Annual Report & Summary Accounts

2009/10

Contents

Welcome to our Trust 3

Profile of the Trust 6

Review of our performance 10

Future plans and priorities 23

Social responsibility and involvement 26

Valuing our workforce 36

How we are organised 41

Financial report and summary accounts 47

How to contact the Trust 66

The Annual Report and Summary Accounts 2009-10 were approved by the Trust Board at its meeting on 10 June 2010. Signed on behalf of the Board of Leicestershire Partnership NHS Trust Antony Sheehan, Chief Executive

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Welcome to our Trust - from the Chairman & Chief Executive

We are very pleased and proud to introduce the Annual Report and Summary of Accounts for 2009/2010. This has been another successful year for the Leicestershire Partnership NHS Trust. We have continued to drive forward our ambitious plans that deliver service and quality for all the people who use our services.

A critical priority for us is to advance the health and well-being of everybody in the area we serve. We aim to be a healthcare provider of excellence. This year, we continued to respond to this priority by concentrating on transforming our community services and achieving excellence in our service provision. In practice, this means mobilising our skills, our people and our ideas in ways that develop communities, ensure rights and promote inclusion.

Achieving our goals calls for particular attitudes and approaches. It means seeing the world through the eyes of our service users, carers and our local communities. Working closely, in partnership, with our service users, their carers, our volunteers and our staff gives us valuable insights that help us to provide the right services at the right time.

We are very proud of the results we have achieved in independent checks and surveys this year. The independent Annual Health Check showed dramatic improvements, from ‘fair’ to ‘excellent’ in just one year for the quality of our services and from ‘fair’ to ‘good’ for our financial management.

The Inpatient Mental Health survey reported a high level of trust in our doctors. The Patient Environment Action Team (PEAT) rated many of our inpatient sites as excellent for food, privacy and dignity and their environment. We know that these results are due to the hard work and dedication of all our staff.

Our strategy for delivering modern services in high quality environments and buildings that are in good condition continues to move forward. Results, such as those from PEAT above, show how effective we have been. The opening of Heather Ward at the Bradgate Unit was a major milestone in this strategy. It is an all female ward, with single bedrooms and en-suite bathrooms. This is the first phase of transforming the entire site into a centre of excellence for adult, acute inpatient services.

In this last year, we engaged fully in the national sustainable development agenda. We introduced a cycling scheme for our staff. Our procurement practices are being reviewed because we want to use our purchasing powers wisely in the community and add value to social cohesion. ‘Locality working’, enabling more flexible working, makes sense for LPT, with our wide geographic

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area. As part of this, we have installed over 75 wireless access points, countywide, so that staff can ‘drop-in’ to work at any equipped LPT base.

We have really enjoyed the variety of events this year, shared with people who use our services and the wider public in the local communities we serve. Many events, held in local communities, targeted young people, men and people from disadvantaged areas. These included Listening and Working Together workshops and Let’s Talk About Health seminars. We joined many community partners to celebrate World Mental Health Day. We supported Showcase Live, in partnership with BrightSparks Arts in Mental Health Group, Akwaaba Ayeh and Renaissance One.

We would like to take this opportunity to thank all our staff for the outstanding work they have done this year and their commitment to our mission and our values. We have people with outstanding talent, energy, understanding, commitment and ideas providing our service users with outstanding service. Our volunteers also do a wonderful job in supporting us and helping our service users. We value very highly the work they do and would like to thank them for their generosity with their time.

Diversity and inclusion mean making the most of the varied skills and experience that people of different cultures, genders and ages bring to the workplace. A diverse workforce and inclusive employment practices lead to effective collaboration, better understanding of the areas we serve, improved decision-making

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and increased creativity. We are a large local employer and Leicester, Leicestershire and Rutland are vibrant, diverse communities. We work hard to recruit locally because we want our workforce to reflect the communities we serve. People who have used our services are also very welcome to join us as members of staff.

Our Summary Accounts are included in this Annual Report (see page 47). We are pleased to report that we delivered an operational surplus of £1.732m, the biggest surplus LPT has ever delivered. We will to use that sum to upgrade a ward at the Bradgate Mental Health unit in 2010/11. However, we all know that our economy faces challenges at the present time and public sector services will face some difficult financial times ahead.

In the coming year we will continue to work on our plans to improve our systems and processes, ready for achieving Foundation Trust status. We pledged our commitment to the NHS Constitution in October 2009 and we are planning service improvements that reflect those ideals, including our Releasing Time to Care scheme and our expanding improving access to psychological therapies programme.

LPT has a continuing ‘quality story’ to tell. We will continue to deliver the same high quality services. And we will continue to develop, as an organisation, ensuring the people in our communities always have access to the health services they need.

This year, alongside our Annual Report and Summary Accounts we have published our first ‘Quality Accounts’ for 2009/10, which show how each service is doing. Both these documents are available on our website www.leicpt.nhs.uk or on request (see page 66).

Finally, we would like to thank everyone who has been involved with LPT in any way. We look forward to working with you in the coming year, and we look forward to expanding our relationships with our local communities.

Tony Harrop Antony Sheehan Chairman Chief Executive

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Profile of the Trust Here, at the Leicestershire Partnership NHS Trust, we take pride in knowing that the care we provide is the highest quality possible. We offer mental health and learning disability services to the people of Leicester, Leicestershire and Rutland. An important part of these services is to advance the health and well-being of everybody in our area, including our staff. We believe we do this by developing communities, ensuring rights and promoting inclusion.

Who we are We are one of the larger specialist mental healths and learning disability Trusts in England.

We have more than 2,800 individual members of staff working for us. We manage more than 150 Local Authority staff. In addition, we have around 200 active volunteers.

Our centres and wards spread out across the geographic area on many sites. This is an advantage because we offer inpatient services and local community services. Our inpatient services care for and treat around 3,150 admissions a year. Our community services receive over 41,000 referrals a year.

We are also a teaching Trust. We have a number of partners helping us to deliver effective pre- and post-registration education and to provide a variety of learning opportunities. We work with the universities of Leicester, De Montfort, Derby, Northamptonshire and Sheffield Hallam.

The people we serve We operate within the commissioning boundaries of NHS Leicester City and NHS Leicestershire and Rutland. We also serve three local authorities: Leicester City Council, Leicestershire County Council and Rutland County Council.

The geographical area we cover includes small market towns, inner city, rural and suburban areas. The people that live in these areas bring together a rich mix of urban, suburban and rural lifestyles, diverse in cultural heritage and ethnicity. There is a wide range in levels of affluence and deprivation across these communities.

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What we do We have five business units delivering the clinical services that define our care services. They form the framework for our service-line reporting and management.

Adult mental health services Inpatient services The Bradgate Mental Health Unit

The Brandon Mental Health Unit The Belvoir Unit Crisis resolution Acute recovery team Drug and alcohol beds Stewart House, Mill Lodge and The Willows – adult serious mental illness Mill Lodge - Huntington’s Disease

Community services General psychiatric services (community mental health teams / day hospital) Crisis resolution Assertive outreach Liaison psychiatry (including perinatal) Homeless services Prison in-reach / court liaison Day care services Huntington's Disease service

Mental health services for older people (MHSOP) Inpatient services The Evington Centre

The Bradgate Mental Health Unit The Brandon Mental Health Unit

Community services Community mental health teams (CMHT) Intensive community assessment and treatment service Younger persons memory service

Child and adolescent mental health services (CAMHS) Inpatient services Oakham House Community services CAMHS community teams

Tanglewood day hospital CAMHS learning disability service

Specialist mental health services Inpatient services Herschel Prins – low secure

Beaumanor Unit – eating disorders service Community services Cognitive behavioural therapy (CBT) service

Improving access to psychological Therapies Community drug and alcohol service Health psychology Dynamic psychotherapy service Eating disorders services (Beaumanor Unit; day hospital and community) Early intervention service (PIER) Personality disorders services (day hospital and outpatient therapy)

Learning disability services Inpatient services The Agnes Unit (assessment and treatment)

The Agnes Unit (intensive support) Health homes Short breaks

Community services Community teams / day hospital Service Line Provided from / Services provided

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Our mission, values and vision Mission Our mission is simple.

We see this as our mission because the health of people and their families closely relates to the health of the communities they live in. So we focus on the well-being of our communities. We treat illnesses and manage disabilities, of course, but our scope is wider than just that.

Our mission closely aligns with the new national mental health strategy New Horizons, which highlights the well-being and inclusion of individuals, families and whole communities.

Values Our values are straightforward.

Our values relate very closely to our working relationships with key stakeholders as illustrated in Figure 1.

Figure 1

Advancing health and wellbeing

Respect / Integrity / Good quality care / Honesty / Trust / Service user driven

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Vision Our vision is clear.

We want to be a healthcare provider of excellence. To transform our community services:

• we work closely with the communities we serve and our partners

• we provide LPT services to five localities

• we ensure respect for all our service users

• we work closely with local government and voluntary sector bodies.

To achieve excellence in inpatient services:

• we provide the service only when necessary - from centres of excellence

• we offer an environment that is sufficiently flexible to meet specific individual needs

• we ensure privacy and dignity

• we deliver the highest quality care

A summary of the Trust’s history as an organisation Leicestershire Partnership NHS Trust was formed in April 2002, as the provider of mental health and learning disability services in Leicester, Leicestershire and Rutland.

In the three preceding years (from April 1999), the Trust was a provider of community health services in addition to mental health and learning disability services. Our name at that time was Leicestershire and Rutland Healthcare NHS Trust.

Leicestershire and Rutland Healthcare NHS Trust was created by the merger of two organisations, namely Leicestershire Mental Health Services NHS Trust and Fosse Health NHS Trust.

Transform our community services to provide a clear pathway and improve outcomes for service users and

carers

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Review of our performance Achieving our key targets and excelling in our external assessments are very important goals for all our staff. We have performed well in the past year.

“The advances we’ve made over the last 12 months can only be attributed to the collective effort and determination of our staff. I sincerely thank them for their hard work and commitment.”

“We’ve made improvements in many areas this year, but I’m particularly happy with our progress in relation to the quality of care provided and the improving experiences reported by people using our services. It’s really pleasing to see that the changes we’re making are having such a positive impact.”

Antony Sheehan, Chief Executive

Quality Our quality, innovation, productivity and prevention (QIPP) strategy underpins the delivery of all our strategic goals and is central to our business unit planning. We continue to improve the quality of our services by improving our productivity and working with partners to integrate care, ensuring service users are cared for in the most appropriate and cost effective setting.

For full details on our approach to quality, please refer to our Quality Accounts (see page 66).

Research We support research work by academic and other institutions, clinicians in training and students engaged in postgraduate projects. We are always working to improve the contribution made by service users and carers to ensure that research undertaken is both acceptable and meaningful.

Our Quality Accounts provide more details in the section ‘Commitment to research as a driver for improving quality of care and patient experience’.

Infection control The Quality Schedule forms part of the formal contracting process with the commissioning arms of the PCTs. We are required to report regularly on aspects of the Quality Schedule, including infection control.

For more information on this, please refer to our Quality Accounts.

