The clinic rooms across sites had all the equipment calibrated. Record keeping was poor in some services. 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. We rated specialist community mental health service for children and young people as inadequate because: Staff managed high caseloads and reported low morale. Examples were given regarding learning from these. The community therapy rehabilitation unit at Hinckley did not have a defibrillator in the unit for staff to use in an emergency despite staff having been trained how to use one. Staff did not ensure that mental capacity assessments and best interest decisions were consistently documented in care records. Staff were kind, caring and respectful towards patients. We observed many examples of staff treating patients with care and compassion. Ability to write clear and factual written reports. Staff interacted with people in a positive way and were person centred in their approach. Experience of having dealt with difficult and confrontational situations. Staff we spoke with were unaware of incidents and learning on other wards across acute wards for adults of working age; this was highlighted as an issue at our inspection in 2018. The trust board, heads of departments and senior leaders had access to the information they needed to manage risk, issues and performance across the trust. The trust had begun the process of replacing some beds with more suitable options for the patient group. Wards had high numbers of hydraulic style patient beds that were a risk to patients with histories of self-harming behaviour. Some wards and community teams did not store or manage medicines safely. Therefore, staff could ensure accurate measures of blood pressure were being recorded. This became a formal group working partnership in April 2021. The trust had launched its "Step up to Great" approach, which identified the vision and priorities for the year. 
Staff did not always maintain the privacy and dignity of patients. The service did however, complete local audits and produced action plans for improvement in care. 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. They told us that staff were kind and caring. Staff received little support from trust specialist doctors in palliative care and contacted the local hospice run by a charity for support. The Step up to Great strategy identified key priority areas of focus which were linked to the trusts vision. WebOutstanding commitment to the NHS and our values of compassion, respect, integrity and trust Significant contribution to helping our services to step up to great Excellence in Partnerships Award Nominated by staff for a team of LPT staff working with external partners and/or across the system. There was use of bank and agency staff. Staff were caring, compassionate and kind towards patients. I.T. Staff did not always feel connected to the wider trust. The trust needs to take steps to improve the quality of their services and we found that they were in breach of seven regulations. This meant patients had been placed outside of the trusts area. The services did not have a strategy and there were no service plans. In community based mental health teams for older people five of six services breached national targets from referral to assessment. The Trust should ensure that the transition is in line with best practice in future. There were no children who had waited more than a year for treatment. 
We had concerns about the safety of some of the facilities where care was delivered. Staff showed caring attitudes towards their patients. The summary for this service appears in the overall summary of this report. Urgent and emergency care services across England have been and continue to be under sustained pressure. We observed clinicians working with young people were skilled and very positive. 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. However at South Leicestershire clinical supervision take-up was low at 73%. 
They remained positive when engaging patients in meaningful activities. Patient access to psychology and occupational therapy was less than expected on acute wards and rehabilitation wards due to the number of staff vacancies in therapy positions. New positions such as medicines administration assistants and link nurses to support wards were in place in certain areas, but ward staff still described irregular pharmacy visits and a lack of pharmacy oversight in medicines management. The trust was not commissioned to provide a female PICU and have identified the need with their commissioners. The trust recognised this was not an appropriate target and was working with commissioners to negotiate a more appropriate target. Staff interacted with the patients in a positive way and was respectful to them. The trust had not met all the required actions to reduce and mitigate ligature points across wards following the previous inspection in March 2015. Services were planned and delivered in a way that met the current and changing needs of the local population. 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. Regular team meetings took place and staff told us that they felt supported by colleagues. The local managers monitored the environment for staff, carried out local audits and checked performance of staff on a regular basis. Based on 112 salaries posted anonymously by Leicestershire Partnership NHS Trust Psychiatric Nurse employees in Acton Round. In addition to this, risk assessments were comprehensive and reviewed as per the trust policy, six monthly or after risk incidents. Overall, the trusts compliance rates for mandatory training was 87%. We looked at how the adult liaison psychiatry service affected patient flow, admissions to hospital and discharges from the Leicester Royal Infirmary hospital as part of the system wide healthcare. However there was no evidence of clinical audits or monitoring of the service in order to improve care provided to patients and staff were unable to talk about this to inspectors. 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. Palliative care nurses conducted holistic assessments for patients and provided advice around social issues, for example, blue badges for disabled parking. There was a strong, person-centred culture. PDF; 5 MB; 145 pages; Documents (none) Contact details. Staff had not received any specialist training on crisis intervention. At this inspection we found compliance levels with this type of training were still below the trusts target. There were no pharmacy services within the community mental health teams or crisis team. We rated the trust as requires improvement for well led. 68% of employees would Caring stayed the same, rated as good. Patients social, emotional and religious needs were met and relatives valued the emotional support they received. This practice stopped once we drew attention to it. The quality of clinical supervision was variable across the trust. There was no process in place for learning from other organisations which provided similar services or to share this services best practice. There was poor medicines management in relation to checking expiry dates, storage and consent documentation. Young people and their carers spoke positively about the CAMHS service. 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. Staff mitigated the risks posed in the garden area by accompanying patients when they wanted to access the garden. Get directions (opens in Google Maps) Phone. We spoke with five patients on long stay or rehabilitation wards; they told us they felt very well supported, and staff and were kind, caring, and respectful. We saw information in the service reception areas about older peoples care. These reports were presented in an accessible format. Staff felt supported by their managers and received regular supervision and annual appraisals. The trust also collected feedback from patients in a variety of ways, including surveys, iPads, community forum meetings and the Friends and Family Test. Comprehensive assessments were being carried out and information was stored securely, except for one location and arrangements were in place to address this. The service still had challenges in recruiting sufficient staff which meant that the service, in particular community nursing, was understaffed at times impacting on staff satisfaction and compromising patient care. Managers had plans in place to address this issue. The longest wait was 108 weeks for four patients to access group work or outpatients. We looked at the domains of safe, effective and responsive and we did not inspect all of the key lines of enquiry. Ability to provide clear advice, both orally and in a written format. We rated child and adolescent mental health wards as good because: The ward had clear lines of sight in the main areas of the ward. There was good multi-disciplinary working within the teams and good communication with other organisations. 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