BCT report 06v2 - WhatDoTheyKnow

This time last year we were celebrating the fact that we had just become a three star trust. How time flies!

All the hard work and effort that went into achieving such high standards now seems to be quite routine when compared with the demands of the foundation trust journey that we are now embarked upon.

Nevertheless becoming a foundation trust is an exciting prospect and one that enjoys the full support of the Trust Board. I am in no doubt that it is the right way to go because it holds out the very real prospect of continuous improvement in the services we provide. To go down this route for any other reason would be wrong and would not be in keeping with our aim of “putting you at the heart of everything we do”.

The “you” in our Beacon Statement quoted above quite naturally includes our staff. This year has not been without its challenges and I would therefore like to pay tribute to all of the Trust’s staff who have continued to deliver the high standards that service users have become accustomed to. To have carried this through in spite of having

undergone a very full and difficult year exemplifies those values that we not only hold dear but also show through daily in our working lives.

Last year I mentioned the changing face of health and social care in Bradford and throughout the country. Those changes are upon us and we face the challenge of building new relationships with our commissioners. The successful embedding of these changes will further determine the way in which we integrate health, social care and other functions such as employment and housing to the benefit of

service users. Indeed such debate is already underway with the Local Authority and, although there is much work still to be done, I anticipate a better understanding and strengthened relationship with our major partners in Bradford and Craven as we go forward together.

The social framework within which we carry this work forward has also continued to develop. Our aspirations for citizenship and social inclusion are beginning to be fulfilled but we are still a long way from their full realisation. We need to rapidly reach a situation where every element within the community feels socially included and free to access and contribute to the development of mental health and learning disability services. In that respect I have been delighted at the progress made this year in establishing ourselves as a positively diverse lead site and becoming part of a Focused Implementation Site.

I therefore hope that you will not only read this report as a record of last year’s achievement but also look upon the Trust’s current success as a springboard towards even better mental health and learning disability services for the people of Bradford and Craven.

OUR first year as a three star trust brought with it many new achievements and challenges.

And at the end of it came my departure for pastures new as I took up a role in April as Chief Executive of the newly formed Tees, Esk and Wear Valley NHS Trust.

I value the many relationships that I built up over the years with people from all areas of the Trust and am proud of the achievements of those who have developed with me and moved on in their careers.

As I flew the nest so too did one of our key partners as Alison O’Sullivan left Olicana House moving to a new post as Director of Children’s Services in Kirklees.

We have worked closely over the years and saw health and social care coming together with the formation of our

Trust more than four years ago. I wish her all the very best in her new role.

A highlight of the year has been the way we have developed services and the achievements we have made with our service users under the citizenship and social inclusion agenda, work which has continued and strengthened over the last 12 months.

The involvement of service users in the design of the new mental health unit at Airedale is an excellent example of this. A design steering group made up of staff and service users has given their input on design and construction based on their own experiences and needs.

The start of this work was a real milestone in the Trust’s development. I was delighted to see the first turf cut in December and have watched its progress with interest. I will certainly

want to return to see it opened. Underlining the citizenship agenda

was our above average score in all the Healthcare Commission’s service user survey indications in last summer’s annual ratings, reflecting our emphasis on putting service users at the heart of everything we do and the great strides forward we have made in this area.

Although it is said that the whole is greater than the sum of its parts, each individual member of staff has a tremendously important role to play in developing and delivering the high standard of services our service users expect and deserve.

During adult learners’ week we celebrated the achievements of a large and diverse number of staff while individuals received a variety of awards at the annual celebration of achievement.

These are only two examples but our

long service awards saw over 1,100 years of service being celebrated, the third annual Spotlight Awards highlighted teams which made a real difference and delivered excellent care and once again Talent Trek proved a showcase for rather more musical skills.

Thank you for your hard work over the last year and good luck on the future journey towards foundation status. I will be watching with interest!

Annual Report 2005/06BRINGING HEALTH AND SOCIAL CARE TOGETHER FOR THE PEOPLE OF BRADFORD DISTRICT

■ From the Chairman

Exciting prospect for Trust’s future

■ From the Chief Executive

Parting at a time of real progress

■ Comments

We welcome enquiries, comments, suggestions or complaints about any aspect of our service. Please contact any member of staff or the Chief Executive (01274 363839) or the Complaints Manager (01274 408600) at Bradford District Care Trust, Lynfield Mount Hospital, Daisy Hill House, Heights Lane, Bradford BD9 6DP.

‘This year has not been without its challenges and I would therefore like to pay tribute to all of the Trust’s staff who have continued to deliver to the high standards that service users have become accustomed to’

long service awards saw over 1,100 years of service being celebrated, the third annual Spotlight Awards highlighted teams which made a real difference and delivered excellent care and once again Talent Trek proved a showcase for rather

Parting at a time of real progress

www.bdct.nhs.uk www.bdct.nhs.uk www.bdct.nhs.uk www.bdct.nhs.uk www.bdct.nhs.uk

■ First turf at Airedale cut by Pam Essler (left) and Loretta Gooch (right) pictured with Chairman John Chuter (see page 3 for details)

2 Annual Report 2005/06 Check out our new look website at

Health training in Bradford was boosted with a presentation from local firm, Sovereign Health Care.

In addition to sponsoring the annual Spotlight Awards to the tune of £10,000, the Bradford based health care cash plan provider presented £8,000 to the Trust to promote

staff training and development. “We are really grateful to Sovereign

for their continued support,” said Director of Operations and Nursing, Les Morgan. “It helps us give that little bit extra to staff who are constantly learning and developing so they can provide even better services to our clients.

“Our staff are our strength and we are committed to supporting them to gain new skills as well as further develop their existing areas of expertise and experience.”

Chief Executive of Sovereign Health Care, David Lewis, said: “We are delighted to help recognise

some of the fantastic work going on across health and social care services in the Bradford district.

“We are proud that grants we have made to NHS trusts have sponsored training developments and research which have become leading edge practice recognised throughout the UK.”

Every child matters

YOUNG people have been given the opportunity to help shape the Child and Adolescent Mental Health Services (CAMHS) across the district.

A group has been set up to train members – who are either current or recent service users – in interview skills and to develop them into an ongoing user participation group.

The project, a partnership between CAMHS and Barnardo’s Healthy Minds Participation Project in line with the Every Child Matters agenda, has helped the young people feel valued by giving them the opportunity to make valuable and positive contributions.

“It is run on an informal basis so there is lots of time for fun as well as providing the young people with opportunities to develop new skills,” said Patient Advice and Liaison Services (PALS) officer Alison Goodier. “We aim to increase young people’s confidence and self esteem.”

One parent commented that her son was feeling much more confident about attending college interviews as a result of the training he had received.