Targets and key performance indicators Our targets and key performance indicators mean a lot more than just a set of statistics. We recognise that they contribute to delivering high quality services to everyone who needs them. We have robust methods in place to closely monitor our targets. We review them regularly. We ensure that accurate information is widely available to all, including service users, our staff and the public.

In this last year, we worked hard to extend the availability of information. For example, our newly revamped website provides clear, easy-to-find information on a range of topics.

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Waiting times We know how important it is for our service users to be able to access help as quickly as possible. To enable this, our local target for waiting for a first appointment is 6 weeks.

We monitor waiting times carefully. We continually review how accessible our services are for the people who use them.

We continue to consistently achieve our target for most of our services.

Some services, for example, our Improving Access to Psychological Therapies Service (IAPT), have specific targets that we are working towards.

Other areas remain challenging. Where this is the case, we have concentrated on activities aimed at bringing waiting times down. We are closely monitoring these areas. This issue is particularly difficult for some of our psychological therapies but we continue to make progress and it remains a high priority for the year ahead.

Evaluating access on a wider basis We have been looking at a number of other issues, related to waiting times.

We monitor how long people wait for treatment after their initial appointment. We ensure that factors such as where people live, their ethnicity or gender do not affect access to services.

Giving people choices We continue to provide service users with as much choice as possible about the services they receive. We know that there remains more to do. But we are seeing people more promptly and our service users tell us that they like our approach.

For example: • We give everyone a choice of date, time and place for their

appointment. Where appropriate, we send appointment reminders. This has helped to reduce the number of missed appointments.

• We give people choices about the treatment they receive once they are in the care of our services.

Changes in activity in our Learning Disability services In the table below, the differences between 2008/09 and 2009/10 reflect the development of our services. Outpatient and community attendances have increased because:

• we are moving towards delivering as much care as possible in a community setting

• we are increasing our emphasis on providing services through social care

• we have improved our data recording, with the implementation of a new information system.

Hospital bed activity has increased because the Agnes Unit, our new assessment and treatment facility, became fully operational. It also has an increased remit to provide intensive support as part of a pathway back into the community for service users with high levels of need.

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Activity in learning disability services 2008/9 2009/10

Hospital occupied bed days 2,495 5,263

Occupied bed days in Health Homes 30,510 26,805

Outpatient/community attendances 15,528 22,926

Day care attendances 9,668 10,229 Changes in our Mental Health services activity We are establishing our new models of care. However, demand for beds remains high and this has contributed to the small increase.

The reduction in activity in community-based mental health services has arisen due to a change in commissioning arrangements for some aspects of LPT services. Despite the reduced volume of contacts, there continues to be a growing level of demand as community services become the focus for the delivery of care as close to home as possible.

Our day hospital activity has grown significantly with the remodeled service for older people providing more intensive input.

Services for other user groups have remained stable.

Activity in mental health services 2008/9 2009/10

Occupied bed days 140,304 141,842

Outpatient/community team attendances 311,362 307,631

Day hospital attendances 34,286 42,283

Annual Health Check - from ‘fair’ to ‘excellent’ in just one year We know that our staff have worked very hard and made substantial improvements in many areas this year. And it’s pleasing when others see the differences. The Annual Health Check rates the quality of healthcare services throughout England.

The latest results, announced in October 2009, show that LPT is now in the top 31% of the best performing mental health trusts in England. They rated the quality of our services as ‘excellent’ and our financial management as ‘good’.

2007 / 2008

2007 / 2008

2008 / 2009

Quality of our services

EXCELLENT FAIR

Financial management

2008 / 2009

FAIR GOOD

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“We are absolutely delighted with our ‘excellent’ rating for quality and for the ‘good’ score for financial management. This is a wonderful achievement, which has only been made possible by the fantastic contributions of our outstanding staff.

“We’re thrilled that our improvements have been recognised and we want to build on this success by continuing to transform and develop our services and improve the outcomes and experiences of people who use and work in our services.”

Antony Sheehan, Chief Executive

What the Annual Health Check covers The independent Care Quality Commission checked six key performance indicators: safety and cleanliness; waiting to be seen; standard of care; dignity and respect; keeping the public healthy; and good management.

They collate the results to provide an overall Annual Health Check rating that ranges from ‘weak’, ‘fair’, ‘good’ to ‘excellent’.

Inpatient Mental Health Survey - our doctors highly rated Knowing how our patients feel about their care and treatment is really important if we’re to keep our standards high. It shows us what we’re doing well and helps us understand what we could do better. The independent Care Quality Commission carried out a survey that asked patients about their experiences as an inpatient.

The results from patients who had used the LPT’s services showed:

High trust and confidence in our doctors

Highly satisfied with the time doctors spent with them

Felt doctors always treated them with respect and dignity

Highly satisfied with the way we explained their rights to them

“The survey is a valuable and informative tool and overall our scores are comparable nationally with other mental health trusts. Providing safe, high quality care is always a top priority for us, but especially for people in hospital who are often the most unwell and vulnerable of our patients. We recognise that there are areas where we could do better and we will continue to work with our patients and make changes to improve their day-to-day experience.”

Linda Stewart, Director of Adult Services

Who took part in the survey? The Care Quality Commission is the health and social care regulator for England. Their survey involved 7,500 people from 64 NHS trusts providing mental health inpatient services. Respondents were adults who had been inpatients for at least 48 hours. No one was an inpatient when they completed the survey.

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Our overall results The survey took place between April and June 2009. Overall, it showed that the hospital care and treatment LPT provides is broadly in line with national expectations. The survey did highlight some areas for improvement. We were aware of these and were already addressing them.

Example: helping patients settle into their ward The survey asked patients how well we helped them become familiar with the daily routine on the ward when they arrived. We have just introduced ward booklets. We asked patients to help us develop them. They are clearly written and contain useful information about ward routines, mealtimes, visiting times, ward forums, confidentiality and advisory services. Patients have their own copy to refer to throughout their stay.

PEAT - ‘excellent’ ratings for food, privacy and dignity and environment Hospital food and cleanliness are essential elements in caring for patients and giving them confidence in healthcare. Our staff are committed to maintaining the highest standards. The PEAT (Patient Environment Action Team) inspection results for 2009 show how successful they are:

• All of our 11 inpatient areas received ‘excellent’ or ‘good’ ratings.

• Montrose Court and The Firs improved their environment rating from ‘acceptable’ to ‘good’.

• Many of our inpatient sites were rated as excellent for more than one aspect of care.

Excellent food

Brandon Mental Health Unit The Evington Centre The Agnes Unit The Glenfrith Unit The Firs Mill Lodge, Kegworth The Herschel Prins Centre

Excellent privacy and dignity

Brandon Mental Health Unit The Evington Centre The Agnes Unit Mill Lodge, Kegworth Stewart House Tarry View

Excellent environment Agnes Unit

“Receiving ‘good’ or ‘excellent’ for each of the eleven inpatient sites is wonderful and the results are a tribute to the on-going hard work of our staff. This recognition from an independent team shows that the efforts we are making to improve our inpatient environments are having a very positive effect.”

Gerald Bristow, Head of Estates and Facilities

Who took part in the assessment? Patients, patient representatives and members of the public took part in the assessment process. In 2009, the assessments were carried out between 5 January and 17 April, in 1,265 sites from 321 trusts.

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What PEAT assesses PEAT measures improvements in the non-clinical aspects of patient care, including the environment, food and dignity and privacy within buildings. The results help to highlight areas for improvement and share best practice across healthcare organisations in England.

The team inspected standards in food, cleanliness, infection control and the patient’s environment (bathroom areas, décor, lighting, floors and patient access) to give an overall rating. The PEAT inspectors asked questions designed to measure patient satisfaction.

Estates - creating quality environments Our Estates staff play an essential role in helping us to deliver modern services in high quality environments that are in good condition. Results, such as those from PEAT above, show how effective our Estates staff have been.

In the last year, our Estates staff responded to more than 22,000 maintenance work orders related to LPT properties.

The Capital Planning & Development Teams carried out a wide variety of works during the last year, including:

• upgrading all the bathroom and toilet areas in the Brandon Unit

• the continued refurbishment of a number of the Learning Disability group homes to maintain the quality of their environment prior to their planned closure in 2010/11 as people move into smaller and more community focussed units.

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Completing the redevelopment of Heather Ward at the Bradgate Unit was a major milestone. It is now an all female ward. All its bedrooms are single, with en-suite bathrooms. This is the first phase of redeveloping the entire site to transform it into a centre of excellence for adult, acute inpatient services.

Sustainability - our champions plan our actions We aim to operate in a responsible and sustainable way at all times. We have already seen how responding to issues of sustainability can actually enhance communications and connectivity so that everyone benefits.

In this last year, LPT engaged fully in the Government’s and the Department of Health’s sustainable development agenda.

What we’ve done this year LPT approved a sustainable development strategy and a management plan, led by a group of 'champions' and chaired by our Chief Operating Officer.

The champions developed an approved action plan, covering all the key Department of Health objectives, described below.

a) Transport We carried out a full review of our transport energy costs and made a range of recommendations that are now being considered or developed. As a result of our review, we introduced a cycling scheme for LPT staff.

b) Procurement and community engagement We are reviewing our procurement practices. We will ensure that we purchase goods and services in ways that maximise positive benefits, minimise negative impacts on society and add value to social cohesion.

c) Facilities management We introduced the following initiatives:

• energy audits and publication of the energy efficiency within LPT premises

• improved metering and monitoring of energy usage

• identifying improvements to the environment and waste management/ recycling.

d) Sustainable new buildings and our Estates strategy We are using the Building Research Establishment’s environmental assessment method (BREEAM) to ensure that an excellent standard is achieved in all our new buildings.

e) Employment, skills and welfare We are introducing training to develop skills related to carbon and environmental issues as well as a healthy workplace.

Partnering to share ideas and activities We are working closely with local authority and healthcare partner networks to share ideas, promote sustainable development and engage in beneficial collaborative initiatives. We are promoting these initiatives, using a poster campaign and staff awareness sessions.

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Regular reporting and reviews Progress with LPT’s strategy and management plan are kept under constant review, with regular reporting to the Trust’s Strategic Programme Board and Trust Board.

Emergency planning As an NHS organisation, we must have a robust emergency plan that describes how we would respond to an emergency. An emergency can be an event or situation that threatens serious damage to human welfare, to our environment or to our national security.

LPT does a lot of work with other organisations, to ensure that we are ready. Planning covers how we would communicate with everyone in our area to let them know what to do. It also covers how we would function during an emergency and how we would manage and recover. We work with our Local Resilience Forum (LRF), which helps local councils, health and emergency services and other organisations work together to respond to a major incident.

The main issue during 2009/10 During the past year, we concentrated on planning for, and managing, the impact of the swine flu outbreak on LPT services.

We worked very closely with the Leicester, Leicestershire and Rutland LRF and with healthcare partners across the East Midlands. We took part in a joint exercise with our East Midlands healthcare partners to test our plans and approach.

Our response During the peak of the outbreak, LPT’s Emergency Planning Group met weekly, chaired by LPT’s Chief Operating Officer. It checked that plans were reviewed and revised and that, where appropriate, we were taking an approach in line with our healthcare partners.

