Appointment brief Chief Operating Officer August 2020
Introduction
South London and Maudsley NHS Foundation Trust (SLaM) is an exceptional organisation.
Everything we do as a Trust is to support people to recover from mental illness and to help them improve their lives. Benefitting from world-class research and innovation, award-winning services and a world-renowned brand, we are uniquely placed to provide the best possible services to our local communities and beyond.
Our biggest asset is our passionate and highly skilled workforce, who are dedicated to providing the best quality care to the people who use our services, often in difficult circumstances. We have managed the many challenges that COVID-19 has presented with great success and this has only been possible through the hard work and commitment of our staff. We are pleased with our internal patient experience survey results, where 96% of respondents said they found staff kind and caring and 87% of respondents to the NHS Friends and Families Test said that they would recommend the Trust to their friends and families based on their experience of the services provided.
Operating across more than 90 sites, including Bethlem Royal Hospital and Maudsley Hospital, we provide a staggering range of services, ranging from core mental health services to our local boroughs, and more than 50 specialist mental health services across the UK.
We are rated ‘Good’ overall by the Care Quality Commission, including for the ‘Well Led’ domain. With our strong commitment to working in partnership with our service users, carers and local communities, and to quality improvement, we believe we are capable of delivering truly outstanding services across all our teams
We know that we will only achieve this if SLaM truly is a great place to work, where all our staff feel valued, developed and supported. As part of our Changing Lives strategy, this year the Trust has launched a Listening into Action (LiA) programme, to make this a reality.
We are also embedding our digital strategy throughout the organisation to ensure that all staff, from floor to Board, can use data in a way that enables a review of performance trends to support improvements in the quality of services delivered to patients and their carers; as well as establishing SLaM as an organisation with positive employee support, recruitment and retention.
Our Trust values all of our staff and we take a stand against any acts of racism and discrimination. We are committed to treating people fairly with compassion, respect and dignity. We want our Chief Operating Officer to lead the transformation of our services so that we can provide the very best care possible to the people who use our services.
The Chief Operating Officer is responsible for ensuring the successful operational delivery and performance of our clinical services and for supporting health improvement at an individual and system level. We are now seeking to appoint an inspirational Chief Operating Officer, to build on SLaM’s success and to strengthen the pursuit of its vision, putting patients at the heart of everything we do.
Please have a look at the information in this pack and discuss the role with our search partner, Harvey Nash. If you believe that you are the person we are seeking for this important role, we would very much look forward to receiving your application.
David Bradley Chief Executive Officer South London and Maudsley NHS Foundation Trust 2
About South London and Maudsley NHS Foundation Trust
South London and Maudsley NHS Foundation Trust (SLaM) is a mental health NHS foundation Trust with a dedicated and innovative staff and a diverse service user population. As well as serving the communities of south London, it provides over 50 specialist mental health services for children and adults across the UK including a Mother and Baby Unit, Eating Disorders, National Psychosis Unit and National Autism Unit. There are very few organisations in the world which bring together the Trust’s skills, experience and capabilities for the benefit of those with mental illness, dementia or addiction to drugs or alcohol.
The Trust provides local services to four diverse and vibrant London boroughs, each characterised by high levels of deprivation and need. Care is also provided regionally and through national specialist services to patients across England from a large number of sites. This includes the historic Bethlem Royal Hospital in Beckenham (the oldest psychiatric institution in the world dating back to 1247) and Maudsley Hospital in Denmark Hill. Care and treatment are provided for children, adults and older people.
The Trust pioneers better health by integrating excellence in research, education and training, and patient care. Service users benefit from the highest level of care; world-leading research teams explore new and better treatments; and in-house training facilities pass on the latest knowledge and skills to staff members. This ensures that lessons learned from patient contact and research can be translated into effective treatment, ultimately benefiting people locally, nationally and internationally and improving population health.
Our Vision: Everything 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.
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Our strategy 2017-2022
SLaM has developed a five-year strategy, entitled Changing Lives, during a time of exciting possibilities and great challenge. The profile of mental health has never been higher, supporting a real sense of social and professional momentum. SLaM has leading edge research and development that offers new hope for innovation into practice; there is much more the Trust can do with technology to support and empower staff, patients and partners. Fortunately, it is endowed with a valuable estate that offers major opportunity for refurbishment, disposal and selective new-build.