■ CAMHS ■ Training

■ Judy Bostock from Sovereign Health Care presents cheques totalling £8,000 to Con Egan and Les Morgan

Sovereign sponsors

Case study

Positively diverseTHE Trust was reconfirmed as a lead site for the Positively Diverse Programme. A framework for good practice, Positively Diverse is a national organisational development programme which aims to change the culture of NHS organisations.

It was developed to provide a strategic approach to addressing equality and diversity issues based on understanding how staff feel and provides an established systematic way of tackling diversity issues.

It encourages individual organisations to create an environment where differences between staff – be it age, gender, racial origin, religion, sexual orientation, commitments outside work or disability – are seen as normal and welcome.

To have been reconfirmed as a lead site, the Trust had to demonstrate progress – areas of work highlighted as good practice included work on spirituality and with Remploy.

The Trust is also a member of Bradford Cares, a staff volunteering programme, and has a robust training programme in place surrounding issues such as recruitment and retention, diversity and respect for others.

Case study

THE NHS in the Bradford district was chosen as a “hot house of reform” for mainstreaming equality in mental health for people from black and minority ethnic (BME) communities.

One of only 17 NHS Focussed Implementation Sites (FIS), the district has been chosen to fast track the implementation of Delivering Race Equality (DRE) in mental health care, a DH framework developed

in response to a number of issues including the publication of the independent inquiry into the death of David “Rocky” Bennett. The DRE identifies four development areas: ■ the need to build capacity and engage with voluntary and community sectors ■ the need to develop appropriate and responsive services ■ the need to develop a culturally competent and diverse workforce

■ the need to use data more intelligently.Since the FIS became operational in

October 2005 it has carried out work to identify existing good practice, bringing together and engaging a variety of stakeholders to develop an action plan for the Bradford district. The Trust has interviewed staff, service users and local people to establish a baseline of current performance in relation to the vision for reform.

In addition Bradford Sharing Voices hosted one of the first National Institute for Mental Health in England (NIMHE) Care Services Improvement Partnership community engagement projects. This involved carrying out a needs assessment to gather the views about mental health services from local Muslim communities. Recommendations from the resulting report have been incorporated into the FIS action plan.

Case study

A special training programme is helping people from minority ethnic communities into jobs in the NHS.

Employability Project Manager, Lorraine Thacker, has been running six week long health Employability training programmes to give people the skills they need to get into work.

And gaining these skills has helped 23-year-old Waseem Shah – who had to take a lot of time off school to be treated for a brain

tumour – build the confidence and ability to get back to work.

“I left school without any qualifications,” said Waseem, who has been applying for admin jobs in the NHS. “This course has really boosted my confidence – as well as my ability – so I have felt able to go for more interviews. I also really enjoyed every aspect of it.”

The course includes work ethics, health and safety, manual handling, first aid, basic food hygiene and safe

cleaning. Trainees are also offered work placements in a wide range of careers in the NHS including IT, administration, health care, gardening and catering.

“We discussed with Trust managers exactly what skills and qualities the ideal job candidate would have,” said Lorraine, who was seconded to the project from Jobcentre Plus. “We then work with the trainees to equip them with these skills so they are ready to apply for suitable positions.”

■ Equality matters

Employability

Focusing on race equality

www.bdct.nhs.uk 2005/06 Annual Report 3

Airedale Centre for Mental Health on trackWORK started on the new mental health unit in December as acting chair of Airedale Primary Care Trust, Pam Essler, and service user Loretta Gooch, performed a turf cutting ceremony joined by guests including staff, service users and partner organisations.

And the new unit has now been named the Airedale Centre for Mental Health by a group made up of staff and service users who have been involved in the design of the development since the beginning of the project.

A philosophy statement has also been agreed:

“In the new Airedale unit we will develop a comprehensive service that is able to respond to the needs of people with mental health problems. We will work in partnership with people in contact with the service to help them recover and enhance their wellbeing while maintaining their rights as citizens.”

The centre will provide purpose built, modern and vastly improved facilities for service users, carers and staff. The 60-bedded unit will replace wards four, 11 and 12 as well as the therapeutic centre, currently housed in the main Airedale Hospital. It will provide a needs led rather than an age led service with built in flexibility so the facilities can adapt to changes in practice and needs.

“The new unit is a significant step forward in mental health provision in Airedale,” said Chief Executive, Con Egan. “It will provide modern and flexible services where people are treated according to their condition and needs rather than their age.

“The development will be made up of bed areas separated into male and female sections, therapy areas and a psychiatric intensive care unit. This is a new service for the district and will allow patients currently being treated out of the area to be cared for within our services, closer to their homes, family and friends.”

The single storey building will include a multi faith room, family room, and courtyard areas as well as outdoor spaces, natural lighting and modern design and layout.

“This will be a modern therapeutic environment with links to the community-based services,” said Con. “This means the facility will be part of the wider mental health services in the district.”

Building contractors Keir started work on the site in November 2005 and the unit is expected to be open early in 2007.

WORK to further improve health and social care in the Craven district has led to the formation of a newly integrated community mental health team.

Based in improved facilities at Skipton Hospital, the team gives the district a joined up service with additional staff, working under one roof.

The former physical rehabilitation unit – empty since the transfer of services to a new stroke unit at Airedale General Hospital – was converted to accommodate Trust staff from the Craven Centre, Keighley Road, and social care staff from Newmarket Street.

“This move improves services, facilities and access which can only be

of benefit to people who experience mental ill health and live in the Craven district,” said Director of Planning for the Care Trust, Chris Bielby.

“Bringing together the two aspects of care – health and social services – under one roof will help to streamline the support we provide,” he said. “And we are also looking at a move towards integrated management arrangements to give an even more seamless service.

“In addition, staff who move to the newly refurbished premises – and members of the public who use them – benefit from better facilities which have been specially adapted for their use,” said Chris.

The team provides mental health services to adults of working age throughout the Craven district. This includes therapy and support from short term intervention to long term support for people with enduring mental health problems.

The move fulfils a pledge by Craven, Harrogate and Rural District Primary Care Trust (PCT), which runs Skipton Hospital. During public consultation on the future of the hospital, local people requested that the site should house a wider range of services, including mental health.

THE GARDEN party of the year took place in the summer – and it wasn’t at Buckingham Palace but Ward 24 at Airedale Hospital.

The ward – which is managed by the Trust and cares for people with dementia – has been totally refurbished and staff, patients and carers celebrated with a garden party alongside guest of honour, Keighley MP Ann Cryer.

“As well as giving patients an improved environment, the newly refurbished ward is a much better place for our staff to work in,” said Acting Ward Manager, Kairen Marley.

New lighting, neutral colours

and new floors have made the ward brighter and more natural, as well as reducing shadows which made it more difficult for people with impaired sight to get around. “The lighting is 100% better and makes things so much easier for patients,” she said. En-suite bedrooms have also been

created and a new bathroom enables patients to have a bath in a more comfortable and dignified way.

