Annual report 2004-2005 - South West Yorkshire Partnership NHS

With all of us in mind
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Positive about
mental health
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2
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rt 20
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al R
Looking through
Annu
someone else's eyes
A novel approach!
Why reading can make you feel better
Moving forward
- How we're improving
our services
Our cover stars
are getting the
balance right!
Meet John
Getting over mental
health problems. John
says ‘it can be done!’
Art Attack
PLUS! The amazing
effects of teamwork!
n e w s
v i e w s
One woman describes
her creativity and the
recovery process
f a c t s
f i g u r e s
Let us
Our people
(Declared interests are shown in brackets)
Chairman
Sukhdev Sharma
Chair of Remuneration and
Terms of Service Committee
introduce ourselves…
Halifax
Dewsbury
(Chair and a trustee of
the Migration Policy Group
Trustee of the Shaw Trust
Member of the European Economic
and Social Committee
Member of Industrial Tribunals)
Wakefield
Huddersfield
Non-Executive Director
(and Vice-Chairman)
Denis Sunderland
Chair of Mental Health Act
Committee
Lead Complaints Convenor
for the Trust
Our Trust is one of the largest specialist
mental health and learning disability trusts in the
country, serving a population of almost one million people. We
work from over 100 hospital and community sites, and with people in their own
homes, providing services for working age adults and older people. Our main
inpatient sites are in Dewsbury, Halifax, Huddersfield, and Wakefield.
Non-Executive Director
Gary Dimmock
Chair of Risk and Governance
Committee
(Trustee of the National Children’s
Centre, Huddersfield)
We employ nearly 2000 clinical staff, plus an additional 400 staff
providing non-clinical support services.
Non-Executive Director
Anne Gregory
Chair of Audit Committee
For a full directory of services, please visit our website at
(President of the Institute of
Public Relations until Dec 04)
Non-Executive Director
Thiruvenkatar Krishnapillai
Chair of Charitable Funds
Sub-Committee
Deputy Complaints Convenor
for the Trust
(Owner – Ivy House Nursing
& Residential Home)
Non-Executive Director
Jan Wilson
Chair of Clinical Governance and
Clinical Safety Committee
Chief Executive
Judith Young
Deputy Chief Executive
Steven Michael
www.southwestyorkshire.nhs.uk
Contents
4
Deputy Chief Executive
Nick Morris
Medical Director
Dr Nisreen Booya
5
Director of Risk and Governance
Sheila Dent
6
(Director of Cognisance
Solutions Limited)
Director of Performance,
Information & Professional
Development
Hazel O’Hara
8
Associate Director
Simon Plummer
Associate Director
Prasadu
until 20 January 2005
Associate Director
Roland Self
from 20 January 2005
Director of Public Affairs
Ruth Unwin
(Partner is a shareholder in
Tribal Group PLC)
Produced by
Trust communications department
Cover photo by Louise Woodward
2 Our year
9
16
Building a
happy
workforce
Health check
How we’re looking
after our staff
12 New Horizons
13
Looking through
someone else’s
eyes
Looking back
Trust chief
executive looks
back as we
continue to
move forward
Mapping out
care
14
Meet Big John!
17
Happy new
homes!
Resettlement
project comes to a
close
18 Art therapy
Tracey tells us her
story
20
How one man’s
involvement is
improving services
Listening
carefully
What people
told us
21
Follow my
leader
Valuing our
diversity
Why it is so
important
Inside our new
Horizon Centre
Art attack!
How clients have
been encouraged
to unleash their
creativity
Director of Finance
Malcolm Featherstone
10
We’ve been blowing
our own trumpets!
Award success
Monitoring our
performance
Director of Human Resources
& Facilities
Alan Davis
(Chairman of Childcare Information
Service - Non-paid)
The South West Yorkshire Mental
Health NHS Trust was established in
April 2002, and provides mental
health and learning disability services
in Calderdale, Kirklees and Wakefield.
Digital
manipulation
Why Gary got into
digital art
How Trust
leadership
arrangements have
been strengthened
21
Welcome
to the annual report of the South West
Yorkshire Mental Health NHS Trust, I hope you find it both interesting and
informative. This report is a great opportunity to reflect on our achievements over
the last year and also to look forward to our future.
Over the last year we have met with many challenges yet have continued to
improve and change services for people with mental health problems and learning
disabilities, responding positively to national and local priorities. We are confident
that we are moving forward in the right direction, ensuring that our services
provide individual, tailored care for people who need to use them.
I must also mention the professionalism and dedication of our staff. I’m very proud
of the hard work they do and the enormous support and care they offer to service
users and their families.
Last year, our annual report received a prestigious national communications award.
We were delighted to have been recognised as we wanted to encourage people
who may not usually pick up an annual report to read ours and discover how our
services are constantly improving. This year, we have kept the same award-winning
style to once again encourage people to learn about our achievements.
Sukhdev Sharma - Chairman
22
Modernising
services
Moving forward
with all of us in
mind
24
I hope you are glad you picked up this report and that you enjoy reading about our
aspirations, achievements and future plans. Please tell us what you think, you’ll find
details of how to do this on page 35.
34
Reading and
you
How the Trust is
getting the
messages out
There’s nothing
like a good book
25
Why hobbies
help
Spotlight on
groups at Mirfield
Day Centre
27
Raising
awareness
35
Positive
messages
How you can look
after your own
mental health
Understanding
depression
29
24
Turning of the
tide
Champion equality
Encourage involvement
Support and value diverse lives
Modernise services and increase choice
For people with a learning disability and people with mental
health problems and their carers.
To make this vision real we translated it into goals against
which we must make progress. Our corporate plan details all
the actions needed to move us towards achieving our goals,
and progress is reviewed by the executive team every three
months. The Trust Board reviews progress against the plan
twice a year.
How the tidal
model is
transforming care
30
To help us set a positive direction for the work of the Trust,
in 2002 we developed a vision of what we hope to achieve.
This vision was developed with the involvement of people
who use our services, their carers and partner organisations
and it takes account of both local needs and national and
local policy.
Our cover stars
Getting fit and
getting healthy!
for the future
In summary, our Vision, Values and Goals set out our
commitment to be a sound organisation, with supported
workers, working through partnerships to:
How it really feels
28
A vision
It all adds up
Our financial report
2004/2005
34
You can view our Vision, Values and Goals on our website,
www.southwestyorkshire.nhs.uk
Alternatively, call 01924 327055 for a copy.
Our year 3
g
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a
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Aw
o
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o
rec
PLATT team
The PLATT service - which stands for
Primary Care Liaison Assessment,
Treatment and Training – were runnersup in the Guardian Public Service
Awards, in the 'Service Delivery Mental Health' category.
PLATT is an
innovative service
which delivers
care for people
with mild to
moderate mental
health problems
within a primary
care setting in the
Wakefield district.
Anybody
experiencing
common problems
such as anxiety,
depression, bereavement or
relationship problems can be referred
to the service by their GP, which
reduces the need for people to access
secondary care services.
PLATT have offered assessment and
short-term interventions to over 10,000
people since its launch in 2001,
reducing referrals to secondary care by
70%. The service is encouraging GPs to
place a high importance on common
mental health problems, reducing the
need for people to enter secondary
care. The team also provides training to
primary care professionals, educating
them around a wide range of issues
relating to mental health and the
importance of mental health
promotion.
Speaking about the award, Linda
Clarke, PLATT service manager, said, ‘To
be a runner up for such a prestigious
award is a major achievement for every
member of the PLATT team. We cannot
underestimate the need to provide
rapidly accessible services for people
with mild to moderate mental health
problems. Maybe by tackling these
issues earlier we can reduce the need
for prolonged engagement with
specialist secondary mental health
services in the future.’
Awards are a perfect opportunity for the Trust
to highlight areas of good practice and for
staff to celebrate achievements! Here’s a quick
look at some of the award success we have
had over the last year.
Nursing Standard
Karina Hepworth,
learning disability nurse,
was highly commended
in the Nursing Standard
Nurse 2004 Awards.
Karina, who works for
the Kirklees Youth
Offending Team, was
recognised for researching and
implementing a test that detects previously
undiagnosed learning difficulties among
young offenders. The project’s effective
detection of learning disabilities
has far-reaching consequences,
affecting the ongoing treatment
and support that patients
receive.
She said, ‘We can hopefully
influence a change in practice at
all levels and deliver a service to
young people that identifies and
addresses all of their needs by
acknowledging them for who
they are as individuals.’
A simple screening process was
implemented to identify young offenders
who would benefit from being referred to
a specialist learning disability support
group. The painstaking work involved
complex negotiations with the parties
involved and persuading the young people
to take the ‘test’.
Professor David Sines, a specialist judge on
the panel praised the project, ‘Karina has
undertaken an incredibly innovative
project and shown a very well considered
approach to her work. She is clearly a very
dedicated and focused nurse who believes
in making a difference. Karina has invested
a great deal of time and effort in
undertaking such a careful and
groundbreaking project. Her approach has
enormous potential and could easily be
extended throughout the UK. I hope this
commendation will enable her work to
reach a wider audience.’
Calderdale children’s team
The Calderdale
disabled children’s
team beat off
tough competition
from 120 other
entries to be
announced as
runners up in the
West Yorkshire
NHS
Modernisation
Awards 2005.
Calderdale
disabled children’s
team is made up of
learning disability
nurses, social workers and occupational
therapists. Collectively, they wanted
parents and carers to have a say in service
development and convinced parents that
agencies providing services for disabled
children genuinely sought and welcomed
input from them. They helped Calderdale
parents set up the Calderdale Parent and
Carers Council (CPCC) which now has over
100 members. The CPCC consults its
members about their needs and is
regularly consulted about services and
how they should be developed.
‘Being short listed gives a huge boost to
Calderdale’s disabled children, parent
carers and the team and everyone in
Calderdale who works to ensure that
disabled children and their families are at
the centre of service provision,’ says
disabled children's team manager Dilys
Hetherington. ‘The needs of disabled
children can be overlooked when
mainstream services are planned, this will
help raise their profile and demonstrate
the importance of including parents in
service planning.’
Check out our other award success for the Psychiatric Intensive Care Unit (PICU) on p29 and the Horizon Centre on p12
4 Our year
Getting a health
The Healthcare Commission reviews each NHS Trust’s
clinical governance arrangements every three years
and it was our turn for a visit last Autumn.
Following their visit, the Commission wrote a report which was,
overall, very positive for the Trust, however it also highlighted some
areas for improvement. The Commission was impressed with many
aspects of the Trust’s work, in particular our approach to involving
service users, carers and partners in our work. The main findings are
shown in the box above/below.
check
The Healthcare Commission’s overall
impression of the Trust
The Trust has made progress on establishing a clinical
governance structure. Its clinical governance structure,
although complex, appears to be well established.
There are good reporting arrangements for clinical
governance across the organisation and staff are committed
to identifying and reducing risk.
Clinical governance is also
A workshop was then held in the Spring,
supported by a range of
What
is
the
Healthcare
Commission?
involving 200 staff, service users, carers
operational groups which work
and representatives of partner and
The Healthcare Commission is a new organisation,
across the organisation. These are
voluntary organisations to develop an
launched in 2004. It has a wide range of
referred to as policy and action
action plan following the review. People
responsibilities, all aimed at improving the quality
groups, for example there is one
attending the workshops had the
of healthcare. It covers both the NHS and the
for risk.
opportunity to identify solutions to issues
private and voluntary sectors and took over from
identified by the Healthcare Commission
the Commission for Health Improvement (CHI).
