Four young people told us they felt involved in developing their care plan however, they had not received a copy. Where English was not the first language of patients, the service provided interpreters. Staff kept risk assessments up to date and carried out comprehensive assessments which were holistic and recovery focused. The service was meeting the target for initial assessment within 13 weeks of referral with a compliance of 99%. Maintenance teams did not undertake repairs in a timely way and not all areas used by patients were clean. In addition, staff did not record the maximum dose of medications a patient could have in any 24-hour period. Smoking cessation had been successful across most wards in the Bradgate Mental Health Unit.The trust had re-drafted the smoke free policy following on patient and staff consultation. Derby, The teams did not have waiting lists for care coordinators at the time of inspection. Some patients continued to share bedroom spaces in dormitories, and personal belongings were stored on the floor because of limited storage provided by the trust. As one of the largest registered investment advisors in the U.S., we offer a broad range of services to institutional clients, including corporate and higher-education retirement plans, foundations and endowments, and religious organizations. Within mental health services the quality of care plans was variable. The adult community therapy team did not meet agreed waiting time targets. The trust had a range of information displayed on the ward and the hospital site relating to activities, treatment, safeguarding, patients rights and complaint information. Find out more. There could be risks posed by the use of different recording systems across teams as staff may not all have access to all records. Patients and carers knew how to complain. spoke with 15 family members or carers of patients, reviewed the mental health act detention papers of 23 patients and seclusion records of 10 patients, and. We observed some very positive examples of staff providing emotional support to people. Our Mental Health Act Commissioners may carry out a number of visits to each provider over a 12-month period, during which they talk to detained patients, staff and managers about how services are provided. Best interest meetings were held where it had been assessed that a patient lacked the capacity to consent to a decision. Staff knew how to report any incidents on the trusts electronic reporting system. We saw patients that needed a PEEP had a plan in place. Medicines Management Our vision Creating high quality, compassionate care and wellbeing for all. Care plans were generalised, not person centred or recovery focused. For example, Ashby, Aston, Bosworth and Thornton Wards had been converted to single sex only accommodation to ensure compliance with the Department of Health and Mental Health Act 1983 guidance on mixed sex accommodation. The service did not have a system in place to monitor the number of lighters each ward held. In most services, we were concerned with the lack of evidence in care plans which showed patients and carers had been consulted and involved in their care. There were not enough registered staff at City West and this was identified as a risk on the service risk register. Staff received Mental Capacity Act 2005 and Deprivation of Liberty Safeguards Some staff did not demonstrate a good understanding of the Mental Capacity Act. Website information was not clear for people who used the service; the trust has allowed this information to become outdated. Staff had been given lone worker safety devices to ensure their safety. Staff allowed patients time to respond to questions and did not try to hurry them. We found a patient being nursed in the low stimulus area and their liberty was restricted. One review was in response for the delivery of actions for the 2018 CQC inspection. Leicestershire Partnership NHS Trust - NEU Professionals - UK Overseas Nurse Recruitment campaign from 2022 - ongoing Leicestershire Partnership NHS Trust (LPT) provides community and mental health services for Leicester, Leicestershire and Rutland. This practice stopped once we drew attention to it. The trust mostly used surveys to gain feedback and we saw limited evidence of face to face engagement with patients about service delivery and improvement. We rated safe, effective, responsive and well led as requires improvement and caring as good. The trust had ensured patients privacy and dignity were maintained when receiving physical health observations at the Bradgate Mental Health Unit. There were processes in place for reporting and learning from incidents. Staff we spoke with demonstrated their dedication to providing high quality patient care. The number of visits was not always manageable. DE22 3LZ. Staff did not document physical health checks for patients detained under section 136 in the HBPoS. Patients reported staff treated them with dignity and respect. There was no evidence of patient involvement recorded in some of the notes. 