Leeds and York Partnership NHS Foundation Trust

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

People who were using the service said the staff treated them kindly and with compassion. Staff felt supported and able to raise issues. However, we found a breach of regulation 10 relating to kindness, compassion and dignity. This was due to staff at Red Kite View using a room for nasogastric feeding that was visible from a public walkway.

This service scored 62 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Young people told us staff treated them with respect and compassion. Some family members at Red Kite View told us staff were busy and did not always have time to engage with them. Nevertheless, they said that staff were caring and compassionate. They did not describe any circumstances in which they felt staff had not adhered to principles of confidentiality.

Managers told us staff interacted with young people and treated them with compassion, kindness and dignity. They said staff provided individualised support and offered emotional well being. Staff could provide examples of how they treated young people with kindness, for example by offering separate dining areas for those who required support at mealtimes.

We did not speak with provider partners about this quality statement.

The atmosphere was calm, and we observed staff chatting with young people throughout the inspection. However, at Red Kite View staff used the recreation room on Skylark ward to administer nasogastric feeds for one young person. The room had large windows on two sides and looked out onto the grounds facing a public walkway. Staff, other patients and the public were able to see into the room. We were concerned that this compromised young people’s privacy and dignity and raised this with the trust during the inspection. The trust confirmed they would immediately arrange for blinds to be fitted and that the room would no longer be used for this purpose.

The young people we spoke with told us their cultural, social, and religious needs were met.

None told us they had experienced discrimination.

Staff described how they supported people to do things they needed and wanted to do.

They told us how they tried to ensure young people’s personal, cultural, social and religious needs were met by building rapport with them.

There was a multifaith room that young people could access.

We observed some positive interactions on the wards. Staff appeared to know the young people and understand their needs.

Care plans reflected an individualised approach. There was evidence that people were involved in the development of their care plans and in multidisciplinary team meetings where their care was discussed and planned.

Staff and managers told us there was a variety of foods available to meet cultural and religious needs.

Managers described how they worked to meet young people’s individual needs based on their protected characteristics and how they wished to identify.

Several people felt that decisions about their treatment were made without their involvement. However, most said they were offered treatment choices and involved in decisions about their care. They told us they could keep in contact with family and friends via telephone, video call, section 17 leave and visits to the hospital. Staff, young people, families and carers told us young people were supported to maintain relationships, usually by visits or during section 17 leave.

Staff encouraged young people’s independence, choice and control. They and their families were involved in planning their care and in making decisions about it.

Staff told us they discussed young people’s care with them and provided information to support them to make choices, such as other services they could become involved with.

Advocacy was available to all the young people, to support them in making choices.

Managers told us about arrangements they had made to support communication with a young person who was deaf.

The records we reviewed considered young people's choices, independence, strengths, needs and goals and their involvement was clear. They were supported to access other services where appropriate.

Care plans and risk assessments demonstrated that young people’s choices and independence were taken into consideration and recorded within the clinical records. Blanket restrictions were implemented only where there was a specific need. Restrictions at each unit were different and reflected our observations from ward tours. They were reviewed monthly during clinical governance meetings.

The young people we spoke with said staff understood their needs and responded to them.

Staff talked with us about the young people’s needs and it was clear they understood them and knew how to meet them.

We saw staff were motivated and worked effectively to meet young people’s needs.

Care records reviews and interviews demonstrated that staff responded to individual needs. Care plans and risk assessments contained up to date information to enable staff to understand each patient's current presentation and risks. Staff could describe how they provided care to meet young people’s needs and understood how to respond to changes in those needs.

Managers described how they tried to promote workforce wellbeing. This included schemes to support cycling to work, offering financial support and counselling services, and arranging family friendly working patterns. They were also mindful that some staff had caring responsibilities outside of their roles. Managers supported staff to access the employee assistance programme. Staff said they felt valued and supported. They said they could approach their peers or managers for support if they needed it. Some staff described situations that had impacted their wellbeing including staffing levels and incidents. Nevertheless, they fed back that they had felt supported by their managers.

There were policies and associated training to provide guidance for staff. They received regular supervision where they could discuss their performance, goals and development with their manager, and identify any wellbeing concerns.