2021-2026 aiming high; changing lives

Aiming High;Changing LivesOur Trust Strategy Summary

2021-2026

Download our new strategy.

Welcome 4

Why now? 5

Our Trust 6

How we developed this strategy 10

Our five strategic ambitions 11

What will success look like 13

Next steps 14

The full version of the strategy is available on our website at www.slam.nhs.uk.

This strategy could not have been developed without significant input from our service users and carers,

our staff and partners. We extend our thanks to all of those who have contributed and participated in

this work.

We look forward to working with you on our new ambitions and delivering real and sustainable

improvements to mental health services across south London, the UK and internationally.

Contents

Acknowledgements

Longer version of this strategy

4

This document is a summary of our new Trust Strategy 2021-2026, which we have produced with significant input from our service users, carers, staff and partners, and the communities that we serve.

We are deeply ambitious for people experiencing mental ill-health and have personal experience through our work. Our vision sees South London and Maudsley NHS Foundation Trust offering everyone outstanding treatment and support to help with their recovery and help them live a fulfilling life. We will build on the commitments set out in the NHS Long Term Plan and on our existing work using new models of care to take our ambitions one step further.

There is no doubt that Covid-19 has altered the landscape for mental health. The last 18 months have seen demand for health services rise as the pandemic continues to affect people’s mental and physical well-being. We are beginning to see greater investment in mental health to correct years of underfunding, alongside a positive shift in society’s attitude to mental health which will strengthen our work to speak up against the stigma associated with mental-health problems. The landscape is changing, and we must change with it if we are to meet the challenges ahead. This strategy identifies how we will deliver the best possible outcomes for the communities we serve, through the following five new strategic ambitions.

1. Delivering outstanding mental health care

2. A partner in prevention

3. Being a catalyst for change

4. Building a culture of trust together

5. Becoming effective and sustainable

We are building on the strong foundations of Changing Lives, our previous strategy, and are already moving towards many of the goals set out in this document. With some of the world’s best clinicians, researchers and support staff working with our communities, our partners and the people we serve, we can aim high and achieve great things. Together, we believe we can be outstanding.

We extend our sincere thanks to everyone who has been involved in developing this strategy. We will continue to work together to bring the strategy to life, and to deliver our ambitions by 2026.

Welcome

Sir Norman Lamb Chair

David Bradley Chief Executive

5South London and Maudsley NHS Foundation Trust | Aiming High; Changing Lives Strategy 2021-2026 |

Over the past 10 years the profile of mental health has increased positively. The Five-Year Forward View for Mental Health identifies investment and developments that will improve care, treatment and outcomes for working-age adults, older people and children and young people experiencing mental-health issues. One in four of us will be affected by a mental-health condition each year, so mental health is everyone’s business.

We know that people with mental-health problems receive poorer physical health care and the average life expectancy for someone with a long-term mental illness or learning disability is 15 to 20 years shorter than for someone without. We need to start treating mental and physical health equally.

There is an ongoing need to balance prevention and treatment and deliver specialist care and services closer to people’s homes. People are living longer, and this is to be celebrated. But it means services must respond to changing needs. Our new strategy will allow us to navigate through present and future challenges, and achieve lasting, positive change in mental-health care and treatment.

There is no doubt that Covid-19 has altered the landscape for mental health. We have built on the strong foundations of our Changing Lives strategy and have made sure our new ambitions are in line with the goals of the Five-Year Forward View for Mental Health which sets out the priorities that the NHS should be focused on to deliver improved outcomes for patients.

Why now?

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We are one of the country’s largest and most complex multi-site providers of mental-health services. We provide local services in four culturally diverse south London boroughs, each with high levels of deprivation and need. We also provide the widest range of specialist mental-health services in the UK and are at the forefront of developing innovative models of partnership for mental-health services in the UK, working alongside our partners.

We have a strong association with our close academic partner, the Institute of Psychiatry, Psychology and Neuroscience (IoPPN), King’s College London, Europe’s largest centre for research in psychology and psychiatry. We have a world-renowned research profile, built on using research to directly benefit the people who use our services locally and influencing the development of evidence-based care regionally and internationally.

Our vision: Everything we do is to improve the lives of the people and communities we serve and to promote mental health and well-being for all – locally, nationally and internationally.

Our mission: Aiming for excellence in mental health and well-being: prevention, care, recovery, education and research.

Our five commitments:

1. I will be caring, kind and polite

2. I will be prompt and value your time

3. I will take time to listen to you

4. I will be honest and direct with you

5. I will do what I say I am going to do

Over the coming months we will be working with our staff and our service users and their carers to produce our new organisational values and behaviours framework. This will form part of our ambition of building a stronger culture of trust.