The dining area has also been modernised and redecorated so patients can eat together more easily in a lighter, brighter area.

Other improvements include new

radiators, sensor triggered lighting, updated nurse call systems, a new conservatory and new soft furnishings such as bed covers and curtains which make the ward feel more homely.

In addition an outside courtyard off the dining room has been transformed so patients have a choice of outdoor areas to use, either for eating al-fresco in the summer or simply getting a breath of fresh air. This area – which has a paved section, a ramp, railings and a new gate – was sponsored by Ward 24 Carers’ Action Group, members of which joined in the celebrations.

■ Ward 24

The great outdoors■ Airedale

■ Ward 24 staff and members of the Carers’ Action Group celebrate at the garden party of the year

■ Skipton

Craven improves health and social care

THE OVERALL aim of this project is to improve integration between health and social care services bringing together teams to provide a seamless service.

Key objectives include integrated health and social care, medical staff located

with their teams in the community and relocation of community mental health teams for older people. Teams and services across the Aire & Wharfe Valley district will relocate to Meridian House in Keighley. The community mental

health teams, community rehabilitation team, assertive outreach team, crisis resolution team and older people’s mental health services have agreed in discussion with commissioners, GPs, service users and their carers to establish

a centralised team. Plans are in place to transfer staff from their existing base to the new building in October 2006.

Although there will be facilities for service users to visit Meridian House, it will primarily be an office base which

will provide a single point of access and there will be provision for people to be seen locally in appropriate facilities which suit their individual needs. These could include their homes, GP surgeries or other local facilities.

■ Aire Valley Project

Teams set to come together under one roof

“Bringing together the two aspects of care – health and social services

– under one roof will help to streamline the support we provide.”

… and indoors is pretty good too as the newly refurbished Ward 24 is celebrated with a garden party

Aire Valley and Craven focus


1Objective 1To provide the highest standards of care.THE Care Trust measures its standards of care using the Department of Health advice on clinical governance, monitored by the Healthcare Commission. The standards and targets for social care are set by the Director of Social Services within Bradford District Council, in line with the Commission for Social Care Inspectorate (CSCI). The Trust has gained a two star social care rating throughout its existence and a two star health care rating within its first two years. In recognition of this achievement the Board set a target of achieving a three star rating in 2005/06 but managed to meet this during 2004/5.

This year, the Healthcare Commission has introduced the annual health check rating system – Standards for Better Health. NHS trusts will be awarded a rating of between one (weak) and four (excellent). The Standards for Better Health are used by the Service Improvement Group to meet required standards and to ensure that practice is improved by learning from the outcomes of complaints, incidents and inquiries. The 2005/6 rating achieved by the Trust will be announced by the Commission during October 2006. The Trust’s target is to meet all national core standards and the agreed development standards by 2006/7.

2

THE Trust has three principal activities:■ healthcare provision, the largest activity both in terms of revenue and assets. This activity is healthy and represents the Care Trust’s core business. The structure of the funding assets and current assets is that of a well-run NHS organisation■ social care provision is the next biggest revenue area. That element of the business is showing a cumulative £5.4m deficit at the end of 2005/6. The work being carried out in 2006/7 will resolve both the cumulative and underlying deficit. The resolution of this issue includes the risk of this business returning to Bradford District Council. The revenue and cash drain caused by this deficit has been managed by strong performance on the health side. The health performance has saved costs on management and overheads whilst maintaining frontline services. The only assets on the Trust’s books for this service relate to the improvements made to premises since the Care Trust has provided services from them■ the Care Trust acts as host to a number of organisations: The most significant is NIMHE. The accounts for this body are shown separately and there is no cross subsidy with any other activities. A joint payroll service and a joint estates service, results in some joint assets being included in the balance sheet (see page 6).

THE Care Trust received £115m. Of this £18m came from local Council tax – the rest was sourced from national taxation via the Department of Health. In addition there was £7.5m spent on tangible fixed assets. In total the spend of the Care Trust represents 2.1% of Bradford’s gross domestic product.

Operating and financial review■ Introduction

Trust with a mission

■ Our finances and workforce

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■ Staff in post at March 2006

■ Breakdown of BME groups within the Trust at March 2006

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WE have continued to provide and further develop our comprehensive range of in house training, development and learning opportunities for staff. In line with Agenda for Change (AFC) and the Knowledge and Skills Framework (KSF) each training course was mapped against the KSF criteria to ensure team leaders and staff were able to identify how their development needs would be met.

As staff are based at various sites across the Bradford and Craven district and recognising that we all have different learning needs and styles, the Trust aims to deliver learning opportunities in a flexible way. A range of e-learning opportunities has developed along with setting up a number of e-learning suites.

June 2005 saw the launch of the Passport for Managers programme, with almost 40 senior managers undertaking this development opportunity. It is anticipated that this programme will be rolled out to other managers across the Trust during 2006/07.

The Trust’s library, based at Lynfield Mount Hospital, was accredited with a score of three from the Helicon library accreditation panel, following a visit that took place towards the end of the year. This is the highest accolade a library can receive and the Trust is one of only two organisations across West Yorkshire to achieve this score. This was a fantastic achievement for the whole of the library services team.

THE Trust developed an Emergency Preparedness & Services Continuity Plan in conjunction with West Yorkshire Strategic Health Authority (WYSHA) and North Bradford Primary Care Trust (PCT) – the lead PCT for emergency preparedness within the Bradford health community. It complies with national guidance requirements: ■ Handling Major Incidents: an Operational Doctrine■ NHS Emergency Planning Guidance 2005■ Civil Contingencies Act 2004.

The plan addresses the following:■ the Trust’s response to the identified incident profile■ partnership support arrangements e.g. if WYSHA and the PCT lead the response to a major incident■ command and control arrangements■ service continuity requirements■ incident recovery.

IN conjunction with other health and social care stakeholders across the Bradford health community, the plan is regularly tested and reviewed annually.

With regard to a potential flu pandemic, any outbreak alerts will be circulated appropriately across the Trust to facilitate early warning and proactive management. The Trust continues to work with the lead PCT and public health leads to plan the Bradford health community response to a flu pandemic.

■ Emergencypreparedness andflu pandemic

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■ Where our money comes from

The Bradford district – a predominantly rural area rich in cultural diversity – has a population of around 550,000 in the city of Bradford and surrounding towns. The Craven district of North Yorkshire has a population of around 55,000 living in the main town of Skipton and surrounding countryside. Overall, approaching 20% of people are from South Asian backgrounds.

Mission statement: Putting you at the heart of everything we do

‘Our purpose is to provide mental health and learning disabilities services that meet the needs of our diverse communities’

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■ How we spent our money

Learning and personal development for our staff

Summing up the facts

■ Where we spent our money by service area

Bradford District Care Trust was established on 1 April 2002 from a partnership agreement between Bradford Health Authority and Bradford Council.

