Some records were over more than one database/system which could make locating information a problem. The trust had begun replacing hydraulic beds on the wards and had agreed plans for the replacement of further hydraulic beds across the site over a four-year period. Patients were full of praise for staff and the care and support they offered. There was effective multidisciplinary working. Potential risks were taken into account when planning community health services. The majority of care plans were up to date. Staff reported incidents, which were discussed and reviewed by line managers within the teams. An announcement has been made on the outcome of this appointment. Services were planned and delivered in a way that met the needs of the local population, for example the Diana Service and the Family Nurse Partnership. Assessments and care planning took place for patients needs. Staff knew how to report any incidents on the trusts electronic reporting system. Despite the issues we found with storage, disposal, labelling and controlled drugs, the trust had made improvements to prescribing of medication and had successfully implemented e-prescribing processes trust wide. A new leadership structure had been introduced since the last inspection and had not yet fully embedded in the service. Staff did not assess and record the risks posed by medicines stored in patents homes. We found significant issues with trust level governance, oversight of environments, a failure to address keys issues and a lack of pace with delivering essential improvements. The average bed occupancy was low. People we spoke with said they had received a good service. However three staff said that information from incidents and learning points was not always fully shared. This had been raised as a concern in the March 2015 inspection and had not been sufficiently addressed. Engagement with external stakeholders had significantly improved since our last inspection. The local managers monitored the environment for staff, carried out local audits and checked performance of staff on a regular basis. Wards for people with dementia had dementia-friendly elements; particularly the activity rooms and there was commitment to build on this. All incidents that should be reported were reported. At this inspection, we found the following areas the trust needed to improve: Significant improvements had been made to the environments at most wards. Staff did not always use the Mental Health Act and the accompanying Code of Practice correctly. We identified that in community mental health teams, wards and community inpatient hospitals, fridge temperatures were not recorded correctly; either single daily temperature readings were recorded rather than maximum and minimum levels or temperatures were not recorded on a daily basis. Managers identified the breach in these targets and had plans in place to reduce them and had highlighted this risk on the risk register. Staff told us that the trust were recruiting for their vacancies and they hoped to have a full complement of staff in the coming months. Some care plans were not holistic, for example they did not include the full range of patients problems and needs. There were risk assessments and plans in place to keep people and staff safe. Some actions were required to ensure adherence with the Mental Health Act. 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). There was no process in place for learning from other organisations which provided similar services or to share this services best practice. Clinical supervision was not taking place regularly across the service. Some facilities lacked essential emergency equipment. The trust had robust systems in place which allowed staff to effectively report incidents. The trust had not ensured all staff had received training in immediate life support. The transition from the CAMHS LD service to adult teams was not always timely and, therefore, did not follow best practice. Staff were observed to be caring and responsive to patients. 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. Curtains were missing from bed spaces and staff did not wait for an answer from patients before entering rooms on acute wards. The feedback from patients and relatives was mainly positive about the staff providing care for them. The matron opened some vault windows via a remote. The learning disability community team had not met the six week target for initial assessment on average it was six days over. Staff had a good knowledge of safeguarding. We had concerns about the environment but noted the service was due to move locations within two weeks. Patients and carers knew how to complain. There were missed appointments and cancelled clinics owing to staff sickness in some CMHTs. Staff spoke of feeling supported by team leaders and team leaders felt supported by their managers. Significant vacancy rates and high sickness levels put additional pressure on substantive staff. long stay or rehabilitation wards for working age adults. Mental Health Act documentation was not always up to date on the electronic system. We will be supporting each other in the delivery of these leadership behaviours so we can all Step up to Great together. We received mixed feedback about staffing levels and several staffing reported concerns. 10 July 2015. Team meetings were not regular, or didn't take place.The sharing of lessons learnt remained inconsistent across some wards. If we cannot do something, we will explain why. Patients own controlled drugs were not always managed and destroyed appropriately. We rated safe, effective, responsive and well led as requires improvement and caring as good. Multi-disciplinary team meetings took place on a regular basis. There was a risk that staff did not receive adequate support or that their capability was not reviewed. The trust had no auditing system to measure performance in order to improve the service. We're always looking for the best. For example, furniture was light and portable and could be used as a weapon. However, we were concerned that ligature risks remained in these bedrooms. 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. Target times had been set but the speed of response to referrals was not analysed and used to determine whether they were meeting targets. We found serious concerns with medication disposal, storage, labelling and management of controlled drugs. One patient at Stewart House told us other patients made comments around their protected characteristics and staff had not care planned the needs of the patient. Staff reported morale was good, they worked well together and supported one another. There was an on-call rota system for access to a psychiatrist 24 hours a day. The trust confirmed staff delivering end of life care were involved in bi-annual record keeping, safeguarding and clinical supervision audits. At this inspection, two of the three mental health services we inspected improved overall. Services and care were planned with the local population in mind and to address the individual needs of patients. Emails and the trust intranet also provided staff with this information. 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. We have not inspected against other requirement notices that were issued at the same time; therefore, all requirement notices from the last inspection remain in place. This did not protect the privacy and dignity of patients when staff undertook observations. There was detailed discussion and consideration of patients and carers needs. Care and treatment of children and young people was planned and delivered in line with current evidence based guidance, standards and best practice. Mental health crisis services and health-based places of safety had an overall mandatory training compliance rate of 82%. Mobility and healthcare equipment took up space in The Gillivers and 3Rubicon Close. Leicestershire Partnership NHS Trust This is an organisation that runs the health and social care services we inspect Overall: Requires improvement Services have been transferred to this provider from another provider Services have been transferred to this provider from another provider All Inspections 12 April 2022 In the past, we summarised themes from the visits and published an annual statement followed by the provider's response where applicable. Leadership behaviours were fostered, and development of staff was encouraged. Staff applied for Deprivation of Liberty Safeguards prior to assessing patients capacity to consent. Staff were open about their poor understanding around the Mental Capacity Act 2005 and the Deprivation of Liberty Safeguards. The ovens were old and the dials were not visible and cupboards were broken. In all instances police transported the patient to the HBPoS. However, there were some instances when patients privacy and dignity were not respected. Patient records were electronic, up to date and available to the multidisciplinary team to enable an integrated approach to care and treatment. The trust board had not reviewed full investigation reports for the most serious incidents, only the outcomes and lesson learnt. Acute patients had been sent to rehabilitation wards inappropriately. 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 in practice. 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. Staff supported patients to raise concerns when needed. The rating had improved from the November 2016 inadequate rating. Staffing levels were below the expected level. However, we saw evidence this was not always achieved. 78% of staff had completed their annual appraisal. In two of the core services inspected, the environment had not been well maintained. One patient on Watermead ward told us that a staff member had ignored them when they had asked them for a sandwich. One patient told us there wasnt enough to do at the Willows. Staff were given feedback after incidents had been reported. The Trust is proposing to close Ashby and District Community Hospital, a proposal which is opposed by Ashby Civic Society who do not accept that 'virtual wards' and 'intensive community support' can fully deliver the reductions on hospital . Services treated concerns and complaints seriously, investigated them and learned lessons from the results. Find out more. Staff morale appeared low. Where relevant we provide detail of each location or area of service visited. Engagement and joint planning between departments was well developed. Assessment on average it was six days over embedded in the Gillivers 3Rubicon... 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