Our work included: • making sure that we kept the public, service users and staff

informed • providing a successful vaccination programme for those at

risk in the community and for our staff

• regularly updating the LPT Executive Team and the Trust Board.

Valuable lessons learnt for the future On reflection, LPT and healthcare partners have learnt a lot from this experience. We are using it to improve our plans and our planning processes for the future. We still remain vigilant to any swine flu risks.

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Risk management - identifying and responding to potential risks We take our responsibilities for maintaining a sound system of internal control very seriously. The proactive, continuous management of risk is a practical way of identifying and responding to potential risks and is essential to efficiently and effectively delivering our vision and our strategies.

As part of our Board assurance framework, our system is designed to manage risk to a reasonable level. We have a clear structure of accountability and an active process that identifies and prioritises risks. Our risk management strategy is part of our integrated governance arrangements, covering quality, risk, performance and guiding our staff in managing risk.

The Head of Internal Audit has given significant assurance that LPT has a generally sound system of internal control, designed to meet the organisation’s objectives and that controls are generally being applied consistently.

Clear structure of accountability We have a set of responsibilities and reporting arrangements from Board level down, as illustrated in the table opposite.

An active process to identify and prioritise risks We have a process that evaluates the likelihood of risks occurring, their impact if they did and how we can manage them efficiently, effectively and economically. Exception reports to the board on high risks are reported, as required, along with monthly risk reports.

At a corporate level, the corporate risk register sets out the principal risks to achieving our key objectives. It details action plans to mitigate and manage them.

At an operational level, we use a wide range of information sources and internal analyses to identify risks. The risk is assessed, recorded, rated and monitored by appropriate individuals, working groups and committees. This informs how we allocate and prioritise resources. We record all risks to the delivery of our corporate goals on the corporate risk register.

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Role Responsibility

Trust Board Ultimate responsibility for risk management. Agrees the annual statement of internal control. As part of the board assurance framework, needs to be satisfied that appropriate policies and strategies are in place and that systems are functioning well.

Audit Committee Reviews our systems and processes. Confirms their effectiveness to the Trust Board.

Chief Executive Ensures an effective risk management system is in place, statutory requirements are met and Department of Health guidance is followed.

Director of Quality and Innovation

Supports the Chief Executive. Manages the strategic approach to risk management. Ensures the risks against the delivery of our strategic objectives are identified at all levels of our organisation.

Executive Directors Corporate responsibility for the day-to-day management of risk against strategic objectives. Ensure that systems are in place to manage risks and monitor performance against delivery of mitigations.

Performance and Assurance Executive (PAE)

The risk management sub-committee of the Trust Board. Scrutinises our performance against all national and local targets. Needs to be assured that LPT is achieving the required performance levels against all national targets. Where we don’t achieve the required level, they need to be assured that appropriate plans are in place to achieve it within agreed timescales.

At an operational level, we use a wide range of information sources and internal analyses to identify risks. The risk is assessed, recorded, rated and monitored by appropriate

individuals, working groups and committees. This informs how we allocate and prioritise resources. We record all risks to the delivery of our corporate goals on the corporate risk register. A successful board assurance framework Our board assurance framework provides us with a comprehensive method for effectively managing the principal risks to meeting our strategic objectives. It demonstrates how risks are communicated throughout LPT. It identifies the objectives that are at risk due to either inadequate operational controls or insufficient assurance. At the same time, it provides structured assurances about where risks are being managed effectively and objectives are being delivered.

Detailed guidance supports our risk management A set of standing orders/ standing financial instructions (SOs/SFIs) underpin our governance and assurance processes. They have been brought up-to-date and are approved by the board annually. This ensures that they remain current and reflect our organisation.

Other detailed guidance clearly explains the process for assessing and managing risk, including

• how to use a common evaluation method to help prioritise risks and improvements to controls

• how to identify risks at department, directorate and corporate levels and manage them, including implementing additional controls if needed

• how to rapidly escalate a risk to corporate level when needed.

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Statement of internal control A full copy of the statement of internal control is available free of charge from:

Sue Hitchenor Managing Director of Finance Leicestershire Partnership NHS Trust George Hine House, Gipsy Lane, Leicester LE5 0TD Telephone 0116 225 6544 Information Technology - enhancing our services LPT has a huge amount of data to record and manage. The Information Management & Technology Team (IM&T) provides an essential support service. The team manages everything from buying new hardware and software, to maintaining equipment and systems. Their initiatives, described below, improve the way we work and enhance our service users’ care and experiences.

Secure and Share programme We have taken some major steps forward this year in the way we manage our electronic records. We initiated Secure and Share, which is a programme designed for all services and staff within LPT. It sets out a standard approach for electronic document storage and management.

The programme has set agreed LPT-wide standards to be implemented and project plans are in place to start up the programme.

Connecting for Health national agenda We continue to work with developments in the Connecting for Health national IM&T agenda. We have put in place a complete options appraisal work package to assess future clinical system requirements. The report is due in June 2010.

e-Prescribing The Trust is one of the first in the country to introduce the Electronic Prescribing programme (e-Prescribing) across all of its services. The new system enables medications to be managed electronically, which helps to reduce errors, improve record keeping and the time taken to do drug rounds. The new, easy to use system has been exceptionally well-received by staff.

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Internet access for service users We installed internet facilities in all our inpatient and day care areas. Now service users can access internet facilities, enabling them to visit networking sites and other sites conducive to their recovery.

This work was a response to feedback from service user forums and directly responds to their needs and requirements.

Replacing and refreshing all desktops We are continuing to replace and refresh all desktop IT hardware, under the LPT’s capital programme of work. We have worked on an ‘oldest first’ basis.

Our new equipment is capable of supporting the overall IM&T future and visions for LPT, so essential in creating a modern IT environment for us.

Locality and flexible working LPT are implementing ‘locality working’ and want to introduce more flexible working arrangements. We successfully piloted full mobile working within the Learning Disability services. We introduced modern flexible technology, combined with procedural and operational changes. This gives us the potential and plans for future rollout.

We also installed over 75 wireless access points, countywide, to enable staff to ‘drop-in’ to work at any equipped LPT base.

Information Governance - clear processes in place Information Governance has a specific role in the LPT’s overall governance arrangements. It sets standards for the way we handle all our organisational information. In particular, it sets standards for handling personal and sensitive information relating to all the people who use our services and to our employees.

We operate appropriate information governance to ensure that we comply with legal requirements, such as the Data Protection Act 1998, the Freedom of Information Act 2000 and NHS requirements for information safeguarding and sharing. Achievements this year We reviewed our management structures and personnel to ensure that:

• responsibility for information risk is clear at Trust Board/Executive Director level

• appropriate support is in place.

We reviewed and updated our key information governance policies and procedures.

At the same time, we communicated with all our staff to ensure that they clearly understood their responsibilities for information handling and knew the processes to follow.

We took part in an initiative across the East Midlands to raise awareness of the importance of information governance for our staff.

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Data losses We take issues relating to the security of patient data and confidentiality very seriously.

LPT has not had any incidents classified with a severity rating of 3 to 5, which are described as ‘serious untoward incidents’ involving personal data.

There have been two incidents relating to other personal data during 2009/10.

The incidents were reported immediately and patients and families were given an honest and open account of what had happened.

As a result of these incidents, we have reviewed our policies relating to carrying notes that include personal data. We have also reminded all our staff of our policies, evidenced in the minutes of team meetings and supervision records.

Freedom of Information As a large public sector organisation, we're committed to openness and accountability. We fully support the aims of the Freedom of Information Act (FOI). It allows anyone, no matter who they are, to find out whether we hold any information on a particular subject and to receive that information in the format requested. The Act does include exemptions, covering any information that we may not have to release.

We respond to requests for information in line with the Act. During 2009/10, LPT received 80 freedom of information requests.

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Future plans and priorities We think the coming year of 2010-11 is going to be very busy for us. We have set our plans and priorities in the context of the markets we operate in and the challenging financial times. However, we believe that our expertise and the services we provide can add significantly more value to our communities. We want to add this value. We want to build services and relationships that help people enjoy the best health and well-being possible. We want to prevent people from becoming unwell in the first place. To deliver these plans and priorities, we are developing our Foundation Trust initiatives and we have set ourselves strategic objectives. Foundation Trust - becoming a real community Becoming a thriving NHS Foundation Trust is fundamental to successfully delivering our plans and our vision. It is also fundamental to the success of the local health economy. It will enhance our commitment to providing excellent treatment and support to those we serve when they become mentally unwell – this is our core business and it is important to us. We are accountable in meaningful ways A public, broad based, democratic representation gives us the opportunity for meaningful accountability - to the public and the communities we serve. It allows us to use, and build on, the knowledge, skills and experiences of service users and carers. Our planned activities with our members and within the Communities, Rights and Inclusion programme (CORIIN) illustrates the participation we welcome.

Encouraging a diverse membership representing the communities we serve Our LPT members are direct links with our local communities and all the interest groups. We actively seek our members’ views because we want our strategic priorities to be relevant to the people we serve. In particular, we’ll be seeking our members’ views on our plans and on potential service improvements. Our community sector partner governors will also play a significant role in seeking views from the public, using their strong links and influence. The diversity of our membership will be reflected in the governors that are elected.

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Creating a well-informed body of governors We have held four workshops aimed at LPT members who are interested in becoming Foundation Trust Governors. Governors need to be well informed so that they can discharge their statutory and support roles effectively. They need to understand the work of the Board of Directors and Trust Executive so that they can effectively review progress and the quality of our service delivery. Initiatives for developing our services We have met and discussed the issues with as many people as possible:

• our local communities in public forums • those who use our services and their families • our commissioners and partners. Our service teams or business units, clinicians and specialists have also completed local market analysis and careful planning. Our four key service development initiatives Improving access to psychological therapies (IAPT) This is a Department of Health initiative that aims at providing a full range of psychological services, delivered in community settings, using a range of workers with different professional and life experience backgrounds. We have created a joint venture in Leicestershire and Rutland with Rethink, a leading national mental health charity, and Assura, an independent primary health care service provider.

In Leicester, we are running a two-year pilot in partnership with the local voluntary sector and primary care, due to complete in 2011. It will transform our existing common mental health problems service (CMHPS) into an improving access to psychological therapies (IAPT) service.

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Acute inpatient centre of excellence We aim to develop a single site acute inpatient solution based around the Bradgate Unit, with a major redevelopment of existing wards and the addition of new wards and facilities. It will offer inpatients high levels of therapeutic care from a range of clinical disciplines, with individually tailored care plans and discharge planning. Care will be linked to the Crisis Resolution and Home Treatment teams who will be the single point of referral for admission. The massive improvements in care environments and care delivery will result in a centre of excellence for treating patients and for high quality research and training. The care model will be fully integrated with community services as part of a whole systems approach. We achieved a key step for this initiative when we opened the 18-bed Heather Ward, our first female-only acute ward in 2009-10. Agnes Unit centre of excellence For the financial year 2009/10, NHS Leicester City and NHS Leicestershire County and Rutland commissioned 16 of the 20 available beds at the Agnes Unit. To make optimal use of the remaining four beds, there is an opportunity for patients who are currently being treated out of this area to be treated nearer to their homes and their families. This would generate additional income to enable our learning disability business unit to develop its reputation and secure an increase in market share.

