Transforming our future - Learning and improving every day

Transforming our future Learning and improving every day Includes a summary of our annual report 2017/18

Welcome Hello and welcome. This booklet will give you a brief overview of who we are as an organisation as well as a snapshot of what we have been doing over the past year.

The past 12 months have seen continued progress towards Southern Health becoming the organisation our patients, their families and our staff deserve. We have continued to act on improving the safety and quality of our care, and there is evidence that this is making a difference. We have also laid the foundations for more fundamental transformation of our services which will take place over the coming years, with the aim of becoming a fully transparent and inclusive organisation which delivers outstanding, world class care.

We both joined the Trust in 2017. In this time we have seen and heard the serious and real concerns which remain about Southern Health and we have also been overwhelmed by the dedication, compassion and commitment of the people who work in the Trust, and have seen many examples of excellent patient care. Ensuring our workforce feels engaged, valued and empowered is an absolute priority for us because we know their energy and expertise are key to delivering better services.

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PATIENTS RECEIVED CARE IN OUR HOSPITAL BEDS FOR A TOTAL OF

260,000 days in 2017/18

In addition to both our appointments as Chair and Chief Executive, the last year has seen the whole Trust Board strengthened and reinvigorated.

New directors have joined us following rigorous selection processes involving patients, families, governors and staff.

• Extending our mother and baby mental health services to Portsmouth,

During the last year the new Board worked with local partners to look at how community services could best meet the need of our patients.

There are compelling reasons for the Trust to continue to provide these services, not least to ensure that those who use our services receive truly integrated care that effectively addresses their physical and mental health needs. We are committed to working collaboratively with our local commissioners during the year ahead to transform our community services alongside our local authority and GP colleagues.

• Reviewing our referral processes from GPs to community mental health teams to make accessing our services more straightforward.

Over the last year we have begun to deliver our Mental Health and Learning Disabilities strategy and we have demonstrated a change in culture and experience across the organisation. Some examples include;

• Engaging with people who use our services and their families and

involving them in the development of services, aiming to become a more patient-led Trust.

• Working closely with service users, carers, staff and commissioners in designing improved access for our patients.

the Isle of Wight, North East Hampshire and Farnham, and receiving additional investment to develop early intervention in psychosis services.

As well as continued focus on improving our organisation we are also actively involved as part of the wider health and care system across the county. In the year ahead we are committed to remaining a strong voice for effective mental health and community services, to best support our local communities.

Although we have made real improvements in the last year, we have much still to do to achieve all of our ambitions for our patients. In July 2018 we published our Case for Change, which sets out frankly the areas where further improvements are required. We look forward to working with families, service users, our partners, commissioners, clinical experts and governors to achieve our full potential. Finally, our staff remain our greatest asset and we would like to thank them for their hard work and commitment over the past 12 months.

With best wishes, Lynne Hunt, Chair, and Nick Broughton, Chief Executive Officer

The past 12 months have seen continued progress towards Southern Health becoming the organisation our patients, their families and our staff deserve.

Lynne Hunt

Nick Broughton

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We are an NHS Foundation Trust providing community mental, physical and learning disability health services across Hampshire. This includes some community hospitals and specialist inpatient units. Our aim is to improve the health, wellbeing, independence and confidence of the people we serve.

in numbers X

280,000

JAN

FEB

MAR

INDIVIDUAL PEOPLE CARED FOR EACH YEAR

APR

6,000 STAFF

JUN

JUL

AUG

OCT

NOV

DEC

FUNDING 1.5

99,000

SERVING A POPULATION OF

1.5 million

99K

9,000 + PUBLIC MEMBERS

X 1000

PATIENTS RECEIVED CARE IN OUR HOSPITAL BEDS FOR A TOTAL OF

260,000 days in 2017/18

1.4 million CONTACTS WITH PEOPLE IN THE COMMUNITY EACH YEAR Figures correct as of April 2018

4

SEP

£309 million OUTPATIENT APPOINTMENTS EACH YEAR

Southern Health in numbers: We provide care to around 280,000 people each year, and serve a population of 1.5 million people. Over 6,000 people work for us, including doctors, nurses, therapists and support staff. As a Foundation Trust, we have over 9,000 public Members drawn from local communities, who elect a Council of Governors which holds our Board to account. We are funded by NHS England, local NHS commissioners and local authorities, receiving around £309 million each year. We deliver around 99,000 outpatient appointments each year, and patients received care in our hospital beds for a total of 260,000 days in 2017/18. We provide nearly 1.4 million contacts with patients in the community each year.

