CANDIDATE BRIEF
Introduction to the Trust Our Location Our Achievements Our Services Our Vision and Values Our Workforce Transforming the way we care Changing Operating Environment for the Trust Research and Development Organisational and departmental structure
Introduction to the Trust
Bradford District Care NHS Foundation Trust’s vision is to provide the best care for the people of Bradford, Airedale, Wharfedale and Craven as one of the country’s leading providers of integrated community health care services.
The Trust is a highly successful organisation, with award-winning services and staff. We are in a strong and positive position to face the challenges of increasing demand for high quality, safe services and the need to make year on year financial savings.
We believe in ‘you and your care’, where care is a designed around, and in partnership with individual service users. We aim to deliver ‘care close to home’ with our expert staff providing integrated community and mental health care in community settings, making sure that this complements hospital care through ‘joined up’ approaches. Our teams work closely with health, social care, voluntary organisations and with local communities, some of whom have the greatest health inequalities in the country.
The Trust works hard to build relationships with health and local authority commissioners, hospitals and family doctors. We believe that only by working together can we provide truly local services of high quality that people want and need.
Becoming an NHS foundation Trust in May 2015 created the next stage of the Trust’s development, giving us greater organisational and financial autonomy. These freedoms will continue to be directed towards sustaining and developing our portfolio of high quality, safe mental and physical health services and on business development opportunities.
The Trust is gaining a positive reputation for high quality applied health research. Research is strategically important to us in seeking the best possible, evidence based interventions, as a means of creating productive partnerships for learning and sharing practice, to attract, develop and retain high quality staff, and to forge healthy relationships with our service users and the diverse populations we serve.
This is an exciting and challenging time for the Trust in our drive to sustain and build excellent health care. Involving people in their own care, innovation and building enterprising partnerships will be the foundation of a truly successful future for the Trust, for our patients and for local people.
Our Location
The Trust is located in the heart of Yorkshire, with our headquarters situated in the internationally renowned World Heritage site village of Saltaire, close to Bradford City Centre and local visitor attractions, the Yorkshire Dales, the Bronte parsonage in nearby Haworth, the spa town of Harrogate and local towns of Keighley, Skipton and Ilkley.
We are also situated in close proximity to the major conurbations of Leeds, Harrogate, Manchester, Sheffield, York, Ripon and Nottingham and benefit from the excellent transport connections from both rail and road links.
Our Achievements
The Trust is recognised locally and nationally for the award winning services and leading edge approach to delivery of high quality patient centred care delivered by individuals and teams within our organisation. We are proud of the track record of achievements and to showcase just some of the achievements to date:
2016
Awarded Royal Society of the Prevention of Accidents Gold Award
The Dental Anxiety and Management Team of the year finalists at National Dental Awards
Dementia Assessment Unit achieved the Gold Award from the Dementia Services Development Centre and won the Dementia Quality Improvement Award
Service User employment (IPS) Team achieved the Good Fidelity Award as a Centre of Excellence from East Midlands/University of Nottingham
National Skills Academy for Health (NSAH) Excellence Centre award (In collaboration with Leeds Teaching Hospital Trust)
Engaging Leaders Team won the Leadership Development Category in the National Health Personnel Management Award.
Waddiloves Health Centre Clinic Team finalists in the learning disability category of the Nursing Times awards
Learning Disabilities Support Worker of the Year and Learning Disabilities Nurse of the Year at the National Learning Disability and Autism Awards
Perinatal & Maternal Mental Health team Highly Commended in the National Institute for Health and Care Excellence Shared learning Awards 2016
‘Improving Physical Health for people with Serious Mental Illness’ , ‘Integrating Physical and Mental Healthcare’, and ‘the First Response Service’ all finalists at the Positive Practice in Mental Health Awards
Bradford Acute Care Psychiatric Team of the Year at the Royal College of Psychiatrists Awards
National Finalist as NHS Provider of the Year’ at the Health Service Journal Awards
2015
Regional Finalists as ‘Board of the Year’ at the NHS Leadership Academy Awards (To be announced November 2015).