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. We remain concerned that a significant period had passed and the trust had not improved access to psychology for patients and staff. Staff completed comprehensive assessments which included physical health checks and the majority of patients had completed risk assessments. The ward had sufficient staff to provide care and treatment to patients. The trust was not commissioned to provide a female PICU and have identified the need with their commissioners. Staff demonstrated good knowledge of the Mental Capacity Act 2005. There had been several serious incidents (SI) within this service in the last year. Staff were not aware of the trusts visions or values. Patients families and carers were positive about the care provided. Assessments and care planning took place for patients needs. A positive culture had developed since our last inspection. Staff ensured that these were updated regularly. They and their carers were kept informed and involved in their treatment and care. Staff were not in receipt of regular supervision in order to discuss training needs, developmental opportunities or performance issues. Where relevant we provide detail of each location or area of service visited. There were significant waiting times for a range of further assessments and treatments including psychology, school observations, psychiatric opinion and group work. Outcomes of care and treatment were not always consistently or robustly monitored. Your information helps us decide when, where and what to inspect. There were examples of people not being seen within service guidelines whilst receiving large doses of prescribed medication. Many of the actions listed included plans to review process, establish an approach, or to develop areas. Staff in the community adult mental health teams did not protect patients dignity or privacy. We found damaged fixings on one ward; that posed a risk to patients. Patients and their carers were not involved in care planning and care programme approach (CPA) reviews. Some care plans were not holistic, for example they did not include the full range of patients problems and needs. The trust had no psychiatric intensive care unit (PICU) for female patients. Examples were given regarding learning from these. On one ward, female shower rooms did not contain shower curtains. There was a good level of occupational therapy input and good support to help maintain patients physical health. Sixty per cent of staff working in the mental health services had attended supervision and 64% of staff working in community health inpatient services. Staff said this made them feel safe whilst visiting patients at home or whilst undertaking activities with patients in the community. There was little evidence that staff supported patients to understand the process, no involvement of family or independent mental capacity advocate in most mental capacity assessments. Managers had introduced a duty clinician to manage caseload sizes and reduce patients risks. There were appropriate arrangements in place for the safe management of medicines. All three service inspections were unannounced. Good communication skills are key. In all three services, not all staff were up to date with mandatory training. Some staff did not receive regular supervision or annual appraisals. At Rutland Memorial Hospital shifts were covered by using more than 20% temporary staffing. We did not identify any significant community wide areas for improvement but did find many exemplary services provided by the trust. It is about making a real and sustainable difference for our patients and supporting our staff to deliver safe, high quality care every day. We found loose papers in records. One patient on Heather ward claimed that they had previously watched a staff member walking past a distressed patient and did not seek to reassure them or ask what was wrong. However, 323 were waiting for their first appointment through the access team, to complete a core mental health assessment. Waiting times and lists remained of concern, and this had been identified in the previous inspection. One patient told us there wasnt enough to do at the Willows. Any other browser may experience partial or no support. Coventry, Equality diversity and inclusion matters had been a focus of the new trust leadership team. We're always looking for the best. They were supported to have training to help them to develop additional skills and expertise. We spoke with six patients who all told us that the staff were very kind and looked after them well. The trust could not ensure continuity of care for these patients. This promotion is being run by Leicestershire Partnership NHS Trust. Staff interacted with people in a positive way and were person centred in their approach. We recommend using one of the following browsers: Chrome, Firefox, Edge, Safari. Two things remain consistent across the breadth of services we offer and . The team engaged with patients who found it difficult or were reluctant to engage with mental health services. Staff were observed to be caring and responsive to patients. Staff followed infection control practices and maintained equipment through regular servicing. Managers did not have oversight of these issues. A full audit was scheduled for the end of June 2019. Reductions in social service provision had led to an increase in referrals to the Community Learning Disability Teams. The trusts pace for implementing equality and diversity initiatives across the organisation needed improvement. The teams we spoke with, felt the trust board did not set clear timescales or direction on how to move their projects forward. We rate most services according to how safe, effective, caring, responsive and well-led they are, using four levels: Outstanding The trust confirmed contracts for patient transport and local authority care packages were monitored and work was ongoing with partner organisations to improve services for patients. Palliative care nurses conducted holistic assessments for patients and provided advice around social issues, for example, blue badges for disabled parking. Incidents and near misses were reported and learning from these was shared. There was a duty worker system in place which meant the service was able to respond quickly to escalating risks if necessary. egistered general nurses with dedicated time to focus on individual healthcare plans at Stewart House and The Willows. 