An Introduction to
Leicestershire Partnership NHS Trust
A passion for quality and excellence
Leicestershire Partnership NHS Trust
provides community health, mental
health and learning disability services
across Leicester, Leicestershire and
Rutland.
As well as caring for people who are ill or
injured, we also support people to stay
well and prevent future problems.
About us
o Serving one million people living in the city of Leicester and the
neighbouring counties of Leicestershire and Rutland.
o 212,000 people - one in four of the local population - accessed the
Trust’s services during 2011/12.
o We have a budget of approximately £276m.
o We employ around 6,000 members of staff in a wide variety of
roles.
o We deliver services from many different locations - hospitals,
longer term recovery units, outpatient clinics, day services, GP
surgeries, children's centres, schools, health centres, people’s own
homes, care homes and prisons.
About us
o The Trust has ten community hospitals.
o Most people are referred to our services by their GP.
o We work with family doctors (GPs), local hospitals, social services
and other local authority departments such as housing and
education.
o We work with voluntary organisations, local community groups
and local people.
o LPT is a teaching Trust conducting research and providing training
and education for medical, psychology, nursing and therapy
students.
The population and
communities we serve
We serve a
population of
around one
million people in
Leicester,
Leicestershire
and Rutland and
provide a
number of
specialist services
to populations
outside the area.
Our Services
Our services are organised into four clinical divisions, supported by a
number of corporate (enabling) departments.
Our corporate (enabling)
departments

Chief Executive Officer Directorate


Trust Secretariat/ Corporate
Governance
Trust Secretariat/ Corporate
Governance

Chief Operating Officer Directorate

Medical Directorate


Quality and Innovation Directorate
Finance, Information and
Performance Directorate

Business Development Directorate


Hosted/ Shared Services
Human Resources and
Organisational Development
Directorate
Adult Mental Health Services
Our adult mental health services provide both inpatient and
community-based services. We offer general psychiatric care
for adults of all ages at a number of inpatient units and have a
specialist unit for psychiatric intensive care. We also provide
healthcare services to prisons.
Our successful Psychiatric Liaison Service is based within the
A&E department f University Hospital s NHS Trust.
Community Health Services
Our community health services division includes adult nursing
and therapy services and mental health services
for older people.
We deliver services in inpatient wards and through many
community teams in clinics, day services and people's own
homes.
Families, Young People and
Children’s Services
Families, young people and children's services includes mental
health services for children and young people, health visiting,
school nursing, paediatric medicine, health promotion, sexual
health, dietetics, substance misuse and eating disorder
services. We deliver services in homes, community and
neighbourhood centres, children's centres, health centres,
hospitals, inpatient units, schools and nurseries.
Learning Disability Services
For adults with a learning disability we provide support from
community based teams, inpatient treatment as well as shortbreak services.
We also offer specialist advice and support to those involved in
caring for someone with a learning disability.
Our Mission and Vision
Our Mission
Our Vision
Advancing health and wellbeing for you and your community.
An integrated Foundation Trust with a passion for
quality and excellence.
Our Values
Our Strategic Objectives
We will continuously improve quality, with services shaped
from user experience, audit and research.
We will deliver our financial plans and transform our estate and
information technology.
Strategic
Objectives
We will maximise opportunities to deliver the best possible
integrated care in Leicester, Leicestershire and Rutland.
We will attract, retain and develop a diverse, capable
and flexible workforce.
We will build our reputation as a successful, inclusive organisation,
working in partnership to improve health and wellbeing.
Our Strategy
Delivering our strategy will
achieve more integrated,
effective, modern and
local pathways of care.
At a glance…
Consolidate our market
share for integrated services
in LLR.
Identify growth opportunities that
support further integration, and
strengthen the quality and
viability of our existing portfolio of
services.
It will improve the overall
quality, safety and experience
of our services, and therefore
improve the health and wellbeing
of the people we serve.
Improving Quality and Safety
Our Quality Strategy
focuses on delivering
care that is person
centred, safe and
effective.
Our Quality Goals
• Goal 5
• Goal 1
Provide respectful,
compassionate,
dignified care.
• Goal 2
Listen to, involve
and empower
people who use
our services, their
carers and families.
Person Centred
Care
Safe Services
• Goal 3
Provide safe care ,
prevent and avoid
harm.
• Goal 4
Develop and
empower all our
workforce to
deliver the safest
possible care.
Provide high
quality, evidence
based services that
ensure easy access
to care at the right
time, in the right
place from the right
people.
• Goal 6
Enable effective
governance of
quality and learn
from things that do
not go well.
Effective Care
Engaging Patients and the Public
Listening to people who use our services
o Review of existing surveys.
o Feedback cards.
o Observations of
care.
o ‘How did we make
you feel?’ sessions
for staff to listen to
the experiences of
people who use our
services and their carers.
Engaging Patients and the Public
In your shoes
Listening to the people who use
our services.
We hear from many
service users and
carers through
innovative and
creative
workshops.
Performance Record
o LPT is required to meet a wide
range of national and local targets
and demonstrate our achievements
against a number of performance
indicators.
o Our governance arrangements
ensure performance is monitored
and reported throughout the year
in order for us to continue to deliver
high quality services.
Financial performance
We have a proven track
record of achieving
financial balance.
Historically, we have met all
our primary financial
targets without the need
for any external financial
support.
Organisational
performance
During 2011/12 we
successfully met the majority
of our targets with no major
issues relating to
performance.
Achievements
Providing quality services
 Unconditional registration with the Care Quality Commission.
Ensuring patient safety
 Zero ‘never events’ during 2011/12 - serious, largely preventable patient
safety incidents.
 Effectively tackled infection control.
Effectively managing risk
 Maintained level one risk management standards, as determined by the
NHS Litigation Authority.
Protecting information
 Compliance with the Information Governance Toolkit – a system for NHS
organisations to assess themselves against policies and standards.
Achievements
A positive patient experience
 An overall satisfaction rate of 100% amongst patients surveyed as part of
our real time monitoring, with an carers overall satisfaction rate of 91%.
 100% of patients surveyed agreed that staff treated them with privacy and
dignity.
 100% of carers satisfied with the care and treatment received by the
person they cared for.
Delivering our Cost Improvement
Programme
o The NHS makes efficiencies by reducing the national tariff each year.
o Our income is based this tariff and we have to make necessary financial
savings.
Improvement
Programme (CIP)
safely
o Delivering
The Trustour
hasCost
a £12.6m
Cost Improvement
Programme
(CIP) in place with
planned savings over a five year period.
The NHS makes efficiencies by reducing the national tariff each year.
o CIP plans have been developed by each of our clinical divisions, enabling
and hosted services.
o Our service development initiatives are a key part of our efficiency
plans.
Service Development Initiatives
o Within our five year Integrated Business Plan we have identified
five strategic services development initiatives (SDIs).
o A foundation for maintaining our quality standards whilst
delivering savings through service redesign.
o These initiatives focus on providing high quality and efficient
services which are responsive to service user needs and help to
protect and expand our share of the overall market.
Community Health Services
Improving outcomes for frail older people
This initiative aims to:
 Redesign community health services to enable a ‘shift’ from hospital
based services to more community based provision. The initiative will
free up capacity within community hospitals to help the whole health
economy redesign services and make efficiencies.
 Ensure access to a range of services which maximise independence and
enable frail older people to live in the setting of their choice whenever
possible. Patients will be admitted to the appropriate hospital
environment, whether community or acute, only when absolutely
necessary.
Community Health Services
Transforming community dementia services
This initiative aims to:
 Introduce a memory service pathway to enable specialist services to
concentrate on more complex patients.