The Care Trust brought together: ■ mental health and social care services for people aged 18 to 65 years■ mental health services for older people aged 65 and over■ mental health services for children and young people ■ health and social care services for adults with learning disabilities.

Mental health services are provided to people of all ages whereas learning disability services are provided to people once their formal education ends.

In addition we also provide adult mental health services across the Craven district.

The Trust has provided health services on behalf of the four Primary Care Trusts (PCTs) in the Bradford District, the Craven and Harrogate Rural District Primary Care Trust and to Bradford District Council for social care services. The four Bradford PCTs will be amalgamated in 2006. This reduced number of commissioners and the

match between commissioners – one Bradford Council and one Bradford PCT – will help the further planning and development of services.

The main aim of the Trust is to improve the lives of people with mental health problems or people with learning disabilities by providing health and social care services within a wider framework that bridges the gap between our service users and the rest of the community. We support our service users in relation to education, employment, housing and leisure. We work with the public sector agencies to help them understand the needs of our service users and to jointly provide services for them in the most effective way.

The Trust is the main provider of specialist services in the Bradford District and we aim to increase our specialist provision. We will work with the voluntary and private sector residential providers to give integrated pathways of care for our service users. We aim to provide services to all Bradford district residents and this has meant investing in new facilities – a low secure and intensive care unit at Lynfield Mount Hospital. This unit has enabled Bradford residents to be relocated back within the district and has avoided people being placed out of the area away from their homes.

In 2005/6 we embarked on a major development for inpatient services in Airedale with a facility designed to modernise services and having an increased community element. It will provide services based on need, moving away from the arbitrary age split between adult and older people’s services. The building plans to open early in 2007 (see page 3 for further details).

The three service directorates for mental health, learning disability and children and young people developed change programmes supported by individual projects, during the year that will integrate what we want to do, what we must do and what we can do into action plans. Each project is informed and governed by local and national targets, has a project lead and agreed timescales to change or test new ways of working.

Seven key programmes of change have been agreed, these cover: Aire Valley (see page 3 for further details); how people access and move through our services; how we work in partnership to develop older people’s services; and the rehabilitation programme in mental health.

The Trust Board works through four committees – each meeting one of its main objectives.

Objective 2To promote the citizenship of both service user groups that are often stigmatised.FOLLOWING reviews by the citizenship and social inclusion group and committee, a new high level objective was agreed as follows:

“By 2008, change the culture of the Trust to develop an integrated response to the needs of service users that takes full account of citizenship and social inclusion issues.”

In pursuit of this objective service users and carers have been involved at all levels across the organisation to ensure we remain focussed on responding to individual needs.

Examples of progress include:

■ service users with learning disabilities have input to the Trust Board■ service users and carers are actively involved in shaping the new Airedale Centre for Mental Health ■ person centred planning and approaches have been adopted across learning disability services■ accessible documentation has been produced for learning disability service users to ensure their input during reviews, consultations and audit processes ■ service users have participated in the recruitment and selection process for many staff.

Further progress is required by: ■ developing our partnerships with the Local Authority and the voluntary

sector to ensure that the full range of needs of our service users are met ■ looking at the attitudes and values of our staff. All staff will be required to work within a broader definition of mental health that includes wellbeing as well as mental illness and that is focussed on service users as citizens.

Work to maintain the rights of service users as citizens has included the development of two projects which have looked at how the Trust can promote service user employment. Work has taken place to include citizenship issues within the Care Programme Approach and promotion of the recovery model has been encouraged across all service areas. This work will continue.


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Operating and financial review

THE Trust began the year with the three star rating achieved in 2004/5. As a three star trust we were asked by the DH to consider making an application for Foundation Trust status. The Board assessed if we had all the basics in place to move towards Foundation status and identified some key issues that needed to be worked through before we were able to produce a proposal for public consultation.

In order to achieve financial balance the Trust moved money between programmes of work to cope with a significant funding shortfall in social care services. During the autumn and winter of 2005/6 it became clear that the current partnership agreement as set out by the “section 31 agreement” was not fit for purpose and there was both an accumulated and underlying shortfall in social care funding which needed resolving. The Trust has managed this within its available resources so far and plans to resolve funding and partnership issues in September 2006 to enable it to move towards Foundation Trust status.

To bring social care funding back into underlying balance requires service efficiency and improvements and current funding issues to be resolved. During 2005/6 significant progress was made on remodelling learning disability services by providing a value for money service that meets new care standards in improved accommodation.

The Trust has a high level of stakeholder, particularly Bradford Council, and user involvement at Board level. In moving towards Foundation Trust status the Board will ensure this involvement continues and is not eroded by a move into a new governance regime. Building a consensus with key stakeholders on the way forward requires a longer lead in time than is possible with the current wave of Foundation Trust applicants.

We must ensure that all legalities around Care Trusts moving to Foundation Trusts are resolved and this is likely to require some assistance from the DH.

We are therefore continuing to work towards Foundation Trust status but on a slightly longer timetable that better meets our needs.

■ Introduction

■ Our finances and workforce

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■ Trust breakdown of staff by group at March 2006■ Breakdown of BME groups within the Trust at March 2006

Moving towards Foundation status

WE are committed to serving the local community by providing efficient and effective healthcare services. In providing these services, the Trust consumes resources and produces waste materials which may have an effect or impact on the environment and which could ultimately impact upon the health of the people we provide services to.

We have a responsibility to consider the environmental implications of our activities and to support practices that will deliver a responsible approach to the way in which we conduct our business. Our principle aim is to identify and implement environmentally responsible practice.

All new buildings meet the planning requirements for transport and the Trust is in the process of developing a Green Transport Plan. We must comply with building regulations, which are becoming increasingly more focused on energy conservation and sustainability. For example, installing thermal insulation, energy efficient boilers or natural ventilation rather than mechanical. In addition to meeting any building regulations NHS trusts must implement the NHS Environmental Assessment Toolkit (NEAT) for all new building projects. NEAT, developed by the Building Research Establishment, provides an assessment tool which helps to raise awareness of the impact that NHS facilities and services can have upon the environment, and to estimate the level of environmental impact actually taking place.

The Trust investigated the feasibility of harnessing waterpower at New Mill in Saltaire and developing ground source heating within the new building at Airedale General Hospital. The projects were financially unviable due to the uncertainty of capital payback, but ideas such as these will always be considered. The Trust remains committed to evaluating the suitability of such proposals and reviewing other sustainable energy sources including combined heat and power, water and wind recycling and solar power systems.

Throughout any construction project, demolition materials are recycled as much as is practical. New products from sustainable sources or those which are capable of being recycled are the preferred materials. Regular energy and water consumption performance reviews are carried out across all Trust facilities. Any improvements identified are addressed within revenue and capital investment programmes as appropriate.