Re-provision of learning disability health homes A range of white papers and the national Valuing People Now strategy drives national policy for learning disability. They set a clear policy that it is no longer appropriate for people with a learning disability to live within NHS campus provision. As part of our plans, and in response to the Valuing People Now strategy, we are working with local authority and health commissioners to replace current NHS campus provision with a supported living model located in local communities. We have developed ambitious plans for modernising learning disability services. This includes a radical redesign of the existing care pathways and services. Integrating initiatives into our plans Our initiatives are central to our future plans and have been approved by the Trust Board. We have also shared our plans and assumptions with our commissioners to ensure developments are aligned with their plans.

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Social responsibility and involvement Involving service users, carers and people from our communities is essential if we are to deliver the services required to meet local needs at the level of excellence that people deserve. LPT’s core purpose is to advance people’s health and well-being through the development of communities, rights and inclusion. It’s not just about recognising the rights people have and the discrimination they can face, or just about addressing the difficulties too many people experience in attempting to secure the services they’re looking for. It’s that, in addition to those things, a central part of our role is to champion people’s rights, to make sure that as a Trust we do not discriminate and do everything we can to support the great potential in everyone. Our commitment is to go the extra mile so that people experience the best possible quality of life and feel a valued part of their community. Engaging, involving and including people We place the principles of communities, rights and inclusion at the very heart of our vision and strategy. We have a strong communities, rights and inclusion programme, or CORIIN as it is known. During 2009/10, CORIIN contributed to our being recognised as a leading organisation in this area. We are setting a new benchmark in going beyond legislative and policy objectives. Reaching out to different communities Living through the CORIIN principles, we have engaged with people and involved them in a variety of events and actions during the year.

We completed a clinical trailblazer

Community development workers and two local Black and Minority Ethnic community organisations – Adhar and Akwaaba Ayeh - provided a shared service with clinical and nursing staff on one of our acute wards.

We re-established the Young Black and Minority Ethnic carers group

By seconding staff time, we helped Adhar re-establish the young carers group on a regular basis.

We increased the number of members taking part in many events

We held a wide range of events in local communities, targeting young people, men and people from disadvantaged areas. Members also took part in:

Mental Health Act Managers Panels Patient Environment Action Team inspections Review of community services for older people Listening and Working Together workshops Let’s Talk About Health seminars.

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We celebrated World Mental Health Day

We joined many community partners to celebrate World Mental Health Day.

Our involvement strategy We consulted with over 400 service

users, carers and community group members to establish our involvement strategy.

Our involvement centre Our involvement centre gives service user and carer groups space to use computers and phones, and hold meetings.

Protecting rights and promoting inclusion In 2009/10, CORIIN enabled us to especially ensure that our service users and carers feel involved and are able to take part in our decision making and planning. Race equality and cultural capability training

We took part in a regional training-the-trainers programme on race equality & cultural capability.

Delivered three pacesetters programmes

The programmes focused on:

• diabetes amongst South Asian people with mental health problems

• women with learning disabilities accessing cervical screening

• employment of people with mental health problems.

Tackling stigma and promoting awareness of well-being and mental health

We worked with community development workers to develop closer relationships with the Somali community to promote well-being and mental health awareness.

Working with the arts and inclusion

We supported Showcase Live in partnership with BrightSparks Arts in Mental Health Group, Akwaaba Ayeh and Renaissance One. We also ran our second successful touring open art exhibition.

Multi-faith chaplaincy We extended our chaplaincy provision to include multi-faith chaplains from the Muslim, Hindu, Buddhist and Sikh communities.

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Improving organisational effectiveness – delivering our strategic goals and objectives A key objective of our CORIIN programme is to ensure that we maintain our reputation for delivering on the values that underpin our mission. This includes improving our partnership working and continuing to be service user, carer and community centred in our delivery of high quality services. To strengthen our assurance to the Board about this, we established the Communities, Rights and Inclusion Committee in the summer of 2009. Its aim is to provide assurance on delivery of our CORIIN programme and achievement of our strategic objectives and statutory duties in respect of community engagement, rights and inclusion, with both internal and external stakeholders. We want our members to become a real community of influence We want our members to help us shape the future direction of LPT. To achieve this, we are continuing to develop strong partnerships with community groups and organisations to spread the word that people can and should have their say in how services are developed. We formally welcomed our staff members during 2009. Many of them are interested in becoming Foundation Trust Governors, representing staff on the Council when it is formed. We have set up a Prospective Governors Forum, helping members to understand more about current developments.

Opportunities for members and others to get involved • Some members have joined our Mental Health Act Hearing

Managers Panels. Panel members are independent, trained and ensure that patients are detained only as the Mental Health Act would allow or advise.

• We took the lead in developing a Women’s Mental Health Network, set up to consider issues relating to women experiencing mental health difficulties. Members were invited to join the network and have been helping to address some of the issues raised.

• We ran our first Listening and Working Together workshop for members. It focused on LPT’s development of ‘Quality Accounts’. Members commented on what elements to include, how to present the accounts and how to communicate them.

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• Panj Pani and EAVA FM have promoted LPT membership. We have also joined in live interactive discussions on various aspects of mental health with listeners.

• We held our second members’ festive evening to celebrate a year of involvement and influence in shaping the organisation. This included round-table discussions with our five service teams, or business units.

• Our Older People’s Community Mental Health Service team held a review day where members, staff and our partner representatives discussed future developments, our plans and priorities.

• Our members joined in the launch of our Patient and Public Involvement Steering Group. The Group aims to promote involvement of the public, service users and carers in improving services and understanding the services we provide.

• We held our first Let’s Talk About Health seminar. Antony Sheehan, our chief Executive, and Philip Parkinson, Chairman of NHS Leicester City, explained how local NHS organisations are working together to tackle some of the problem health areas in the community. Our Let’s Talk About Health seminars will continue each month. They will cover areas such as children’s behavioural difficulties, the baby blues, learning disability parenthood, dementia - all topics chosen by members of the public.

• Our NHS Open Art Show demonstrated how creating or viewing art can be a fantastic way to promote your own mental health and wellbeing. It also showed some of the amazing talent of the people who use our service.

• We joined the Black Future group and Akwaaba Ayeh for a Youth Question Time. Young people questioned our consultant therapist, Dan Pearson, who works in our Psychosis Early Intervention and Recovery team (PIER). The event was open to all and focused on eradicating some of the myths young people had heard about mental health.

• We welcome the NHS Young Ambassadors, a voluntary group of local young people. They want to work with other young people to promote positive messages about mental health and well-being, and encourage young people to become members of LPT.

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Helping patients and the public to get involved Getting our service users and the public involved in what we do is very important to us. We want to give them the opportunity to play an active role in helping to shape our organisation and the services we deliver to their communities.

Our priorities in the past year During the past year, LPT worked with local groups, service users and carers to develop our Involvement Strategy 2009-2012. It focuses on getting service users and carers involved. We carried out some surveys gathering information from service users and carers. We began to embed the experiences of service users and carers inside our governance structures. We provided employment opportunities for people with experience of mental ill-health, through the Future Jobs Fund. We produced training, developed with carers, so that our staff understand more about the caring role. We developed stronger links and started some initiatives with the voluntary sector. Compact agreement - enabling collaborative partnerships We signed up to the local Compact agreement. This agreement involves the local council, other public sector agencies and local voluntary and community sector organisations working together. It can also include the local private sector. The aim of Compact is to create a holistic, cross cutting approach to collaborative partnerships. It helps to reduce duplication, secure better value for money and more responsive and accessible services.

LINks - local involvement networks with a stronger voice Sometimes service users have felt that they don’t have a strong enough voice to change aspects of their health or social care. The new local involvement networks (LINks) aim to give communities a stronger local voice. We work with three LINk organisations, representing Leicester City, Leicestershire County and Rutland. Together we promote and support people getting involved in monitoring how we provide local care services (healthcare and social care). We also benefit from listening to their views of people’s needs and experiences of local care services. We can use their views to develop new strategies and make recommendations. We worked with the local LINk to consider how we provide services for people with dementia. We have responded to requests for information on service provision and quality. As part of this, we invited the local LINks and partner organisations to our Listening and Working Together events. They told us what they would like to include in our first Quality Accounts and became part of developing our ‘quality story’. Volunteers

“Volunteering is the commitment of time and energy for the benefit of society and the community outside one’s immediate family. It is undertaken freely and by choice, without concern for financial gain.”

Volunteers play an important role in helping LPT care for our service users. They help our hard working clinical staff provide a better service and experience for patients. We value highly the work volunteers do - we have an annual ‘Thank you’ evening to show our appreciation.

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We recruit our volunteers carefully, looking for a cross section of our community to ensure that we can meet everyone’s needs. We offer volunteers induction training and other learning activities. We always reimburse volunteers’ travel expenses because we wouldn’t want them to be out of pocket.

Our volunteer services have grown during the last year. We are offering increased levels of service and support to patients, staff and carers/visitors. Here are some interesting facts:

• Number of currently active volunteers: 215 • Enquiries from people wanting to volunteer: 180 Volunteer drivers scheme - one of the highlights The volunteer drivers scheme has become increasingly popular this year. Volunteer drivers use their own vehicles to transport service users, carers and – occasionally – members of staff around the county and beyond. They have seen unprecedented increases in demand.

• Miles covered over the last 12 months: 265,700 • Total number of drivers: 32

The Coffee Shop - doing a roaring trade Our Coffee Shop now opens on Monday, Wednesday and Thursday evenings. The figures speak for themselves:

• Total number of volunteers running the coffee shop: 6 • Coffee shop takings up to March 2010: £2,852.67 • Profit for the year: £658.26 Variety of services that volunteers provide The services that volunteers offer may not be strictly essential to health care. But they make a difference to service users’ well-being - maintaining their dignity. They offer an opportunity for service users and the public to spend time together. When an inpatient feels isolated in an unfamiliar hospital environment, they take great comfort from a volunteer willing to spend their free time with them.

Volunteers give the time they can. It might be helping at a one-off yearly event for fundraising or Volunteers Week or a number of hours each week. Our action plan The Voluntary Services Group has recruited its first Voluntary Services Coordinator, which is a full time role. We expect to expand our responsibilities as we meet core targets, such as becoming accredited in mentoring and befriending. We also aspire to meet LPT’s core strategic goals allowing us to ‘engage communities’ and ‘increase inclusion’.

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We commit to the shared values and responsibilities in the NHS Constitution The NHS Constitution gives us the key principles of respect and dignity, commitment to quality of care, compassion, improving lives, working together for patients and an approach that ensures that everyone counts. We pledged our commitment to the Constitution in October 2009. Its principles were already at the heart of our services and closely reflected our own declared values. The NHS Constitution sets out the rights, pledges and responsibilities of staff, patients and the public. In just one document, it describes what each person in England can expect

“Here at LPT we are committed to providing our service users and staff with respect, dignity and the highest standards of care – values which are highlighted throughout the Constitution. As a Trust we have worked hard to develop our own set of values – with respect, quality care, rights and inclusion at the centre of all that we do – a spirit which is echoed in the NHS Constitution. We were happy to sign up and pledge our commitment.”

