEEP had a plan in place. 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 30 bed unit at Stewart House was mixed sex and there were no doors to lock between the male and female sections. We rated Leicestershire Partnership NHS trust as requires improvement because: Environmental risks in the Health Based Place of Safety (HBPoS) identified in our previous inspection remained. The environmental risks in the health based place of safety identified in our previous inspection remained. We reviewed data and documentation including three patients care records and risk assessments. The rating for well-led in mental health services, improved to requires improvement. Between August 2015 and July 2016 the trust had a total of 372 delayed discharges. 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 service was not meeting its performance targets. Staff did not always maintain the privacy and dignity of patients. Staff in some services completed care plans with detailed information on allergies, and risks around medication. 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. The trust had made improvements to the clinical environments since the last CQC inspection. By doing this it will help us achieve our vision of creating high quality, compassionate care and wellbeing for all. The assessment and resulting care plans were personalised, holistic and recovery focussed. Across teams risk assessments were not always completed and updated. Wards employed additional healthcare support workers to meet patient needs when needed. Safeguarding was a high priority with regular safeguarding reviews within each area of speciality and established systems for supporting staff dealing with distressing situations. In July 2019, the new trust board formed a buddy relationship with a mental health and community health service NHS trust in Northamptonshire (Northamptonshire Healthcare NHS Foundation Trust NHFT) following the previous inspections in 2018 and 2019. Consent to care and treatment was obtained in line with relevant guidance and legislation. The trust had not fully articulated their vision for how they operated as a trust. There was a range of treatment and activity delivered by skilled and experienced staff. Significant vacancy rates and high sickness levels put additional pressure on substantive staff. Waiting times and lists remained of concern, and this had been identified in the previous inspection. Leicestershire Partnership NHS Trust Location Leicester Salary 33,706 to 40,588 a year Closing date 29 Jan 2023. Staff responded to patients needs discreetly and respectfully. Staff acknowledged directors visits. We rated the trust overall for well-led as inadequate. Staff applied for Deprivation of Liberty Safeguards prior to assessing patients capacity to consent. The service was caring. Staff expressed pride in their ability to work as a team and managers told us they were proud of achievements. Multi-disciplinary teams and inter agency working were effective in supporting patients. Staff reviewed young peoples risk at every appointment and recorded this in the case notes. Staff at the PIER team had not received recent Mental Health Act training. 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. The paperwork was difficult to find and not consistent. Patients were able to access hot and cold drinks any time during the day. In response, the Care Quality Commission undertook a series of coordinated inspections, monitoring calls and analysis of data to identify how services in a local area work together to ensure patients receive safe, effective and timely care. Young people and their carers spoke positively about the CAMHS service. This included labelling, disposal, reconciliation and ward level audit. The service was not safe. Staff did not effectively complete risk assessments for patients, manage a smoke free environment, or share information about incidents or share learning from incidents within teams, across services or between services in the trust. 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 were caring and committed to providing high quality care and showed a person-centred approach. Apply. 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. Suspended ratings are being reviewed by us and will be published soon. Research in Families, Young People and Childrens Services, and Learning Disability Services, Research Office and Research Delivery Team, Patient Advice and Liaison Service (PALS), Supporting serving and ex-service personnel, Contact the Equality, Diversity & Inclusion Team, Useful guides for staff to help raise awareness of Dyslexia and Autism. Staff received little support from trust specialist doctors in palliative care and contacted the local hospice run by a charity for support. We rated it as good because: Leicestershire Partnership NHS Trust: Evidence appendix published 30 April 2018 for - PDF - (opens in new window), Published Staff interacted with patients in a caring and respectful manner. Shifts were not always covered with sufficient staff, or with staff who had the appropriate qualification and experience for the role. Patients were happy with the care they received and were very complimentary about the staff who cared for them. One Community Learning Disability Team had developed an educational awareness raising event to prevent hospital admissions due to dehydration. Staff knew how to report any incidents on the trusts electronic reporting system and could raise concerns for the trust risk registers. The quality of data was variable, for example training statistics were not always reliable. All areas were very clean, fresh smelling and fit for purpose. Staffing skill mix was appropriate to need overall. The trust had made progress in oversight of data systems and collection. Find out more Knitting therapy keeps cats and dogs warm 23 Dec 2022 News Staff felt well supported and were able to raise concerns with their line manager and were listened to. There were significant waiting times for a range of further assessments and treatments including psychology, school observations, psychiatric opinion and group work. Our analysts have developed this monitoring to give our inspectors a clear picture of the areas of care that need to be followed up. Staff did not record seclusion well. During the depot clinic staff did not close privacy curtains when patients were receiving depot injections. The quality of clinical supervision was variable across the trust. The school nurses used technology to communicate with young people. Where patients took medicines home with them, staff ensured that they understood their use and storage. This had been raised as a concern in the March 2015 inspection and had not been sufficiently addressed. In addition, staff did not record the maximum dose of medications a patient could have in any 24-hour period. The majority of care plans were up to date. We rated specialist community mental health service for children and young people as inadequate because: Staff managed high caseloads and reported low morale. Waiting lists for psychological services were high and currently on the Trusts risk register. We had concerns about how environmental risks at CAMHS community sites were being assessed and managed. Leicester; 33,706 to 40,588 a year (pro rata) Leicestershire Partnership NHS Trust; We are looking for a Bank Band 6 Speech and Language Therapist to join our innovative, friendly and well supported team working with children and y. Staff treated patients with respect and maintained dignity. 29 October 2021. Staff monitored the ongoing condition of any secluded patient. The trust had reviewed existing systems and processes identified improvements and implemented changes. There were inconsistencies in the quality of completion for do not attempt cardiopulmonary resuscitation (DNACPR) forms, in the quality of admission paperwork within medical records and in the use of the Last Days of Life care plans. It was clear to see the difference the investment and improvements had made since our last visit. The trust employed registered general nurses (RGN) to assist with assessment and management of physical healthcare needs for patients. At this inspection the overall ratings for mental health services stayed the same in safe, effective and responsive, which we rated as requires improvement. The average bed occupancy was low. Safeguarding notes for one person using the Autism Outreach service could not be located creating a potential risk. Lessons learnt were shared across the organisation via emails and the intranet. However, managers had identified funding for two agency nurses to start work the week following the inspection. 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. We heard many examples of interesting innovation projects and work that staff groups had done which impacted on and improved patient care. The trust had a variety of measures in place to ensure that processes and reporting to board were not delayed. 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. This had been raised as a concern in the March 2015 inspection and had not been sufficiently addressed. They provided a range of treatments that were informed by best-practice guidance and suitable to the needs of the patients. Staff received training in how to safeguard people who used the service from harm and showed us that they knew how to do this effectively. Staff were not meeting the trusts target compliance rate for annual appraisals and mandatory training. Two patients told us they had experienced cancelled leave, and numerous staff confirmed that facilitating escorted leave had been difficult at times which had led to either a cancellation, or where possible delayed leave. Not all services were safe, effective or responsive and the board needs to take urgent action to address areas of improvement. 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. 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. At West Leicestershire there was a lack of psychology input. Leicestershire Partnership NHS Trust Location Leicester Salary 33,706 to 40,588 a year Closing date 22 Jan 2023. Care planning had improved in the crisis service. There were no pharmacy services within the community mental health teams or crisis team. The trust had no auditing system to measure performance in order to improve the service. There was a good working relationship between the Mental Health Act (MHA) administration team and the wards, community teams and the executive team. Not all of the patients felt involved in their care planning and not all had a copy of their care plans. 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