These arrangements are part of
and this led to a detailed action plan
the trust’s matrix organisational
being drawn up, which forms part of the
structure. This includes other
Trust’s three to five year plan. To make
structures, such as learning and change networks, that work
sure the Trust implements the action plan, it will be monitored by
across localities to coordinate and support services. The
Trust Board and also the West Yorkshire Strategic Health Authority.
trust’s clinical governance strategy and plan are integrated
into its strategic plan. Progress has been made on most
Speaking about the review Judith Young, chief executive, said, ‘The
review was a positive experience for us, and staff showed excellent
aspects of clinical governance.
support for the process. The report highlights our commitment to
working with service users and carers to provide the best possible
There is committed, dedicated leadership and staff work
services and to continually take account of their views and expertise.
hard to deliver a quality service. Much has been achieved
We are now fully committed to ensuring our action plan is
under often difficult circumstances, for example severe
embedded in the organisation so that we can continue to move
financial pressures. The trust works hard to ensure that
forward and improve our services for people who need to use them.’
service users are at the centre of everything it does. This is
one of its key strengths.
The full report and action plan can be accessed via the Trust website:
www.southwestyorkshire.nhs.uk.
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an
impact
‘I've very much enjoyed
the group, I'm proud of
the end result. It was
good for me to work as
part of a team, doing
something I enjoy,
under a good teacher.
It's given me respect for
other people and their
skills and I hope that I
can be involved in the
next
project,'
said
Diana, another member
of the group.
Clients on the Heath
Unit have also worked
with Paul to create the
eye-catching superhero
collages pictured.
”
“
Each project is an opportunity
to explore different ways of
working and collaborating on
projects that can involve
anyone regardless of ability. It
boosts the confidence of the
clients no end.
Modern services,
modern facilities
The Trust is committed to providing modern services,
that reflect what people who need to use services
have told us they want. The following are examples
of things already achieved in the last year:
New double glazed windows for Wards 4
and 5, St Luke’s, Huddersfield.
Upgrade of the staff call system at The
Dales, Calderdale, and improvements in
observation.
New floor coverings for two learning
disability services in North Kirklees.
Improved pharmacy facilities at St Luke’s,
for both staff and customers.
Refurbishment of patients beverage bar on
Waterton and Priestley wards, Newton
Lodge, Wakefield.
Further work in Castle Hill Unit,
Huddersfield, to reduce risks and improve
the patient’s environment.
Works at Enfield House in Halifax to
improve disabled access and improve the
patient environment.
Improvements to the building used by the
South Kirklees Assertive Outreach Team, to
provide an interview room, better staff
facilities and improve safety with access
control.
Refurbishment of Southmoor Lodge in
Wakefield to give office and consulting
facilities for the child and adolescent
mental health team.
Improvements to the ventilation system for
Newton Lodge, Wakefield and also
extension to the fire road around the
perimeter of Newton Lodge to improve
access.
At St Luke's in Huddersfield and at Hebden
Bridge Health Centre, work was carried out
to provide interview/counselling rooms to
be used by the Staff Counselling Service.
This has also been provided at Ravensleigh
in North Kirklees.
The roof was replaced on the building used
by psychology services at the Links Centre,
Huddersfield.
Paul Nicholson
Our year 7
g
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T
he last year can
best be described as
a year of transition.
Our skilled and
committed staff have
been working in new
ways providing services
closer to people’s
homes. The
introduction of
community mental
health teams, crisis and
home treatment teams
have helped people to
stay out of hospital
whenever this was
possible and remain
with their families and
connected to support
networks.
At the same time we have
been reviewing our
services and asking the
people who use them and
their families what services
are important to them
and how they would like
to see services develop in
the future.
You will read in this report
about the work we have
been undertaking to
improve services. I want to
pay tribute to the service
users and carers who have
given up their time to
work with us and to help
develop and refine the
proposals for service
improvement. Over 400
people have been involved
in each of the three major
milestones as this work
has progressed. Our Open
Space events in the
summer of 2004 were an
opportunity for people to
tell us what was important
to them. We discussed
options for the future use
of the buildings we work
8 Our year
from in
January this year
and listened hard to local
opinion about what
would help people and
what support they needed
in their local community from health services and
from other agencies.
By June 2005 we had
developed and refined a
range of proposals about
future services which will
help us work in full
partnership with people
who use our services and
their families to offer
services that meet
individual needs. We are
now translating those
proposals into firm plans
to share with
Commissioners and expect
to consult with local
people in autumn /winter
2005 about some of the
more significant changes.
Continual engagement
Our services are
underpinned by the
involvement of and
engagement with people
who use our services. This
has been particularly
evident over the last year
in our service
improvement work, but is
also a day to day feature
of our working practices.
Service users participate as
full members of Trust
committees and groups to
make sure there are
opportunities to influence
and inform the way we
work. There has also been
active involvement in
research and development
work and some service
user groups have
conducted service reviews
providing valuable
feedback about what it
feels like to use trust
services. We also involve
service users in the
recruitment process for
new staff whenever
possible.
We are absolutely
committed to this way of
working and will continue
to look for new and
innovative ways to work
in partnership with service
users and carers. Lots of
us, our relatives and
friends will need to use
services at some point in
our lives and it’s important
that we work hard to
provide the services we
would want for ourselves
and to do so while
treating people with
dignity and respect.
Sustained performance
In a period of such
significant change I am
delighted that our Trust
was again awarded two
stars in the Healthcare
Commission’s performance
ratings. Whilst these
ratings only measure
certain aspects of our
services, it does reflect the
enormous amount of
progress made in all parts
of the organisation.
Our performance in the
ratings is entirely due to
the efforts of our staff. I
am very proud of the way
they have worked in new
ways whilst coping with
this period of transition
for the Trust as we work
through our proposals for
further service
improvement. Working in
new ways can be very
challenging and the Trust
does not underestimate
the impact on staff
working in our services.
We have put in place
strong workforce
development practices
and are offering training
and development
opportunities to assist
staff in their roles. We will
continue to work hard to
ensure our staff feel
supported and valued.
Partnerships
As services improve and
care pathways are
developed to help people
receive the care and
support they need, the
importance of working in
partnership becomes
increasingly important. For
people to feel their care is
‘seamless’ and that there
are no gaps in the care
they need, we must work
closely with our partners
in health, in social services
and with voluntary
agencies. Many of our
staff work in teams made
up of health and social
care colleagues to ensure
appropriate care and
support is co-ordinated for
service users and carers.
We very much value this
way of working and will
continue to involve people
in planning their care and
ensure that partnership
working continues to
develop.
The different pieces and
features in our annual
report reflect many
aspects, but not all, of our
work and achievements
over the last year and it is
very gratifying to see
them here. They do offer
an insight into the hard
work, skill and dedication
of our staff and into the
many positive
achievements and talents
of those who use our
services. I hope you enjoy
reading about them.
With very best wishes,
Chief Executive
Strengthening
leadership
Trust staff work in teams that are made up of many different
professions. The five main professional groups identified in the
Trust are medicine, nursing, psychology, pharmacy, and allied
health professionals (such as physiotherapists and dietitians). The
professional leadership arrangements for these groups have been
significantly strengthened over the last year to ensure service user
care continues to be fully tailored to individual needs.
Hazel O’Hara, director of performance information and
professional development, said, ‘This is all part of the continuing
journey of the organisation into phase two of the Trust’s service
improvement agenda, with a strong focus on developing more
service user centred care.’
Dr Anne Hoyle, professional leader for dietetics, commented, ‘Our
Trust has been extremely innovative in its approach to the
development of the new leadership roles. By establishing these
new arrangements, the Trust has made a clear statement
regarding how highly AHPs are valued within our organisation’.
In June 2004, the Trust also
appointed two heads of
nursing development, Ann
Hargate and George Smith
(pictured). These new posts
were established to address
and support the
development of nursing
across the Trust, leading to
more visible, robust nurse
leadership and helping to raise the profile of nursing throughout
the organisation.
Since their appointment, Ann and George have had an impact on
the Trust, including holding workshops with the Trust’s modern
matrons and also the development of a ‘nursing council’. The
Nursing Council acts as a forum to assist in, amongst other things,
developing a nursing vision, providing a voice for nurses,
developing and sharing best practice and providing advice and
consultation.
Sue Brearley, a healthcare worker with the crisis
resolution and home treatment team in Dewsbury
is a member of the nursing council and said,
‘Everybody needs a voice, qualified and
unqualified staff alike. It’s about feeling valued,
about moving the Trust forward
Sue
in the right direction, it’s about being
listened to’. Moira Armitage, a
community nurse for children with a learning
disability is also a member and added, ‘It’s a
much needed idea. It means you are valued as a
clinical practitioner in a very open process’.
Moira
The above is just a snapshot of some of things that have
happened in the last year. With the emerging integration agenda
(see article to the right) the need for recognised professional
leadership and development arrangements for social care staff is
also being considered.
Seamless care
People with a learning disability and/or severe
mental health needs, are groups of people
who are at risk of being excluded from
services, and not having opportunities to fully
participate in society. By the very nature of
their specialist needs no one organisation can
meet their needs comprehensively as they
often require a range of services which need
to be fully connected and seamless.
Meeting the holistic care needs of people
cannot be met by one organisation or
professional group. It requires a range of
professionals, that through integration should
compliment each other’s skills in helping to
provide a seamless and effective service.
Service integration will also mean clear and
efficient working for staff in joint services.
By developing more integrated approaches to
the management, delivery and commissioning
of services, it should benefit users and carers
in having:
A single point of access into services
Shared locations for agencies to work
together
Unified protocols and systems processes,
such as assessment of need
Sharing information
The Trust has been working hard throughout
the year with partner agencies to recognise,
underpin, and develop the level of integration
that already existed.
In a nutshell:
Service integration is designed to promote
and enhance the provision of seamless mental
health and learning disability services through
ensuring effective working across
organisational boundaries and the efficient
use of resources based on service users and
carers needs.
?
g to change
What is goin
Everything planned and managed together.
Services working more closely together.
Using the same policies and procedures where
possible.
Some changes in line management.
What isn’t going to
change?
Staff will still be employed by the same
organisation.
No services will be withdrawn as a result of
integration.
Service’s won’t be changed for individual
people.
Our year 9
Our most
Last year, the Trust’s training
department processed 4,200 study
leave forms for internal courses
and 1,772 for external events.
e
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asset
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The Trust is built on the dedication and hard work of our staff and we are very proud of
our highly-skilled workforce. This is reflected by our Vision, Values and Goals which
places as one of its key objectives the need to support workers.
The Trust has always recognised the critical
importance of good people management practices
and how these underpin the safe and effective
delivery of services. The Trust has been visited by
both the Healthcare Commission and the Health
and Safety Executive and HR staff are working with
colleagues across the organisation to implement
the recommendations from these reviews.
The opinions of staff are also vital to the growth of
the organisation and in October 2004 the second
National NHS Survey was undertaken. The Trust
asked a randomised sample of staff to complete the
survey and a total of 800 staff received a
questionnaire, with 63% returning a completed
copy.
% staff having well structured
appraisal or personal development
review within previous 12 months
quality of work life balance
opportunities for flexible working
fairness and effectiveness of incident
reporting
extent of positive feeling
within organisation
staff intention to leave jobs
It’s good
to talk!
The Trust offers a staff counselling service
to all staff in locations across the Trust. The
service is totally confidential and can offer
staff someone to talk to and help work through
problems – both work-related and/or personal.
Rod Walsh, who leads the service said,
‘Changing demands of work and home
life sometimes become difficult to
manage and all of us will experience
stressful situations and crises from time to time. If staff are
struggling to cope with issues, then this will have an impact
on their performance at work. Talking things over with a
professional counsellor can often make all the difference’.