MAY

per year

About us

What drives us: Our values After working with our staff we introduced our updated values in 2017. Our values are the core principles that underpin everything we do, from the ward to Board. This year we have worked to embed them across the whole Trust, so all our staff demonstrate our values every day. Below are some examples of how our staff are now living these values.

Patients and People First

Partnership

Respect

• Providing compassionate, safe care

• Communicating clearly

• Acting with honesty and integrity

• Listening to each other

• Supporting each other

• Respecting each other

• Doing the right thing

• Working as a team

• Taking responsibility

• Appreciating each other

• Building relationships

• Getting the best from our resources

• Delivering quality

• Making things happen

• Doing what we say we will do

Our Estates team battled through the snow even though they were turned back by police due to road closures to provide assistance at Petersfield Hospital. A pipe in the main kitchen had frozen due to the snow and caused the kitchen to flood and left patients without heat.

Emma Cahill is an Occupational Therapist working at Andover War Memorial Hospital.

Rochelle Sampson is an administrator at the Recovery College.

Not only is she is an excellent clinician and team member giving a high standard of clinical care but she also supports the delivery of integrated care by undertaking joint assessments for patients with complex nursing and therapy needs.

She employs her personal resilience to effectively manage a range of personalities and potentially difficult conversations. Above all, Rochelle demonstrates the Trust values, by respecting students and working in partnership with them.

Over the next few pages, we'll highlight some of our key achievements and priorities.

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Quality Deliver high quality, safe services that inspire the confidence of people who use or rely on them

2017/18 Improving the quality and safety of our services is our highest priority. In 2017/18 we continued to make good progress in this regard with the Care Quality Commission (CQC) acknowledging that we had ‘turned a corner’. This is in no small part down to the energy, commitment and dedication of our workforce.

Whilst clear progress has been made, we are acutely mindful of past failings and recognise the ongoing need for improvement at Southern Health.

This year we have:

• Been working very closely with our colleagues at the Care Quality Commission (CQC) and have been successful in addressing areas of significant regulatory concern raised in previous inspections.

• Launched our Experience, Involvement and Partnership Strategy which details our

commitment to working together with service users, patients, families and carers so they have a say in their care and treatment, and also help us to understand how services can be improved.

• Achieved ten of the quality account priorities set out in last year’s Annual Report, including;

– 95% of all patients having a risk assessment – Evidence of better involvement of patients at groups and meetings – All new Trust literature has been reviewed by patients – Patients' experiences increasingly used to help improve care.

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More than 9 out of 10 people would recommend our care to friends and family

2018/19 During 2017 we made significant improvements to our structures and processes to ensure we deliver the highest quality of care. We are encouraged by our progress so far but know that improving quality is a continuous priority.

What are we focused on now? whilst also reducing the substantial penalties associated with these beds.

For 2018/19 our ambitions are:

• Further improving patient safety, experience and clinical outcomes.

• In June 2018 we were pleased to announce that NHS

Improvement lifted some of the regulatory undertakings it had placed on the Trust in 2016. This was after an independent audit found that we had made significant improvements in the way we investigate and report patient deaths and involve family members in the process, as well as a culture of increased openness and transparency.

• Launching a Trust wide Quality Improvement programme that

will see around 60 staff trained in special skills and techniques to make health care more effective and efficient. These 60 will go on to train around 600 staff in these techniques which will benefit every service we provide.

• Last year we launched our Experience, Involvement and

Partnership Strategy as described on the previous page. In the coming year we aim to fully embed this culture of involvement and partnership throughout all our services.