Our Trust


Number of staff

5,063

716beds across 8 patient sites

We serve a

population of

1.3 million people

24 step-down crisis flats

52 inpatient wards

community inpatient

and outpatient services

26847 community-based mental-health teams

54 community sites

50 national services

beehives at Bethlem Royal Hospital6

41,064 patients being cared for in the community

30 child and adolescent mental health services (CAMHS) mentors who support young people in the community

£140million

More than 9,000 Covid-19 vaccines

Over 85% of front-line staff have had a Covid-19 vaccine since January 2021

1st mental health biomedical research centre

World-leading pharmacy in mental-health medicines research with around 300 scientific papers published and the top mental-health trust in England for the number of research studies.

capital projects and modernisation programme

Rated ‘good’ in CQC inspection

5 initiatives shortlisted for the HSJ Patient Safety Awards 2021 and winner of 2 partnership awards

£503millionannual turnover

250telephone befrienders supporting service users during the Covid-19 pandemic

87% would recommend the Trust to friends and family

Our trust in numbers

Race Equality Framework national pilot site

1 of 4 Patient and Carer

Our mission

*Plain English Campaign’s Crystal Mark does not apply to this graphic

Aiming High; Changing Lives. Our Trust Strategy 2021 - 2026

Our Five Ambitions

Our improvement drivers

Operational Management System

A co-ordinated approach to managing

performance at all levels of the organisation

ensuring all efforts are aligned to achieving

our goals.

Engaging staff, service users, carers and partners

on improvement which is focussed on our common

goals. This will help us to deliver better care and

support for all.

Engagement

Seeking excellence in mental health and wellbeing: care, prevention, recovery, education and research

Outstanding Mental Health Care

100% positive service user experience and zero avoidable harm

Zero wait for entry services and reductions in smoking rates to

national average

100% of service users offered the opportunity to participate in research and 100% offered latest

evidence-based treatment

• Providing safe, personalised and therapeutic care

• Treating people as close to home as possible.

• Improving how we deliver outstanding

• Deeper integration in our local health and care systems

• Pioneering research• Maximising the impact of our

services on prevention and early intervention

• Leading global research• Research with delivery• Becoming a more powerful

ambassador for outstanding mental health policy and practice

Partner in Prevention

A Catalyst for Change

Aiming High; Changing Lives. Our Trust Strategy 2021 - 2026

100% of service users offered the opportunity to participate in research and 100% offered latest

evidence-based treatment

• Leading global research• Research with delivery• Becoming a more powerful

ambassador for outstanding mental health policy and practice

A Catalyst for Change

Creating the right attitude, capabilities and

mind-set to drive improvement and support new

ways of working, and empowering teams to

continuously improve.

A core team that acts as the repository

for knowledge, facilitates improvement and

proactively builds long term, sustained,

improvement and capability.

Our visionEverything we do is to improve the lives of the people and communities we serve and to

promote mental health and wellbeing for all - locally, nationally and internationally

Leadership behaviours Quality Centre

and enabling programmes

Net zero carbon emissions; increased productivity through a focus on value.

Top 3 for staff engagement; top 10 for Equality diversity and inclusion; equity

of access, experience and outcomes

Building a Culture of Trust Together

• Leading anti-racism in mental health

• Engaging and listening to our local communities

• Valuing our staff• Staying true to our core values

• Continual learning• Realising the full value of our

investment in mental health• Environmental sustainability

Towards an Effective & Sustainable Organisation

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We have developed this strategy following a comprehensive six-month programme of listening and engagement events, and have had over 1,700 interactions with staff, service users, carers, partners, families and community organisations who have all helped influence this new strategy.

How we developed this strategy

Six-month programme of listening and engagement eventsOver 1,700 interactions with staff, governors, service users, carers, partners and community organisations

EVENTSEvents

• Trust-wide weekly digital strategy meetings reaching 394 people• Four events designed and led with partners in each borough we serve• An event produced with service users and carers• A dedicated event for our black community

Briefings54 briefings with over 550 people, including our service user and carer

advisory groups, key statutory, community and voluntary partners and stakeholders, and service user

and carer groups across all ages and boroughs

An online survey110 responses

Focus groups

Dedicated focus groups with 55 people including:

• people from our black community • young black men • children and young people • people from the LGBQ+ and Trans community, and• people from the Asian community.

The LIA strategy group volunteered to lead staff engagement over eight weeks and held team

meetings, walk-arounds, interviews and ward

drop-ins, reaching over 654 members of staff.

Discussions led by the listening into

action (lia) group


Our ambitions under this strategy reflect the complex and dynamic environment that we work in. They build on our Changing Lives strategy to go further in the areas that are vital to delivering outstanding care. By 2026 we will do the following.

1. Deliver outstanding mental health care

2. Be a partner in prevention

3. Be a catalyst for change

4. Build a culture of trust together

5. Become effective and sustainable

Strategic ambition one: Outstanding mental-health care

Children and young people, adults and older adults who we serve in our highly diverse communities will experience the best standard of mental-health care and treatment and be treated with kindness, compassion, dignity and respect.