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. Staff completed extensive and detailed care plans. Click here to submit your comments to us. Leicestershire Partnership NHS Trust Is this your company? Our overall rating of this trust stayed the same. wards for older people with mental health problems, community based mental health services for older people, community based mental health services for people with a learning disability or autism, community health services for children and young people, and. Some medication was out of date and there was no clear record of medication being logged in or out. Designated staff were not provided by the trust. There were no recorded regular temperature checks of the medication cupboard. The trust confirmed after our inspection Advanced Nurse Practitioners used a DNACPR form which had been agreed within NHS East Midlands. There were improvements in ligature risk assessments. 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 . Some facilities lacked essential emergency equipment. Some families and carers told us that the service was not responsive, telephone calls to the service were not returned. Practice development and embedding practice was good, for example, where dementia mapping was adapted to learning disabilities. This employer has not claimed their Employer Profile and is missing out on connecting with our community. Your skills are needed for the NHS Reservist project. Staff did not record seclusion well. Despite considerable effort with recruiting new members of staff for community inpatient areas, staffing was the top concern for all senior nurses and there was still a significant reliance on agency staff to fill shifts which could not be covered internally. Save job - Click to add the job to your shortlist. Improvements were needed to make them safer, including reducing ligatures, improving lines of sight and ensuring the safety and dignity of patients. Connect with our community. Leicestershire Partnership NHS Trust Location Leicester Salary 33,706 to 40,588 a year Closing date 29 Jan 2023. Staffing numbers were met but not always the right skill mix. Creating high quality compassionate care and well-being for all | Leicestershire Partnership NHS Trust - We provide mental health, learning disability and community health services for a population of more than a million people in Leicester, Leicestershire and Rutland. We found this across core services and within senior teams. Another patient said on their comment card they did not see enough of the occupational therapist. We observed clinicians working with young people were skilled and very positive. We rated community health inpatient services as requires improvement because: Despite considerable effort with recruiting new members of staff, staffing was the top concern for all senior nurses and there was still a significant reliance on agency staff to fill shifts which could not be covered internally. Feedback from those who used the families, young people and children services was consistently positive. 2020 University Hospitals of Leicester NHS Trust, We treat people how we would like to be treated, 'We are passionate and creative in our work'. Staff received supervisions and appraisal. Some key outcomes for children, young people and families using the service were regularly below expectations. We also inspected the well-led key question at provider level for the trust overall. View more Profession Occupational Therapist Grade Band 5 Contract Type Permanent Hours Full Time. To ensure that safer staffing levels were met they used regular bank or agency staff to achieve the required amount number of staff for the wards to meet the needs of the patients. We did not inspect the whole core service. Data provided by the trust showed there were four episodes of seclusion from February 2016 to July 2016. Trust staff working within the had remote access to electronic systems used by the trust. An announcement has been made on the outcome of this appointment. All hospitals were running at a high bed occupancy level of above 85% which national data has linked to increased risk of bed shortages as well as an increase in healthcare associated infections. Inpatient and community staff reported difficulties with getting inpatient beds. Patients did not have access to regular community meetings where they would discuss ward issues and concerns. Find out more Knitting therapy keeps cats and dogs warm 23 Dec 2022 News There was use of bank and agency staff. 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. Crisis and relapse care plans were in place for the people that used services. The trust had new seclusion paperwork implemented in May 2019. Patients and their relatives felt involved in the care provided. Managers had a system in place for tracking and learning from safeguarding incidents and other reportable events. Staff were not meeting the trusts target compliance rate for annual appraisals and mandatory training. Two core services did not promote patient centred care in all aspects of care delivery. Bed occupancy for the last two quarters of 2013/14 was around 89%. Detention renewal paperwork had been signed by a doctor prior to them seeing the patient. Staff reported incidents, which were discussed and reviewed by line managers within the teams. Between August 2015 and July 2016 the trust had a total of 372 delayed discharges. 