• Ensuring all people who require care in a mental health inpatient

unit get this support within Hampshire. This should minimise the number of Out of Area beds required which will have a significant impact on our patients, enabling them to be closer to loved ones

X JAN

280,000 FEB

MAR

APR

PEOPLE CARED FOR EACH YEAR MAY

JUN

JUL

AUG

SEP

OCT

NOV

DEC 7

SPOTLIGHT:

Supporting patients with their transition from hospital to home We are committed to helping our patients return to their own homes as quickly and as safely as possible. That is why this year we introduced the Hospital to Home Health Coordinator role at Alton Community Hospital which is being carried out

by Kate Harfield.

Employed by Age Concern Hampshire, Kate uses her expertise to support patients with their transition from the hospital back to their own homes.

Kate started at the hospital in January 2018 and so far, she is really enjoying the work. “I am delighted to be in this hospital, offering support to patients and working on their confidence. My role is new here, so I’m developing it to suit the local needs of our patients. We have already introduced some new craft sessions and have many more group sessions planned for the near future, including breakfast club, games sessions, Pets As Therapy (PAT) dogs, and wellbeing monitoring. I am really excited to be involved in such a positive development for the hospital,” she says.

The role of the Hospital to Home Coordinator has been jointly developed through collaboration between Southern Health NHS Foundation Trust and Age Concern Hampshire after it was recognised that more could be done to support patients as they plan to leave hospital. Supporting transition from hospital to home can improve confidence and address the known issues of; social isolation, low mood, anxiety and help people better follow their treatment plans.

Alton Community Hospital is just one of our local hospitals that have teamed up with Age Concern to offer this health coordinator role. Similar joint working is happening at Petersfield Community and Gosport War Memorial Hospital too. It is hoped that by spending time with patients in the hospital, focussing more on their social and emotional skills and understanding, as opposed to the medical aspect of their care which the nurses, therapists and doctors will be doing, the hospital to home coordinator can make sure people have the support and develop skills and confidence needed to return home and stay home.

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SERVING A POPULATION OF

1.5 million

1.5

SPOTLIGHT:

The Family Nurse Partnership The Family Nurse Partnership (FNP) is a voluntary programme, offered to first-time young mums (and dads) aged 19 or under in Basingstoke, Rushmoor, Havant and Gosport. Working with some of the most challenged young families the FNP nurses support them through pregnancy and until the child reaches two.

Clare Kemp, a Family Nurse in the FNP tells us about ‘Stacey’, a young mother she supported.

"Stacey was 18 and 12 weeks pregnant when I first met her, living between her mum’s house and friends’ houses. Her partner was living in homeless accommodation.

"She admitted she smoked, drank heavily, was out of control and had periods of anxiety and depression. Stacey’s pregnancy had changed her behaviour and she wanted to change and become a good parent to her unborn daughter.

"I supported her to learn about the importance of responsive parenting and she developed a strong bond with her unborn child. When her baby was born Stacey breastfed her baby for a short period and was immensely proud of this. Immediately after her birth her partner was convicted of a violent offence and went to prison.

During this stressful period Stacey maintained the bond with her baby and her positive attitude towards parenting. She has also been brave enough to speak to our community mental health team about her anxiety.

"Stacey’s baby is thriving and this is a huge credit to her. At two, her baby is out of nappies, can speak in sentences, knows her numbers and colours and is such a happy, beautiful child."

Stacey’s baby is thriving and is a huge credit to her.

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People Supporting and developing our workforce

2017/18 We know that staff who feel supported, involved and empowered deliver better care. We call this staff engagement. Last year we aimed to take our staff engagement to the next level. Not only did we develop new staff engagement groups but also new channels to listen to and resolve staff issues at a local level. We committed to finding new ways to recruit staff whilst also working to understand the reasons staff leave so that we could improve staff retention.

This year we:

• Reviewed our People and Organisational Development (OD) strategy to ensure it reflects the vision of the Trust and our strategic priorities.

• Reduced staff turnover by 3%.

• Reduced our agency and locum staff to below the national average. Alongside this we have developed a retention plan with NHS Improvement. This will look at some key areas including:

– Greater use of data and analytics for accurate workforce planning – Greater flexibility to move roles within the Trust and our local partners – Improving our reward and recognition programmes.