842
Nurses
Nursing support
490
411
Admin and mgrs
214
Therapists
165
Ancillary
Staff figures
(as at 1st April 2005)
106
Doctors
Therapy Support
10 Our year
Over 10,000 copies of
the Trust’s newsletter,
The Source, were sent
out last year
quality of senior
management
leadership
The results of the survey have been used to develop
action plans across the Trust and the broad themes
identified in the 2004/2005 survey have formed the
basis of these action plans. They include:
•Workload management
•Communications
•Supervision and appraisal
•Health and Safety
•Harassment and Bullying
Since the previous survey in 2003,
the Trust has made statistically
significant improvements in the
following areas:
70
Grand total: 2,298
299 people were welcomed to
the Trust as new starters
-lighted!
HR processed 3117
application forms last year
AfC
Agenda for Change
(AfC) is a complete
restructuring of pay
and other terms and
conditions in the NHS.
The Trust has taken a
proactive approach to
the implementation of
AfC and has worked
from the outset in a
joint approach with
staff side
organisations. The
Trust appointed two
joint project managers
to manage this
work, an assistant
director of
human
resources and
a Unison
branch
secretary. The
Trust achieved
the target of
having matched
50% of staff by
the end of March
and continues to
work hard to meet
future targets. Thanks
goes not only to the
panellists but also to
staff and managers
across the Trust who
have worked so hard
to do this, particularly
as it has inevitably put
extra pressure into
services.
Staff from across the
country represented
the A-Z of NHS careers
and dietitian Annette
Cockfield, from
Priestley Unit,
Dewsbury, was pleased
to volunteer.
Annette, who posed
holding a big ‘D’ at the
photo shoot, said, ‘I
really enjoyed the day,
campaigns like this are
very important,
especially for professions
like dietetics. There’s a
shortage of dietitians at
the moment so it’s great
to receive recognition
and promote the career.
A Trust dietitian took her
place in the limelight as part
of a national NHS careers
campaign.
It’s also interesting to see
all the other professions
that exist in the NHS
from ambulance drivers
to zoologists!’
‘An individual’s mood
can affect their food
intake’, Annette
continued, ‘so if
someone is feeling low
that can lead to poor
appetite and subsequent
weight loss and the
symptoms of starvation
can lower mood even
further. It’s a vicious
circle, so it’s important to
maintain nutrition when
somebody is unwell to
aid their recovery’.
Working with people
that have eating
disorders is also a big
part of Annette’s job,
‘This is an area of my
work that I most enjoy. It
is extremely challenging,
but equally the most
rewarding. My role is to
help reduce the fear of
weight gain, develop a
regular pattern of eating
and to educate.’
Annette has worked in
the NHS for three years
after she completed a
degree in Dietetics at
Leeds Metropolitan
University.
Improving Working Lives
Improving Working Lives (IWL)
is a national standard which
aims to make improvements to
the working environment for
all NHS staff. It aims to ensure
that the Trust, in line with the
Vision, Values and Goals,
supports workers to enable
them to provide improved
services.
The Trust was awarded the
‘Practice’ stage of accreditation
in January 2004 after an
external team of assessors
visited the Trust and
interviewed staff, managers
and staff side representatives.
The assessors recognised that
the Trust had put in place the
key employment policies and
practices and identified a
number of areas of good
practice. Since then, the Trust
has been working towards
‘Practice Plus’ level of IWL
which is split into 7 standards
and we hope to achieve
accreditation in the autumn.
Here’s how some staff have benefited from IWL:
On my return from maternity leave I initially
reduced my working hours. This was discussed
with my line manager who fully supported me.
When my children started school I re-arranged
my hours to fit in with school hours. I was
always fully supported in doing this.
Physiotherapy assistant
“
”
Staff used to be able to request their off-duty
time, but now they can request their shift
patterns. Staff know what the service requires
and make sure the needs are met – they
contribute a lot to the system working.
Ultimately it improves working lives - people
can fit their shifts around families and other
commitments.
Ward manager
“
”
When my mother in law was rushed into
hospital I worked flexibly to care for her and
take her to appointments when she had been
discharged from hospital.
HR manager
“
“
”
I work eight sessions a week and can vary
start and stop times within limits. I can also vary
my working days and times to suit work-based
events for example undertaking training. This is
incredibly helpful in promoting a work-life
balance.
Consultant clinical psychologist
”
5460 application forms were sent out by the Trust last year
Our year 11
New
horizons
The Horizon
Centre at Fieldhead,
Wakefield opened in 2004
and has been applauded
for its design. The centre
was highly commended in
the ‘best designed mental
health project’ category of
the
Building
Better
Healthcare Awards. But
just why is it so special?
‘Staff had a lot of input into
the design of the centre,’
explained Simon Plummer
who is the physiotherapy
lead at the Trust. ‘The
architect worked closely
with us and incorporated
our ideas, so a lot of the
rooms are exactly how staff
wanted them. We also
involved service users in the
process – we held events to
see what people liked in
terms of colour schemes and
things. It was a real joint
effort.’
The Horizon Centre has been
designed to create a homely
feel and a sense of space,
both of which are vital to
the successful treatment of
people
with
learning
disabilities,
particularly
those with challenging
behaviour. The different
areas are all colour coded
and
photographs
are
displayed on each door
displaying what’s inside to
help people who can’t read
or have low vision.
Special features at Horizon
Centre include therapy
bathrooms with a specially
designed spa and height
Valuing People
A partnership project has
been ensuring that
people with learning
disabilities in Calderdale
and Huddersfield get the
best possible care when
they go into hospital.
The project is led by the
Trust in collaboration
with Calderdale and
Huddersfield NHS
Trust.
Heather Pearson, project
worker, talked to
patients, their carers and
support workers, external
service providers and
internal hospital staff and
this gave a picture of
what the issues are. A
report was then
produced, along with an
adjustable bath and basin,
and a state of the art sensory
room. There is also an
assessment kitchen which
has height adjustable work
surfaces, this serves as a
rehabilitation kitchen to
help service users learn to
cope on their own. In the
horticultural unit at the
centre, service users grow
plants and flowers for the
conservatory and sensory
garden.
The Horizon Centre has been
very well received by both
service users and staff. ‘The
centre gives service users a
much
more
spacious,
pleasant environment to
what they’ve been used to,’
concluded Simon. ‘All needs
can now be met in one
place; physical, mental and
learning disability. Such an
environment
is
very
conducive to rapid recovery.’
accessible summary for
patients. These
documents outlined the
findings and
recommendations that
would ensure acute
services meets the aims
and objectives of chapter
6 of the ‘Valuing People’
white paper.
The resulting Action Plan
will now be implemented.
The actions include:
Producing accessible
information and
communication aids
Improving internal
and external
communication
systems
Offering an extensive
package of training to
hospital staff
Review of admission
and discharge
procedures
12 Our year
Review of specific
departmental
procedures
Heather said,
Going into
hospital can be
a confusing and
frightening time for
people with learning
disabilities. This project
is all about finding out
how their experiences
can be improved.
“
”
If you would like a copy
of the report, please call
Heather Pearson on
01422 222482.
Improvement
Who are our
partners?
through
partnership
The Trust needs to work
in partnership with many
other local agencies to
ensure that we provide
the kind of services that
local people need, across
the large geographical
area that the Trust serves.
We cannot modernise and
improve mental health and
learning disability services
without working closely
with our partners and
agreeing shared priorities.
We
enjoyed
excellent
working relationships over
the last year with our
partner organisations in all
localities and we firmly
believe that working jointly
with our partners is the only
way to continue to improve
services for the benefit of
local communities.
They include:
Service users & carers
Patient and Public
Involvement Forum
Primary Care Trusts
Hospital Trusts
Local Authorities
Voluntary and statutory
organisations
Strategic Health
Authority
Looking through
A new project in
Dewsbury is ensuring that
all older people who come
into hospital will have
their mental health looked
after, as well as their
physical health. The Older
People’s Partnership
Project promotes a culture
of person centred care,
using a process known as
‘dementia care-mapping’.
(See box below right)
The project is led by our
Trust and provided in
partnership with Mid
Yorkshire Hospitals Trust,
North Kirklees PCT and
social services. Kath
Williams, team leader,
explained the basic
function of the team, ‘We
are working in any clinical
area within Dewsbury
District Hospital that has
older patients, to promote
a positive experience for
older people, carers and
staff. This means looking
at the culture of care and
placing full emphasis on
the needs of the
individual.’
30 members of staff are
now trained as dementia
care-mappers. Speaking
about the training, Kath
Williams said, ‘We had an
excellent mix of people on
the training including
ward sisters, unit
s
e
y
e
s
’
e
s
l
e
e
n
o
e
m
so
managers,
nursing
home
staff, catering
staff, a porter,
and, very
importantly, a
carer. People who
attended the
course said they
will never look at
an older person
with mental
health problems
through the same
eyes again.’
‘The range of staff who
attended the course
demonstrates why a
partnership approach is
vital – everyone who has
contact with an older
person in a hospital
environment has a role to
play – from the porter, to
the ward sister, to the
catering assistant’.
There are now 12
champions (acute hospital
staff) who facilitate
person-centred care whilst
highlighting work areas
for the core team to
concentrate on, in each
clinical area.
Kath concludes, ‘Coming
into hospital and the
change of environment
can be a frightening
experience for any older
person, who can have
complex disease
presentation, multiple
medical problems and are
particularly vulnerable to
problems which can arise
during a hospital stay. By
looking at things through
the patient’s eyes, we’re
providing the best possible
care we can, and ensuring
people leave hospital with
not only their physical, but
also their mental health
on track.’
What is dementia care mapping?
Dementia care mapping is an increasingly popular
way of measuring the care and well-being of people
with dementia.
It is an approach grounded in person centred care,
and uses observation to measure well-being.
Mappers ‘put their eyes in’ and look at care through
the eyes of the service user.
Our year 13
Involving to
The experience of those who use our services,
and those who care for them, is at the heart of
everything we do and has had a huge impact on
the way we continue to improve our services.
ONE!
D
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IT
John Girdlestone is a familiar face at Fieldhead, Wakefield,
due to his many involvement activities.
John created a special collage which was displayed at Baghill
House in Pontefract, and it is accompanied by a letter which
reads:
The exhibition is a collection of archive
photographs capturing the history of
Featherstone. The images represent hard times
yet also the strength of the community to overcome
these difficulties. I likened this to my own experiences of
tackling mental health problems and the realisation that
there is “light at the end of the tunnel.”
“
The photographs are displayed at Baghill House as I
wanted to thank all the staff from Day Treatment Service
and the Community Mental Health Team for all their help
and support through my journey of recovery.
I was born and bred in Bradford, but have spent the last
thirty years of my life living in Featherstone. I first came
to Baghill House in the year 2000 following a crisis. My
GP recommended that I came here for therapy, but
before this I didn’t know that the service existed.
During my time here I attended several therapy groups,
including anxiety management, panic relief and
relaxation training, to learn how to cope with my illness.
I also engaged in individual cognitive behavioural
therapy. Today, it is a very different story. Now I am well,
I am able to help other people with mental health
problems. I am currently working with the Trust as a
service participant (some people say service user – but to
me the label ‘user’ doesn’t quite feel comfortable). This
means representing the views of other individuals
engaging in services at trust meetings and boards –
contributing to influential decisions about the care and
services provided and received.
I help out at PALS at Fieldhead Hospital – providing
advocacy and advice to clients and their families, on a
range of different issues. I also became involved in the
Inspire project – using photography as a means of selfexpression.
At the time, when I was ill, I never thought I would be
doing what I am now – helping other people. Yet the
work also continues to help me. There’s something
therapeutic about giving something back to others –
especially when I’ve been there myself. So don’t
give up – it can be done.