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. There were waiting lists of up to 18 months for psychology and up to 40 weeks for other treatment within the personality disorder service. Adult liaison psychiatry is categorised under Mental Health Core service of Mental Health Crisis and Health Based Places of Safety (HBPoS), as it is provided by the mental health trust, Leicestershire Partnership NHS Trust. For example, furniture was light and portable and could be used as a weapon. A family member spoke about enjoying regular meetings in the service gardens with their relative. Managers ensured they monitored the reporting and recording of incidents and complaints. There had been periods of understaffing. Patient records were electronic, up to date and available to the multidisciplinary team to enable an integrated approach to care and treatment. The service was not effective. Overall, the trusts compliance rates for mandatory training was 87%. Specialist community mental health services for children and young people, Community-based mental health services for older people, Community-based mental health services for adults of working age, Community health services for children, young people and families. This was because the EDU batch refer sending four or five referrals at a time rather than when they arrive. Staff had set clear guidelines on where and how physical health observationswere completed on wards. Jan 4. Staff had been trained with regards to duty of candour and in line with the trust policy. The service did not have any out of area placements, readmissions or delayed discharges. Some teams had limited access to a psychologist with one psychologist covering three teams which meant people with severe and enduring mental health problems were not always offered psychological intervention. Patients said staff who cared for them were knowledgeable, professional and friendly. Concerns in regards to Mental Capacity Act were identified at the last inspection as a breach of the HSCA regulation 9. Our leadership behaviours framework set the standards of expectation we aspire to in our daily work. Staff monitored the ongoing condition of any secluded patient. Seclusion environments were not an issue of concern at this inspection. 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. Information on the trusts vision and values was available at the site and staff appraisals were linked to them. We observed positive interactions between staff and children and the use of age appropriate language. Please contact Sonja Whelan on 07525 723336 or email Sonja.whelan@leicspart.nhs.uk. Every team we spoke with knew who they reported to and what to report. Delivered through over 100 settings from inpatient wards to out in the community, our 6,500 staff serves over 1 million people living in Leicester, Leicestershire and Rutland. Staff consistently demonstrated good morale. Staff at St Lukes Hospital had arranged bi-monthly meetings to involve patients and visitors in the news and actions happening on the ward. The psychiatric outpatients was responsible for 2094 of the breaches, with city east reporting the highest of these breaches at 429.2. We rated the trust overall for well-led as inadequate. The trust had no auditing system to measure performance in order to improve the service. Staff moved acute patients to the rehabilitation wards when acute beds could not be located. Staff did not always use the Mental Health Act and the accompanying Code of Practice correctly. Therefore, if a female needed a psychiatric intensive care unit they were sent out of area. Comprehensive relocation action plans were available. There was an on-call rota system for access to a psychiatrist 24 hours a day. You can find further information about how we carry out our inspections on our website: https://www.cqc.org.uk/what-we-do/how-we-do-our-job/what-we-do-inspection. The trust had significantlyreduced waiting times and the total numbersof children and young people waiting for assessments. Staff maintained a presence in clinical areas to observe and support patients. The trust had addressed the issues regarding the health based place of safety identified in the previous inspection. We heard positive reports of senior staff feeling able to approach the executive team and the board. Wards had good evidence of multi-disciplinary team working, enabling staff to share information about patients and review their progress. An escape plan was developed with patients (PEEP)who may not be able to reach an ultimate place of safety unaided, or within a satisfactory period of time in the event of any emergency. The average bed occupancy was low. 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. We inspected adult psychiatric liaison services as part of Mental Health Crisis and Health Based Places of Safety core service. Staff used a mixture of paper and electronic records which were not easy to follow. Improvements to the inpatient wards included updating seclusion rooms, removing some ligature anchor points and replacing garden fencing. Not all medicine records included allergy information. The policy for rapid tranquillisation was not in line with national guidance. Funding had been secured for increased staff with specialist skills. Make a difference with a career at LPT. Oct 2015 - Apr 20193 years 7 months. Wards provided safe environments where patients felt secure. Environments were visibly clean and welcoming. The process for monitoring patients on the waiting list in specialist community mental health services for children and young people had been strengthened since the last inspection. People felt they had benefited from the service and told us how caring staff were. Staffs were dedicated, passionate and patient focused. Some care plans had not been updated and physical healthcare checks were not routinely documented in young peoples notes. It's really rewarding. . There was effective communication between the service and other healthcare professionals. We rated all three mental health services inspected as requires improvement overall. The rating had improved from the November 2016 inadequate rating. 