Examples of the practices in place across the Trust in 2005/6 include:■ safe crushing, disposal and recycling of life-expired lamps■ licensed collection and disposal of all waste- household, clinical and special waste■ using construction materials from sustainable sources wherever possible■ control energy usage and minimise environmental emissions by using the building energy management systems.

■ Sustainability report

Caring for you – caring for the environment

Mission statement: Putting you at the heart of everything we do

‘Our purpose is to provide mental health and learning disabilities services that meet the needs of our diverse communities’

THE Trust believes ‘Everyone is Different but Equal and Equal but Different. ’

We are committed to making equality an integral part of our work, both through the services we deliver and by promoting equality in all our policies. Our policies and services take account of our stakeholders’ needs and promote equality of opportunity in their delivery wherever possible. As an organisation we value the diversity of our staff by recognising their contribution and both acknowledging and harnessing the benefits that differences can bring.

■ Mental Health Act

WE continue to seek ways of ensuring that all our practices and approaches are compliant with Human Rights Act 1998 and the Mental Health Act 1983. The Trust acknowledges the Government plans to update the Mental Health Act and we are working to embrace the proposed legislation changes of the amended Bill. Through the introduction of the Capacity Act 2005 we have worked with staff to identify the implications for our practice which has highlighted some training issues.

■ Equal opportunities

THE Trust has a good record of achieving break-even financial balance and meeting its savings targets. To ensure that a bottom line break-even position was achieved even though there was under funding, overspending and uncertainty on social care services, we had to restrict our investment and modernisation programme in 2005/6.

The resolution of social care funding is essential in 2006/7. This aims to improve partnership working and stability in social care service provision, with possible changes to the health and social care partnership. In 2006/07 the health care services provided by the Trust will start from a sound financial and star rating basis. If the social care partnership continues with Bradford District Council it must be fit for the purpose to move the combined services towards the more commercial world of a Foundation Trust.

Poor record keeping and the lack of a data quality strategy was reported in our CNST (Clinical Negligence Scheme for Trusts) assessment. The provision and reporting of information throughout the Trust remains patchy, particularly around activity recording and the production of sound management information. This was identified as a key risk area and a recent Audit Commission report showed how this area of risk was duplicated across other mental health trusts. However the improvements made in reporting to the Trust Board and the service improvements made around discharge management and lower bed occupancy as a result are significant achievements against this risk. Each area of risk has an established improvement programme.

In addition to our commissioners – the four Bradford PCTs, Bradford District Council, and Craven, Harrogate and Rural District PCT – the Trust has identified other key stakeholders that we work closely with:■ The Health Improvement Committee of Bradford District Council

■ North Yorkshire County Council■ The Bradford District Care Trust Patient & Public Involvement forum (PPIF)

Emmerson Walgrove, Chair of PPIF said: “I believe that the PPI Forum is an inclusive forum, working in partnership with the Trust and service users. It is the job of the forum to make sure service users and carers have a say about how services are provided and delivered by the Trust.”

Each stakeholder forum represents the Bradford health and social care community. The forums are essential for the continued development of modernised health and social care services which are focused on the needs of all people living in the areas served by the Trust. They provide verification that the Trust is achieving the requirements of the Core Standards for Better Health and that we have made an appropriate declaration to the Healthcare Commission.

The Trust actively seeks to engage with the local communities it serves, for example the Carers’ Connection which is hosted by the Trust and is open to anyone who looks after someone at home who has a long term illness, disability or who is elderly and frail. This central point of contact for any carer, provides information on matters of interest to them such as leisure and wellbeing, getting a break, health and social care, residential care and support.

Other directorates across the Trust, for example estates & facilities, have continued to develop methods of engagement with local communities by:■ presenting planning proposals to public neighbourhood forum meetings held within the relevant locality before the planning application is submitted■ working closely with Single Regeneration Bodies such as Newlands Community Association, Regen 2000 and Royds Community Association in the development of health centres, community centres and hospitals.

■ Resources, risks and relationships ■ Performance

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■ Senior manager headcount by ethnicity

Objective 3To be a model employer.THE IWL validation visit in September and the subsequent moderation meeting demonstrated our achievement of the IWL Practice Plus accreditation of which we are extremely proud. This work was undertaken by members of the IWL Implementation and Steering Groups. The membership of each group is made up of representatives drawn from all disciplines across the organisation. Team leaders, managers and staff also supported this objective by sharing their views openly and honestly during the 'walkabouts' – interviews and discussions took place at various sites. The ‘walkabout’ element proved to be a successful way of engaging with our staff and with that in mind we have agreed to undertake this on an annual basis. The information gathered will supplement the information we gain from the annual staff survey.

Action plans will continue into the current year based on the outcome of

the annual staff survey in 2005 where we had an improved response rate of 53%. Many results were similar to 2004 and highlighted areas in need of improvement such as the: ■ number of staff working more than their contracted hours due to the pressure of work■ the number of staff dealing with incidents of physical violence and■ the number of staff reporting work related stress.

In March 2006 work began to address some of the issues raised and the staff counselling service, Breathe, is changing its role to provide a preventative and more proactive service as well as counselling sessions.

In addition to IWL, the delivery of the National Pay Modernisation – Agenda for Change – programme was a high priority across the Trust. Work will continue to build on the Agenda for Change process by developing the Knowledge and Skills Framework which will support staff development and further progression through the pay system.

Objective 4To operate the highest standards of governance that demonstrates the Trust’s accountability to the public.INITIALLY the Trust set its governance standard to meet: the NHS Controls Assurance Standard; the Assurance Framework Standard; the Care and Developmental Standards set for the NHS; and the Audit Commission Local Assessment. All targets set by the Board were met.

These and the future targets are set out below:

■ 95% compliance on all three core controls assurance standards (governance, risk management and finance) and 75% compliance on all other standards by 2003/4■ achievement of financial balance each year■ assurance framework in place which is linked to the core standards by 2005/6■ audit Local Evaluation at level 2 by 2005/6 and level 3 by 2007/8■ core standards fully met by 2006/7■ targets against development standards in place for 2006/7.