An unprecedented focus on maintaining quality services whilst managing costs downwards has necessitated a drive to change the way care is delivered through new national imperatives (NHS Long Term Plan2), new ways of delivering services (the New Models of Care Programme), and joint planning across localities through Sustainability and Transformation Plans. The Trust can best improve the lives of the people and communities it serves by focusing on the development and delivery of population- based mental health solutions. This means improving outcomes that matter to patients, enhancing patient and staff experiences, and delivering better health prevention and promotion goals for every pound spent by health and care systems.
The Changing Lives strategy goes beyond just focusing on the most unwell people in our communities and our specialist services and aims to contribute to improving the mental health and wellbeing of the whole population that the Trust serves. It pays particular attention to the wellbeing, equality and empowerment of the organisation’s workforce.
The impact of Covid-19 and Changing Lives strategy refresh
Like NHS Trusts up and down the country we have been thinking hard about what our journey out of COVID-19 will look like. We all know that we will not be returning to how things were before. Instead we will have to work together and take the best of what we have learned throughout the pandemic and apply this to create a much-improved SLaM for our patients, carers and staff.
The Trust is now entering the first phase of refreshing its Changing Lives strategy, identifying our core strategic ambitions and what needs to change for the Trust to be truly excellent. We are already implementing a 12-month, Reshaping our Services programme, where all key learning from Covid-19 is processed, evaluated and rolled out in priority staging across SLaM, through the borough directorates, to ensure consistency.
In June we held an Urgent Mental Health Prevention Summit, with our local authority partners, to address how we can work together to protect our communities mental health as a result of the impact of Covid-19. You can read more about the Mental Health Prevention Summit here https://www.slam.nhs.uk/media/news/follow-up-on-our-urgent-mental-health-prevention-summit/
To refresh our Changing Lives strategy, we are also talking extensively to staff, people who use our services across our four boroughs, their advocates, carers, staff, governors and our key partners across the health and social care system. Everyone involved in this process will be active producers of a refreshed strategy.
The Trust Board will meet in the Autumn to approve our strategic ambitions.
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Our aims are:
1. Quality – we will get the basics right in every contact and keep improving.
2. Partnership – we will work together with service users, their support networks and whole populations to realise their potential.
3. A great place to work – we will value, support and develop our managers and staff.
4. Innovation – we will strive to be at the forefront of what is possible, exploiting our unique strengths in research and development, with everyone involved and learning.
5. Value – we will make the best use of our assets, resources, relationships and reputation to support the best quality outcomes.
To learn more: https://www.slam.nhs.uk/media/507904/changing_lives_strategy_summary.pdf
To watch a video about our strategy: https://www.youtube.com/watch?v=WBRdaTTchoA&t=32s
Our performance- clinical and financial
SLaM has an overall rating of ‘Good’ from the quality regulator the Care Quality Commission (CQC) including a rating of ‘Good’ for the Well-Led domain. Our current priorities include improving flow and reducing bed pressures, making a SLaM a great place to work and increasing our levels of recruitment and delivering community investment and development.
The Trust receives good results in its Friends and Family Test (FFT) and internal patient experience surveys, with 83% of people who responded saying that they would recommend their friends and families to the Trust, and 96% saying they found staff to be kind and caring.
The Trust performed well both operationally and financially during 2018-19. Thanks to an extraordinary amount of hard work by the operations and finance teams, the Trust met its financial targets, ending the year in line with the Trust’s original financial plan, resulting in achieving its ambition to break-even, on an operational basis, by the end of the financial year. These are significant achievements for the Trust and a tribute to the efforts of staff across the organisation who delivered significant cost savings and efficiencies.
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Quality is at the heart of everything we do
Central to the Changing Lives strategy is a relentless focus on the quality of care that the Trust provides. To achieve this SLaM continues to drive its quality improvement programme (QI). Now in its third year, over 100 QI projects are being taken forward across the Trust each helping to drive improvements, share learning and empower staff to test improvements to how they work and the services they provide.
Our quality priorities are to:
✓ Reduce violence by 50 per cent over three years with the aim of reducing all types of restrictive practices.