• Worked to tackle mental health stigma in the workplace by signing up to the

Time To Change Employer Pledge where as a Trust we have pledged to change the way we think and act about mental health at work.

OVER

6,000

STAFF WORK FOR US 10

2018/19 This year we will continue to focus on our workforce, aiming to create a culture (the way we think and act) that enables outstanding care, transparency and learning as well. This will also make Southern Health a first choice place to work. This is a key priority for the Trust as we look to attract and retain people with a relentless focus on improving and providing quality services. We also want to enable people to reach their full potential (patients and staff). We will do this through our new People and Organisational Development Strategy, our recruitment and retention work and our ongoing work developing and improving staff engagement.

Priorities for the year ahead include:

• Launching our new People and Organisational

Development Strategy, ensuring it not only reflects the Trust’s vision but its strategic priorities too. This strategy will focus on five key areas

– Collective leadership, devolution and engagement – Wellbeing, inclusion and diversity – Learning and education – Workforce development – Partnership and system working.

• Continue to focus on our workforce which is a

key priority for the Trust in 2018/19. Particularly recruitment and retention which is one of our biggest challenges.

• Use our Staff Engagement Groups to continue to

empower staff to raise issues, make changes happen and recommend Southern Health as a place to work and to receive care and treatment.

• Recruiting more people with lived experience and expanding our peer support network.

9,000 + PUBLIC MEMBERS

X 1000 11

SPOTLIGHT:

The Crisis Lounge Our Crisis Lounge, which opened last autumn to increase the support available for local people experiencing a mental health crisis, has extended its hours.

Thanks to its overwhelming success, In June 2018 we announced that our Crisis Lounge, based in Antelope House, is now open 24 hours a day, 7 days per week.

This news was featured by ITV Meridian, who were interested to see how the project had helped people get support at key times and remove pressure from other services such as the police.

By offering a safe haven, the lounge avoids people having to visit Southampton General‘s Emergency Department as they previously would have had to do.

Natascha Eden, Crisis Pathway Manager at Southern Health, explained: "They’re cared for by mental health nurses, as well as peer supporters who have lived experience of mental illness themselves.

"By using the Crisis Lounge, people may be able to avoid an unwanted admission to an inpatient unit, instead benefitting from intensive support whilst remaining in their homes.”

99,000

OUTPATIENT APPOINTMENTS EACH YEAR 12

99K per year

The Crisis Lounge complements the care currently provided to very vulnerable people and is part of a wider programme from Southampton City Clinical Commissioning Group’s Mental Health Matters strategy.

"The Crisis Lounge reduces the risks to patients themselves, the risks to others at the Emergency Department who may be vulnerable and also reduces the risk of people leaving an ED waiting room without even being seen or assessed. It offers a calm environment away from the noise and energy of a busy Emergency department."

Local people using the new Crisis Lounge are able to benefit from improved and more rapid triage, assessments, interventions, advice and support.

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Transformation Changing our services to better meet people’s needs

2017/18 It is widely recognised that across the NHS, current ways of working will not be sustainable and will no longer enable us to give the best outcomes for our patients.

We are therefore embarking on a period of substantial transformation. We are looking to learn from best practice seen in other NHS Trusts and implement some of these successes locally. As part of this we have been working with Northumberland, Tyne and Wear NHS Foundation Trust. They are an outstanding Trust and this partnership is already helping us learn from their experiences to make our services better.

Here are some examples of how we have helped to transform care for local people:

• A small number of key staff have

undertaken intensive transformation training, learning practical tools and methodologies for quality improvement that can be applied in all our services. These staff will then lead transformation projects and also provide support and training to others,

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Find out more:

so that their knowledge and expertise can be shared and used to deliver real change.

• In January 2018 we launched a major

programme of transformation work with the aim of improving access to mental health services. Working with Community Mental Health Teams operating in Portsmouth and South East Hampshire from Southern Health and Solent NHS Trust, as well as patients, carers and family members, commissioners and local authorities, we fully reviewed their processes and have agreed new systems for improving the service.

• We expanded services available to people

outside of the normal working hours of the community mental health teams and opened a Crisis Lounge in Southampton.

