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Appointment Brief Chief Operating Officer August 2020

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Appointment Brief Chief Operating Officer August 2020 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. 3 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. 4 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.
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