Antony Sheehan, Chief Executive

We plan our service improvements in response to the Constitution’s principles so that we centre those ideals in everything we do. Current developments underway include:

• same-sex accommodation on all wards, giving patients dignity and security in their environment

• a Releasing Time to Care scheme, helping staff to spend more of their time directly caring for patients and their individual needs

• working with partners on the exciting improving access to psychological therapies programme, offering faster, flexible access to a range of quality psychological therapies at times and locations convenient for the service user.

Responding quickly and personally to complaints We follow the new national procedure for dealing with complaints. In most cases, it enables us to respond to complaints more quickly and personally. As part of this, we have implemented the Principles for Remedy good practice, issued by the Parliamentary and Health Service Ombudsman. The good practice principles contained within this are:

• getting it right

• being customer focused

• being open and accountable

• acting fairly and proportionately

• putting things right

• seeking continuous improvement. We are putting these principles into action in a variety of ways, including training for staff. Receiving feedback from our service users and their families helps us to improve our services. Sometimes it helps us to develop new services or make our services more accessible. Of course, we really like to receive compliments. But comments and complaints are an essential way of evaluating whether we are meeting the needs and expectations of the people who use our services.

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Compliments - 45% up from last year

2008/09 2009/10

139 compliments

201 compliments

Collecting positive comments from our service users and their families helps us to identify good practice - sometimes small actions that worked very well. We make sure that we share these across LPT.

We have received compliments covering:

• the commitment, kindness and professionalism of our staff

• the speed and efficiency with which we dealt with an enquiry regarding access to medical records

• how our unique service enabled a service user to keep their job

• the quality of service at a day unit.

Complaints - almost 5% down from last year

2008/09 2009/10

235 complaints 224 complaints

Complaints tended to relate to staff attitudes, nursing care and clinical treatment. We have an atmosphere where service users or their representatives feel they can raise their concerns with our staff. We pay immediate attention, locally, to the individual’s requirements and the issues they have raised. Learning from complaints We have a straightforward complaints process, so that we can hear from you, respond and learn without any fuss or delay. We have a leaflet that explains what people using our service need to do. They can make a complaint verbally or in writing, to any member of staff, to a ward matron, to the Complaints Advisor or to the Patient Advice & Liaison Service (PALS).

We include details on the complaints we receive in a number of monthly, quarterly and annual reports. The LPT-wide TRAIL (Talk, Reflect, Act, Improve, Learn) report includes lessons to be learned from incidents and complaints. It's one way of sharing and learning and increasing staff confidence in the incident reporting process.

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Lessons we have learned from complaints cover issues such as:

• communicating effectively with service users and carers during admission

• maintaining continuity of care when a member of staff is absent for a long period

• taking care with correspondence sent to service users

• effective communications with GP’s after discharge. Independent reviews by the Health and Parliamentary Ombudsman If someone remains dissatisfied after following our complaints process, they can ask for an independent review by the Ombudsman. In 2009/10, 11 complaints went to the Ombudsman. Of the 11 complaints, one has been upheld although we are still awaiting the decision about some complaints. PALS – “We’re here to help” The Patient Advice and Liaison Service – PALS – is a free confidential service to help service users, their relatives and carers find answers to questions and resolve concerns about the care and treatment they receive. PALS doesn’t replace the existing complaints procedure. We don’t try to prevent people from complaining. But we do try to sort out problems before they get to the stage where people feel they need to complain.

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The number of PALS enquiries has increased

2008/09 2009/10

105 enquiries 264 enquiries

We received enquiries by phone and from visitors to the PALS office. There were all sorts of enquiries. We helped in a variety of ways, such as directing them to the statutory and voluntary sectors, locally and nationally, giving advice and support and resolving concerns and issues with the help of LPT frontline staff. Latest activities and plans We now have two PALs volunteers. One visits the Bradgate Unit each week and visits all of the wards picking up any issues which are forwarded to the PALS co-ordinator to action. The other volunteer helps with the administrative duties. We are implementing a ‘Quick Win’ feedback board. This shows everyone the changes/improvements that LPT is making. We are fostering closer working links with Voluntary Services. Where to find PALS PALS is a confidential service and can be contacted at: Leicestershire Partnership NHS Trust Bradgate Mental Health Unit, Glenfield Hospital, Groby Road, Leicester LE3 9EJ Telephone/Fax: 0116 225 6647 Mobile/Text: 0791 720 2647 Email: pals@leicspart.nhs.uk

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Valuing our workforce It’s very important to LPT that our staff feel valued and have good experiences at work. We want to develop them so that they have every opportunity to become the best in their fields. We do this by helping them to increase their skills, ensuring our training gives them the highest competencies and provides them with the right development opportunities. The people who work for us We have a diverse, highly skilled and experienced workforce that helps us to meet the varied needs of the communities we serve. In March 2010 we employed 2896 people, equating to 2544 full time posts, including nurses, secretaries, domestic staff, doctors, pharmacists, administrators, managers, occupational therapists, accountants, psychiatrists and psychologists.

How we support our staff Our policies clearly state that we practice giving our staff equal opportunities for employment and promotion, based on abilities, qualifications and suitability. We encourage applications from all sections of our local community. Equal opportunities Our Equal Opportunity policy and our policy in relation to disabled employees are at the heart of our employment practices. We would especially like to help people who use our services to apply for jobs. We take part in the UK-wide Mindful Employer initiative that aims to increase awareness of mental health in the workplace. LPT is one of the first Trusts to create new jobs in health for people with mental ill health or learning disabilities under the Future Jobs Fund. Valuing diversity We serve a very diverse population. We want our workforce to reflect that diversity. We believe that the diversity of cultures and lifestyles represented in our workforce adds to our understanding and awareness of the very varied needs of the people who use our services. Flexible approaches to working We recognise that people are happiest when they can balance their work life with their personal life. We take pride in agreeing to as many requests for flexible working as we can. We have staff who have chosen part-time working, job-sharing, annualised hours and term-time only working. Our Human Resources department supports many requests for maternity and paternity leave, compassionate or carer leave, parental leave, adoptive leave and career breaks.

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Support and advisory services We meet regularly with staff representatives. Our staff have access to a range of support and advisory services, such as:

• the occupational health service - who will give staff a friendly, listening ear

• the confidential counselling employee assistance helpline (AMICA)

• the Disabled Staff Support Group

• the Black Minority and Ethnic Staff Support Group

• the Carers Support Group

• the Sexual Orientation Equality Group. If a member of staff has concerns about an issue that affects our delivery of services or patient care, they can contact LPT’s staff ombudsman for advice. If they have concerns about a work issue, they can contact their trade union representative or a member of our Human Resources team. Managing staff attendance During this year, we launched a revised management of attendance plan to help us reduce absence rates. Our rates have fallen by just over 10% to 4.92% in March 2010 (5.71%* on average during 2009), which is under our local target of 6% and the national target of 5.75%. [*To be consistent with ‘Cabinet Office’ data reported by Central Government, the average % working days lost (5.7%) is based on calendar years (January 2009 – December 2009) not financial years (April 2009 – March 2010). The department of Health considers this to be a reasonable proxy for financial year equivalents]

We are rolling out a new electronic staff record that will enable employee self-service on a number of issues, including the

recording of absence. This will give us more timely and accurate information. We are also developing our well-being strategy to support the health and well-being of our staff. Staff engagement and communications Engaging and involving our staff is an incredibly important part of what we do at LPT. We recently launched an engagement programme designed to keep all staff as informed as possible about our future direction and vision. This programme was in response to comments from staff that they did not always feel as informed as they would like about changes taking place in the organisation and their wish to have more information. A two-way engagement programme Members of the Executive Team met and talked with staff from a variety of locations and teams throughout the organisation, inviting all members of staff to attend. The topics they covered included the latest developments and objectives of LPT, such as centres of excellence for inpatient care, governance and risk, foundation trust status and integrated locality services. Not only were these meetings a way of ensuring that all teams are aware of the direction LPT is taking, but they also provided staff with the chance to discuss any issues with senior management and get a real understanding of the reasons behind the changes and improvements that are taking place. These key messages were also delivered to all staff via a series of short cartoon booklets, which gave a clear, condensed and easy-to-understand summary of our key developments.

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We encourage participation in innovation, planning and improvements We are very clear that staff need to be equipped with information, involved in discussions and supported through learning and development to participate effectively in the innovation, planning and delivery of service improvements. Staff, therefore, have also been engaged and developed through:

• a leadership development programme for over 150 leaders, which involved an intensive five-day programme Plans for 2010-11 include an additional programme for team leaders as part of an effective team development programme.

• quarterly meetings of the Senior Leadership Group providing opportunities for leaders from all areas of LPT to meet, discuss and share the issues that we are dealing with

• regular weekly and monthly communications issued to all staff.

• the development of e-Source, a new staff intranet. Devolving responsibility We have strengthened clinical engagement in service development and delivery by devolving greater responsibility and authority to the clinical directors and locality general managers who lead our five clinical business units. Our staff are also members Almost all of our staff are also formal members of our organisation, in preparation for LPT becoming a NHS Foundation Trust. As members, they will have the opportunity to elect three people as staff governors to sit on our future Council of

Governors. Through these representative governors, staff will have direct input to discussions on the future strategies and plans of the organisation. Feeling involved helps move us forward Involving our staff is a continuing process and we are developing our staff engagement programme to build on these foundations. It is our aim to ensure that every member of staff feels well informed and involved in the future of LPT – understanding future plans and inputting to their development, knowing why decisions are made and appreciating that they are all key to moving us forward and improving the quality of our services.

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Learning and development We place a very high priority on training and developing all our staff, including encouraging them to continue with their own professional and personal development. We want all our staff to have the skills they need to enable them to perform their roles successfully. Variety of learning experiences this year We organised a comprehensive Leadership Development Programme for over 150 senior leaders (senior clinicians/managers). We provided a variety of training for: 941 new staff, to increase their knowledge of how we work 514 staff, to develop skills in various aspects of our work (covering the mandatory training requirements). Some of our staff attended courses in our local universities and some attended external conferences. We developed the Learning and Improving In Partnership course in partnership with De Montfort University and East Midlands Development Centre, for service users, carers and staff. For more details, please refer to our Quality Accounts (see page 66). LPT Academy Our LPT Academy provides a structure for training staff and supporting them during change. It is a key part of our plan to continue to develop a skilled and flexible workforce equipped to provide modern mental health and social care services. In the LPT Academy, we work with users and carers, higher education institutions, and private and third sector partners.

Together, we focus on ensuring that all of our training and research findings are applied in practice, with outcomes or impact measured. Please see our Quality Accounts (see page 66) to read about our plans for the Academy in 2010/11.