There is now also a telephone advice line for police, giving them access to a mental health practitioner to support them in making decisions about how best to help someone in crisis. We also introduced a one hour standard for the identification of an inpatient bed.

www.southernhealth.nhs.uk/transformation

• Recognising the national shortage of

low secure inpatient beds for Child and Adolescent Mental Health Services we responded to this by opening six new beds at Bluebird House, a medium secure unit.

This is a short term solution whilst we refurbish our Woodhaven Unit to open 14 specialist adolescent low secure beds (more overleaf).

• We worked to develop more joined up

primary care (GP) and community services through our work with The Willow Group.

Local people in Gosport have benefitted from a number of new schemes including the Same Day Access Service, Acute Home Visiting Service, Care Homes Team, and specific clinics for frailty and chronic diseases.

2018/19 Transforming our care models in mental health, secure services and community services to deliver great outcomes for the people we care for.

• During the next year we want to have trained

around 60 staff through a high intensity course that provides the skills and techniques for them to act as trainers for other staff and facilitators in transformation projects across our services.

Through these projects we aim for at least 10% of our staff (600) to have been involved in developing and embedding service improvements where they work within the year.

• We will create 14 new beds for young people at

the Woodhaven unit at Tatchbury Mount. The new service will ease pressure and ensure young people get access to hospital a closer to home.

• The Crisis Lounge, which offers a safe haven

for those experiencing a mental health crisis, and avoids them having to go to an emergency department is extending its opening hours.

Starting with just four shifts a week as part of a pilot scheme at Antelope House in Southampton, in June 2018 it became a 24/7 service, providing

rapid triage, assessments, interventions, advice and support.

• By summer 2019, we aim to have launched a new

mental health crisis care service in partnership with Solent NHS Trust. The service will aim to provide better access and care for people at their time of greatest need.

In January 2018 we launched a major programme of transformation work with the aim of improving access to mental health services.

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Money Making the best use of resources and balancing our books

2017/18 We plan carefully to manage our finances to be as efficient as possible. Our aim is to finish the year with a surplus which we can use for reinvesting in services in future years.

Current NHS funding arrangements mean those NHS Trusts able to achieve a specific target, such as a financial control total set by the regulator, benefit from additional funding. We successfully achieved this target in quarters one, two and three but were not able to fully achieve it for quarter four due to the fines incurred for the prosecutions for historic health and safety failings.

The achievement of our surplus of £1.8 million has enabled us to re-invest in improving many of our services.

Although we faced some significant challenges in terms of the fines incurred and the cost of using out of area mental health beds, our financial success relied on a range of impressive achievements which include:

• Planning and delivering £12.8 million of savings including the selling of five properties which were no longer required

• Reducing spending on agency staff by £4 million • Managing our cash flow well and increasing our cash balances by £3million during the year

• Improving our NHS Improvement rating, achieving an overall rating of two

(out of four, where one reflects the strongest performance), compared to last year’s rating of three.

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2018/19

2017/18 The numbers:

£309.4m

£307.6m

£1.8m Income

2018/19

Expenditure

Surplus

2018/19 (planned)

Income

£309.4m

£305.9m

Expenditure

£307.6m

£302.5m

Control total Surplus

£1.8m

£3.4m

The Trust's financial target set by NHS Improvement for 2018/19 is £3.4 million surplus which relies on the delivery of savings totalling £13.1 million.

As well as continuing to eliminate waste we are also working on a number of projects which we hope will help us improve our finances, including transforming our clinical care, reducing our out of area bed usage and stabilising our recruitment and retention issues with our new People and Organisational Development Strategy.

The Trust is also planning an extensive and exciting capital programme of £17.3 million which includes the large scheme to develop a new Child Adolescent Mental Health service and relocation of the Learning Disability service to a purpose built unit.

(planned)

£305.9m

2017/18

This is a challenging and ambitious financial plan and successful delivery relies on continuing to improve care and control costs to maintain financial sustainability.

£302.5m

£3.4m Income

Expenditure

Surplus

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Measuring our progress As part of the NHS we have a number of important measures that help to show we are delivering good care. We are pleased to report that in 2017/18 we met all the targets set by the national regulator, NHS Improvement. We also have targets set by our commissioners (who fund our services) and we set our own internal targets, too. We met some of these and are working hard to achieve them all in the year ahead.