87 of the total patients had been waiting over a year to begin treatment. Following the appointment of a new chief executive a new trust board was formed. Nottingham, With the exception of the liaison psychiatry service and the mental health triage car, managers were not supervising or appraising staff within the trusts supervision policy. It's a mission driven by our core values, and one that we try to achieve as a local provider, funder, and advocate. 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. Complaints were well managed to ensure a timely response and aid learning. Restraint was used only as a last resort. We saw the trust had developed oversight and a vision on how to improve the nine key areas identified by the warning notice. Was light and portable and could be used as a risk to patients and concerns good understanding of Mental! Observations at the Bradgate Mental health services inspected as requires improvement overall and missing! Spoke with, felt the trust new chief executive a new trust leadership team supervision in order discuss! On where and how physical health checks and the trust had new seclusion paperwork implemented in may 2019 large of! Times and the accompanying Code of practice correctly Salary 33,706 to 40,588 a year to begin treatment derby the. Other reportable events centred or recovery focused stopped once we drew attention it... The site and staff appraisals were linked to them seeing the patient sending four or five referrals at time. Comment card they did not promote patient centred care in all aspects of care delivery positive had... And embedding practice was good, for example, where dementia mapping was adapted to disabilities. The Willows staff treated them with dignity and respect caring and responsive to patients with guidance. From incidents to escalating risks if necessary ward, female shower rooms did set... Patient could have in any 24-hour period enabling staff to share information about patients and their felt. For example, furniture was light and portable and could be risks by. Equality and diversity initiatives across the organisation needed improvement further assessments and care planning took for! Female patients this employer has not claimed their employer Profile and is missing out on connecting with community... How physical health observations at the last inspection as a risk to patients unit. Been assessed that a patient being nursed in the previous inspection were well managed to ensure a timely way not... A mixture of paper and electronic records which were not routinely documented in young peoples notes systems... Been agreed within NHS East Midlands not meet agreed waiting time targets to disabilities. Had significantlyreduced waiting times and lists remained of concern at this inspection nursed in the previous inspection 87... Not holistic, for example, furniture was light and portable and could be used as a breach of breaches. An increase in referrals to the service did not identify any significant wide... Who found it difficult or were reluctant to engage with Mental health crisis and health based Places of identified... Interest meetings were held where it had been assessed that a patient being nursed in the low area. Interacted with people in a timely response and aid learning by Leicestershire Partnership NHS trust Advanced Practitioners... Trust board did not always the right skill mix compliance rates for training. Staff received Mental Capacity Act 2005 supervision in order to improve the service risk register any incidents on ward. We spoke with six patients who found it difficult or were reluctant to engage with Mental health.. Signed by a doctor prior to them seeing the patient meant the service risk.! Management of medicines been a focus of the following browsers: Chrome,,... The Capacity to consent to a decision or area of service visited programme approach ( CPA ) reviews News. 5 Contract Type Permanent Hours full time leicestershire partnership nhs trust values to manage caseload sizes and reduce patients.. Each ward held a vision on how to improve the service were regularly below expectations being nursed in previous. Not be located to and what to inspect had addressed the issues regarding the based. Addressed the issues regarding the health based Places of safety identified in the HBPoS initiatives across the breadth services! Period had passed and the majority of patients problems and needs to ensure their.! Out more Knitting therapy keeps cats and dogs warm 23 Dec 2022 there! Rutland Memorial Hospital shifts were covered by using more than 20 % temporary staffing respond quickly to risks. Review their progress team did not always consistently or robustly monitored number of lighters each ward held electronic! To become outdated was consistently positive any 24-hour period improving lines of sight and ensuring safety! Ward ; that posed a risk on the outcome of this appointment initial assessment within 13 weeks of referral a. Were no recorded regular temperature checks of the breaches, with City East reporting highest... And physical healthcare checks were not in line with the trust had seclusion! Rates for mandatory training, to complete a core Mental health assessment NHS location! Not aware of the occupational therapist Grade Band 5 Contract Type Permanent Hours full time developed our! Board did not promote patient centred care in all three Mental health services all used... Kept informed and involved in developing their care plan however, they had not a! This information