”
(Read more about how John’s involvement is helping
shape services on page 29)
14 Our year
Service users and carers are
experts in mental health
and learning disability
services both in terms of
their own care and in
shaping what services exist
and how they are delivered.
By using this expertise, we
can create better, more
flexible and more accessible
services - this is clear in our
public involvement strategy.
This has also been reflected
in the restructuring of the
Trust’s public involvement
and PALS function,
including the new
appointments of a Trust
wide PALS manager and a
public involvement coordinator.
Service users and carers are
integral to the Trust’s work
to improve services and
involved in a number of
ways throughout the Trust.
These include:
• Involvement in scrutiny
through Trust
committee structures,
including taking part in
Policy Action Groups.
• A number of service
users have undertaken
training to sit on
recruitment panels and
further training is
planned to enable more
service users to help the
Trust appoint staff.
• Service users and carers
are members of Locality
Management Teams.
• Mental health
promotion activities are
strengthened by the
involvement and
experience of people
who use our services.
• Service users and carers
play a very important
role in the Trust’s
diversity groups and
their contribution is
vital to the
development of the
diversity agenda.
As Phil Walters, head of
involvement and inclusion
at the Trust said, ‘The Trust
is committed to working in
full partnership with those
who use our services and
their carers. These are real
and practical ways that we
can translate our vision,
values and goals into
reality. It continues to
move us further away from
the ‘us and ‘them’ idea and
truly embraces the vision of
a mutual organisation.’
The Trust’s Patient and Public Involvement Forum, joins
PALS and the Independent Complaints Advocacy Services
(ICAS) as ways to help the public have their say about
how services are run.
You can get in touch with the patient and public
involvement forum at:
Cora House, 2 Gills Yard, Wakefield, WF1 3BZ
Tel: 01924 361555
There are PALS offices in each of our localities, you can
get in touch with any of these offices by:
FREEPHONE: 0800 587 2108
Minicom: 18001 0800 5872108
Fax: 01924 328658
Email: PALSoffice@swyt.nhs.uk
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Nice work if you can get it?
Experience Counts
Service users in South Kirklees took part in a survey that
looks at mental health and work.
The Trust has a positive commitment towards employing
people who have used mental health services. We value
the contribution of personal experience and believe that
our services can be improved by listening to those who
have had mental health difficulties.
The Consortium of Employment, Recreation and Training
(CERT) proposed the survey, which was carried out by
service users and mental health staff, to identify
employment experiences, issues and needs of working
aged adults with mental health problems in South
Kirklees.
CERT spoke to people who were in paid employment as
well as those who were not, all of whom had
experienced mental health problems. Results of the
survey included:
of those not in paid employment and 50% of
73.3%
those currently in paid employment had left a job as a
result of mental health problems.
of those not in paid employment and 61.1% of
46.7%
those currently in paid employment believed an
employer would discriminate against job applicants
who declare mental health problems.
The most prevalent barriers to employment were:
• Lack of confidence in the ability to work
• Being unable to get benefits back if a job
doesn’t work out
• No job being offered
• Having a job may be stressful and lead to
a mental health relapse
• Discrimination at work because of
mental health problems
• Mental health problems may interfere
with ability to do a job
• Being financially worse off after
getting a job
Experience Counts is a project that has been set up to
encourage and support people who have experienced
mental health difficulties to obtain employment. This is
achieved by offering employment opportunities within
the Trust itself.
The Experience Counts scheme can support individuals in
a variety of ways, including:
• Identifying individual strengths and skills
• Advice on preparing a CV
• Help with completing job application forms
• Interview preparation skills
• Work preparation course
• Work experience placements
• A fair recruitment and selection process which
values the skills and experience gained from using
mental health services
• Signposting to practical and emotional support
when in employment
People who have experienced mental health
problems have a wealth of life experience
that can be beneficial in the workplace
and service delivery can be enhanced
and improved by encouraging people
with mental health problems back
to work.
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Our year 15
The Trust is committed to
supporting and valuing diverse
lives both as a service provider
and as an employer, and aims to
ensure that services are
designed and managed, as far as
possible, to respect and value
difference.
Valuing our
diversity
The Trust’s Diversity Strategy recognises that
diversity is core to the way we work and provide
services. It aims to ensure that the Trust is
organisationally competent to meet the positive
challenges associated with equality in the 21st
century and to maximise people’s potential
through valuing diversity.
Eid celebrations
The Trust believes that it is important for
organisations, and those who work in them, to
reach a level of ‘diversity competence’. This
means that they can meet the needs of people
of diverse backgrounds, recognising what those
needs may be and having the skills and
resources to provide the necessary services. If an
organisation is ‘diversity competent’, then it will
not make decisions and mistakes based on
stereotypes and ignorance. If members of the
community recognise
that an organisation
What do we mean by ‘Diversity’?
and its staff are
An awareness of a number of strands or dimensions in which human society may be
diversity competent,
differentiated – including gender, class, religion, education and language. This approach
they will feel
arose from the Trust’s recognition of diversity as a positive source of enrichment within
society and within the organisation itself and that individuals and groups should not be
confident to use its
defined solely by one of aspect of themselves.
services and provide
it with support.
During the last year the Trust has developed a
number of initiatives around equality and
diversity and a Diversity Policy and Action Group
(PAG) is responsible for overseeing the
implementation of the Diversity agenda.
Staff from the Trust’s
public affairs directorate
got together to celebrate
the Muslim festival of Eid.
Organiser Aboobaker
Bhana, PALS development
worker, (pictured left)
thought the celebrations
were a great success, ‘It
was really nice to all get
together and celebrate
Eid. It’s good that we can
share cultural and
religious events. Everyone
had a wonderful time.’
This wasn’t the first time
that Trust staff got
together on Eid, in
November all the
diversity groups from
across the Trust met to
celebrate Eid ul-Fitr
(Muslims have two Eid
festivals each year).
Count me in! The Trust was one of 211 organisations across the country to take part in
‘Count Me In’, the first national mental health ethnicity census. The census is
part of the government’s plan to tackle inequalities in mental health services,
described in the recently launched 'Delivering race equality in mental health
care'.
The census will give a snapshot of all inpatients in the NHS and independent
mental health facilities in England and Wales and will provide a benchmark
against which future improvements can be measured. Information on
ethnicity, language, religion, any periods of seclusion and recorded injury to
patients will all be collected as part of the census.
The results of the census should be available in the autumn and the Trust is
looking forward to receiving the information and using it to help inform our
continually developing diversity action plans.
Meeting of
the Minds
16 Our year
In December 2004, over 70
consultants and doctors working in
psychiatry in the North East came
together with many other health
professionals all with an interest in
South Asian Psychiatry. The group
met for the inaugural conference,
‘Meeting of the Minds’, of the
South Asian forum on Mental
Health & Psychiatry in Yorkshire.
The conference was attended by
Trust chief executive, Judith
Young, and Chairman, Dev
Sharma, who praised the
contributions made by South Asian
doctors to the NHS.
Dr Mansoor Ahmad, the conference
convener and consultant psychiatrist
at our Trust, closed the conference
by re-emphasising the need for the
development of culturally and
ethnically sensitive services. ‘Asian
cultures are group cultures whereas
Western European cultures are
individual cultures’, he said.
‘Treatments designed for individual
cultures when delivered to group
cultures have failed with some
serious consequences. The time is
now ripe to put in national drivers
for a change in service delivery to
make it more user friendly.’
Celebrating
Independence
A special “house warming”
party was thrown last
December for former residents
of Fieldhead in Wakefield who
are now living in supported
housing across the district.
The party marked the end
of the Fieldhead
Resettlement Project
which has helped 64
people with learning
disabilities move out of an
institutional setting into
houses adapted to meet
their individual needs.
The project was coordinated by Wakefield
Council in partnership
with our Trust, the
Wakefield PCTs, the
voluntary sector and
housing association
partners.
Cllr Peter Loosemore, the
Council’s cabinet member
for social services and
health, said the resettlement programme
had given the former
Fieldhead residents the
same rights as all other
citizens. ‘Everyone has
their own tenancy and
everyone is enjoying a
much improved
quality of life,
experiencing new
opportunities and
able to lead the
lives they want.
They are being
welcomed by local
communities and are
making new friends. The
party was a celebration
of how well they are
doing and how much
they are all enjoying
independence and
having a choice about
what they do and how
and when they do it just like other people
in the community.’
Sukhdev Sharma,
Trust chairman
added, ‘The
party was very
significant and marks an
important moment in the
lives of people who have
moved into new houses
and their families. We are
thrilled to have worked
with people living in the
villas, their relatives, and
the local authority during
the time we've been a
Trust, to make these
exciting changes a reality.
We wish the residents
every success and
happiness in their new
homes.’
Yvonne Ward a participant in the Inspire creative arts
project, was congratulated after her artwork was featured on
the front page of a national publication.
Yvonne’s piece of art was selected by the National Institute
of Mental Health in England (NIMHE) to be featured on
the cover of their Annual Review 2004. The front cover
featured artwork from each of the NIMHE development
centre areas to make up a map of England.
Yvonne’s piece was selected from service user artwork
from across the northern region to represent the North
East, Yorkshire and Humber area. To download the
NIMHE annual review and view Yvonne’s artwork visit
www.nimhe.org.uk
Inspiring artwork
Our year 17
The art of
perseverance
Tracey Abraham’s
pictures have been
used for the past few
years to publicise
World Mental Health
Day celebrations.
Here, we meet the
remarkable woman
behind the pictures,
and she tells us
about her creativity,
the recovery process
and why she
participates in service
user involvement.
‘I was always creative as a child
and I only ever considered being
an artist, from my earliest years.
I was aware of the major artists
such as Leonardo di Vinci,
Michael Angelo and Picasso
from about 5 years old. My
parents were not creative and
did not know very much about
art, so my interest was totally
self initiated. I used to enjoy
illustrating other subjects with
pictures and diagrams more
than being interested in them
for their own merit. I was
always drawing and painting
and making things more than
doing any other activity - I did
not need expensive presents
and was never bored as a child.
18 Our year
I went to an art school in
Barnsley when I was 16 and we
covered lots of art subjects such
as textiles, painting, graphic
design, ceramics, printmaking
and sculpture as well as doing
art history and English
literature. I then went on to
do an art foundation course to
prepare a portfolio for a degree
course. Most of my art
educational experience was
self-directed study - I liked to
experiment and be free to
discover things for my self. I
was accepted into Goldsmiths
College in London, to study
textiles and embroidery, which,
at the time, was a cutting edge
course as it did not recognise
traditional arts boundaries.
During the second year at
college I started to feel ill – I
didn’t know what was wrong
and just put it down to myself.
I’d had a crisis some 6 months
earlier but did not connect how
I was feeling to that episode.
Everyone on my course was
under a lot of pressure so I just
put it down to that - I didn’t
know that I had a problem. I
became increasingly depressed
and this affected my creativity. I
can remember feeling remote
from everything and visiting
various galleries and museums
feeling lost and not
understanding why. It was, in
retrospect, the beginning of
psychosis.
for help. This happened just 6
months after being discharged
as an out-patient at the
Maudsley where I had been
under observation for a year. I
was diagnosed with a psychotic
illness within a few days of
being back home in Yorkshire
and was looked after by my
family. I started receiving
treatment at home in 1987 and
began the long journey to rebuilding my life.
No-one realised I was
developing a serious mental
illness - especially in an
environment where angst and
eccentricity were the norm, if
not art itself. One performance
artist wrote his poetry in gold
lettering on slices of toast, and
did regular recitations standing
inside a suitcase with flaming
torches at either side of him!
The difference was though, that
I was not in control of my
thoughts but was a victim of
them.