■ Income and expenditure account for the year ended 31 March 2006

2005/06£000

2004/05£000

Income from activities 92,306 86,995

Other operating income 22,327 18,656

Operating expenses -110,295 -104,031

OPERATING SURPLUS (DEFICIT) 4,338 1,620

Profit (loss) on disposal of fixed assets 26 25

SURPLUS (DEFICIT) BEFORE INTEREST 4,364 1,645

Interest receivable 231 106

Interest payable -357 -377

Other finance costs – change in discount rate on provisions -60 0

SURPLUS (DEFICIT) FOR THE FINANCIAL YEAR 4,178 1,374

Public Dividend Capital dividends payable -2,186 -1,374

RETAINED SURPLUS (DEFICIT) FOR THE YEAR 1,992 0

■ Balance sheet as at 31 March 2006

31 March 2006£000

31 March 2005£000

FIXED ASSETS

Tangible assets 70,282 62,362

70,282 62,362

CURRENT ASSETS

Stocks and work in progress 58 63

Debtors 8,056 8,563

Cash at bank and in hand 275 283

8,389 8,909

CREDITORS: Amounts falling due within one year -12,387 -12,439

NET CURRENT LIABILITIES -3,998 -3,530

TOTAL ASSETS LESS CURRENT LIABILITIES 66,284 58,832

CREDITORS: Amounts falling due after more than one year -5,179 -5,289

PROVISIONS FOR LIABILITIES AND CHARGES -784 -909

TOTAL ASSETS EMPLOYED 60,321 52,634

FINANCED BY:

TAXPAYERS’ EQUITY

Public dividend capital 24,871 21,206

Revaluation reserve 22,985 20,819

Donated asset reserve 29 28

Other reserves 10,196 10,196

Income and expenditure reserve 2,240 385

TOTAL TAXPAYERS EQUITY 60,321 52,634

■ Cash flow statement for the year ended 31 March 2006

2005/06£000

2004/05£000

OPERATING ACTIVITIESNet cash inflow/(outflow) from operating activities 5,301 8,185RETURNS ON INVESTMENTS AND SERVICING OF FINANCE:Interest received 217 106Interest paid 0 -1Interest element of finance leases -357 -376Net cash inflow/(outflow) from returns on investments and servicing of finance -140 -271CAPITAL EXPENDITURE(Payments) to acquire tangible fixed assets -7,545 -1,790Receipts from sale of tangible fixed assets 1,005 69Net cash inflow/(outflow) from capital expenditure -6,540 -1,721DIVIDENDS PAID -2,186 -1,374Net cash inflow/(outflow) before management of liquid resources and financing -3,565 4,819MANAGEMENT OF LIQUID RESOURCESNet cash inflow/(outflow) before financing -3,565 4,819FINANCINGPublic dividend capital received 3,665 0Public dividend capital repaid (not previously accrued) 0 -4,707Capital element of finance lease rental payments -108 -84Net cash inflow/(outflow) from financing 3,557 -4,791Increase/(decrease) in cash -8 28

■ Salary and allowances of senior managers

Name and Title 2005-06 2004-05Salary

(bands of £5000) £000

Other Remuneration(bands of £5000)

£000

Benefits in KindRounded to the

nearest £100

Salary (bands of £5000)

£000

Other Remuneration(bands of £5000)

£000

Benefits in KindRounded to the

nearest £100J Chuter – Chairman 15-20 15-20L Pollard – Chairman - 0-5AM Khan – Non-Exec Director 5-10 5-10P English – Non-Exec Director 5-10 5-10B J Toward – Non-Exec Director 5-10 5-10D Servant – Non-Exec Director 5-10 5-10B K Thorn – Non-Exec Director - 0-5S Pema – Non-Exec Director 5-10 0-5D Robinson – Non-Exec Director 5-10 0-5C Egan – Chief Exec 105-110 2,900 105-110 2,300S Baugh – Medical Director 20-25 130-135 3,000 15-20 140-145 1,600P Gutcher – Director of Finance 80-85 2,800 75-80 4,600L Morgan – Director of Operations 45-50 1,800S Bootland – Director of Nursing 30-35 2,500 65-70 5,200K Mitchell – Project Director * - 30-35 **A Gunnee – HCF Director 70-75 1,600 70-75 1,500B Stanley – LD Services Director 70-75 7,100 65-70 3,000J Goodson-Moore – Director of Personnel 80-85 75-80C Bielby – Director AMH Services 70-75 70-75L Hewson – Director CAMHS 15-20 125-130 2,700 10-15 130-135 2,500

J Chuter was appointed Chairman in August 2004. He was acting Chairman during May, June and July 2004.

* This post was made redundant. A one-off payment of £175,285 was made to the NHS Pensions Agency in respect of K Mitchell’s redundancy.

** This includes £29,976 redundancy payment.

Benefits in kind relate to the costs of lease cars, which is shown net of individual contributions.

The remuneration levels were set when the Trust was established in 2002. Chief Executive and directors’ remuneration is reviewed in line with national pay

guidance and performance is assessed against organisational and individual objectives on a quarterly basis. The Trust does not pay perfomance related pay.

■ Pension benefits of senior managers

Name and title Real increase in pension at age 60

£000

Lump sum at age 60 related to real increase

in pension£000

Total accrued pension at

age 60 at 31 March 2006

£000

Lump sum at age 60 at 31 March 2006

£000

Cash Equivalent Transfer Value at 31 March 2006

£000

Cash Equivalent Transfer Value at 31 March 2005

£000

Real Increase in Cash Equivalent

Transfer Value£000

C Egan – Chief Exec 2 5 50 149 900 831 34S Baugh – Medical Director 9 26 62 185 1,085 899 114P Gutcher – Director of Finance 1 4 32 95 513 468 23S Bootland – Director of Nursing * (1) (2) 34 103 Not applicable 576 Not applicableA Gunnee – HCF Director 1 4 26 79 403 361 23B Stanley – LD services Director 6 17 29 87 491 410 50J Goodson-Moore – Director of Personnel 1 4 25 76 411 371 22C Bielby – Director AMH Services (2) (6) 26 78 420 408 1L Hewson – Director CAMHS 3 9 51 152 836 734 58L Morgan Director of Nursing/Dir of Operations 0 0 25 75 344 374 241

As Non-Executive members do not receive pensionable remuneration, there will be no entries in respect of pensions for Non-Executive members.

A Cash Equivalent Transfer Value (CETV) is the actuarially assessed capital value of the pension scheme benefits accrued by a member at a particular point in

time. The benefits valued are the member’s accrued benefits and any contingent spouse’s pension payable from the scheme. A CETV is a payment made by a

pension scheme, or arrangement to secure pension benefits in another pension scheme or arrangement when the member leaves a scheme and chooses to

transfer the benefits accrued in their former scheme. The pension figures shown relate to the benefits that the individual has accrued as a consequence of their

total membership of the pension scheme, not just their service in a senior capacity to which the disclosure applies. The CETV figures, and from 2004-05 the other

pension details, include the value of any pension benefits in another scheme or arrangement which the individual has transferred to the NHS pension scheme. They

also include any additional pension benefit accrued to the member as a result of their purchasing additional years of pension service in the scheme at their own

cost. CETVs are calculated within the guidelines and framework prescribed by the Institute and Faculty of Actuaries.

Real Increase in CETV – This reflects the increase in CETV effectively funded by the employer. It takes account of the increase in accrued pension due to inflation,

contributions paid by the employee (including the value of any benefits transferred from another pension scheme or arrangement) and uses common market

valuation factors for the start and end of the period.