A Top 100 NHS best place to work [Health Service Journal Award]
First Trust be achieve national Innov8 Charter accreditation for our Moving Forward initiative for our BME workforce [ June]
One of 11 national exemplar sites for NHS Employee Health and Wellbeing initiative
HefmA Team of the Year Award – Food Services team
UNICEF Baby Friendly Award – Health Visiting services
Chartered Institute of Payroll Professionals Payroll Assurance Scheme (PAS) award – only national organisation to achieve this kitemark accreditation
Best NHS catering function produced food
Gold ROSPA award for Health and Safety
Palliative Care partnership award – BMJ Awards
Learning Disability Nurse Award – BILDLD
Mentor of the Year – Student Nursing Times
Mary Seacole Development Award – Royal College of Nursing
Lean Champion of the Year – Lean Healthcare Academy
National finalists as ‘NHS Board of the Year’ and ‘NHS Provider of the Year’ at the Health Service Journal awards.
Our Services
The Trust has been serving people (of all ages) with mental health problems and adults with learning disabilities across urban and rural Bradford, Airedale and Craven since April 2002; a population approaching 600,000.
On 1 April 2011 the majority of NHS Bradford and Airedale’s community health services transferred to the Trust as part of the national transforming community services initiative. As a result, the Trust has grown considerably with increasing opportunities for strengthening care pathways and improving outcomes for local people across a wide geographical area.
Having such a broad service offer (as shown below) means that the Trust is likely to have contact with all of its catchment population at some stage during their lives.
Inpatient services
Inpatient services for adults and older people with mental health needs
Mental health rehabilitation
Psychiatric intensive care unit
Low secure inpatient services
Assessment and treatment service for people with learning disabilities
Community mental health services
Early intervention in psychosis service
Assertive outreach service
Community mental health teams for adults and older people
Psychological services including improving access to psychological therapies
Accident and emergency liaison services
Acute and care home liaison services
Child and adolescent mental health services
Specialist eating disorders and home treatment service for young people
Community based drug and alcohol treatment service
Learning disabilities
Behavioural outreach
Clinical liaison team
Community based clinical support and health facilitation
Community health services for adults and children
District nursing care
End of life and palliative care
Long term conditions
Tissue viability
Continence care
Health visiting
Family nurse partnership
School nursing
Speech and language therapy
Podiatry
Primary care dental service (salaried)
The Trust embraces diversity and celebrates difference at all levels. This is particularly important to us and is a reflection of the richly diverse community that the Trust serves across its home district of Bradford, Airedale, Wharfedale and Craven. As a consequence, the Trust has built a reputation for being a national leader in the way it approaches equality and diversity.
The Trust champions the importance of excellence in service quality and excels at making sure that standards of care are met efficiently, safely and in a way that results in a positive experience for patients. We always perform well against national and local indicators and have done so over a number of years.
The Trust is fully compliant with Care Quality Commission requirements and is proud of the current rating of “Good” we received on the quality of our services; we have been commended by the National Patient Safety Agency for our track record in promoting a safe culture.
The Trust promotes a high performing culture amongst its 3,000 staff, with an emphasis on education and the development of skills and staff and their trades unions are actively engaged in the business of the Trust. As a predominantly clinical employer, 30% of our staff are qualified nurses and a further 25% is made up of health care support workers.
We actively participate in patient and staff satisfaction surveys and have recorded some great scores but we also work to remedy identified areas where satisfaction ratings show room for improvement.
The Trust demonstrates an excellent record of financial management, including the achievement of cost improvement plans, stretching back a number of years.
The majority of the Trust’s income (c£140million) comes from primary care trusts and 91% of this figure is from NHS Airedale, Bradford and Leeds covering the Bradford district. Two other commissioners, NHS North Yorkshire and York and
NHS Yorkshire and Humber’s specialised commissioning group account for a further £8 million. Income is secured by way of contracts that specify the services the Trust will provide for the people registered with each primary care trust area.
Our Vision & Values
Bradford District Care Trust’s vision is:
Our five year integrated business plan shows how the Trust will put local people at the centre of all it aims to achieve and sets out how the Trust will deliver its four key aims:
To provide a top quality service
To achieve excellence in patient experience
To ensure great relationships between the Trust, its staff and stakeholders
To deliver excellent value for money
We believe that local people deserve the best care possible and this can best be achieved through the integration of locally based care services. Successful integration will be a stepped programme of change.
Community services for people with physical health needs and for those with mental health needs are being delivered through teams increasingly focussed on meeting the needs of people in their local area.
Beyond that, the Trust seeks out all opportunities to work collaboratively with hospitals and GP practices to integrate care so that the patient’s experience of care is seen as well-tailored to their needs and not fragmented.