After about a year, I attended a
secretarial course which opened
up job possibilities. At work, I
met the man who became my
husband – meeting him was a
high point after a long period
of deep unhappiness. I was
making steady improvements all
the time and I wanted to do
something more ambitious so I
studied to become an adult
education teacher. I undertook
voluntary teaching at the art
school that I had attended
when I was younger and then I
progressed to paid work in
adult education teaching basic
skills, IT and art for about 5
years.
I took a break from university
and started receiving benefits,
with the intention to take up
my studies later. I became
bogged down and caught in a
poverty trap and I found it
difficult to cope with the
hardships. I felt I was just barely
surviving.
I tried to see a psychiatrist or
therapist but 20 years ago it
was unusual for people to seek
that kind of help themselves –
professionals didn’t think that
people could be aware of their
own mental illness and there
were no early warning systems
in place like there are now. I
spent seven years living in
poverty and I failed to realise
that I should give up and go
home, as I still thought I could
finish my degree
I’d been ill for a very long time
with no treatment. I gradually
became in a permanent state of
psychosis and rang my parents
In 2000 I found out about
service user involvement work
at the Trust. Although I’ve
accepted my diagnosis and
treatment I felt that it was still
possible to attempt to change
things in my life or improve my
condition, even though I had
been told I would never recover
and have to take medication for
the rest of my life.
people who were telling me not
to attempt to do things, I
believe I would have overall
poorer mental health and quality
of life today.
When I became involved in
service user activity I hoped I
would be able to find some
answers about mental health as
well as help improve services.
One of the themes of my own
life has been creativity and so I
got involved in the Inspire
Project, a creative partnership
project, led by the Trust.
Service user involvement has
helped me understand my own
condition and broadened my
knowledge about how other
people are affected by mental
illness, but the experience has
also involved going through a
few pain barriers. For some
people a breakdown can be the
start of a creative career, in my
case it was the closedown of
creativity and then a gradual
revival over a long time.
Throughout my illness I have
tried to face things and extend
my experiences. Part of the
recovery process is meeting new
challenges and one of the most
important qualities to develop
when suffering mental illness is
the art of perseverance.’
I did not believe that having a
mental illness meant that I was
incapable of learning or
somehow making the best of
life, but putting myself through
the educational process was like
putting money in the bank - not
benefiting straight away but the
rigor of the courses helped
build my capacity and started to
help me think in a more
informed way which lessened
the strength of any delusions or
paranoia. If I had listened to
Our year 19
Listening
to you
We aim to provide the highest possible
standard of care and want everyone
who uses our services, or cares for
someone who uses our services, to
have confidence in them and feel safe.
We like to hear what you think about
our services, whether good or bad, as it
gives us valuable information to help
shape services that truly respond to the
needs of individuals. When things do
go wrong, we try to act quickly to put
things right and to answer questions in
a responsible way.
Throughout the last year, the Trust
received 60 formal complaints – which is
one more than we received the year
before. We acknowledged 100% of
these within 2 working days and
responded to 73% within 20 working
days. Overall, we have responded to
98% of the complaints received. The
ones we have not yet been able to
respond to relate to complex and
ongoing processes that have not yet
been completed.
Of the 60 complaints we received, 3
have been referred to independent
review and one to the Health Service
Ombudsman. There are also a small
number of complaints from last year
that the Ombudsman is still reviewing.
Over the year a number of changes
have taken place in the Trust’s risk
support team with the aim of
implementing a stable and sustainable
system for ensuring that complainants
receive a timely and thorough response
to the concerns that they have raised. A
new post has also been created with
responsibility for patient safety issues,
including incidents, complaints and
compliments. The role has a particular
emphasis on developing a learning
culture within the organisation.
Here are some examples of
improvements made following
complaints:
•
•
•
•
•
An administration department have
changed the procedure of informing
people of cancelled appointments
Concerns about healthcare records
notes have been addressed directly
with individual staff through
supervision
The processes for agreeing and
recording informal leave from
inpatient care are being reviewed to
implement a more robust system
A local standard of care has been
developed for the management of
violence and aggression
A monitoring system for recording
restraint details has been introduced
20 Our year
’There’s always room for
improvement’
We believe in the importance of
hearing the views of people
who use our services and the
National Service User Survey
gave people the chance to tell
us what they think.
The survey was sent to a sample of 850
service users and respondents were also
invited to share their comments on what
they thought was particularly good
about their care, and if they felt that
anything could be improved. Here are
some of the things we learnt:
• 94% of respondents who had a
number to contact in a crisis, were
able to get through within an hour or
less
• 89% of respondents had seen their
care co-ordinator in the last 3 months
• 88% of respondents had seen a
psychiatrist in the last 12 months and
79% stated that the psychiatrist had
treated them with dignity and respect
• 81% of respondents said that their
diagnosis had been discussed with
them ‘to some extent’
• 70% of respondents had seen a
community psychiatric nurse (CPN) in
the last 12 months and 86% said the
CPN treated them with dignity and
respect.
Many of the people who filled in the
surveys wrote additional comments that
reflect the hard work and dedication of
staff and the high standards of care that
they provide. Comments are shown to
the right. We also received some
comments which were not so good, but
are just as valuable as they help us
identify where improvements need to be
made. For example:
• 48% of respondents had not received
a care review in the last 12 months
• 47% of respondents had their
appointment with their psychiatrist
cancelled, or changed, at least once in
the last 12 months
• 46% of respondents said that they did
not have the number of anyone to
contact in mental health services ‘out
of hours’
• 44% of respondents had not been
given or offered a written copy of
their care plan.
The results of the survey will help the
Trust review services and continue to
develop them in line with what service
users and carers have told us they want.
As one person who completed a survey
put it, ‘There is always room for
improvement.’
I know someone is at the end
of the phone if I need to talk
to someone about my illness
or how I am feeling.
“
”
“ ”
“
”
“
”
“ ”
“
”
“
”
“ ”
“
”
“
”
“
All involved in my case are
working tirelessly to get me
better.
It is nice to know someone
cares about me and I can get
in touch if I want someone to
talk to.
I have received excellent
support throughout my
care…..this support has
helped me greatly, I have
been working for over 2
years.
I have never been so well
looked after by so many
caring people.
Support visits are giving me
confidence in myself.
I believe over the last few
years the service has really
developed and the service
user has had opportunities
never open to him/her
before, which really help
patients’ confidence.
You’re doing a great job.
Thank you all.
I know that in times of
difficulty I can ring either my
CPN or psychiatrist and I will
be listened to and treated
with respect and care.
I always feel at ease and
relaxed, reception staff were
always helpful and
friendly.
Thank you for helping me in
my hours of need. If it wasn’t
for you all I would have
drowned in the river. But I
wanted to see you all again.
”
Gary’s
An exhibition of abstract art provided a
bright and thought provoking focal point
at Mirfield Day Centre. The artwork was
produced by Gary Wilkinson who
attended the centre for around two years.
The exhibition gave Gary the opportunity
to showcase his talents and demonstrate
what can be done with creative flair, a
computer and a lot of imagination!
story
Gary explained how it all began, ‘I’ve been interested in abstract
art for a few years and really admire the work of artists such as
Jackson Pollock. I began producing my own pieces of art about
two years ago when I started having occupational therapy at the
garage project at Mirfield Day Centre. I tried out lots of
different creative activities before I found something that really
allowed me to express myself.
‘Everything that I’ve achieved so far is completely down to the
garage project and the people that work there. They have really
helped me to develop my skills and worked with me to find
methods of expressing myself. Five years ago I was very
institutionalised and didn’t leave the house. Coming to Mirfield
Day Centre and producing this artwork has been a great
stepping-stone in my rehabilitation.’
‘My artwork is produced by manipulating, distorting and
enhancing images in the computer application, Photoshop. I get
ideas and inspiration for the images from loads of different
places. These include magazines, record covers, books, photos
and my imagination. I’m part of the IT Bytes group at the
garage project, and have been getting some tuition in different
areas of IT but most of the time I’ve been left to my own
devices.
‘I’m really excited about my exhibition – I’ve had some really
positive feedback from visitors to the centre and many people
have expressed an interest in buying my work. In the future I’d
like to learn more about graphic design and I might enrol on a
college course, which will help me find work within the graphic
design industry. I’d also like to have more exhibitions in
different locations to ensure that my work gets seen by as many
people as possible.’
‘I find that art allows me to articulate myself in a creative way it’s really therapeutic to create new images that reflect the
deeper thoughts and emotions that exist within all of us. I am
really interested in the inspirational things that lie beneath the
surface of our everyday life experiences and I hope that other
people will take something from my exhibition. For me, the arts
play a big part of the therapeutic process. I also play the guitar
and write songs, which I find very cathartic. Some of my songs
have been recorded and appear on CDs that are produced at
Mirfield Day Centre and I performed with a drama group called
‘Whole in the head.’
Whole in the head
A group of people who use services have formed a theatre group called ‘Whole in the head’ to help raise awareness
about mental health problems.
The group performed their play ‘Sticks and Stones’ at World Mental Health Day celebrations and at
a variety of other venues, including a school. They are also taking this successful play to the
Edinburgh festival.
The honest and thought provoking play follows the real life experiences of a person’s
journey through life; from an abusive childhood to how she is treated by society when she
has a nervous breakdown. A member of the audience who saw the play said, ‘It really
challenged how you think about mental health problems. It was very profound and
moving - being able to see these experiences through someone else’s eyes.’
Narelle Summers from the group said, ‘We want to promote mental health and raise
awareness. 1 in 4 people have a mental health problem. The whole group feels we need
to get out into the community and educate people about mental health.’
Our year 21
Moving forward
Telling it
like it
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implement the NH
For the last three years the Trust has worked hard to
introduce changes and new ways of working in
response to what service users and carers said was
important to them, and in line with nationally and
locally recognised best practice.
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Talking about he
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provide such esse
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nt
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and means th
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home as possibl
Our service improvement
programme is changing
services for working age
adults, for older people,
for people with learning
disabilities, and for people
currently receiving care
outside the South West
Yorkshire area. Changes
have taken place in all
localities to make sure our
services offer greater
choice, are provided closer
to people’s homes and
possess a strong evidence
base.
The Trust wants to
continue modernising
services to further improve
the quality of life for
people with leaning
disabilities and mental
health problems. Here we
take a look at the progress
made to date, where we
plan to be and how we
plan to improve and
develop services.
What is the Trust
trying to achieve?
d
‘These modernise
increased
t
or
pp
su
s
ice
rv
se
be
choice for care to
unity
m
m
co
in
provided
le’s
op
pe
in
or
s
ng
setti
e
id
ov
homes and pr
pects of
support for all as
people’s lives.’
22 Our year
”
The Trust aims to
provide high quality,
safe and effective
services by working
with service users and
carers to choose care
and treatment and to
shape the future of
services. Key to
modernisation is
workforce
development,
improving buildings
and making sure we
stick within the
budget available
to us.
What is important to the
Trust as we undergo
service improvement?
The Trust will constantly check
any actions against our Vision,
Values and Goals and ensure any
proposals for change result in
better services. It important to
provide person centred care and
make sure that new service
models are underpinned with
practice change and workforce
development.
What has already
happened?
Since the Trust was established in
April 2002, we have made a lot
of positive changes to services,
by responding to what service
users and carers told us they
wanted. This has led to the
development of more
community based services – for
example crisis and home
treatment teams - which provide
comprehensive care to people in
their own homes. This has
resulted in a need for less
hospital beds, and although
inpatient services are still highly
valued, they are a last resort
available when community
support is not possible. We are
now in ’phase 2’ of our service
improvement programme, and
are working to translate
proposals for service change into
firm plans for the future.
How have service users,
carers, staff and partners
been involved with this
work?
