Southern Health Summary Annual Report

Laying the foundations for our future service Adapting and improving to meet the needs of our communities Includes a summary of our annual report 2018/19

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

The year has been one of significant progress, meaningful learning and reflection. We have continued our programme of transformation to become the organisation our patients, service users and communities rightly deserve.

We started the year by strengthening the Trust Board by appointing a new Medical Director, Director of Nursing and three new NonExecutive Directors. We continued to respond to a number of key issues including; the 2018 prosecution by the Health and Safety Executive, our response to other past failings and serious incidents, the findings of our staff survey, feedback from our patients and service users, carers and families, findings from inspection reports and national reports. We also looked at how we compared to some of the best Trusts in the country.

This work highlighted that we still have significant improvements to make in a number of key areas including; improving access, quality, safety and consistency of care, involving people and listening to their views, attracting and retaining staff, supporting our workforce and changing our culture as well as our financial challenges.

2

PATIENTS RECEIVED CARE IN OUR HOSPITAL BEDS FOR A TOTAL OF

211,000 days in 2018/19

These are the areas we have focussed on improving over the last 12 months,and remain priorities in the year ahead.

The last year has seen real progress, and some areas of outstanding achievement. One of the most exciting things this year was the progress we have made in relation to quality improvement. More than 1,500 people across the Trust have now been involved in improvement projects designed to transform how we work and deliver services.

During the year we started the process of restructuring the organisation.

We moved from a structure that separated our physical and mental health services, to four geographically defined, clinically-led divisions, alongside a division for our more highly specialised services. Importantly, these divisions comprise both mental and physical health teams, enabling the planning and delivery of truly joined up, holistic care, designed around our local communities.

With the scale and complexity of the task ahead for Southern Health, a clear vision and a planned approach to get us there is of fundamental importance. That is why, over the last 12 months, we have developed a new strategy for the organisation. We worked with staff, service users, carers and families and are confident this will ensure we are all clear

regarding our ambition for the future and how we are going to achieve this. Over the last year we have also established a new patient and public engagement team which you can learn more about on page 5.

Challenges remain but we are even more convinced of the organisation’s considerable potential. We owe it to those we serve and those we work alongside to build upon this and maintain the momentum into 2019/20.

We would like to thank all our staff for their support, hard work and commitment this year. They are what make us, and we are incredibly grateful for what they do. We would also like to thank every patient, service user, family member, partner organisation and colleague, from the Board to the ward, who have provided feedback, comment, compliments, criticism and complaint; who has given their time, energy and expertise to help make us a better Southern Health.

We look forward to working with you all in the year ahead.

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

We have continued our mission to become the organisation our patients and communities rightly deserve.

Lynne Hunt

Nick Broughton

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About us 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 vision: World class treatment and care, together.

X

280,000

JAN

FEB

MAR

Our purpose: Holistic care in partnership that improves lives.

INDIVIDUAL PEOPLE CARED FOR EACH YEAR

APR

MAY

JUN

JUL

SERVING A POPULATION OF

1.5

69,000

PUBLIC MEMBERS

SEP

X 1000

DEC

FUNDING

PATIENTS RECEIVED CARE IN OUR HOSPITAL BEDS FOR A TOTAL OF:

211,000 days in 2018/19

69K per year

NOV

5,900 STAFF

OUTPATIENT APPOINTMENTS EACH YEAR

4

OCT

£300 million

1.5million

8,000 +

AUG

1.1million

CONTACTS WITH PEOPLE IN THE COMMUNITY EACH YEAR Figures correct as of April 2019

Patient and Public Engagement Team A main focus for the Trust this year has been in engaging our service users, patients and carers. We are committed to working together in partnership with service users, patients, families and carers to ensure the services we provide are of high quality and are delivered in a comfortable, caring, compassionate and safe environment and to help us understand how services can be improved.

In July 2018 we held a stakeholder workshop to reflect on our current strategy. This has allowed us to update our plans for the year ahead which has included; reestablishing the Families First group, establishing a Trust-wide Working in Partnership Committee, co-producing an organisation plan for carers and their families, producing materials for carers and staff and developing a peer support framework and working with external partners.

This work has been led by our new Patient and Public Engagement Team who have been recruited over the past year to coordinate this work.

