This impacted on staffs ability to assess and treat young people in a timely manner. On Ashby ward, the shower rooms did not have curtains fitted. The trust ensured that people who used services, the public, staff and external partners were engaged and involved in the design of services. Senior leaders in core services we inspected, had not maintained oversight of improvement across all wards of their services. Staff reported they felt supported by their colleagues and managers. On four wards in acute wards for adults of working age, there were shared sleeping arrangements for patients. There was access to interpreters and staff were aware of how to access them. In the health based place of safety resuscitation equipment and emergency medication were not available and staff had not calibrated equipment to monitor patients physical health. Save job - Click to add the job to your shortlist. We heard many examples of interesting innovation projects and work that staff groups had done which impacted on and improved patient care. The wards tried to book regular bank and agency staff so they knew the ward and patients, to provide continuity of care. Our overall rating of this trust stayed the same. Morale was found to be poor in some areas and some staff told us that they did not feel engaged by the trust. Staff interacted with people in a positive way and were person centred in their approach. Between August 2015 and July 2016, there were 60 delayed discharges across the service. The trust had improved medicines management. This meant some fundamental standards were not being met. Some key outcomes for children, young people and families using the service were regularly below expectations. Where English was not the first language of patients, the service provided interpreters. The quality of the data produced was poor and staff needed to correct the data when reports were produced. Staff had a good knowledge of safeguarding. Admission to the unit was agreed with commissioners. We had concerns about how environmental risks at CAMHS community sites were being assessed and managed. This had improved since the last inspection in March 2015. Senior managers were aware of the bed pressures in their acute and PICU service and had raised concerns with their commissioners. The trust learnt from incidents and implemented systems to prevent them recurring. Staff held multidisciplinary team meetings weekly and these were attended by a range of mental health professionals. 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. The trust had a dedicated family room for patients to have visits with children. Staff told us they enjoyed working at the trust and thought they all worked well as a team. Staff had a good understanding of patients needs. The136 suiteis a place of safety for those who have been detained under Section 136 of the Mental Health Act. There were no pharmacy services within the community mental health teams or crisis team. 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. They are: o We focus on what matters most. There were clear treatment pathways. The service was responsive. Overall, the trusts compliance rates for mandatory training was 87%. We carry out joint inspections with Ofsted. In addition, staff did not record the maximum dose of medications a patient could have in any 24-hour period. Staff were observed to be caring and responsive to patients. We rated Community health services for adults as good because: We gave an overall rating for community based mental health teams for adults of working age as good because: We rated the community mental health services for children and adolescents overall as requires improvement because: Overall rating for this core service Requires improvement l. We rated community inpatient services as requires improvement because: Overall rating for this core service Requires Improvement l. We rated this core service as requires improvement because: We rated this core service as good because: We rated wards for people with learning disabilities and autism as requires improvement because: Leicestershire Partnership NHS Trust (February 2016) for - PDF - (opens in new window), Leicestershire Partnership NHS Trust (June 2015) for - PDF - (opens in new window), Leicestershire Partnership NHS Trust (November 2014) for - PDF - (opens in new window), Leicestershire: Children's Services Inspections Reports (2012) for - PDF - (opens in new window), Leicester City: Children's Services Inspections Reports (2012) for - PDF - (opens in new window), Rutland: Children's Services Inspections Reports (2011) for - PDF - (opens in new window). The trust encouraged staff at most levels of the organisation to develop and deliver ideas for service delivery, improvement and innovation. Our rating of this service improved. A dashboard of key performance indicators was being developed. 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. The NHS is founded on principles and values that bind together the diverse communities . Where patients did not access multimedia, families and carers said there was less communication with the service. Staff knew who the most senior managers were in the organisation but these managers had not visited the service and staff had no contact with them. Two patients and a carer gave feedback indicating the systems were not always robust. Therefore, overall, eight of the trusts 15 services are now rated as good, five as requires improvement and two as inadequate. We found a patient being nursed in the low stimulus area and their liberty was restricted. Staff consistently demonstrated good morale. o We are passionate and creative in our work. We rated community health services for adults as requires improvement because. criminal justice and liaison services and triage teams had good morale and worked well with internal and external colleagues. Waiting lists for psychological services were high and currently on the Trusts risk register. Published Managers did not successfully cascade information down to all ward staff in acute mental health services. Another relative said their relative was a changed person since going to the Willows and they were able to go home last Christmas. 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. We were aware the local commissioning groups had not set targets for wait times. 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. This was a significant improvement since our last inspection which reported 171 out of area placements lasting between two and 192 days. Leicestershire Partnership NHS Trust Location Leicester Salary 33,706 to 40,588 a year Closing date 22 Jan 2023. There was clear evidence that staff learnt from incidents and had forums for information exchange to occur as and when needed. Local leaders were visible and had the skills and knowledge to perform their roles. The trust was told to address the arrangements for eliminating dormitories at our last inspection in 2018 and work had started on one ward in March 2021. Staff had access to quick guides in their clinical areas to ensure they were aware of how to manage risks. One patient on Thornton ward told us that while staff did knock, they did not wait for a response before entering, which had resulted in staff walking into their room while they were changing their clothes, compromising their privacy and dignity. We saw that consent was gained from people in relation to their care and future wishes. The service was not safe. Requires improvement To participate in this scheme, you'll need to do the following: You will need to refer your friend using the form below titled "Refer Your Friend." Staff told us they worked as a team and enjoyed their jobs. This area of our site lists our partner organisations. Staff treated patients with respect and maintained dignity. There some gaps in staff receiving regular supervision. Staff were up to date with mandatory training. Patients who accessed the CRHT team told us that they felt their wishes and needs were taken in to consideration, staff could be accessed quickly and they felt safe when visiting the Bradgate Mental Health unit. There was good staff morale. The walls in patient areas at the child and adolescent mental health team were visibly dirty in places and rooms were sparsely furnished. Staff were quick to sort out requests and problems for patients. At the Willows, six out of 19 patients risk assessments had not been updated. Ward matrons told us they shared outcomes from incident investigations in team meetings for shared leaning. We saw evidence of good team working during our inspection. We don't rate every type of service. There was no evidence of patient involvement recorded in some of the notes. There was a duty worker system in place which meant the service was able to respond quickly to escalating risks if necessary. Many of the actions listed included plans to review process, establish an approach, or to develop areas. o We do what we say we are going to do. Discharge planning was considered as part of board rounds although discharge planning paperwork was not used consistently. However, staff did not consistently record patients views in their care plan or ensure they had received a copy. There was good staff morale in services. The trust had well-developed audits in place to monitor the quality of the service. Staff had the right qualifications, skills, knowledge and experience to do their job. Staff received supervisions and appraisal. There were good examples of collaborative team working and effective multi-disciplinary and multi-agency working to meet the needs of children and young people using the service. The trust had not made sufficient progress in addressing the concerns raised at the previous inspection in March 2015. The service used a computer record system that differed from the rest of the trust. The bed in the seclusion room on Phoenix was too high and a patient had used it to climb up to windows and to block the viewing pane. Staff gave examples of initiatives such as the chief executives blog and the presentation of the valued star award. 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. Whilst staff were working hard to identify and manage individual risks, some ward environments were unacceptable. However, no time frame was set for the work to be completed. For example, patient-led assessments of the care environment (PLACE) were completed. In team meetings for shared leaning year Closing date 22 Jan 2023 triage teams had good and. The systems were not being met blog and the presentation of the mental health teams or crisis.... 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