✓ Ensure that all patients have access to the right care at the right time in the appropriate setting.
✓ Within three years, to routinely involve service users and carers in service design, improvement, governance and the planning and delivery of their loved one’s care.
✓ Within three years, enable staff to experience improved satisfaction and joy at work.
Workforce
The Trust is committed to ensuring that SLaM is a great place to work. There is a strong drive to create a diverse and inclusive culture and building stronger staff engagement. Current priorities include:
✓ Focusing on BME staff experience: led by the BME Staff Network, the Trust Board has clear targets and interventions in place around career development, progression, representation at senior grades and also representation in disciplinary processes. Other networks are also actively supported, including the Lived Experience Network, LGBTQ Network and the Administrators Network;
✓ Development of a more comprehensive health and wellbeing strategy recognising pressures on workforce and drawing together existing initiatives such as the physical care strategy and providing confidential psychological support for staff who are experiencing difficulties at work or home;
✓ Ensuring a robust Freedom to Speak Up structure;
✓ Visible leadership across the organisation - NEDs regularly visit services and Executive Leadership Team members carry out Quality Improvement (QI) visits to all teams;
✓ Staff recognition and celebration: annual Staff Recognition Awards, monthly SLaM Star awards, SLaM 20 long service awards, eNews and Twitter.
Service user engagement and co-production
✓ A key goal in the Trust’s Changing Lives strategy is to work in partnership with service users, their families and carers in the development and delivery of services. SLaM is fortunate to have excellent support and involvement from service users and carers. It has active service user and carer groups embedded within services, contributing to quality improvement.
✓ The Trust has an active Involvement Register through which service users provide their skills and expertise. Members provide up to thirty hours a month receiving payment for their time. SLaM also has a well-established volunteering service, funded through a partnership with the Maudsley Charity.
✓ The Recovery College was established in 2013 to co-produce and deliver mental health education for service users, carers and staff. More than 3000 people have participated as students over the last five years.
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Our borough partnerships
The Trust is working with other organisations to deliver joined up care pathways and improved population health. Existing examples include the Lambeth Alliance and the One Croydon Alliance for the older population, and we have active plans for population based partnerships in all of our local boroughs.
To learn more about the Lambeth Alliance: https://youtu.be/6ooYa1DgwYA
Our estate: redeveloping our mental health services
Our estates strategy is a key enabler of Changing Lives strategy. Modernising SLaM’s estate is key to preparing the organisation for the future and to achieving the Trust’s aims in terms of quality improvement, patient and staff experience and efficiency. To ensure the safety and quality of our mental health services for the people and communities we serve, there is an urgent need to redevelop our mental health hospital facilities. In contrast to some other NHS Trusts in the country, most of our hospital buildings are old and in poor condition. Around 60 per cent were built over 30 years ago. We need to release value from some of the land we own, and invest this funding back in to our services because there is little money available to make the improvements needed across our hospital estate. The Trust has a £140m strategic capital plan for the next four years and we are proposing the creation of a modernised, high quality, open and accessible hospital site that will also help to create new and affordable homes, for local residents. We plan three keynote developments – two on the Denmark Hill site and one at our Lambeth Hospital site.
The first is the rebuild of Douglas Bennett House, which will re-provide eight acute care wards and enable two specialist care wards to be located next to a major trauma centre.
The second is a Pears Maudsley Children’s Centre, which is a flagship fundraising priority of King’s Health Partners’ campaign and seeks to bring together, under one roof, the world’s leading experts in clinical care and research from South London and Maudsley NHS Foundation Trust (SLaM) and King’s College London’s Institute of Psychiatry, Psychology & Neuroscience (IoPPN).
Our ambition is to create an exceptional centre of care for young people with a focus on the potential of research to identify mental health difficulties early and transform the treatment and care of children and young people in the UK and across the globe.
Third, we are proposing to redevelop our Lambeth Hospital site and create much needed new homes for Lambeth, including 258 affordable homes. We plan to use proceeds from our surplus estate at Lambeth Hospital and invest this into our current and future hospital and community facilities.
In addition to these three major developments we will continue our programme of smaller developments (such as the National Autism Unit and Children’s Psychiatric Intensive Care Unit at Bethlem), refurbishment and planned maintenance.
