Posted on Wednesday, February 8th, 2017 in News.
As you may know, Leicestershire Partnership NHS Trust was inspected by the Care Quality Commission (CQC) during the week of 14 November 2016. The CQC has published their findings today (8 February 2017).
Our staff are our greatest asset, and we are proud that the inspectors have once again praised their care and compassion. The CQC identified many ‘good’ areas within our practice and services; we are particularly proud of the ‘outstanding’ rating we have received for the care we provide children, young people and families in the community. Their report highlights the progress and improvements we have made in many areas across our services since the previous inspection in March 2015, including a ‘good’ rating for our CAMHS inpatient ward and an appreciation of the progress we have made in our adult mental health services. However, they have highlighted some areas for improvement, which means that we have received a ‘Requires Improvement’ rating overall.
Although disappointing, the CQC overall rating is a fair assessment of the improvement journey we are on as a Trust and we remain confident that we are moving in the right direction. We agree that there is more work to be done to reduce waiting times from assessment to treatment for our community child and adolescent mental health services (CAMHS), for which we are only part-way through our improvement strategy.
The CQC inspected all 15 core services across community and mental health against five domains: safe, effective, caring, responsive and well led. They rated our Trust as ‘good’ for caring, and as ‘requires improvement’ for responsive, effective, well led and safety. Please see the attached chart.
Here are a few highlights from the report, of which we are particularly proud.
We are pleased that our ratings have improved to ‘good’ for many services: children’s mental health inpatient ward, end of life care, secure inpatient mental health ward; and we have retained a ‘good’ rating for our children’s community services, older people’s wards for mental health, and community learning disability services.
While we have made good progress in the eighteen months since our last inspection, we still have more to do.
We share the CQC report’s areas for further focus as improving the safety of our ward environments; arrangements for medication management; the reliance on bank and agency staff to reach the required numbers of staff needed on wards; and long waiting times for patients to access treatment from some of our services. We will continue to invest in these areas, review the action plans and work with our commissioners to see through improvements.
We agree that the waiting lists from assessment to treatment are too long for our community child and adolescence mental health service, which has resulted in that service receiving an ‘inadequate’ rating for safety and responsiveness. We have been reviewing our CAMHS community model over the last year and are only part-way through the changes we want to make. During this time, we have so far, significantly reduced waiting times from referral to initial assessment, we have launched a new CAMHS eating disorders service, and we have been successful in receiving funding to create a new crisis and home treatment service. The next area of focus within the strategy will be to address the long internal waiting lists. We will be urgently reviewing with all partners how these waits can be reduced by holding a CAHMS summit soon. It has been well publicised in national media about the increase in child and adolescent mental health referrals and so it is critically important that we can respond to this ever increasing demand to ensure our local children and young people get the best mental health care in the community.
We positively encourage our staff to continuously improve care in innovative ways, so we are pleased that the CQC has highlighted several areas of outstanding practice. This includes our mental health street triage scheme in partnership with the police, our new digital app for younger people with early onset dementia, our use of web apps and social media to engage children and young people, and our co-design project with patients with learning disabilities to improve our services for them.
Dr Peter Miller, Chief Executive of LPT, said: “Our priority is always to provide the highest quality care to our patients, service users and their families, and to find the best ways to do this. The CQC inspection is a point in time along our improvement journey. We have much to be proud of, and more to do. Many of our changes will take much longer to embed than eighteen months; though we are pleased that our progress to date has been recognised. There remain significant pressures in the system around mental health care; we are committed to working with our partners to improve this flow around the system. The CQC has not highlighted anything we are not already actively addressing or have not planned to address.
“The CQC interviewed 324 patients and carers as part of their inspection. Their findings reflect the feedback we regularly receive, that ‘patients are positive about their care and treatment’. I am proud that our values of trust, respect, integrity and compassion have above all shone through as we are recognised as a ‘caring’ organisation. Despite our challenges, I am confident about the journey we are on, proud of our achievements so far, and committed to providing the best services for patients and their families.”
We always welcome feedback from our patients and partners and value their continued support. If you would like to ask any questions or offer any feedback please feel free to email email@example.com
All the reports published by the CQC today can be found on their website at http://www.cqc.org.uk/provider/RT5