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Personal development plans We want every member of staff to take part in an appraisal and personal development plan (PDP) discussion with their line manager at least once a year. We set a target for 80% of staff to have a PDP in place that had been agreed within the previous 12 months. Setting the target at 80% allows for people who are on maternity leave, on sick leave or are new to LPT, who might not yet have had the opportunity to agree a PDP. Our 80% target was achieved during most of 2009-10. We intend to maintain the target. Staff survey results and actions We rely on our staff to deliver our high quality services. We want them to have high job satisfaction and to feel that they are supported in developing and delivering top quality care. The independent Care Quality Commission carries out an annual staff survey, allowing them to give us feedback on their experiences and opinions. We have paid particular attention to the issues raised in the findings published in March 2009. We took the actions below during 2009-10 to help staff deliver the best care they can and to demonstrate how much they are valued. Improving communications and staff engagement Our new staff engagement programme included Executive Directors meeting with local teams and a series of information briefings and leaflets highlighting our key priorities, new developments and most important management systems. We are also testing communications methods to find which are the most effective and what information staff want to receive.

Reducing work related injury and stress • We updated our stress management action plan.

• We joined the national Mindful Employer initiative, aimed at increasing awareness of good mental health at work.

• We have a new risk reporting system. It allows faster actions to manage violence, bullying or harassment experienced by staff.

• Enhancing experiences of equality and diversity • We improved our monitoring to check that all staff have equal

opportunities to progress their careers and access training.

• We set up a mentoring programme for staff aimed particularly, but not exclusively, at those from Black and Minority Ethnic communities.

Running internal staff surveys We carried out the first of a series of internal staff surveys in the final quarter of 2009-10. Regular staff surveys will give us more timely information and will measure our progress.

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How we are organised Our Trust Board heads up a governance structure that includes a number of key committees. These committees provide assurance to the Board about different aspects of our work. Good governance leads to better patient care. It enables the Trust Board to demonstrate their accountability to local people for safely and effectively running their health service. Governance Our integrated governance structure is founded on the principles of robust Board assurance. It focuses on ‘Ward to Board’ communication of issues such as safeguarding vulnerable adults and children, infection control, financial stewardship, probity and performance management. This structure supports our system of internal control. It ensures that all significant risks are properly considered and communicated to our Board. Our Chief Executive, as accountable officer for LPT, has overall accountability and responsibility for information governance. Lead Directors co-ordinate actions that ensure our effectiveness. The senior information risk owner (executive nurse) acts as an advocate for information risk on our Trust Board and in internal discussions. Current processes that we support and monitor include:

• self-assessment

• reviewing our compliance with the Care Quality Commission standards and information governance toolkit requirements

• regularly reviewing our assurance framework

• carrying out clinical audits

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Members of the Trust Board 2010-11

John Short Sue Hitchenor Antony Sheehan Tony Harrop Nigel Sudborough Anna Vale Chief Operating Managing Chief Executive Chairman Non Executive Non Executive Officer Director of Finance Director Director

Dr Sab Bhaumik Jackie Ardley Chris Burns Roger Miller Nagesh Bhayani Prof Panos Vostanis Medical Director Director of Quality Non Executive Non Executive Non Executive Non Executive Performance and Director Director Director Director Planning

Frank Lusk* Lord Kamlesh Patel* Fiona Darby* Director of Associate Non Associate Non Corporate Affairs Executive Executive * Non voting Board member

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Key committees Our integrated governance structure The diagram below shows our key committees and reporting responsibilities.

.

* Performance & Assurance Executive

* Finance & Investments Committee

Trust Board

* Communities, Rights and Inclusion

Committee

# Senior Operational Group

# Senior Clinical Group

KEY

# Executive Director Chaired

+ NED Committee

Business Management Group

+ Audit

Committee

+ Remuneration Committee

* FT Programme Board

# Strategic Programme

Board

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Remuneration Committee Meets at least twice a year. Ensures there is a fair and transparent procedure for developing and maintaining our policy on executive remuneration and for fixing the remuneration packages of individual directors. Monitors and evaluates Executive and Senior Directors’ performance. Advises on contractual arrangements. Communities Rights and Inclusion Committee Meets every second month. Provides assurance on delivering our CORIIN programme and achieving our strategic objectives and statutory duties relating to community engagement, rights and inclusion with both internal and external stakeholders. Performance and Assurance Executive Meets every month. Formally reviews and monitors our performance relating to the monitor compliance framework, Care Quality Commission annual health check, our board assurance framework, our corporate objectives and our commissioners’ contracts. Audit Committee Meets at least eight times a year. Reviews regular reports from risk management, internal audit, external auditors, counter fraud and the lead Executive Director for limited assurance reports. Finance and Investments Committee Meets every month. Carries out financial reviews, including capital planning, and ensures actions to mitigate any major financial risks facing LPT are appropriate. Provides an

assessment of annual plan proposals, including for capital, future business opportunities and makes recommendations to the Board for approval of future plans and mitigation strategies. Strategic Programme Board Meets every month. Leads the development and delivery of our strategic programme, including working with our Primary Care Trust and Council partners. Currently leads our Foundation Trust application. Foundation Trust Programme Board Meets every month. Provides direction, leadership and assurance in successfully delivering the Foundation Trust programme and Board development. Our reporting cycle All our senior governance committees, listed above, report key issues to their parent committee and to our Audit Committee. They produce summary notes of the meetings within five working days. Our Audit Committee also receives regular reports from Executive Directors to gain a more detailed understanding of the work of various committees and to have the opportunity to further test assurances on process and delivery

45

Current membership of our key committees

Trust Board Remuneration Committee

Communities Rights and Inclusion Committee

Performance and Assurance Executive

Audit Committee

Finance and Investments Committee

Strategic Programme Board

FT Programme Board

Tony Harrop

Nigel Sudborough (chair)

Roger Miller (chair) (chair)

Panos Vostanis

Mr Nagesh Bhayani (chair)

Mr Christopher Burns

Lord Kamlesh Patel (non voting)

(chair)

Anna Vale

Ms Fiona Darby (non voting)

Antony Sheehan (chair) (chair)

John Short

Sue Hitchenor

Jackie Ardley

Sabyasachi Bhaumik

Frank Lusk (non voting)

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Trust Board Attendance - April 2009 to March 2010

April May June July August September October November December January February March Tony Harrop

Roger Miller X X Nigel Sudborough

(confidential

up to TB/09/126)

(confidential

up to TB/09/212)

X

Panos Vostanis

(public only)

Nagesh Bhayani X X X

Anna Vale X X Chris Burns X

Antony Sheehan

Sue Hitchenor

Jackie Ardley X

Dr Sab Bhaumik X

Tony Burnell

John Short X

Barry Day X

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Financial report & summary accounts Without a doubt, 2009/10 has been a year of real financial contrasts. On the one hand, you will see in our accounts on page 49 that we have delivered an in year surplus before adjustment for changes in the value of our land and buildings of £1.732m. This is the biggest surplus the organisation has ever delivered, a real achievement for everyone, and we plan to use that sum in the future to further improve our services and the environments in which they are delivered. As the Finance Director of LPT, I am immensely proud of how everyone has worked so hard to deliver this target in 2009/10 – I know it has not been easy at times, and I want to reinforce to everyone that this is a ‘Surplus with a Purpose’, and that they will see the results of all their efforts when they are reinvested to improve the care that we provide to our service users. We know that building these stronger financial foundations will help us to get through the challenging years ahead. I said above that this was a year of financial contrasts - we all know only too well that our economy is not strong at the present time, and that public sector services are facing some serious financial challenges for the future. You can already see the impact of the economic downturn in these accounts for 2009/10. In addition to the normal adjustments we see each year in respect of depreciation, asset additions and disposals, we have had to adjust the values of our Plant, Property and Equipment downwards by £12m or 10% this year to more fairly reflect what they are worth in the current

economic environment (see page 53). This is a significant change and something we need to keep a close focus on to make sure we make the best use of our assets in the future. 2009/10 has also seen us continue to work on our plans to improve the systems and processes we use to manage our finances, both in readiness for Foundation Trust status, but also to be able to demonstrate that we are delivering improved value for money. I am pleased that we can continue to report good progress in those areas. All of the things I have outlined above are important to us as an organisation. Making sure that we operate as efficiently as possible, whilst ensuring that the quality of our services does not deteriorate, will be our key task for the challenging years ahead. Thank you to everyone who has worked so hard in 2009/10 to achieve that goal.

Sue Hitchenor Managing Director of Finance & Business Strategy /Deputy Chief Executive June 2010

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International Financial Reporting Standards (IFRS) This is the first year that the Trust’s accounts have been produced under IFRS. In previous years, they have been prepared using UK Generally Accepted Accounting Practice rules (UK GAAP). The main impact relates to the presentation and layout of the accounts and the changes in terminology. For comparison purposes, prior year balances have been restated to comply with IFRS requirements (the equivalent UK GAAP terms are shown in brackets). When restating the 2008/09 UK GAAP balances into IFRS, the most significant change was the impact of the impairment and PFI accounting treatments, which resulted in the retained surplus reducing from £683,000 to £20,000. Table 1: Confirmation of Achievement of Financial duties

Financial Target Measure Performance Achieved Net surplus on statement of comprehensive income (income and expenditure account) for the year (excluding impairment & IFRS costs)

Generate a net surplus on statement of comprehensive income (income and expenditure account) for the year (excluding impairment and IFRS costs)

£1,732,000 surplus excluding asset impairments

Achieve a capital cost absorption rate of 3.5%

This is calculated as the percentage that dividends paid to the government bear to the average relevant net assets

3.5% Manage within notified External Financing Limit set by the Department of Health

The EFL is a limit on the amount of external finance a Trust may access in any one year (to support its capital costs). LPT’s EFL was £52,000, but due to an increased cash balance at the end of the year, LPT was able to undershoot this limit by £2,240,000 (undershoots are permitted)

£52,000 received

Manage within notified Capital Resource Limit

Gross capital expenditure for the year was £6,140,000. This comprised a capital resource limit of £4,046,000 plus the net book value of asset disposals, £2,094,000

£4,046,000

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Statement of comprehensive income (income and expenditure account) The statement of comprehensive income (Table 2) shows where LPT receives its money from and how it is spent. The retained deficit of £6,492,000 is inclusive of impairment charges and IFRS costs. Table 3 shows the achievement against LPT’s break-even duty, which excludes these charges. Other comprehensive income relates to the impairment and gains on asset revaluations, which are charged to the revaluation reserve. This section is equivalent to the statement of recognised gains and losses reported previously under UK GAAP accounts. Table 2: Statement of comprehensive income for the year ended 31 March 2010

2009/10 2008/09£000 £000

RevenueRevenue from patient care activities 122,397 117,572Other operating revenue 16,476 16,735Operating expenses (141,033) (129,745)Operating surplus (deficit) (2,160) 4,562Finance costs:Investment revenue 14 251Other gains and (losses) (11) (4)Finance costs (660) (348)Surplus/(deficit) for the financial year (2,817) 4,461Public dividend capital dividends payable (3,675) (4,441)Retained surplus/(deficit) for the year (6,492) 20

Other comprehensive incomeImpairments and reversals (10,257) (2,701)Gains on revaluations 4,202 0Transfers from donated and government grant reserves (1) (1)Total comprehensive income for the year (12,548) (2,682)