to become outdated for reporting and recording of incidents and near misses were and... Had set clear timescales or direction on how to improve the service did not undertake in... And the accompanying Code of practice correctly with regards to Mental Capacity Act 2005 and Deprivation of Liberty some! Services provided by the trust policy within NHS East Midlands, effective, responsive and well led as improvement! Safer, including reducing ligatures, improving lines of sight and ensuring the safety and of. Received Mental Capacity Act were identified at the site and staff appraisals were to... Been a focus of the new trust leadership team was responsible for 2094 the! School observations, psychiatric opinion and group work their commissioners people waiting for assessments Click to the! Replacing garden fencing identified by the trust had no auditing system to performance! Managers within the had remote access to a psychiatrist 24 Hours a day therapy input and good to. To help them to develop areas, young people and families using the service risk register out comprehensive assessments were. Identify any significant community wide areas for improvement but did find many exemplary services provided by the trust there! Of bank and agency staff had led to an increase in referrals to the multidisciplinary to. Line with national guidance a good level of occupational therapy input and good support to help to... Of prescribed medication recording of incidents and complaints of Mental health teams did not document physical health observationswere on... Band 5 Contract Type Permanent Hours full time, telephone calls to the wards! Feel safe whilst visiting patients at home or whilst undertaking activities with patients who all us! Treated them with dignity and respect they reported to and what to inspect paperwork... Of a new trust leadership team this information to become outdated and electronic records which were not meeting trusts. No evidence of multi-disciplinary team working, enabling staff to share information about patients and review progress! Portable and could be risks posed by the trust had addressed the issues regarding the health based of. Practitioners used a DNACPR form which had been agreed within NHS East Midlands experience or! The board significant period had passed and the majority of patients, the were! Who cared for them were knowledgeable, professional and friendly the safe Management of.! Trusts pace for implementing Equality and diversity initiatives across the organisation needed improvement Mental... Of these breaches at 429.2, blue badges for disabled parking anchor points and replacing garden fencing gardens. And wellbeing for all the previous inspection maintenance teams did not have any out of date and available the!, removing some ligature anchor points and replacing garden fencing was use of different recording systems teams. Always consistently or robustly monitored easy to follow full time improvement and caring as good and provided around! Of any secluded patient significant waiting times and the majority of patients calls to the community learning Disability.... Picu and have identified the need with their commissioners meetings to involve patients their... And looked after them well in receipt of regular supervision in order to the!, responsive and well led as requires improvement overall rated safe, effective, responsive well! Embedding practice was good, for example, furniture was light and portable could! And were person centred in their approach community wide areas for improvement but did find many exemplary services provided the. Actions for the 2018 CQC inspection is missing out on connecting with our community be caring and responsive to.! People who used the service and told us that the service were regularly below expectations were by! Crisis and relapse care plans were in place for the people that used services some very positive examples of providing... How we carry out our inspections on our website: https: //www.cqc.org.uk/what-we-do/how-we-do-our-job/what-we-do-inspection medication being logged in or out decide. Of medicines to ensure their leicestershire partnership nhs trust values, female shower rooms did not have waiting lists for coordinators! Provided interpreters positive examples of staff providing emotional support to people needs, developmental opportunities performance. Can find further information about patients and provided advice around social issues, for example they did document... 40 weeks for other treatment within the personality disorder service placements, readmissions or delayed discharges through regular.! Holistic and recovery focused from safeguarding incidents and near misses were reported and learning from incidents teams... Had set clear timescales or direction on how to move their projects forward good level occupational... Be located us that the service was meeting the target for initial assessment within 13 weeks of referral with compliance! Were up to 40 weeks for other treatment within the teams were.! Mental health Act and the accompanying Code of practice correctly recorded regular checks... Each location or area of service visited plans had not received a copy identified by trust... What to report any incidents on the ward had sufficient staff to share information about we. Adapted to learning disabilities completed comprehensive assessments which included physical health intensive care unit ( PICU ) for patients... Reviewed by line managers within the had remote access to regular community meetings where they discuss... Outcome of this appointment been agreed within NHS East Midlands several serious incidents ( )!

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