Safer Staffing
In November 2013, the National Quality Board (NQB) published the ‘How to ensure the right people, with the right skills, are in the right place at the right time – a guide to nursing, midwifery and care staffing capacity and capability’. From April 2014, all trusts are required to publish staffing levels on a ward-by-ward basis together with the percentage of shifts meeting safe staffing guidelines.
See our Safer Staffing records below:
Six monthly safe and effective staffing reviews
Quality and Safety Review – December 2022
Quality and safety review paper
Safeguarding
Safeguarding Annual Report 2020/21
Safeguarding Declaration 2021/22
Friends and Family Test
One of the ways we check your experiences to help us make improvements is by asking a simple question: How likely are you to recommend our service or ward to friends and family if they needed similar care or treatment? By answering on a scale – from extremely likely to extremely unlikely – and by adding any comments or suggestions you wish to make, you can help us improve. This is known nationally as the NHS Friends and Family Test and is a quick and easy way for you to let us know what we can do more of and what we need to change for the better.
Friends and Family Test (FFT) cards, which can be filled in anonymously if you wish, are available at all of our sites and from staff working out in the community.
LPT Smoke-free
Since 1 October 2016, LPT has been completely smokefree, with an inclusive smoking ban in all Trust buildings, grounds and vehicles. We are committed to improving health and wellbeing in Leicester, Leicestershire and Rutland. Stopping smoking is one of the most productive ways to help people gain more disease-free years. This is why the ban includes all – from service users and staff, to visitors and contractors. Find out more information about our smokefree campaign.
Eliminating Mixed-Sex Accommodation
Declaration of Compliance
Leicestershire Partnership NHS Trust is committed to providing every patient with same sex accommodation as it helps to safeguard their privacy and dignity when they are often at their most vulnerable. The only exception to this is when it is in the patient’s overall best interests or reflects their personal choice.
Why is same sex accommodation important?
Every patient has the right to receive high quality care that is safe and effective and respects their privacy and dignity. We are committed to ensuring that patients’ privacy and dignity is maintained at Leicestershire Partnership Trust. The Trust continues to report all incidents in line with NHS England and NHS Improvements ‘Delivering same-sex accommodation’ guidance. The guidance states patients must not;
- Share sleeping accommodation with members of the opposite sex
- Share toilet or bathroom facilities with members of the opposite sex
- Walk through an area occupied by patients of the opposite sex to reach toilets or bathrooms; this excludes corridors
- In addition, women-only day rooms should be provided in mental health inpatient units
Reporting
Compliance of same sex accommodation is monitored and reported internally to the Trust Quality Forum and externally by our commissioners via an annual report and declaration.
We want to know about your experiences. Please contact our Patient Advice and Liaison Service (PALS) on lpt.pals@nhs.net or Telephone on 0116 295 0830
Trade Union Reporting
The Trade Union (Facility Time Publication Requirements) Regulations 2017 (‘The Facility Time Regulations’) came into force on 01 April 2017, requiring relevant public sector employers to publish specified information on an annual basis covering the 12 month period beginning with 01 April.
See our reports:
Environmental Health Officer (EHO) Inspections
An EHO is a government-appointed employee tasked to ensure businesses’ compliance with environmental codes to protect public health and the environment. An EHO will give a food hygiene rating score, representing our approach to food safety.
See our food ratings for the following locations:
| Location | Date of Inspection | EHO Council District | Food Hygiene Rating |
| Willows | 31.01.24 | Leicester City Council | 5 |
| Hinckley and Bosworth Community Hospital | 03.05.24 | Leicester City Council | 5 |
| Evington Centre | 21.03.24 | Leicester City Council | 5 |
| Loughborough Hospital | 16.07.24 | Leicester City Council | 5 |
| Coalville Hospital | 08.07.24 | North West Leicestershire District Council | 5 |
| Stewart House | 10.01.23 | Blaby District Council | 5 |
| Rutland Memorial Hospital | 28.03.23 | Rutland County Council and Peterborough City Council | 5 |
| Bradgate Unit | 27.02.24 | Leicester City Council | 5 |
| Bennion Unit | 27.02.24 | Leicester City Council | 5 |
| Belvoir Unit | 27.02.24 | Leicester City Council | 5 |
| Beacon Unit | 27.02.24 | Leicester City Council | 5 |
| Herschel Prins | 21.02.23 | Leicester City Council | 5 |
| Melton Hospital | 08.01.24 | Leicester City Council | 5 |
| St Luke’s Hospital | 20.02.24 | Leicestershire County Council | 5 |
Risk Appetite Statement
Risk Appetite is the amount and type of risk that an organisation is willing to take to meet their strategic objectives. Our Trust Board determines its level of risk appetite each year; this is applied to the Board Assurance Framework and is utilised during decision making discussions as part of our approach to managing risk in our everyday life.