Over 400 service users, carers,
Client
Identification
and access
A model of comprehensive
mental health services –
joint working across
agencies helps to
deliver a
Income and Entitlements
(employment, benefits, etc)
comprehensive
care plan.
Physical Health
and Dental
Care
Crisis response
services
mind
Service Users
and Carers
Care Interventions
and treatment
staff and stakeholders
attended ‘Open Space’
events held in July 2004
to give their views about
how services should be
further developed. More
events were held in January
2005 to look at how inpatient
services might be organised in
the future and what community
support there should be.
Since then, clinicians, support
staff and managers have been
developing service improvement
proposals. This work has resulted
in 31 proposals which were
discussed and refined at a series
of workshops in June 2005. The
Trust has also listened to staff
from other Trust’s, learning
about their plans and aspirations
for service improvement.
We are continuing this process of
engagement and are working
with a reference group, made up
of service users and carers who
participated in earlier workshops.
This group is helping to make
sure we translate all the
proposals for improved services
into firm plans for the future. We
are also continuing to offer
regular briefings and information
exchange sessions for staff, and
staff side representatives, so
there is opportunity for
discussion and for update.
What is the Trust
proposing?
The proposals will help to;
Increase the range of
services offered.
Reduce the amount of
unnecessary variation across
the Trust
Increase the Trust’s ability to
offer effective care in the
most appropriate environment
Introduce more flexible
working practices so that
services are available around
the clock.
Family and
Community
supports
Rehabilitation
services
What needs to
happen next?
The Trust will continue to
provide high quality care
and involve people in
decisions about their care.
All established networks
and communication
channels will still be used
for debate and update on
modernisation.
The information gathered
throughout the last year
will help the Trust develop
a Service Improvement
Plan for the organisation.
We also expect to have to
formally consult with local
people on some of our
proposals – for example
the best use of estate,
including main hospital
sites. The Local Authority
Overview and Scrutiny
Committees will decide if
this is necessary and we
are keeping them up to
date on the process we
are following. There will
be a document to support
any public consultation,
which will outline what
we hope to achieve and
the benefits for local
people. This work will be
done over the summer
2005.
These documents will not
sit on a shelf! We will
need to work with Primary
Care Trusts and other
partners to agree
timeframes for those
Housing/Accommodation
full partnership
with users and
carers. Greater
Advocacy
emphasis will be
and Empowerment
placed on preventing
crisis and responding
Peer
quickly when crisis occurs.
Support
More people will receive
treatment within or as
close to home as possible.
Services in each locality
will be enhanced with
changes that are
new services offered that
supported and ensure they
are not currently available
are implemented.
locally.
What will the future
hold?
By implementing the
proposals it’s hoped that
the Trust will become a
more responsive
organisation that works in
For these improvements to
be delivered there will be
changes to the way we
work, and our service
improvements have to be
delivered within the
monies available to us.
MP praises Trust service
David Hinchliffe, MP for Wakefield (until May 05), visited the
Trust to learn how services for older people have been
modernised to provide the most appropriate care in the most
appropriate setting.
Mr Hinchliffe met with
members of the team from
the Rapid Access Service,
along with Richard Clibbins,
nurse consultant, and
Professor Curran. Mr
Hinchliffe heard how services
have been refocused to allow
the rapid access team to offer
the most appropriate care for
older people who have
mental health problems. This
is regardless of what
environment they are in, such
as in their own home,
hospital or care home.
David Hinchliffe said, ‘I found
my visit to the Rapid Access
Service most interesting and
helpful. It is encouraging to
see the very positive support
which is now available locally
for older people with mental
health problems. I think we
are very fortunate in having
a service of this quality within
our local community.’
Our year 23
escape into literature
We all enjoy relaxing
with a good book every
now and then, but
service users in
Calderdale are now
finding that reading can
help them in their
recovery process. ‘Books
are very therapeutic,
they allow people to
escape into literature,’
says Maggie Leighton, a
bibliotherapist from the
award winning RAYS –
Reading and You
Scheme.
‘Reading can also be very
cathartic; certain stories
or themes might ring
bells for people and they
can relate it to their own
experiences.’
Reading can aid
relaxation and reduce
stress as well as providing
entertainment and
enjoyment. RAYS helps
people with mental
health problems or those
who feel lonely and
isolated to enjoy these
benefits. ‘We aim to
promote well being,
relaxation and friendship
through books and
reading. Lots of the
people I work with
haven’t been to the
library or haven’t read for
ages so I familiarise them
with the library and help
them to choose books,’
says Maggie who works
from Todmordon library.
‘The library is like a
springboard to the
community,’ Maggie
continued. ‘It’s fantastic
that through our scheme
people who often feel
very isolated from the
wider community can
become involved again.’
And the wonderful
benefits of RAYS aren’t
confined to the library,
the bibliotherapists run
reading groups, carry out
home visits and help
clients pursue other
interests via reading.
New journal shares research
The Trust and the University of
Huddersfield have launched of a new
journal: ‘Mental Health and Learning
Disabilities Research and Practice’. The
journal encourages people to share
research, service developments, and
educational developments, or to write
reviews. Importantly, it particularly
welcomes contributions from service
users and carers.
Virginia Minogue, head of research
and development explained, ‘This has
been a very exciting development and
one of the real successes from our
24 Our year
partnership with the University of
Huddersfield. Publishing research
findings in an accessible way allows us
share with colleagues both locally and
nationally evidence that will improve
our services for those who use them.
The journal is a testament to both
organisations
commitment
to
encouraging research and the
development of evidence based
practice.’
The Journal is available to view on our
website.
Fiona Seinfield, a
community practice nurse
based in Hebden Bridge
says that RAYS has
brought enormous
benefits to the service
users she has referred,
‘This is a wonderful
scheme and we’re lucky
to have it here in
Calderdale. It supports
the recovery model by
encouraging and
supporting people to
return to what they did
before they became ill.’
For more information
about RAYS call Maggie
on 01706 815600.
G
a
t
r
e
den
r
c
e
S
A piece of wasteland at Crows Nest Park, Dewsbury was
transformed into a beautiful garden with the help of a
group of green-fingered service users from the Mirfield
Day Centre. The group eagerly volunteered to help and
donned their gardening gloves every week.
‘The transformation is
amazing. Before, the
garden was full of glass,
iron, rubble and felled
trees. Now there are
flower beds and paths
and it attracts lots of
wildlife,’ says Anne Sharp
from the Mirfield day
centre.
People from all over the
community helped with
the project including the
local Soroptimists and a
group from the Mormon
Church in Dewsbury. A
local artist created a
beautiful mosaic with the
help of schoolchildren
and members of the
public have donated
plants and seedlings from
their own gardens. The
‘Wildflower garden’ was
officially opened in June
2005.
“
‘I love coming here, it’s
ace! It gets me out of the
house and seeing what it
was like before and now,
gives me a real sense of
achievement. (Michael)
‘I learnt how to make
concrete paths. It’s
something I didn’t think I
could do, but I did and
I’m really proud of
myself.’ (James)
‘We’ve created something
for future generations,
the garden will be around
for years so we’ve made
something for people in
the community.’ (Terry)
‘I come to work on the
garden all the time - I’ve
worked 1032 hours here
since the project started.
It’s peaceful here, and if I
just work in my own
garden I might never see
or speak to anyone. Here
I meet lots of people.’
(Brenda)
”
The work of a digital photography group at Mirfield Day Centre is brightening up
the reception area. The group has visited lots of local beauty spots and
places of interest to take the pictures such as Bretton Park,
National Coal Mining Museum, Ings Grove and Ponderosa.
‘I’ve enjoyed being creative and going out and taking photographs. It’s
been good to connect with nature through the camera,’ says groupmember John. ‘Sometimes it’s been hard because with my condition
there can be difficulties with memory and concentration. The staff
have really helped me though and the group has kept me focused.’
Photography has now become
a regular hobby for Sharon,
another member of the group.
‘I often borrow the camera from
the centre and take it out with
me. I like taking photos when I
go out with the walking group
here. I liked socialising with the other members of the group and
getting to know them. I’m really proud of the exhibition’.
Snap-happy
Day Centre officer Jo Kay ran the group, and thinks all the
members have really benefited from it. ‘Socially the group
has bonded, and everyone’s self esteem and confidence
has grown. It’s nice that other people can see the work
– it’s a brilliant exhibition.’
‘People often focus on the negative aspects of mental
health,’ concludes John. ‘It would be nice for people to see some
of the positive things we do for a change.’
d Sharon
John an red
u
are pict
e of
m
o
with s
y.
otograph
their ph
Our year 25
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H
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Menta
Did you know that in
2004/2005:
•
Nobody using our learning disability or older people’s
services had to wait longer than 13 weeks for a 1st
consultant outpatient appointment. Only 8 people who use
our adult services had to wait longer than this time.
•
1092 patients have received crisis resolution services.
•
The percentage of 1st consultant outpatient appointments
that were missed are: 22.7% for adult services, 12.5% for
older people’s services and 10.7% for learning disability
services.
•
Our hospital facilities were judged as offering clean and
pleasant environments by a national team of assessors.
•
The Trust is fully compliant with the Freedom of Information
Act and has produced a publication scheme that is a
complete guide to the information routinely published by
the Trust.
26 Our year
•
83% of patients who required follow-up received face-toface contact within 7 days of discharge.
•
Our staff turnover rate was 11%.
•
The Trust is compliant with privacy and dignity standards
(mixed sex accommodation), although further improvements
will continue to be made.
•
We have maintained level one status against the Clinical
Negligence Scheme for Trusts assessment - a scheme that
ensures appropriate arrangements are in place to manage
risk.
•
The Trust is 100% compliant with New Deal targets and
junior doctors hours .
•
Our staff sickness rate was 4.9%, which is a reduction from
the previous year when it was 5.9%.
Understanding
depression
Depression is one of the most common medical conditions in Britain today. 1 in 5 people will
have depression at some point in their life, with the World Health Organisation predicting
that it will be second only to heart disease as the biggest global health burden by 2020. Yet, as
many as three in four cases are neither recognised nor treated. In
National Depression Week DASH (Depression, Anxiety, Self Help), a drop-in group for
people who have been diagnosed with depression, spoke openly and honestly about
how it feels and how DASH has helped them.
Factfile:
Janet Pollard, manager, explained more about DASH. ‘The
group provides an enjoyable setting for people to make
and meet friends who understands what it feels like to
have depression. We provide a range of activities for
everyone who attends the group. These include arts and
crafts, parties, quizzes, social afternoons such as going out
for lunch or a coffee,
“I find life in general very
day trips and weekends
away. We hold a book
difficult. Small tasks are like
club once a month, we
mountains
to climb.
read stories and poems
and there is a selection
People don’t understand
of books to borrow.
ve
ey ha
depression if th
is also very
It
.
ed
er
ff
never su
hard to concentrate for
any length of time.”
‘There
are
health
mornings once a week
to explore ways to deal
with
stress,
sleep
problems, anxiety and
anger management, there are sessions to build self
confidence and we practice relaxation techniques
with relaxation tapes. One to one counselling is
also available. Tuesday mornings are especially
for women, within these sessions we discuss
health issues and healthy living, giving advice
on diet and fitness.
‘The loneliness and isolation of people who
have to live with depression and anxiety is not
easily understood by those who have never
suffered from it. We aim to provide support,
advice and friendship to everybody who attends
the group.’ Here is what members of DASH told us
about depression and the support that they receive
from DASH …
alone. I’ve made lots of
new friends and learnt
new skills. You can talk
to Sue and Janet about
any problems that you’ve
got I’m glad that I got
brave and came, I really
look forward to coming.
Its better than sitting at
home
dwelling
on
things.”
“It makes me have a
permanent tiredness. In
moments of deep
depression I withdraw
and don’t mix with
anyone.”