This is what people want and is the right thing to do. Our vision has been endorsed through formal consultations by family doctors and their patients, by our own staff and endorsed by the Trust’s main health and social care commissioners.
The current tough economic climate and challenging market factors demand a different type of community response that comprises more productive community capacity and joined up health and social care pathways to support the needs of a growing local population and the requirement to divert care from high cost acute and residential care settings.
In support of the vision, the Trust recognises the need to focus on patient and staff satisfaction and puts You and Your Care at the centre of everything we aim to achieve.
Working with diverse communities to provide outstanding care
The Trust has made a commitment to how the Trust and its staff will behave. This is described in a set of values developed through a process involving many staff, patients and other stakeholders. Together, we will work hard to promote:
Respect
Openness
Improvement
Excellence
Working together
We see our vision, aims and values as mutually dependent. To drive the delivery of the vision and its strategic aims, we have captured these in the Trust’s ‘vision wheel’ below. This expresses how both the vision and values of the organisation are translated into powerful statements describing improved benefits and outcomes that patients should experience.
Our Workforce
Trust has a workforce strategy that is integral to the Trust’s vision and delivery of a major transformation programme and recognises the direct link between staff engagement, motivation and levels of satisfaction and patient satisfaction and outcomes. The Strategy includes:
OD, Cultural Change and Workforce Planning
Ensuring we have a pipeline of staff with the right values, knowledge and skills.
Creating new types of roles, and supporting staff to work in new ways along care pathways and across organisational boundaries.
Workforce Health and Well- being
Supporting the physical and psychological health, well-being and engagement of the workforce, including self- care models that are also a main element of our strategy to support service users and patients.
Reducing absence and the need for agency staff. The Trust has been recognised as one of 11 national exemplar sites by NHS
Employers [June 2015] for its work on its continued Employee Health and Wellbeing initiative.
Staff Engagement and Leadership Development
Investment in engaging and developing talented leaders to deliver transformational change, ensuring a motivated workforce who are commercially aware and able to operate in an increasingly competitive environment.
Providing the Trust with talent and succession plans so that we have a pipeline of staff ready to step into future roles.
Achieving a workforce that reflects the population we serve
Building a ‘reflective’ workforce, connected to the needs of our local population, better placed to deliver tailored, culturally sensitive services.
Addressing an underrepresentation of BME staff in senior leadership roles through targeted positive action.
Applying learning from these approaches to support actions targeted at all other underrepresented groups.
Investment in new ways of working supported by technology
Investment in modern technologies that support staff to work agilely, efficiently and productively,
Reducing paper work, duplication, travel and other non-added value activities, Implementation of systems such as e-learning and e-rostering
Transforming the way we care
The Trust’s service strategy does not sit in isolation but is shaped by a number of determining factors: an appraisal of national and local health policy and best practice; an understanding of the current and emerging demographic changes, many of which are unique to Bradford, Airedale and Craven’s urban and rural districts; the prevailing economic climate and a challenging market and, finally, the expectations of the public, patients and partner organisations for high quality services.
Our strategy is to provide integrated, locally based and flexible care services of high quality that engage with local communities to meet the needs of people with poor health and, alongside this, support the innovation and commitment within local communities to find solutions that complement or reduce the need for hospital and residential care.
Changing operating environment for the
Trust
The changing operating environment of the NHS requires the Trust to respond effectively, focussing on the need to be flexible and adaptable to respond to changes. The demand on our services will continue to rise as demographic changes, public and commissioners’ expectations, competitors’ positions, economic pressures and funding reductions also rise. The Trust recognises that increased demand will need to be met, in part, by increased productivity.
We believe that the continuing drive to introduce integrated approaches to care will reduce cross agency duplication and identify opportunities to intervene earlier and so reduce the demand on and costs of formal care services. There will be a finite level of services to be commissioned.
Current conditions provide a real opportunity for the Trust build its reputation as a leading provider of integrated services. The health and social care economy requires:
A strong community provider that will provide real local alternatives to acute and residential care developed alongside local government and health commissioners, acute provider partners, primary care and third/voluntary sectors.