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Targets set by the NHS national regulator Mental health and learning disabilities:

Target

Our Performance

Did we achieve it?

National average

(if available)

Patients discharged from psychiatric hospital have a follow up contact within 7 days

95%

97.2%

95.9%

Proportion of people admitted to psychiatric hospital who had prior access to crisis support in the community

95%

99.5%

98.5%

Proportion of patients whose transfer of care to another service was delayed

7.5%

8.3%

Proportion of patients in secondary mental health care who’ve had at least one formal review in the last 12 months

95%

98.4%

Proportion of patients who have had the right identifying information about them recorded

97%

99.7%

Proportion of patients who have had important information about their outcomes recorded

50%

77.9%

Proportion of people experiencing a first episode of psychosis who have been treated within two weeks of referral

50%

87.8%

75.2%

Proportion of people referred to our Improving Access to Psychological Therapies service treated within six weeks

75%

91.9%

87.8%

Proportion of people referred to our Improving Access to Psychological Therapies service treated within 18 weeks

95%

99.8%

98.1%

What people have been saying about their care: Physical Health:

10 out of 10 Excellent service.

Everything explained, staff introduced themselves, friendly and smiley. Every step explained step by step.

Expectations set and met. Nothing rushed. Calming and kind. Quite exceptional. Thank you.

Radiology, Lymington New Forest Hospital

Target

Our Performance

Did we achieve it?

National average

(if available)

Proportion of people waiting less than 18 weeks from referral to treatment

92%

93.7%

90.3%

Proportion of patients using our minor injuries units treated/ transferred or discharged within four hours

95%

99.7%

87.6%

Proportion of patients who received a diagnostic test within six weeks

99%

100%

98.9%

Proportion of patient records completed in line with the Community Information Data Set

50%

98.2%

“Thank you so much for helping me through this tough time! You are genuinely kind

Last year 97% of patients said they would recommend Southern Health to their family or friends

Compliments

and understanding! I could not have done it

2017/18

without you! Good luck in your career, not

5305

that you will need it as you are awesome!!”

2016/17

Service User, Adult Mental Health

3190 “I was taken seriously, my views taken into account. I was given time to talk and made to feel valued. I felt so much better after leaving, with new strategies and a positive approach. Thank you.”

Staff member

Complaints 2017/18

363 2016/17

386

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Targets set by our commissioners and those we set ourselves Mental Health:

Target

Our Performance

Proportion of people receiving an assessment within agreed timeframes

90%

91.3%

Proportion of patients who have had a risk assessment recorded

95%

75.9%

Target

Our Performance

Did we achieve it?

National average

(if available)

(Note: Mental Health Risk Assessment year end March 18 position was 85%. 75.9% is the average over the 12 month period.)

Physical Health: People spending more time in hospital than they need

7.5%

20.7%

Proportion of people receiving an assessment within agreed timeframes

90%

87.2%

Proportion of patients seen within two hours of referral to our rapid response service

80%

97.8%

80%

87.1%

Health Visiting: Proportion of pregnant mothers who received an antenatal contact at 28 weeks or above

84.8%

84.3%

Health Visiting: Proportion of mothers who received a new birth visit within 30 days

99.6%

99.4%

End of Life: Proportion of patients dying in preferred location

20

Did we achieve it?

National average

(if available)

"My son is incredibly needle phobic, the nurse was lovely and took him into a separate room but he went into a total panic and meltdown. The nurse was lovely and she had time to sit with him and eventually he had his meningitis jab and then also had the tetanus. We were so pleased."

Parent of a child using our School Nursing service

SPOTLIGHT:

How Parklands saved my life…

In 2016, Norman Bareham - a retired Coldstream Guard and police officer - was working as a community safety officer in Hythe and Dibden. Having moved back to the area to be closer to his family, he was happy to be supporting his local community and enjoying his work. However, in April of that year, a series of events led him to experience severe depression. Unable to do the job he loved, Norman’s depression deepened and culminated in him planning to end his life.

staff made me feel safe and that was a big help for me. The ward team - my consultant and all the nurses and support workers - were brilliant. To begin with, I didn’t really want to do anything.