•
Depression is one of the
most common conditions
in Britain today, affecting
1 in 5 people at some
stage in their life.
•
More than 2.9 million
people in the UK are
diagnosed as having
depression at any one
time.
•
Depression is still the most
misunderstood illness,
with as many as 3 in 4
cases being neither
recognised nor treated.
•
People who are depressed
experience an intense
feeling of persistent
sadness, helplessness and
hopelessness accompanied
by physical effects such as
sleeplessness, a loss of
energy or physical aches
and pains.
haven’t
“People who
experienced it,
nd.”
don’t understa
“Its wonderful here (DASH), it keeps me sane. I’d come
every day if I could.”
“One
comes
to
a
standstill and it’s very
“I can’t go out on my own
difficult to do anything at
all. One feels that one is
I can’t even walk into a
on a bottomless pit and
supermarket on my own,
you’re unable to get out
I’m afraid of crowds of people. of it.”
tacks.
I suffer panic at
“Its
good
company
for me is
The safest place
(DASH), you can share
my home. I find it very hard
your problems; you don’t
I’m
n
feel so isolated and
whe
ed
to get motivat
depressed. Can’t face
housework and I neglect
myself.”
Our year 27
Getting
ce
n
a
l
ba
right
the
Open Day
demonstrates benefits
“
I’ve really
benefited from
coming here, it’s
given me so much
confidence,
ng
Clients from the Learni
e
ntr
Ce
rce
sou
Disability Re
rnt
lea
ve
ha
ry
bu
ws
in De
of
about a wide range
as
ll
we
as
s,
health issue
t
pu
to
w
ho
wn
being sho
into
e
vic
ad
hy
alt
he
s
thi
life.
practice in day-to-day
‘The
explained Darren.
the
nts
clie
e
giv
sessions
y’ve
the
s
ng
thi
to
ers
sw
an
ow
always wanted to kn
ver
ne
ve
ha
t
bu
about,
rly
pe
pro
d
ne
lai
exp
en
be
ise
an
org
before. We also
so
s
up
gro
ise
the exerc
ng
rni
lea
th
wi
le
peop
re
disabilities get mo
.’
en
oft
active more
O’Donovan,
Darren
the
fitness instructor at
dy
Bo
the
s
unit run
red
ctu
(pi
up
gro
ce
lan
Ba
up
above) which was set
t
tha
ar
cle
e
cam
when it be
ow
kn
n’t
did
nts
clie
e
som
the
basic things about
it
w
ho
d
an
human body
to
s
aim
up
gro
e
Th
.
works
take
empower clients to
and
s
die
bo
care of their
ll
we
d
an
h
alt
their he
are
t
tha
s
pic
To
.
ing
be
ns
covered in the sessio
ol
oh
alc
d
an
g
include dru
diet
,
ing
ok
sm
ss,
ne
are
aw
what
exercise,
and
we
en
wh
happens
the
w
ho
d
an
ill
e
becom
ject
body works. The pro
ly
ek
we
es
also provid
t
igh
we
,
ng
swimmi
it
cu
cir
and
training
training sessions.
dy
The success of Bo
a
dy,
Bo
My
Balance led to
le
sty
ers
tch
wa
weight
ed.
group, being establish
en
giv
is
Each member
ich
wh
ok
bo
log
their own
d
is used to keep a foo
ss
gre
pro
diary, chart the
and
of their weight loss
ers
ind
rem
ful
use
e
provid
and
healthy
about
ents
unhealthy food. Cli
to
w
ho
wn
sho
o
are als
and
d
foo
hy
alt
he
re
pa
pre
and
each week choose
ch
lun
n
ow
ir
the
prepare
you
‘It’s hard enough for
ced
lan
ba
and me to eat a
e
tak
d
an
t
die
healthy
we
d
an
se,
rci
exe
gh
enou
ding
have the understan
So
s.
thi
do
of how to
is
it
ult
fic
dif
w
ho
imagine
a
th
for some one wi
,’
do
to
y
ilit
learning disab
28 Our year
vital
Darren thinks it’s
ups
gro
are
that there
so
ce
lan
Ba
dy
Bo
as
such
ng
rni
lea
that people with
the
disabilities have
rt
po
sup
d
an
y
nit
opportu
up,
gro
a
‘As
se.
rci
exe
to
ng
people with learni
en
oft
are
ies
disabilit
they
,
ed
lat
iso
ly
ial
soc
ts or
often live with paren
get
t
jus
’t
can
d
carers an
up.
et
me
d
an
s
bu
a
on
s
up
gro
The body balance
as
on
asi
occ
are a social
y to
well as an opportunit
out
get fit, they talk ab
he
!’
ek
we
the groups all
explains.
”
says James Chapman
(pictured below with his
nephew, Zak).
Echoing these sentiments,
Joanna Cockburn talks
excitedly about moving into
her own home, ‘I’ve got the
confidence now, and the
practical skills too’.
James and Joanna have both
been coming to the
Learning Disability Resource
Centre in Dewsbury for
several years and spoke
about how it has helped
them during an Open Day
held at the centre.
It is clear that the multidisciplinary approach of
the Centre works. James,
together
with
the
occupational therapists,
started going to the gym
and
now
has
the
confidence to go on his
own. He has also been
going
to
Dewsbury
College to improve his
computing skills, has had
speech and language
therapy and has found
employment.James
attended the open day
with his family, including
his nephew, Zak – who he
spends a lot of time playing
with. Speaking about the
service, James said, ‘All the
people here are really nice
and help you a lot.’
Joanna has also benefited
from the many different
aspects of the service, and
each week is busy and
fulfilling. She attends a
fitness group, and is
studying English, Maths and
Sewing
at
Dewsbury
College.
“
I’m going to
move into my own
home as soon as we
find one!
”
laughed Joanna who has
been learning about money
management and other
practical skills to help her in
her move. ‘Cooking sessions
are my favourite’ she says,
‘although I’m not very good
– yet!’
James summed it up,
“
The open day
was a really good idea
– thank you to
everybody who has
helped me in so many
different ways. They
really make a
difference.
”
The PICU (Psychiatric Intensive Care Unit) team at
Fieldhead, Wakefield won an accolade for multidisciplinary working which they achieved after taking
part in a prestigious national PICU project. It was a
double success for the Trust as service user John
Girdlestone received a special acknowledgement for
the positive impact he had on the whole project.
(Read more about John on page14/15).
The team have already
started
to
implement
changes as a result of the
project. They are currently
piloting a scheme with one
of the community teams
which involves primary
nurses from the ward
attending meetings with
them. ‘It’s hoped that this
will increase care coordination
and
communication between
inpatient and community
workers –leading to a
smoother discharge for
service users,’ says ward
manager Lisa Archibald.
as a daunting place and we
have started to get rid of
that image. It’s given us a
good
foundation
to
develop our services,’ she
said.
Lisa thinks one of the most
important parts of the
project was raising the
profile of PICUs. ‘We had
the chance to dispel myths
about PICUs by creating
information and talking to
people such as carers and
members of staff in other
units. PICUs are often seen
Ward
manager
Lisa
Archibald was also pleased,
‘To have acknowledgement
from that level meant a lot
to the PICU team and
everyone here at the unit.
We’re very grateful to John
for his dedicated input,
service user involvement is
so important and he had
Service user representative
John Girdlestone (pictured
holding the certificate), was
delighted with the PICU
team’s
success,
‘It’s
absolutely brilliant that we
were put forward for this
award and got so far. We all
put a lot of work in to this
project and were so pleased
to be rewarded.’
Recovery
and optimism
People’s mental state can
change and shift like the
tides of the sea, people can
feel they are ‘drowning’ in
their problems or that they
are ‘all washed up’.
Trust services in Calderdale
have adopted the Tidal
model – a recovery
programme that takes this
into account and empowers
patients to control the way
that they are treated.
Elmdale ward at the Dales
unit was one of the first to
benefit from the tidal
model. The ward now closes
for two hours a day so that
ward and occupational
therapy staff can engage
service users in therapeutic
activity. Modern matron
Grahame Peace explained,
‘The ward is a lot calmer
and less chaotic. There are
now many activities such as
taking patients out in a
minibus, baking, having
DVD and popcorn nights as
well as structured activities
and groups being set up.’
One such group is Solutions,
run by ward staff and
occupational therapists.
‘The tidal model encourages
people to have their own
toolkit of treatments and
therapies that they know
work for them,’ continued
Special awards
for PICU team
What is the PICU?
The 10 bed PICU unit provides
short term management for
people with acute mental illness.
something to give to every
part of the project.’
The team are continuing
their positive work, helping
to set up a regional
network of governance for
PICUs across the Northern &
Grahame. ‘The Solutions
group allows patients to
identify their toolkit,
working in collaboration
with staff to choose the
right treatments and get
better.’
North Halifax community
mental health team have
also adopted the tidal
model making them the
first community based
mental health team in the
country to do so. Grahame
hopes this will help
promote seamless care
between inpatient and
community services.
‘Community teams and
inpatient teams are often
seen as separate entities.
We want to use the tidal
model to break down these
barriers. It’s very much
about team work between
ward, patient and the
Yorkshire region. The
project findings will be
published in a national
PICU journal and the team
have also agreed to take
part in a national research
project.
community team.’
‘The most important aspect
of the Tidal model is the
belief that people can
recover their lives. Often
people with mental health
problems can get written
off and lose hope, this
recovery model is about
hope and optimism,’
Grahame concludes.
What is the tidal model?
The tidal model gives
patients different ways to
learn cope with
problems, with the
fundamental belief that
people with mental
health problems can get
better and
recover
their lives.
Our year 29
Financial Report
As an NHS Trust, South West Yorkshire Mental Health NHS Trust has to meet four
statutory financial duties as directed by the Government. I am pleased to report that the
Trust for the third year in succession has met all of its four statutory financial targets.
Statutory Targets
External Financing Limit
Break-even
The NHS and Community Care Act 1990 states that the principal
financial duty of a NHS Trust is to achieve a break-even position.
The Trust met this target by returning an in year retained surplus
of £129,000.
Capital Cost Absorption Rate
The Trust is required to absorb the cost of capital at a rate of
3.5% of average relevant net assets, and the rate achieved by the
Trust was exactly 3.5%.
Other Information/Targets
The Trust is required to remain within its external financing limit
(EFL). For 2004/05 the Trust was set a negative limit of
£13,592,000 meaning that the Trust was required to generate
additional funds to meet capital payments and other balance
sheet movements. The Trust met this target exactly.
Capital Resource Limit
The Trust is required not to exceed its capital resource limit (CRL).
For 2004/05 the Trust was set a limit of £1,219,000. The Trust had
a small underspend of £1,000.
Better Payment Practice Code measure of compliance
Management costs
Management costs
Income
Percentage of Management Costs to Income
2004/05
£000
4,662
£000 96,222
%
4.85
Management costs are as defined in the document 'NHS
Management Costs 2002/03' which can be found on the
internet at http://www.doh.gov.uk/managementcosts.
The Summary
Financial
Statements
These summary financial statements
for the year ended 31 March 2005
have been prepared by the South
West Yorkshire Mental Health NHS
Trust under section 98 (2) of the
National Health Service Act 1977 (as
amended by section 24 (2), schedule
2 of the National Health Service and
Community Care Act 1990) and
give a true and fair view of
the Trust.
Signed
Finance Director
Date 11th July 2005
Signed
Chief Executive
Date 11th July 2005
30 Our year
Total bills paid in the year
Total bills paid within target
Percentage of bills paid within target
2004/05
Number
£000
17,773
10,960
61.67%
12,583
8,461
67.24%
The Better Payment Practice Code requires the Trust to aim
to pay all valid invoices by the due date or within 30 days
of receipt of goods or a valid invoice, whichever is later.