SLaM’s ultimate vision is to re-provide the majority of its community and inpatient estate to very high standards over the next 10-15 years. The Trust receives Sustainability and Transformation Funding which it will use in the improvement of the estate, particularly in improving places and spaces for patients.
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In the community, SLaM’s plan is to focus service delivery from a network of approximately 30, modern, fit for purpose and highly accessible, integrated care facilities (hubs) that support the delivery of mental and physical care and are integrated with primary care networks. This would mean a significant shift from our existing community estate which operates from approximately 90 locations, most of which are not of optimal size and condition for providing services.
SLaM also intends to raise the standard of and improve the flexibility and effectiveness of existing secondary/tertiary facilities as well as to promote closer joint working with health care and research partners. SLaM aims to deliver innovative spaces that will take account of how mental health care will evolve in the future, particularly as articulated in the document ‘Starting Today: the future of mental health services’. SLaM aspires to be a leader in the design and provision of the best and most appropriate locations, buildings and spaces for mental healthcare and wellbeing.
Find out more about our Estates plans here https://www.slam.nhs.uk/about-us/get- involved/consultations-and-engagement/
Find our 2018-19 annual report here: https://www.slam.nhs.uk/about-us/policy-and- publications/annual-report-and-accounts/
Our digital strategy: Global Digital Exemplar (GDE)
In 2017, SLaM was one of seven organisations cited by NHS England as amongst the most advanced Trusts for IT in the NHS. SLaM is committed to work to become world class exemplars for the rest of the NHS. The GDE funding award further strengthens SLaM’s position as one of the leading locations for digital mental health research in the UK. Amongst other activities, the new BRC will be building on its existing research in informatics and starting new work in mobile health research. SLaM and IoPPN are also partnering on the Centre for Translational Informatics (CTI), which launched in 2016 and aims to drive digital innovation in mental health by providing a front door to collaboration with the digital health industry.
Our Trust Board
Chief Executive: David Bradley Chair: Sir Norman Lamb Acting Chief Operating Officer: Neil Robertson Non-Executive Director: Beatrice Butsana-Sita Chief Financial Officer: Gus Heafield Non-Executive Director: Helen Edwards Medical Director: Dr Michael Holland Non-Executive Director: Professor Ian Everall Interim Director of Nursing: Vanessa Smith Non-Executive Director: Mike Franklin Director of Strategy and Commercial: Altaf Kara Non-Executive Director: Duncan Hames Interim Trust Secretary: Charlotte Hudson Non-Executive Director: June Mulroy Non-Executive Director: Dr Geraldine Strathdee Non-Executive Director: Anna Walker Research & King’s Health Partners
As a result of SLaM’s focus on research and innovation, clinicians and researchers work together across all of SLaM’s services. SLaM is part of an Academic Health Science Centre called King's Health Partners (KHP) with King’s College London, Guy’s and St Thomas’ and King’s College Hospital NHS Foundation Trusts.
Together, KHP contains a diverse combination of clinical specialities aimed at delivering real benefits to patients and staff through closer working and better alignment of research and development with services. KHP continues to build on its position as Europe’s lead provider in health education, and to strive for international academic and research excellence to improve the delivery of patient-centred
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care. KHP has developed an ambitious programme of work for the next five years including programmes to integrate mental and physical health, value-based care systems, integrated healthcare across primary, secondary and social care, and public health. There will also be a focus on six specialties where there is outstanding research, education and clinical care - cancer, child health, cardiac, diabetes and obesity, mental health and neurosciences, and regenerative medicine and transplantation. For more information go to: https://www.kingshealthpartners.org/
SLaM works in partnership with the internationally recognised Institute of Psychiatry, Psychology and Neuroscience (IoPPN), King’s College London (KCL) based on the same site as the Maudsley Hospital. IoPPN is world-renowned for the quality of its research; it produces more highly cited publications in psychiatry and mental health (Scopus, 2016) than any other university in the world. Its world-class research-led learning experience attracts the very best students from around the world who enjoy unrivalled learning opportunities –supported by strong partnerships with NHS Trusts, industry and healthcare organisations. We have recently appointed a new Professor of Mental Health Nursing.