Resign the Intensive Community Assessment and Treatment Service to
ensure it focuses on preventing admissions to hospital so that patients
are discharged from acute dementia assessment and treatment beds as
early as possible (where this is in the best interests of the patient).

Support the reduction of anti-psychotic medication for people with
dementia living in care homes.

Improve the quality of care for people with dementia by building staff
capabilities.
Learning Disability Services
Development of locality based community teams and
improved integration with primary care, social care
and mainstream secondary care services
This initiative aims to:
 Develop effective locality team working to enable a care pathway based approach, linking
the locality teams to wider networks and an increase in health promotion support.
 Redesign learning disability community services and enhance home treatment and crisis
management. This involves strengthening the outreach and refocusing the autism service,
and continuing to develop locality team working to enable a care pathway and clinical
network approach.
 Move from a bed based short breaks service to a peripatetic, flexible 24/7 community team.
 Further develop partnerships across health and social care and with our service users and
their families and work with them to improve intervention and enablement.
Adult Mental Health Services
Delivering excellence in acute mental health services
This initiative aims to:
 Redesign of the adult mental health acute care pathway to provide
timely care to prevent admission where possible and facilitated by the
Centre of Excellence at the Bradgate Unit. This involves strengthening
the Crisis Resolution and Home Treatment Service and introducing a
Single Point of Access telephone service.
 The redesign of the adult mental health recovery service based around
community mental health teams, outpatients and specialist services.
This will optimise service user recovery on discharge and better align the
service to primary care. This initiative will also result in reduced waiting
times for psychological therapy treatments.
Supporting Strategies
o The organisation’s focus is the delivery of high quality integrated
services that advance the health and wellbeing of the people we
serve.
o Each of our corporate (enabling) departments have strategies in
place to support delivery of the organisation’s objectives.
Estates
Business
Development
Quality
Workforce
Research and
Development
Information
Management
and
Technology
(IM&T)
Thank you for joining us