Signed
Chairman
Date 11th July 2005
Independent Auditor’s Report to the Directors of South
West Yorkshire Mental Health NHS Trust on the Summary
Financial Statements
We have examined the summary financial statements set out below.
This report is made solely to the Board of South West Yorkshire Mental Health NHS Trust in accordance
with Part II of the Audit Commission Act 1998 and for no other purpose, as set out in paragraph 54 of
the Statement of Responsibilities of Auditors and of Audited Bodies, prepared by the Audit Commission.
Respective responsibilities of directors and auditors
The directors are responsible for preparing the Annual Report. Our responsibility is to report to you our
opinion on the consistency of the summary financial statements with the statutory financial statements.
We also read the other information contained in the Annual Report and consider the implications for
our report if we become aware of any misstatements or material inconsistencies with the summary
financial statements.
Basis of opinion
We conducted our work in accordance with Bulletin 1999/6 ‘The auditor’s statement on the summary
financial statements issued by the Auditing Practices Board for use in the United Kingdom.
Opinion
In our opinion the summary financial statements and the directors’ statement on internal financial
control are consistent with the statutory financial statements of the Trust for the year ended 31 March
2005 on which we have issued an unqualified opinion.
Date:
Name:
Address:
22 August 2005
RSM Robson Rhodes LLP
St George House, 40 Great George Street,
Leeds. LS1 3DQ
Income and Expenditure Account
for the year ended 31 March 2005
£000
88,715
2003/04
£000
83,291
7,507
6,411
(94,900)
(91,251)
OPERATING SURPLUS / (DEFICIT)
1,322
(1,549)
Profit on disposal of fixed assets
127
3,161
1,449
1,612
404
189
(1)
(48)
1,852
1,753
(1,723)
(1,732)
129
21
Income from activities
Other operating income
Operating expenses
SURPLUS BEFORE INTEREST
Interest receivable
Interest payable
SURPLUS FOR THE
FINANCIAL YEAR
Public Dividend Capital dividends
payable
RETAINED SURPLUS
FOR THE YEAR
Balance Sheet as at 31 March 2005
31 March 2004
£000
£000
£000
62,186
0
52,504
52,504
6,317
70
11,233
297
11,600
(12,329)
(7,751)
NET CURRENT ASSETS / (LIABILITIES)
(6,012)
3,849
TOTAL ASSETS LESS CURRENT LIABILITIES
56,174
56,356
0
(357)
PROVISIONS FOR LIABILITIES AND CHARGES
(2,692)
(1,472)
TOTAL ASSETS EMPLOYED
53,482
54,527
Public dividend capital
Revaluation reserve
Donated Asset reserve
Government Grant Reserve
Other reserves
Income and expenditure reserve
24,359
22,713
7
204
5,220
979
37,916
11,100
22
212
5,220
57
TOTAL TAXPAYERS’ EQUITY
53,482
54,527
FIXED ASSETS
Intangible assets
Tangible assets
CURRENT ASSETS
Stocks and work in progress
Debtors
Cash at bank and in hand
CREDITORS : Amounts falling due within one year
CREDITORS: Amounts falling due after more
than one year
0
62,186
57
5,406
854
FINANCED BY:
TAXPAYERS' EQUITY
Our year 31
Cash Flow Statement for the year ended 31 March 2005
£000
NET CASH INFLOW / (OUTFLOW) FROM OPERATING
ACTIVITIES
RETURNS ON INVESTMENTS AND COST OF
SERVICING FINANCE
Interest received
Interest paid
Interest element of finance leases
Net cash Inflow/(outflow) from returns on
investments and servicing of finance
2003/04
£000
16,046
327
404
(1)
0
189
(1)
(47)
403
CAPITAL EXPENDITURE
Payments to acquire tangible fixed assets
Receipts from sale of tangible fixed assets
(1,346)
212
Net cash inflow / (outflow) from capital expenditure
DIVIDENDS PAID
NET CASH INFLOW / (OUTFLOW) BEFORE
MANAGEMENT OF LIQUID RESOURCES AND
FINANCING
MANAGEMENT OF LIQUID RESOURCES
Purchase of investments
Sale of investments
FINANCING
Public dividend capital received
Public dividend capital repaid
(not previously accrued)
Public dividend capital repaid
(accrued in prior period)
Other capital receipts
Capital element of finance lease rental payments
NET CASH INFLOW / (OUTFLOW) FROM FINANCING
141
(3,133)
3,478
(1,134)
(1,723)
345
(1,732)
13,592
(919)
0
0
Net Cash Inflow / (outflow) movement from
Management Of Liquid Resources
NET CASH INFLOW / (OUTFLOW) BEFORE FINANCING
INCREASE / (DECREASE) IN CASH
£000
0
0
0
13,592
0
(919)
0
10,653
(13,557)
(7,000)
0
0
0
(2,928)
212
(18)
(13,557)
919
35
0
Post Balance Sheet Events
Private Finance Initiative
From 1 April 2005 HM Treasury changed the
discount rate used in calculating provisions from
3.5% to 2.2%. This change will result in an
increase in our provisions of £154,706 which will
be charged to the Income and Expenditure
account in 2005-06. It is anticipated that national
funding of NHS commissioners will be increased by
the total estimated effect to offset this charge,
although this is not guaranteed.
The Trust does not have any Private Finance
Initiative Schemes.
32 Our year
Salary and Pension entitlements of senior managers
2003/04
2004/05
A) Remuneration
Salary
(bands of
£5000)
£000
Other
Remuneration
(bands of 5000)
£000
Benefits
in kind
(Rounded up
to nearest
£100)
Salary
(bands of
£5000)
£000
Other
Remuneration
(bands of 5000)
£000
Name and Title
Sukhdev Mulkhraj Sharma, Chairman
Gary William Dimmock, Non-Executive Director
Anne Gregory, Non-Executive Director
Thiruvenkatar Krishnapillai, Non-Executive Director
Denis Sunderland, Non- Executive Director
Janice Anne Wilson, Non-Executive Director
Judith Addison Young, Chief Executive
Nisreen Hanna Booya, Medical Director (From 29.1.04)
Alan George Davis, Director of Human Resources
Sheila Dent, Director of Clinical Risk
Hazel O'Hara, Director of Performance & Professional Development
Steven Peter Michael, Deputy Chief Executive (East)
Nicholas Kevin Morris, Deputy Chief Executive (West)
Malcolm Cameron Featherstone, Director of Finance (From 9.7.03)
Ruth Unwin, Director of Public Affairs
Benefits
in kind
(Rounded up
to nearest
£100)
£000
15 5 5 5 5 5 115 25 65 55 65 75 75 75 60 -
20
10
10
10
10
10
120
30
70
60
70
80
80
80
65
135 - 140
-
23
36
21
32
79
20
29
15 5 5 5 5 5 125 0 65 55 65 70 70 50 50 -
20
10
10
10
10
10
130
5
70
60
70
75
75
55
55
20 - 25
-
8
1
22
15
21
32
73
5
23
The benefits in kind relate to either staff lease cars or expenses paid in accordance to Trust’s Removal Expenses Policy (which includes provision of accommodation).
Salary and Pension entitlements of senior managers
B) Pension benefits
Name and Title
Judith Addison Young, Chief Executive
Nisreen Hanna Booya, Medical Director
Alan George Davis, Director of Human Resources
Sheila Dent, Director of Clinical Risk
Hazel O'Hara, Director of Performance & Professional Development
Steven Peter Michael, Deputy Chief Executive (East)
Nicholas Kevin Morris, Deputy Chief Executive (West)
Malcolm Cameron Featherstone, Director of Finance
Ruth Unwin, Director of Public Affairs
Real increase
in pension
and related
lump sum at
age 60
Total accrued
pension and
related lump
sum at age 60 at
31 March 2005
(Bands of
£2500)
£000
(Bands of £5000)
5.0
32.5
2.5
2.5
5.0
2.5
2.5
2.5
2.5
- 7.5
- 35.0
- 5.0
- 5.0
- 7.5
- 5.0
- 5.0
- 5.0
- 5.0
135
195
75
70
90
75
95
5
35
Cash
Equivelant
Transfer Value
at 31 March
2005
£000
£000
- 140
- 200
- 80
- 75
- 95
- 80
- 100
- 10
- 40
510
834
239
297
345
236
314
21
104
Cash
Equivelant
Transfer
Value at 31
March 2004
Real Increase in
Cash
Equivalent
Transfer Value
Employers
Contribution
to
Skakeholder
Pension
£000
To nearest
£100
42
166
9
14
16
18
14
12
13
164
191
94
91
94
107
107
107
81
458
649
223
275
320
212
292
9
88
As Non-Executive members do not recieve pensionable renumeration, there will be no entries in respect of pension for Non-Executives 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.
Statement of Internal Control
The Trust’s Statement of Internal Control can be found in the full set of the Trust’s Accounts.
A full set of accounts, on which these summary
financial statements are based, is available free
of charge from Ruth Unwin, Director of Public
Affairs, South West Yorkshire Mental Health NHS
Trust, Fieldhead, Ouchthorpe Lane, Wakefield,
WF1 3SP, 01924 327018
Signed
Chief Executive
Date 11th July 2005
Our year 33
Get Aware
The Trust shows its support for many health
awareness campaigns throughout the year with a host
of activities and events. Health campaigns provide a
great opportunity for the Trust to champion mental
health and learning disability issues and break down
stigma. In the last year, Trust staff have been out into
local communities to provide information and advice
and raise awareness. Here’s a taste of just some of the
things we have supported:
World Mental Health Day
was celebrated in style with
live music, drama, arts and
crafts events across the
area. Information stalls
were held in supermarkets
and some visitors were
invited to take a quiz to
make them think more
about their own mental
health. A book of poetry
written by service users was produced to mark the day
and service user art work was displayed. During
Mental Health Action Week in March staff also put up
stalls and displays at supermarkets and GP’s sugeries
across the area.
For Carer’s Week, some carers were invited to an
afternoon of indulgence at a pampering session. Foot
spas, aromatherapy massage and cream teas were
among the delights on offer.
The Trust will continue to support the following
awareness campaigns:
er’s Day
World Alzheim
l Health Day
World Menta
ay
Awareness D
ational Stress
N
2 Nov 2005
Awareness
ng Disorders
ti
Ea
5-11 Feb 2006
Week
ion Week
tal Health Act
en
M
06
20
pr
27 Mar - 2 A
ility Week
Learning Disab
Jun 2006
Alzheimer’s
Carer’s Week
eek
Jun 2006
Awareness W
21 Sept 2005
10 Oct 2005
This is the Trust’s annual report 2004/2005.
If you would like help understanding this report
please call 0800 5872108
34 Our year
w w w. s o u t h w e s t y o r k s h i r e . n h s . u k
Get as much information
about your illness
as possible.
Talk to someone.
Get some support.
Try to understand
your illness - get
help to do this.
Take up a hobby.
Do things you enjoy.
Find ways
to relax.
Talk to your Dr.
Follow their
advice.
Keep active, keep fit
and eat well.
Don’t be isolated.
Join social groups.
Get out and about.
Keep busy through
working or learning
a new skill.
Produced by The Positive Messages Group
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:
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Jude Corrig
1924 327689
Telephone: 0
3SP
of us will experience a
mental health problem*
The stigma and discrimination surrounding people with mental
health problems has a profound and damaging effect.
Stigma makes it harder for people to
admit they have a mental health problem
and get the support they need and it
means that people with mental health
problems are often treated with
unwarranted distrust and fear. Help
tackle the stigma by challenging
inappropriate language.
*Source: Mental Health Foundation