Agenda item

The Committee considered a report of Leicestershire Partnership NHS Trust (LPT) which outlined the Care Quality Commission’s key findings from their inspections of Leicestershire Partnership Trust in 2015 and 2016 and the Trust’s initial response ahead of the production of a full action plan. A copy of the report, marked ‘Agenda Item 8’, is filed with these minutes.

The Chairman welcomed Dr Satheesh Kumar, Medical Director, Dr Peter Miller, Chief Executive and Cathy Ellis, Non-Executive Director, all from Leicestershire Partnership NHS Trust to the meeting for this item.

Arising from discussions the following points were noted:

(i)        In response to a question regarding concerns around staffing levels and skills mix at the Bradgate Unit, reassurance was given that the use of Agency and Bank staff did not impact on patient safety, however it was acknowledged that it could have an impact on staff morale. The staffing issue was recorded on the Risk Register. There were vacancies that needed filling and a recruitment programme was in place. It was noted that Bank staff were on the same terms and conditions as regular staff whereas Agency staff had separate terms and conditions. In response to a question regarding whether the terms and conditions of staff contracts could be improved to encourage staff to remain working for LPT Members were advised that this was unlikely as there was a National Agenda for Change and the terms and conditions had to be in line with this.

(ii)       In response to a question regarding how the United Kingdom’s changing relationship with the European Union could affect staffing levels, Members were reassured that LPT had approximately 300 staff from European Union countries so the impact would not be significant. However, between LPT and University Hospitals Leicester (UHL) there were 20,000 staff from European Union countries.

(iii)      With regard to the Care Quality Commission giving LPT a rating of ‘Requires Improvement’ in response to the question ‘Are services well-led?’, Members were reassured that the culture had now changed towards providing more support for staff. Records were now being kept of the amount of support that had been provided to individual staff members. Members were advised that 65% of staff were getting clinical supervision which was a significant improvement as 18 months previously only 25% were getting clinical supervision. Where it was identified that an inadequate level of support was being provided team managers were being spoken to.

(iv)      With regard to concerns raised by the Care Quality Commission that police vehicles were being used to transport patients due to a lack of appropriate transport it was noted that a meeting was to take place with the Chief Constable and the Chief Executive of UHL to discuss the matter. It was also noted that at times there was a lack of bed availability. The Place of Safety was nearing readiness for taking patients however there would still be issues with having the correct number of staff in place and Members were reassured that the levels of staffing support were being looked at. It was noted that the triage car which was staffed by both Police Officers and a mental health practitioner had reduced the need for the Place of Safety.  

(v)       The issues raised by CQC which could be addressed in a short space of time such as the lack of privacy curtains, fridge temperatures and the lack of a defibrillator at the Community Therapy Unit in Hinckley, had already been dealt with by LPT.

(vi)      Work needed to be carried out with partners such as Nottinghamshire Healthcare NHS Trust to improve access to psychology for patients and staff. A psychologist had been appointed to provide support to patients and those working with patients.

(vii)    The Child and Adolescent Mental Health Service (CAMHS) Early Help service had not been recommissioned yet as a provider had not come forward. There had been a 20% increase in specialist CAMHS referrals which was not sustainable therefore the early intervention was important. A CAMHS summit would take place in March 2017 to ensure that the Sustainability and Transformation Plan was adequate. There had been an improvement in the waiting times for patients receiving a first CAMHS appointment however there was now a waiting list for patients to start treatment.

(viii)   LPT had not been informed of when the Care Quality Commission would be making any further inspections however it was anticipated that the CAMHS services would be inspected again within a year as they had received an ‘Inadequate’ rating, and the rest of LPT was likely to be inspected within 3 years.

RESOLVED:

(a)       That the report be noted.

(b)       That the actions being taken by LPT to resolve the concerns raised by CQC be welcomed.