* Stuart Bootland retired 21 September 2005

None of the directors has a stakeholder pension.

Les Morgan was appointed as Director of Nursing/Director of Operations in August 2005.

■ Related party transactionsBradford District Care Trust is a body corporate established by order of the Secretary of State for Health.

During the year none of the Board Members or members of the key management staff or parties related

to them has undertaken any material transactions with the Trust.

The Department of Health is regarded as a related party. During the year the Trust has had a significant

number of material transactions with the Department, and with other entities for which the Department

is regarded as the parent Department. These entities are listed below:

Income£000

Expenditure£000

Bradford City Primary Care Trust 22,058 49

North Bradford Primary Care Trust 11,292 32

Bradford South & West Primary Care Trust 17,928 13

Airedale Primary Care Trust 17,823 5,046

Craven & Harrogate Rural District Care Trust 3,607 77

Bradford Hospitals NHS Foundation Trust 454 1,424

Airedale Hospitals NHS Trust 88 1,792

NHS Logistics Authority 0 572

In addition, the Trust has had a number of material transactions with other Government departments

and other central and local Government bodies. Most of these transactions have been with Bradford

District Council.

Finance■ Statement of total recognised gains andlosses for the year ended 31 March 2006

2005/06£000

2004/05£000

Surplus (deficit) for the financial year before dividend payments 4,178 1,374

Unrealised surplus/(deficit) on fixed asset revaluations/indexation 2,030 11,056

Total gains and losses recognised in the financial year 6,208 12,430

■ Management costs

2005/06£000

2004/05£000

Management costs 6,285 5,928

Income 107,438 93,662

Management costs are defined as those on the management costs website at www.dh.gov.uk/

PolicyAndGuidance/OrganisationPolicy/FinanceAndPlanning/NHSManagementCosts/fs/en.

■ Public sector payment policy

2005/06Number

2005/06£000

2004/2005£000

Total Non-NHS trade invoices paid in the year 28,967 35,649 24,213

Total Non NHS trade invoices paid within target 19,097 18,028 16,590

Percentage of Non-NHS trade invoices paid within target 65.93% 50.57% 68.50%

The Better Payment Practice Code requires the Trust to aim to pay all undisputed invoices by the due

date or within 30 days of receipt of goods or a valid invoice, whichever is later.

■ Independent auditor’s report to the Directors of the Board of Bradford District Care Trust

I have examined the summary financial

statements set out in the Annual Report.

This report is made solely to the Board of

Bradford District Care Trust in accordance

with Part II of the Audit Commission Act

1998 and for no other purpose, as set

out in paragraph 36 of the Statement of

Responsibilities of Auditors and of Audited

Bodies prepared by the Audit Commission.

Respective responsibilities of directors and auditorThe directors are responsible for preparing

the Annual Report. My responsibility is to

report to you my opinion on the consistency

of the summary financial statements within

the Annual Report with the statutory financial

statements. I also read the other information

contained in the Annual Report and consider the

implications for my report if I become aware of

any misstatements or material inconsistencies

with the summary financial statements.

Basis of opinionI conducted my work in accordance with

Bulletin 1999/6 ‘The auditors’ statement

on the summary financial statement’

issued by the Auditing Practices Board.

OpinionIn my opinion the summary financial

statements are consistent with the

statutory financial statements of the Trust

for the year ended 31 March 2006.

Ivan McConnell

Date:

District Auditor Audit Commission

Kernel House

Killingbeck Drive

Killingbeck

Leeds LS14 6UF

The external auditors have conducted no

work other than that of statutory activity

under the audit code of practice.

A full set of accounts and further information is available from the Finance Department, Bradford District Care Trust, Trust Headquarters, Daisy Hill House, Lynfield Mount Hospital, Heights Lane, Bradford BD9 6DP


TWO trust teams netted £3,000 each in the third annual Spotlight Awards.

Adventure Therapy, which works with young people with mental health problems, and Bradford Network for Palliative Care for People with Learning Disabilities were joint winners of the Sovereign Health Care sponsored event.

Of the 12 entries to the awards – which recognise outstanding healthcare projects in the Trust – seven were shortlisted. The judges were so impressed with the nominations that they chose joint winners.

Keep Cool Tools for Families scooped the third prize of £2,000 and the two runners up prizes of £500 were awarded to the 24-hour access to library services at Lynfield Mount Hospital and the international recruitment mental health nurse adaptation programme.

“For the first time this year we have awarded a joint first prize because we could not separate the two projects,” said Trust Chairman, John Chuter. “The awards reflect team work and working together and I have been delighted with the nominations.

It’s the best year we have had.”The winning teams were:Adventure Therapy: This aims to work

with young people with mental health problems to challenge discrimination and stigma, creating a non judgemental environment where participants can learn from the challenges and conflicts they may face. The two day course gives young people the chance to take part in exciting activities in the “great outdoors.”

Bradford Network for Palliative Care for People with Learning Disabilities: The group aims to provide a support network for nursing and care staff working with people with learning disabilities with palliative needs. This would help provide advice, training and support to staff, develop local guidelines and share examples of good practice.

Keep Cool Tools for Families: This is an innovative one day workshop offered for families where there is a young person who has presented to the services with problems around temper control, impulsivity and aggression. It aims to

provide a fresh alternative to work on anger and conflict issues placing the onus fully onto the entire family to give them insight, understanding and empowerment to begin resolving their differences.

24-hour access to Lynfield Mount Library for staff: The project aims to ensure staff have access to library facilities at times to suit them so they have greater opportunities to study and develop their knowledge.

International recruitment mental health nurse adaptation programme: The initiative aimed to produce an agreed process and standards for adaptation across the Trust. In particular an agreed package of support and induction was developed for the orientation period.

Sovereign Health Care Chief Executive, David Lewis, said: “We were delighted, for the third year running, to support these important awards which recognise the dedication and commitment of staff working in health and social care locally.

“Excellent work is carried out on a day to day basis and, I hope, by highlighting this good practice and service improvement we will encourage people to learn from each other while giving members of the public an insight into this vital area of work.”

A group has been set up to promote diversity across the Trust and help to develop staff from black and Asian backgrounds.

The Black and Asian Staff Network was launched in June 2005 following on from top level discussions about the under representation of these staff groups at various grades throughout the organisation.

Since its launch the group has proved to be a valuable resource both to black and Asian staff and senior management in delivering a service that reflects the needs of the diverse local community.

As well as supporting staff with their personal needs and career development, the group aims to involve staff in shaping local health and social care services, provide support and advice on training issues, offer coaching and mentoring opportunities and provide a safe environment for staff to raise issues, comments or concerns.

Staff who attend the group – which meets every month – come from various disciplines across the Trust and have seen a positive impact on service delivery and improvement including increased insight to senior managers on various issues.