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Table 3: Achievement against break-even duty

2009/10 2008/09£000 £000

Retained surplus/(deficit) for the year (6,492) 20Adjustment for impairments 8,108 0Adjustment for IFRS expenditure 116 0Breakeven in-year position surplus/(deficit) 1,732 20

Income LPT receives the majority of its income from Primary Care Trusts (PCTs). Table 4 details the main sources of income from the activities and other operating income of Leicestershire Partnership NHS Trust. Table 4: Analysis of income from activities and other operating income for the year ended 31 March 2010

2009/10 Pence in every£000 £ received

Income from Activities NHS Leicestershire County and Rutland 57,746 41.6 NHS Leicester City 44,033 31.7 Leicestershire County Council 7,206 5.2 Leicester City Council 5,600 4 University Hospitals of Leicester NHS Trust 777 0.6 All other Income from Activities 7,035 5.1Sub-total 122,397 88.2

Other Operating Income Education, training and research 7,905 5.7 Non patient care services to other bodies 7,140 5.1 Other income 1431 1Sub-total 16,476 11.8 TOTAL INCOME 138,873 100

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Expenditure Operating expenses and management costs are shown in Tables 5 and 6. Table 5: Analysis of staffing and non-staff costs for the year ended 31 March 2010

2009/10 Pence in every£000 £ spent

Staffing Costs Nursing Staff 46,325 32.9 Medical Staff 18,359 13 Scientific, Therapeutic and Technical Staff 14,692 10.4 Administrative Support Staff 11,153 7.9 All Other Staff 12,794 9.1Sub-total 103,323 73.3

Non-Staff Costs Establishment, Premises and Transport 13,575 9.6 Supplies and Services 13,174 9.4 All Other Non-Staff Costs * 2,737 1.9Sub-total 29,486 20.9

TOTAL OPERATING EXPENSES BEFORE IMPAIRMENTS / IFRS EXP. 132,809 94.2

Impairments charge 8,108 5.7IFRS expenditure 116 0.1

TOTAL OPERATING COSTS 141,033 100

* Includes statutory audit fees of £146,936. All of this amount was in respect of the statutory audit. LPT’s external auditors during 2009/10 were the Audit Commission, Rivermead House, 7 Lewis Court, Grove Park, Enderby, Leicestershire LE19 1SU

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Table 6: Comparison of management costs against income for the year ended 31 March 2010

2009/10 2008/09£000 £000

Management costs 9,702 8,640Income 138,873 134,307Management costs as a percentage of income 6.99% 6.43% Management costs increased in 2009/10, mainly due to additional costs in respect of the Trust’s Foundation Trust application.

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31 March 2010

31 March 2009

£000 £000Non-current assetsProperty, plant and equipment 113,004 125,006Intangible assets 71 90Trade and other receivables 67 47Total non-current assets 113,142 125,143Current assetsInventories 193 194Trade and other receivables 4,565 6,025Cash and cash equivalents 4,066 2,000

8,824 8,219Non-current assets held for sale 657 1,879Total current assets 9,481 10,098Total assets 122,623 135,241Current liabilitiesTrade and other payables (9,102) (7,791)Borrowings (137) (117)Provisions (1,088) (2,914)Net current assets/(liabilities) (846) (724)Total assets less current liabilities 112,296 124,419Non-current liabilitiesBorrowings (7,732) (7,869)Trade and other payables (569) 0Provisions (2,302) (2,304)Total assets employed 101,693 114,246

Financed by taxpayers' equity:Public dividend capital 84,375 84,380Retained earnings (8,896) (3,212)Revaluation reserve 26,213 33,076Donated asset reserve 1 2Total Taxpayers' Equity 101,693 114,246

Statement of financial position (balance sheet) The statement of financial position (balance sheet) is shown in Table 7 and is a statement of LPT’s assets and liabilities. There were no material post balance sheet events.

Table 7: Statement of financial position (balance sheet)

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Public dividend

capital (PDC)

Retained earnings

Revaluation reserve

Donated asset

reserve

Total

£000 £000 £000 £000 £000

Balance at 1 April 2009 84,380 (3,212) 33,076 2 114,246Total Comprehensive Income for the year Retained surplus/(deficit) for the year 0 (6,492) 0 0 (6,492) Transfers between reserves 0 808 (808) 0 0 Impairments and reversals 0 0 (10,257) 0 (10,257) Net gain on revaluation of PPE 0 0 4,202 0 4,202Transfers from donated asset reserve 0 0 0 (1) (1)New PDC received 580 0 0 0 580PDC repaid in year (585) 0 0 0 (585)Balance at 31 March 2010 84,375 (8,896) 26,213 1 101,693

Statement of Changes in Taxpayers’ Equity Taxpayers’ equity is the public funds invested in the Trust. It comprises of public dividend capital, retained earnings, revaluation reserve and donated asset reserve. More details are included in Table 8.

Table 8: Statement of Changes in Taxpayers’ Equity

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Major capital expenditure A capital programme was developed for 2009-10 to ensure statutory and imperative requirements were met; to ensure services were maintained; to provide premises for agreed service developments; and to continue the infrastructure modernisation. Table 9: Major capital expenditure for the year ended 31 March 2010 2009/10 2008/09

£000 £000

Upgrades and improvements to patient facilities 4,622 2,688 Health and safety 109 191 Statutory standards 551 609 Equipment 60 302 Information management and technology schemes 443 609 Other 355 220

TOTAL CAPITAL EXPENDITURE 6,140 4,619

Less: Disposals of fixed assets * (2,094) (352)

NET CAPITAL EXPENDITURE 4,046 4,267

CAPITAL RESOURCE LIMIT 4,046 4,280

UNDERSPEND AGAINST CAPITAL RESOURCE LIMIT 0 (13)

* The surplus properties disposed of during 2009/10 were Grasmere, 436 London Road, 1 Rubicon Close, 360 Victoria Park Road, 13 Brackendale, 2 Storer Close, 4 and 6 Turner Rise and 82 Chaveney Road.

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Better payment practice code – measure of compliance The Late Payment of Commercial Debts (Interest) Act 1988 gives effect to the Government’s commitment to introduce a statutory right for businesses to claim interest on the late payment of commercial debts. Unless other agreed terms apply, all undisputed bills are to be paid within 30 days of receipt of goods/services or a valid invoice, whichever comes later. Table 10 provides more details. Table 10: Better payment practice code – measure of compliance

Number £000 Number £000

Total Non-NHS trade invoices paid in the year 28,896 29,319 32,934 30,296Total Non NHS trade invoices paid within target 27,073 26,367 30,430 26,941Percentage of Non-NHS trade invoices paid within target 94% 90% 92% 89%

Total NHS trade invoices paid in the year 666 22,078 813 21,422Total NHS trade invoices paid within target 617 21,541 750 20,903Percentage of NHS trade invoices paid within target 93% 98% 92% 98%

2009/10 2008/09

The number of invoices paid during the year reduced for both non-NHS and NHS payments. Procurement processes have become more efficient during the year. Despite the Trust only achieving one of the four BPPC targets, performance did improve in the other three areas in 2009/10 (the target is 95%). The Trust is striving to improve performance by raising awareness, closely monitoring and contacting non-compliant managers and improving internal processes.

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2009/10 2008/09

£000 £000Cash flows from operating activitiesOperating surplus/(deficit) (2,160) 4,562Depreciation and amortisation 3,126 3,006Impairments and reversals 8,108 662Transfer from donated asset reserve (1) (1)Interest paid (625) (317)Dividends paid (3,675) (4,441)(Increase)/decrease in inventories 1 (14)(Increase)/decrease in trade and other receivables 1,440 1,166Increase/(decrease) in trade and other payables 1,632 (669)Increase/(decrease) in provisions (1,863) 253Net cash inflow/(outflow) from operating activities 5,983 4,207

Cash flows from investing activitiesInterest received 14 251(Payments) for property, plant and equipment (5,949) (4,931)Proceeds from disposal of plant, property and equipment 2,083 348Net cash inflow/(outflow) from investing activities (3,852) (4,332)Net cash inflow/(outflow) before financing 2,131 (125)

Cash flows from financing activitiesPublic dividend capital received 580 1,212Public dividend capital repaid (585) 0Other capital receipts 57 0Capital element of finance leases and PFI (117) (79)Net cash inflow/(outflow) from financing (65) 1,133

Net increase/(decrease) in cash and cash equivalents 2,066 1,008Cash (and) cash equivalents (and bank overdrafts) at the beginning of the financial year 2,000 992Cash (and) cash equivalents (and bank overdrafts) at the end of the financial year 4,066 2,000

Cash flow Table 11 shows how LPT generated and used cash during 2009-10. In order to remain financially viable, it is essential that funds are available to meet commitments throughout the year.

Table 11: Statement of cashflows for the year ended 31 March 2010

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Funds held on trust At 31 March 2010 the Trust had £193,625 of funds held on trust. The majority of charitable funds received during 2009-10 were from donations. Charitable funds are mainly used to support, improve and provide additional comforts for service users which could not normally be afforded through public funding. During 2009-10 funds were mainly spent on entertainment equipment for the patients (e.g. Nintendo Wii console), gardening materials, furniture for patient areas, parties and treats for the patients and training and development for staff. NHS Leicestershire County and Rutland administers the charitable funds on behalf of the Trust. The charitable funds accounts are subject to audit later in the year. Trust Board remuneration Table 12 shows the remuneration (excluding employer’s National Insurance contributions) of LPT’s Board of Directors. The Remuneration Committee, which comprises all of the Non-Executive Directors with the exception of the Chairman, annually reviews the salaries of its most senior managers taking into account market rates and the pay awards determined nationally for all other groups of staff. The policy for the remuneration of LPT’s senior managers for current and future financial years is as follows: Executive Directors: pay is based on national guidance and is agreed by the Trust Remuneration Committee. Non-Executive Directors: pay is determined by the Appointments Commission.