Strategic ambition two: Partner in prevention

Working with our partners, we will be recognised nationally and internationally for our ground-breaking work and world-leading research into preventing mental illness. Through this work we can access funding opportunities for innovation that will directly help us improve our local services. We will promote early action and quick access for those in our communities who are at higher risk of mental illness, and support people living with mental-health conditions to stay well. Our approach to preventing mental illness will include our patients and their carers and families.

Strategic ambition three: A catalyst for change

Jointly with the Institute of Psychiatry, Psychology and Neuroscience (IoPPN), the NIHR Maudsley Biomedical Research Centre and our other research partners, we will be a prominent and reliable voice in the growing national and global conversation about how to improve mental health.

Strategic ambition four: Building a culture of trust together

Our employees and communities will see us as transparent, responsive, decent and fair. We will support all our staff to give their best and contribute fully to help us achieve our ambitions.

Strategic ambition five: Towards an effective and sustainable organisation

We will transform our capability and capacity to make improvements that can be maintained over the long term, develop new income streams to reinvest in our local services and increase the value of our resources (the financial value and value to the environment and society).

Our Strategic ambitions

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These ambitions represent a hugely exciting strategic vision for us. All our staff, service users, carers, partners and local communities now have a crucial role to play in how, together, we deliver the benefits of these ambitions. We will support everyone to feel confident about their contribution to our overall success and to feel proud of how we can further improve the way we care for all those we serve.

Find out more about how we will achieve these ambitions in the full strategy document on our website.


What will success look like?Over the of the next five years, we will focus on our five ambition areas, meaning we can achieve more because our resources are no longer being spread too thinly. We will also use the perfor-mance indicators below to measure our progress.

In response to feedback from our engagement events, we will work with service users, carers, partners and communities to develop up to five measures. We will focus on the following areas (but these may change).

• Care and quality • Trust• Coproduction (working with others)• Stigma• Equality, diversity and inclusion

*Plain English Campaign’s Crystal Mark does not apply to the following table.

Ambition Quantitative measures

Outstanding care • 100% SU/patient positive experience measured via family and friends test and the ‘DIALOG’ outcome measure

• Zero avoidable harm

Partner in prevention • ‘Zero wait’ for entry services• Reduce tobacco smoking to 15% for adults in line with current national average and national

target of 3% for CYP

Catalyst for change • 100% of service users offered the opportunity to participate in research studies• 100% of service users offered the latest

evdence-based treatment (Year 1 will focus on psychosis pathway only)

• Time from NICE guidance publication to implementation

Culture of Trust • Staff engagement score - in top 20% of trusts by 2025• Equality, diversity, inclusion (EDI) score - top 10% by in 2025• New measures to measure feedback from communities, staff and patients’• Patient and Carer Race Equality Framework outcome measures

Effective & sustainable • Net zero carbon emissions by 2040• Achieve 70% of CIP through

productivity / value• Reduce our underlying position

(total less one off support) to zero within 5 years by 31 March 2026

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Our board approved the new Trust Strategy at its September 2021 public meeting and launched it at the annual members’ meeting in September 2021.

We are currently working on the detailed plans for each of the ambitions in this document, and we will publish these in spring or summer 2022.

Our board will use the appropriate sub-committees already in place to monitor our progress on meeting the ambitions in in the strategy.

We know that turning our ambitions into reality will mean changes for our organisation. We will have to take a different and much more focused approach from the way we have operated in the past. To deliver all five ambitions for the people and communities we serve, and our staff, we must make some hard choices, based on the feedback we received when developing this strategy. We will continue to work with our staff, service users, carers, families, partners and the communities we serve on this.

Over the course of the next five years, we will focus only on our five ambition areas. This will help us to achieve much more than we could have otherwise, because our resources will no longer be spread too thinly.

We will achieve this through:

• creating a new operating model that will apply from floor to board level

• investing extensively in developing the skills of our staff and managers

• focusing on fewer but more effective programmes that will make the biggest difference to people’s lives

• doing away with old-fashioned or cumbersome processes, and

• giving staff the power to make positive changes at a local level through quality improvement.

Next steps

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South London and Maudsley NHS Foundation Trust, Trust Headquarters, Maudsley Hospital, Denmark Hill, London SE5 8AZ

T. 020 3228 2830F. 020 3228 2021E. [email protected]. www.slam.nhs.uk

Switchboard: 020 3228 6000

Registered addressBethlem Royal Hospital, Monks Orchard Road, Beckenham BR3 3BX

Contact detailsSwitchboard: 020 3228 6000Patient Advice and Liaison (PALS): 0800 731 2864 email: [email protected]

Membership020 3228 2441email: [email protected]

Websitewww.slam.nhs.uk

Twitter: @MaudsleyNHSFacebook: www.facebook.com/slamnhsYouTube: www.youtube.com/slamnhsft

King’s Health PartnersAcademic Health Sciences Centre: www.kingshealthpartners.org

This report was produced by the Communications and Media Department. Please contact us if you would like a copy in large print, audio, braille or translated into another language.

Tel: 020 3228 2830email: [email protected]

2021-2026 aiming high; changing lives

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