The Trust Board has agreed an open appetite for risk. This means that we have a willingness to make decisions which may impact on our current business as usual for longer term reward and improvement if appropriate controls are in place. This is applied to all areas of risk type and across all four strategic goal areas. The definition of an open approach is provided by each area of risk type and strategic goal in the next section.
The Board recognises that there have been appropriate times when a more cautious, or indeed a more eager appetite to risk taking has been applied to decision making, however these are the exception to the rule and have a clear rationale. On balance, when predetermining the level of risk we all align on an open approach.
To apply an open appetite to risk, we will require a focus on assurance over the strength of our existing internal control framework, as well as identifying and embedding any new controls. We continue to monitor these through mechanisms such as the annual Head of Internal Audit Opinion and the delivery of audit programmes which provide us with significant assurance over our controls.
Our risk appetite will be reviewed annually, or sooner if the Trust receives any significant third line of assurance feedback.
Leicestershire Partnership NHS Trust Risk Appetite Statement 2025/26
Our overarching vision is ‘together we thrive; building compassionate care and wellbeing for all’. To help us achieve our vision, we have a mission ‘making a difference, together’. Our strategic priorities are grouped together under the acronym THRIVE (illustrated on the right), which underpin our strategy and align with the work of our partners in health, social care and beyond. We aim to support each organisation and our valued partners to shape what this means to them and for our care delivery pathways through our annual and longer-term planning. Our Board Assurance Framework (BAF) provides the key risks to achieving this strategy via the THRIVE headings to ensure alignment between our strategy and our approach to managing risk.
Risk Appetite is the amount and type of risk that an organisation is willing to take to meet their strategic objectives. Our Trust Board determines its level of risk appetite each year; this is applied to the Board Assurance Framework and is utilised during decision making discussions as part of our approach to managing risk in our everyday life.
Acknowledging the context that the NHS is currently in, with a critical need for identifying opportunities for finding new ways of working to increase productivity and effectiveness, the Board has reviewed our appetite for the coming year. There is an acceptance that decision making will need to address innovation, changes in our model for delivery and will need to address difficult decisions along the way. In order for the Board to make the decisions that it may need to during the year, it has agreed an open appetite for risk. This means that we have a willingness to make decisions which may impact on our current business as usual for longer term reward and improvement if appropriate controls are in place. This is applied to all areas of risk type as decision making at our Trust takes account of every element which may be impacted, for instance, finance, safety, quality, workforce, regulation etc; we rarely make decisions based solely on one area.
The definition of an open approach is provided by each area of risk type and strategic goal in the next section for clarity. It is important to note that the Trust considers that impact of each and every decision that it makes on the safety of our patients. As such, this is not a component of the risk appetite matrix, but a key part of all decision making.
The Board recognises that there have been appropriate times when a more cautious, or indeed a more eager appetite to risk taking has been applied to decision making, however these are the exception to the rule and must have a clear rationale. On balance, when predetermining the level of risk we all align on an open approach.
To apply an open appetite to risk, we will require a focus on assurance over the strength of our existing internal control framework, as well as identifying and embedding any new controls. We continue to monitor these through mechanisms such as the annual Head of Internal Audit Opinion and the delivery of audit programmes which currently provide us with significant assurance over our controls.
Our risk appetite will be reviewed annually, or sooner if the Trust receives any significant third line of assurance feedback.
We use a risk tolerance score to translate and provide a practical application of risk appetite to the management and scoring of risk on our BAF. It measures the levels of risk taking acceptable to the Trust. Essentially, the lower the appetite, the more mitigation required to ensure sufficient controls are in place to manage the risk. The greater the risk appetite the more assurance we need against the existing controls.
Confidence will be gained through appropriate controls being in place that positively affect outcomes, and through assurance that the controls are operating effectively. Whilst the tolerance level is applied to the BAF, it is used as an upper limit of what will be tolerated by the Board, not a target. Each risk on the BAF has its own target, or residual risk score which may be lower than our appetite.