“There is an enormous wealth of knowledge and experience of life within the services and community groups,” said Equality and Diversity Manager, George Deane. “This knowledge is drawn upon at each meeting to help the Trust develop appropriate plans and processes to resolve any potential issues.

MORE than 1,100 years of sterling service was marked as 46 members of staff were presented with long service awards for either 25 or 40 years.

And many more celebrated a year of achievement as certificates were presented to staff or teams who had earned accredited qualifications during the year, including people who had gained NVQs or teams who had notched up awards such as Hospitality Assured.

Forty three people from across all areas of the Trust were recognised for 25 years of service while a further three – Payroll Manager Sue Dawson, Consultant Psychiatrist

Dr Taqleed Ullah Khan Nasir and Sheila Davis from adult mental health at Bridge House, Bingley – clocked up an amazing 40 years in health and social care.

As well as a cash gift, each member of staff was presented with a commemorative long service pin badge and a certificate.

“We marked the work and achievements of staff from all areas of the Trust who show a fantastic commitment in terms of their relationships with service users and the care they provide, and in their positive attitude to lifelong learning and development,” said Training and Development Advisor, Jenny Mclean.

■ Long service and achievement

Group launched to develop staff

■ Spotlight Awards

■ Black and Asian Staff Network

Spotlight on achievement

Loyal members of staff rewarded

■ The winning teams receive their cheques

■ Members of the Black and Asian Staff Network and invited guests meet monthly to draw on their experiences

Staff focus

■ Staff receive certificates for their NVQ level 2 in customer care

Committee membership key G Governance CommitteeS Service Improvement

CommitteeC Citizenship CommitteeW Workforce CommitteeR Remuneration CommitteeH Hospital managers

Con Egan Chief Executive 01.04.02

“In addition to some of the highlights covered in my introduction, a personal high spot was my visit with Brian Stanley to the Whiteoaks Respite Centre. I was extremely impressed with the new development which gives dedicated services for respite care to people with learning disabilities.” Declaration of interests■ None

John ChuterChairman (from 01.08.04) 27.05.02

“There is a tremendous amount of activity and innovation evident in the daily life of the Trust. But we must continuously ask ourselves if what we do advances, to the utmost, the well-being of those we have the privilege to care for. If it doesn’t then we must change.” Declaration of interests■ Member of the General Osteopathic Council

Who’s who

People at the Trust■ Chairman and Chief Executive

■ Non-Executive Directors

■ Executive Directors

Stuart BootlandDirector of Nursing S 01.09.02 – 21.09.05

Trevor RamsayUser Representative S C 11.06.02 – 31.03.06

Brian Stanley W

Director of Learning Disabilities 01.05.02 – 31.03.06

■ Directors

Polly English27.05.02

“I’m pleased to report that we have addressed the imbalance of hospital managers

by recruiting more women and more managers from black and minority ethnic communities. Six managers have been trained to be involved in hearings during the next financial year.” Declaration of interests■ Honorary Life Member of Craven MIND■ North Yorkshire County Councillor ■ Skipton Town Councillor

Savitri Pema01.01.05

“I’m pleased to see the Trust is making further service improvements that focus on better

outcomes for service users.” Declaration of interests■ Part-time employee of

Education Bradford as an Educational Psychologist

■ Non-Executive Director, Bingley Voluntary Group

■ Self-employed consultant and trainer

David Robinson01.03.05

“As a Non- Executive Director to the Board I have gained further clarity of

the relationship between the Trust and the Local Authority.” Declaration of interests■ Member of the Adoption Panel,

Bradford Metropolitan District Council

David Servant01.08.03

“We have developed an excellent working relationship with internal audit and

the audit commission which has resulted in an approved framework for assurance.” Declaration of interests■ None

Brenda Toward27.05.02

“I have been so impressed with the developments made to safeguard all children who

are in contact with the Trust.” Declaration of interests■ Self-employed consultant working with

Local Authorities, the NHS and private and voluntary sector agencies on social and health care management issues.

■ Chair, Social Workers Educational Trust■ Member of the Court of the

University of Bradford

Azhar Khan27.05.02

“The Trust has moved towards making sure that there is equity across the Board,

so the services provided are accessible to all communities.”Declaration of interests■ Member of Bradford Law Centre

Management Committee

June Goodson-MooreDeputy Chief Executive 09.12.02

Director of Personnel & Development, Modernisation & Communications

“The whole self assessment process for IWL has shown us the hard work and commitment given by staff. It also indicated areas of improvement that we will take into next year. I’m

really grateful for staff being open and honest in sharing their comments during this process.” Declaration of interests■ CBI Member of Employment Tribunals (Leeds)■ Member, Management Board, West Yorkshire

Workforce Development Confederation■ Member of the Court of the University of Leeds

Philip GutcherDirector of Finance 04.11.02

“Our annual accounts were approved by the Audit Committee with an unqualified audit opinion. This is a reflection of the hard work by budget holders and finance staff to meet the financial

requirements throughout the year.” Declaration of interests■ Trustee, Healthcare Financial Managers Association■ Treasurer, Laceby Road Methodist Church, Grimsby

Dr Lesley HewsonDirector, Children & Young

People’s Services 01.05.02

‘’This year saw real progress in joint work across Care Trust Services to improve outcomes for children and young people not just in CAMHS but for those who are using adult services or whose parents are using our services.

The safeguarding children lead has worked closely with staff across the Trust, a parental mental health project and a young adult mental health project looking at the needs of young people aged 16-25 years are also underway.‘’

Andrew GunneeDirector of Estates & Facilities 01.04.02

“Staff have had the opportunity to develop a variety of services across all healthcare spectrums, through partnership working with the Primary Care Trusts and the private sector.”

Dr Simon BaughMedical Director 01.04.02

“One of the most significant changes we have made over the past year is to re-engineer the acute inpatient wards in Bradford. This has reduced the hospital occupancy to below 100% for the

first time in three years, meaning service users are no longer sent to other hospitals as beds are always available locally.” Declaration of interests■ None

Chris BielbyDirector of Planning, Information

and Social care 01.05.02

“It was a great pleasure to attend the turf cutting ceremony for the new building at Airedale hospital. This project has demonstrated the close working between all partners and in

particularly the continuing involvement of service users throughout the project.” Declaration of interests■ None

Les MorganDirector of Operations/Director of Nursing 07.06.04

“It’s been an exciting year pulling together the service directorates and being able to end the year with all the services in a position to begin working together as a single service delivery directorate.”

Declaration of interests■ None

■ Former Directors/Non-Executive Directors

Committees: R Committees: S W C

Committees: S W

Committees: S Committees: C

Committees: S W

Committees: H

Committees: G C Committees: R S C Committees: R G S

Committees: S C Committees: W

8 Annual Report 2005/06

BCT report 06v2 - WhatDoTheyKnow

Documents

Transcript of BCT report 06v2 - WhatDoTheyKnow