Parklands Hospital has a garden but it needed tidying up and so I started to do that for a few hours every day. The physicality really helped, I remember that it felt good to be doing things, which led to me opening up a bit and it went from there. So gardening was my first bit of therapy really!

“Everything I‘ve ever done, career-wise, has been about helping or protecting others. I’m very passionate about that. But looking back, in the Army and during my police career, things happened that I “Since leaving hospital, I’ve retired from just sort of ‘parked’ and never talked to anyone about. my old job and I have started working as a call handler You didn’t in those days, you just carried on because for the emergency services. The next step for me is to that was the job. However, in April 2016, an incident become a peer support worker for Southern Health. I at work happened which was really stressful for me. I had such amazing support from people at each step noticed my behaviour change but I didn’t feel able to of my journey that I’d like to try and give something talk about it and which led to me bottling it all up. back.

“Things got worse and I got to the point where I had made plans to take my life.

“I will be forever indebted to Parklands Hospital and the staff on Beechwood Ward. They saved my life.”

“I remember that as soon as I was admitted, all the

I will be forever indebted to Parklands Hospital and the staff on Beechwood Ward. They saved my life.

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Statement on the Summary Annual Report Please note that this document is a summary of the full annual report that was laid before Parliament earlier this year. None of the key data has been changed and is the same as that submitted. However, some of the supporting information and wording has been re-written to enable this document to be shorter and more accessible for the people we serve.

023 8087 4210 Corporate.Governance@southernhealth.nhs.uk

This report is a summary document; the full report includes the Annual Governance Statement which can be found on page A74. The director’s remuneration report can be found on page A50 of the full Annual Report. The auditor’s opinion on the Trust’s arrangements for securing economy, efficiency and effectiveness in the use of resources was qualified. You can read the auditor’s opinion in full on pages C1 – C7 of the Annual Report. The auditor’s opinion as to whether the performance report and accountability report was consistent with the accounts was unqualified (page C6).

You can get a copy of the full report by visiting our website www.southernhealth.nhs.uk/about/performance/annual-report/ or by contacting the Corporate Governance Team on the details above.

1.5 million CONTACTS WITH PEOPLE IN THE COMMUNITY EACH YEAR 22

Become a Member We're always striving to improve. By joining us as a Member, you can help us do this. We want to hear your experience of our services. We want to know how you think we should invest our money, and where we should develop services further.

We want to know when things go well, and when they don't, so we can address issues and problems quickly. In order for our services to meet the needs of local people and communities, we need to know what you expect and want.

What are the benefits?

As a Member you’ll be able to:

• Present your ideas, feedback or concerns to the Trust • Elect fellow members to become Governors (or stand for Governor yourself) • Meet and interact with the Council of Governors, and attend meetings to discuss health care in your local area • Attend regular talks and events to hear fascinating talks from our amazing clinicians • Attend the Annual Members' Meeting • Register for Health Service Discounts, where you can find a huge range of offers and benefits

To learn more contact us on: 023 8087 4253 FTmembership@southernhealth.nhs.uk 23

www.southernhealth.nhs.uk/membership 23

Get in touch or join us At a time of such change and challenge we need your involvement like never before. We also know it’s an area we need to improve. Your views and ideas, no matter how big or small, positive or critical, are very welcome as we look to develop a new listening culture within the Trust.

Our Patient and Public Engagement and Patient Experience team are already working with patients, families and local communities on a range of activities, including the following priorities:

• Developing a listening culture, especially when things go wrong • Ensuring Board members are involved more in engagement events so that they can reflect back to the Board

• Working to get service user/patient representation on the Board • Improving community services • Increasing attendance of senior leaders at engagement events • Improving transparency If you want to get involved or find out about opportunities to help shape your local services, contact the team on 02380 427536 or email Dawn Buck, Head of Patient and Public Engagement and Patient Experience: Dawn.Buck@southernhealth.nhs.uk

OUR VALUES CS48107 – NHS Creative – August 2018