Performance of the Executive Directors is assessed through LPT’s annual individual performance reviews. Performance related pay is not part of the remuneration package. Duration of contracts The summary and explanation of LPT’s policy on the duration of contracts, notice periods and termination payments is as follows: Executive Directors: on permanent employment contracts. The notice period that LPT is required to give the Executive Directors is six months. The notice period the Executive Directors are required to give LPT is three months. Non-Executive Directors: serve tenure of three or four years, appointed by the Appointments Commission. There is no provision for compensation due to early termination of contracts. Antony Sheehan Chief Executive

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Table 12 Salaries and allowances of senior managers

2009/10 2008/09 Name and title

Salary (bands of £5,000)

Other Remuneration

(bands of £5,000)

Benefits in kind (Rounded to the

nearest £00)

Salary

(bands of £5,000)

Other Remuneration

(bands of £5,000)

Benefits in kind (Rounded to the nearest

£00)

£000 £000 £00 £000 £000 £00

Jackie Ardley, Director of Quality & Innovation *

100-105 0 10 95-100 0 85

Dr Sabyasachi Bhaumik, Medical Director **

90-95 115-120 0 N/A N/A N/A

Nagesh Bhayani, Non-Executive Director

5-10 0 0 5-10 0 0

Tony Burnell, Director of People & Business Effectiveness

30-35 0 0 100-105 0 90

Chris Burns, Non Executive Director

5-10 0 0 N/A N/A N/A

Fiona Darby, Associate Non-Executive Director

5-10 0 0 0-5 0 0

Barry Day, Managing Director of Care Services *

5-10 0 1 105-110 0 13

Tony Harrop, Chairman 20-25 0 0 20-25 0 0

Sue Hitchenor, Managing Director of Finance & Business Strategy / Deputy Chief Executive *

115-120 0 11 115-120 0 6

Frank Lusk, Director of Corporate Affairs ***

75-80 0 0 70-75 0 0

Roger Miller, Non-Executive 5-10 0 0 5-10 0 0

60

Director

Lord Kamlesh Patel, Associate Non-Executive Director

5-10 0 0 0-5 0 0

Prof Antony Sheehan, Chief Executive

145-150 0 0 135-140 0 0

John Short, Chief Operating Officer

110-115 0 0 20-25 0 0

Nigel Sudborough, Non-Executive Director

5-10 0 0 5-10 0 0

Anna Vale, Non-Executive Director

5-10 0 0 5-10 0 0

Professor Panayotis Vostanis, Non-Executive Director *

5-10 0 0 5-10 0 0

* The nature of the benefit in kind was for the provision of leased cars and disturbance/ relocation expenses (2008/09)

** Other remuneration relates to clinical sessions, honoraria payments and clinical excellence awards

*** In attendance at Board Meetings but not an Executive Director

Note: Some senior managers only held their post for part of the year; please refer to page 63 for further details

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Table 13 Pension entitlements of senior managers

Name and title Real increase in pension at

age 60 (bands of £2,500)

Real increase in

pension lump sum at

aged 60 (bands of £2,500)

Total accrued

pension at age 60 at 31 March 2010

(bands of £5,000)

Lump sum at age 60 related to

accrued pension at 31 March 2010 (bands of £5,000)

Cash equivalent

transfer value at 31 March 2010

Cash equivalent

transfer value at 31 March 2009

Real increase / (decrease) in

cash equivalent transfer value

£000 £000 £000 £000 £000 £000 £000

Jackie Ardley, Director of Quality & Innovation

0-2.5 5-7.5 40-45 120-125 851 706 110

Dr Sabyasachi Bhaumik, Medical Director

N/A N/A 70-75 215-220 1,760 N/A N/A

Nagesh Bhayani, Non-Executive Director

0 0 0 0 0 0 0

Tony Burnell, Director of People & Business Effectiveness

0-2.5 0-2.5 10-15 30-35 207 179 20

Chris Burns, Non Executive Director

0 0 0 0 0 0 0

Fiona Darby, Associate Non-Executive Director

0 0 0 0 0 0 0

Barry Day, Deputy Chief Executive / Managing Director of Care Services

0-2.5 0-2.5 25-30 80-85 588 528 34

Tony Harrop, Chairman 0 0 0 0 0 0 0

Sue Hitchenor, Managing Director of Finance & Business Strategy / Deputy Chief Executive

0-2.5 0-2.5 20-25 60-65 363 323 24

Frank Lusk, Director of Corporate Affairs *

0-2.5 0-2.5 5-10 15-20 98 76 19

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Roger Miller, Non-Executive Director

0 0 0 0 0 0 0

Lord Kamlesh Patel, Associate Non-Executive Director

0 0 0 0 0 0 0

Prof Antony Sheehan, Chief Executive **

47.5-50 147.5-150 55-60 175-180 985 148 829

John Short, Chief Operating Officer

2.5-5 15-17.5 30-35 95-100 604 463 117

Nigel Sudborough, Non-Executive Director

0 0 0 0 0 0 0

Anna Vale, Non-Executive Director 0 0 0 0 0 0 0

Professor Panayotis Vostanis, Non-Executive Director

0 0 0 0 0 0 0

* In attendance at Board Meetings but not an Executive Director

** Increase from 2008/09 to 2009/10 relates to a transfer in of contributions from a previous pension scheme

There were no employer’s contributions to a stakeholder pension during 2009-10

Note: Some senior managers only held their post for part of the year; please refer to page 63 for further details

Detail of the NHS pension scheme for all employees is included in Note 11 of the Trust’s accounts

63

The Trust Board membership 2009-10 Non-Executive Directors Mr Tony Harrop OBE Chairman Mr Nigel Sudborough CB, OBE, Deputy Chair Mr Nagesh Bhayani Mr Christopher Burns (from 3 June 2009) Mr Roger Miller Senior Independent Director Ms Anna Vale Professor Panayotis Vostanis, (University appointed) Associate Non-Executive Directors (non voting) Ms Fiona Darby Lord Kamlesh Patel of Bradford

Executive Directors Professor Antony Sheehan Chief Executive Ms Jackie Ardley Director of Quality and Innovation Dr Sabyasachi Bhaumik Medical Director (from 1 April 2009) Mr Tony Burnell Director of People and Business Effectiveness (until 31 July 2009) Mr Barry Day Managing Director of Care Services (until 30 April 2009) Ms Sue Hitchenor Managing Director of Finance and Business Strategy/Deputy Chief Executive Mr John Short Chief Operating Officer (from 1 May 2009) Associate Executive Director (non voting) Mr Frank Lusk Director of Corporate Affairs

Notes on the management structure 1. A register of Non-Executive Directors’ interests is available for inspection at LPT headquarters on application to Mrs Murray Eden, Assistant

Trust Secretary, tel 0116 225 6519.

2. The Chief Executive and Executive Directors are appointed through an open recruitment process on ‘permanent’ contracts (not fixed term contracts). Such appointments may be terminated for reasons of organisational change, performance or serious disciplinary offence.

3. To ensure that LPT operates with the maximum degree of openness, all meetings of the Trust Board are held in public. Members of the public, service users, carers and staff are encouraged to attend.

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Related party transactions Leicestershire Partnership NHS Trust is a body corporate established by order of the Secretary of State for Health.

During the year, none of the Board Members or members of the key management staff or parties related to them has undertaken any material transactions with LPT.

An Associate Non Executive Director, Lord Patel (who is a member of the House of Lords), is Head of School at the University of Central Lancashire. The Trust has commissioned a project with the University although no payments were made during 2009/10. The Trust Chief Executive, Antony Sheehan, is a Professor at the same University. The Department of Health is regarded as a related party. During the year, Leicestershire Partnership NHS Trust had a significant number of material transactions with the Department, and with other entities for which the Department is regarded as the parent Department. The majority in value of transactions with these other entities were conducted with the two local Primary Care Trusts (PCTs), NHS Leicester City and NHS Leicestershire County and Rutland.

Summary financial statements These financial statements are a summary of the information provided in LPT’s full set of accounts. Copies of the full accounts, including the statement of internal control, are available free of charge, from:

Sue Hitchenor Managing Director of Finance & Business Strategy / Deputy Chief Executive Leicestershire Partnership NHS Trust George Hine House, Gipsy Lane, Leicester, LE5 0TD Telephone 0116 225 6544

Directors’ statements and audit opinions Statement of the Chief Executive’s responsibilities as the Accountable Officer of the Trust The Secretary of State has directed that the Chief Executive should be the Accountable Officer to the Trust. The relevant responsibilities of Accountable Officers, including their responsibility for the propriety and regularity of the public finances for which they are answerable, and for the keeping of proper records, are set out in the Accountable Officers' Memorandum issued by the Department of Health.

To the best of my knowledge and belief, I have properly discharged the responsibilities set out in my letter of appointment as an accountable officer.

Antony Sheehan Chief Executive 10 June 2010

Statement of directors’ responsibilities in respect of the accounts The directors are required under the National Health Service Act 2006 to prepare accounts for each financial year. The Secretary of State, with the approval of the Treasury, directs that these accounts give a true and fair view of the state of affairs of the Trust and of the income and expenditure of the Trust for that period. In preparing those accounts, the directors are required to:

- apply on a consistent basis accounting policies laid down by the Secretary of State with the approval of the Treasury

- make judgements and estimates which are reasonable and prudent

- state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the accounts.

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The directors are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the Trust and to enable them to ensure that the accounts comply with requirements outlined in the above mentioned direction of the Secretary of State. They are also responsible for safeguarding the assets of the Trust and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The directors confirm to the best of their knowledge and belief they have complied with the above requirements in preparing the accounts.

By order of the Board

10 June 2010

Antony Sheehan Chief Executive

Sue Hitchenor Managing Director of Finance & Business Strategy / Deputy Chief Executive

Independent auditor’s report to the Directors of Leicestershire Partnership NHS Trust I have examined the summary financial statement for the year ended 31 March 2010 which comprises the Statement of Comprehensive Income, the Statement of Financial Position, the Statement of Changes in Taxpayers’ Equity, the Statement of Cash Flows and related notes (management costs and better payments practice code).

This report is made solely to the Board of Directors of Leicestershire Partnership NHS Trust in accordance with Part II of the Audit Commission Act 1998 and for no other purpose, as set out in paragraph 49 of the Statement of Responsibilities of Auditors and of Audited Bodies prepared by the Audit Commission.

Respective responsibilities of directors and auditor The directors are responsible for preparing the Annual Report. My responsibility is to report to you my opinion on the consistency of the summary financial statement within the Annual Report with the statutory financial statements.

I also read the other information contained in the Annual Report and consider the implications for my report if I become aware of any misstatements or material inconsistencies with the summary financial statement. The other information comprises only: Welcome to our Trust – from the Chairman and Chief Executive; Profile of the Trust; Review of our performance; Future plans and priorities; Social responsibility and involvement; Valuing our workforce; How we are organised; and the remaining parts of the Financial report and summary accounts.

I conducted my work in accordance with Bulletin 2008/03 ‘The auditor’s statement on the summary financial statement in the United Kingdom’ issued by the Auditing Practices Board. My report on the statutory financial statements describes the basis of my opinion on those financial statements.

Opinion In my opinion, the summary financial statement is consistent with the statutory financial statements of the Leicestershire Partnership NHS Trust for the year ended 31 March 2010.

John Cornett Officer of the Audit Commission Rivermead House, 7 Lewis Court, Grove Park, Enderby, Leicestershire, LE19 1SU

10 June 2010

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How to contact the Trust The Trust welcomes your questions or comments on the issues raised in this report or its services generally. Comments should be sent to: Chief Executive Leicestershire Partnership NHS Trust George Hine House Gypsy Lane Leicester LE5 0TD Telephone: 0116 225 6485 Fax: 0116 225 3684 Email: xxxxxxxx@xxxxxxxxx.xxx.xx You may also be interested to read our Quality Accounts for 2009-10, which complement and are referred to in this Annual Report and Summary Accounts. Copies of the Quality Accounts and extra copies of this document are available from Nicky Mawer, Communications Manager, also at the above address. Both documents are also available on our website at www.leicspt.nhs.uk

Do you need this information in a different format? We can provide the information in this document in other formats such as Braille, audio tape, disc, large print or in other languages on request. Please contact us on 0116 225 6485 to make a request.