Health and social care services and expertise to come together so that people can be treated holistically
A greater focus on health promotion and supporting wellbeing to maintain healthy communities
An organisation that can capitalise on its relationship with local communities
An organisation that seeks out innovative care solutions that improve productivity and promote more effective use of scarce resources
A valued partner in the economy in developing opportunities for expansion of community and preventative care
Our five year strategy reflects a three pronged approach to improving the Trust’s position and a platform for delivering on its ambition in future years to be the leading provider of integrated community health care services. The Board has agreed 11 corporate objectives linked to the three strategic aims, building on national priorities and local priorities and linking to the Trust’s quality goals.
Consolidation of market share: being ‘great in our patch’
1) Achieve national access and waiting time standards 2) Work with commissioners so that more people can access appropriate services locally
3) Manage Trust resources to improve cost efficiency and productivity and deliver the planned financial position
Manage impacts on the whole system of reduced health and social care funding 4) Collaborate with West Yorkshire partners to develop best practice services for more
specialised mental health services and for people in crisis who require urgent access to mental health services
5) Develop sustainable new models of care for local services through provider collaboration to reduce hospital admissions and provide more cost effective care closer to home
6) Reduce where possible the impacts of social care funding pressures and changes in local nursing and residential home sector provision
Secure funding for new or expanded services 7) Secure a share of the nationally mandated increased funding for mental health, to deliver
mental health objectives 8) Innovate to expand the range of services that is provided locally 9) Market the Trust's reputation for delivering high quality, award winning services to
secure new service contracts Medium term “enabling” objectives 10) Exploit digital technologies through our WorkSmart programme to transform care and
stakeholder engagement locally 11) Support a skilled, motivated and engaged workforce drawn from diverse backgrounds to
continuously improve and develop
Research & Development
Research is strategically important to the Trust. We are already research active and believe our wide range of health services, a highly diverse population, enthusiastic and receptive staff, our growing reputation for innovation and strong local and regional national connections, create a powerful case for developing our capabilities in this area:
During 2015-16, BDCFT participated in 36 diverse physical and mental health
research projects and over 1500 participants were recruited. Since April 2016 a
further 11 new studies have opened and 500 participants recruited (November
2106). There has been a continued increase in trust based investigators including
doctors, psychologists and nursing staff.
1000 staff are involved in research related interventions, such as smoking
cessation, and weight management as research participants, investigators, and
learners. Our R&D team host a varied programme of ‘Translating Research into
Practice’ sessions for staff to share best practice and research findings.
The Trust supports PhD studentships and scholarships with the University of
York and the Institute of Health Research, University of Leeds. Our Psychiatrists have
academic and research links with other Universities including Bradford and
Manchester and Cambridge.
The Trust leads on several studies including the National Institute for Health
Research, Wellcome Trust and Diabetes UK. Positive collaborations have been
initiated with General Practice in the Bradford and Airedale Research Cluster, and
local Hospices. Regional Good Clinical Practice courses are hosted by BDCFT for
project managers and clinicians leading on research studies.
Links with third sector groups are being strengthened, particularly with
regard to BME populations within the district and the Trust is an active participant in
a Cultural Diversity Programme in collaboration with the University of Leeds, with
whom we have shared appointments.
Our ‘Patient and Public Involvement Research Action Group’ supported by
‘Volunteer Ambassadors’ actively promote research in the community and the
opportunities of participating in research studies as part of NHS care.
A Young People’s Research Involvement Group, The Young Dynamos, meets
regularly to discuss and participate in research relevant to BDCFT, and to assist with
research advice for external researchers
In May 2016, BDCFT hosted its highly successful biennial conference ‘Putting
Research into Practice’ drawing delegates from across the Region, to hear national
experts and showcase local research talent
Organisational and departmental
structure
The Board of Directors consist of the following:
Chair and Non-Executive Directors
Chair Michael Smith
Non-Executive Director Nadira Mirza
Non-Executive Director Dr Susan Butler
Non-Executive Director David Banks
Non-Executive Director Rob Vincent CBE
Non-Executive Director Dr Zulfi Hussain
Executive Board Directors
Chief Executive Nicola Lees
Director of Operations and Nursing Debra Gilderdale
Director of Finance, Contracting and Estates Liz Romaniak
Medical Director Dr Andy McElligott
Director of Human Resources & Organisational
Development Sandra Knight
Organisational Structure Chart
Executive Management Team
Chief Executive
Director of Finance,
Contracting & Estates
Trust Secretary
Director of Operations and Nursing
Medical Director
Director of Human
Resources & OD