With the Institute of Psychiatry, Psychology and Neuroscience, King’s College London, we host the UK’s only specialist National Institute for Health Research (NIHR) Biomedical Research Centre for mental health and Biomedical Research Unit. For more information go to: https://www.kcl.ac.uk/ioppn/about/index.aspx
South London mental health and community partnership (SLP)
The SLP is a collaboration between South London and Maudsley NHS Foundation Trust, Oxleas NHS Foundation Trust, and South West London and St George’s Mental Health NHS Trust, between them delivering mental health services to a population of more than three million people.
The partnership brings together clinical expertise, experience and innovation, aiming to improve quality, use resources most effectively, and deliver best practice consistently to all patients. Substantial improvements have already been delivered through the partnership in terms of CAMHS services, forensic services and much more. Read more about the SLP in the Annual in last year’s report: https://www.slpmentalhealth.com/AnnualReview201819/
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International
As part of the Changing Lives strategy, SLaM is also pursuing selected commercial ventures to support its local services at the Trust. Venturing internationally allows the Trust to generate higher margins and invest in staff and core infrastructure to provide better patient care and experience in south London.
The Trust has a long history of working internationally in markets, including child and adolescent mental health services to the British Forces in Germany and Cyprus, support for Ebola victims and workers in Sierra Leone and screening of victims of trauma in Tunisia.
The Trust launched a child and adolescent outpatient service in Abu Dhabi in autumn 2015. Maudsley Health Abu Dhabi is a collaboration between our organisation and MACANI Medical Center. The service is managed by the Trust, with a core team based in Abu Dhabi supplemented by visiting consultant staff from the Maudsley Hospital who provide specialist clinics such as Mood Disorders, OCD and Eating Disorders. Since 2017, Maudsley Health Abu Dhabi has also been providing adult outpatient services.
In 2018 Maudsley Health secured a contract with the Ministry of Health and Prevention to support the management of Al Amal Hospital in Dubai. Al Amal is a state-of-the-art 276-bed mental health hospital that opened in 2016. The Maudsley Health Team are tasked with developing the clinical strategy, introducing policies and protocols to enhance standards of care, increase safety measures, set education and training strategy and delivery plan and introduce research and development initiatives. Most recently Al Amal Hospital achieved the Gold Seal of Approval® as a Joint Commission International-accredited Hospital with support from the Maudsley Health Team.
Alternative Delivery Model
Most recently, the Board approved a business case for the Trust to set up a subsidiary in the form of a joint venture limited liability partnership with another Trust's subsidiary. The benefits of doing so is to enable the full potential of SLaM's commercial activity to be reached and infrastructure services to be delivered more efficiently. The vehicle will incorporate our income stream producing non-core ventures: Maudsley Health (UAE), Maudsley Learning, commercialisation of surplus real estate assets and Maudsley Intellectual Property. In addition, it will provide commercial support to the Trust (bid support etc.) and hard and soft facilities management, estates and capital projects.
Full implementation of the project is pending subject to NHS Improvement approval. A Snapshot of SLAM’s Services
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How to Apply
To apply for this post, please submit:
• a comprehensive CV
• a detailed supporting statement (no more than two pages) that:
o addresses the appointment criteria as set out in the person specification, and o includes details of two referees who we would be able to contact if required
Please also ensure you have completed and submitted the equal opportunities monitoring form provided on this site. The information on the form will be treated as confidential and used for statistical purposes only. The form will not be treated as part of your application.
The closing date for applications is Sunday 13th September
Applications should be uploaded onto the Harvey Nash’s website. The How to Apply section of the website provides clear instructions; if, however, you have any queries in relation to the application process, or you experience difficulties uploading your application, please do not hesitate to telephone the Harvey Nash team, Simon Green, Director or Alex Sweet, Researcher on +44 (0)207 333 1424.
If you have any queries about any aspect of the appointment process, need additional information or wish to have an informal and confidential discussion, our advising consultant Simon Green will be pleased to talk to you. Harvey Nash will respect the privacy of any initial approach or expression of interest in this role, whether formal or informal.
Recruitment Timetable
Process Date
Closing date for applications 13th September 2020 Longlist meeting Week commencing 21st September 2020
Preliminary interviews Week commencing 5th October 2020
Final appointment panels Week commencing 12th October 2020
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