Dawn Buck, Head of Patient and Public Engagement and Patient Experience "Since joining the Trust last year I have really enjoyed being out and meeting all our teams of dedicated staff. There is a real enthusiasm and commitment to ensure that our patients, carers and families are at the heart of everything we do. We have made some significant progress during the last year and I am really looking forward to introducing some innovative projects in the coming year."

Niamh Dalziel, Service User Involvement Facilitator

Beth Ford (and Biscuit), User Involvement Facilitator

Nathan Clifford, Expert by Experience

"Hello, since joining Southern Health I’ve really enjoyed meeting the people throughout the organisation, particularly the staff working on the front line with the people who use our services and their carers. I am passionate about involving patients/service users and carers in the development and delivery of their care services. I look forward to supporting teams to develop our offer of service user/ patient and carer involvement."

"My name is Beth and my four legged friend is called Biscuit, we joined the Trust in January 2019 as the User Involvement Facilitator for Mental Health, Learning Disabilities and Specialities across the Trust and so far it’s been a really fascinating time. There has been a real drive to ensure that service users, carers and patients are at the heart of all the Trust does. I have come across some really wonderful caring staff and some amazing projects."

"What I have enjoyed about joining the Trust is being part of a culture that is striving to improve. There is a tangible feeling of change at the Trust, and I have really enjoyed being part of spreading this across the services. The desire for patient involvement is inspiring and this really gives me hope for meaningful improvement.

Over the next year I am excited to see how far we can spread the empowerment of staff to influence change!"

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

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Quality Delivering high quality, safe services that inspire the confidence of people who use or rely on them, supported by a Trust-wide transformation programme.

2018/19 The job of improving safety and quality remains the highest priority for the Trust and in 2017/18 we made improvements across all our services.

These were recognised by our regulator, NHS Improvement, who lifted some of the regulatory undertakings and CQC (Care Quality Commission) who rated 76% of our services as good or outstanding in their inspection in summer 2018.

This year we have:

• Worked with the CQC to address any concerns or areas for improvement in their

latest trust-wide report. This included work to improve the environment at Beaulieu Ward at the Western Community Hospital and Antelope House in Southampton.

• Improved our end of life training for staff • Appointed our first Head of Patient and Public Engagement to help us work with service users, patients and carers in delivering and improving care

• Reviewed and implemented our Engagement and Partnership strategy • Developed an organisational plan for Carers and their Families, aligned with the Joint Strategic Hampshire Plan for Carers

• Continued implementing Triangle of Care, which focuses on better involvement of carers and families in the care and treatment of people with mental ill-health

• Been joined by an Expert by Experience and two user involvement facilitators. They have experienced many different services as patients and now use their insight to ensure patient voices are heard.

• Trained 60 members of staff as QI accredited leaders, with 1500 staff involved in QI and over 150 attendees at our first QI conference.

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

2019/20 Improving the quality of our services never ends.

This year we want to build on our progress and make sure we are providing the best possible care.

What are we focused on now?

• Reducing the number of local patients receiving mental health treatment outside of Hampshire

• Eliminating mixed sex accommodation • Continuing our suicide prevention work; launching

our 'Every Life Matters' campaign in September 2019

• Getting greater positive participation of people in their care

• Delivering 12 quality improvement projects • Meeting our CQC, regulatory requirements and quality priorities (found in our Quality Account)

• Following our work this year we will be updating

our strategic priority to: 'Improve health and wellbeing through outstanding services.'

X JAN

280,000 FEB

MAR

APR

PEOPLE CARED FOR EACH YEAR MAY

JUN

JUL

AUG

SEP

OCT

NOV

DEC 7

SPOTLIGHT:

Showing our Pride in Southampton In August 2018, we became an official partner of Southampton Pride, hosting a stall at the event to raise public awareness of mental health issues and offer support to the LGBT+ community. We returned this year, again providing support for those in attendance.

Being at the event is important to us and offers a great opportunity to talk about the mental health issues that exist within the LGBT+ population. With over 50% of young lesbian, gay, bisexual and transgender (LGBT) people reporting self-harm either recently or in the past, compared to 25% of heterosexual non-trans young people, it was important for us to highlight this and start addressing it.

Our stalls have hosted by a range of clinicians and services who helped raise awareness of the different mental health conditions and the support available to people experiencing issues. This included italk, our Improving Access to Psychological Therapies (IAPT) service run jointly with Solent Mind, and clinicians from our mental health team in Southampton.

Matthew Langwith, a Health Care Support Worker at Ravenswood House, a medium secure unit, said: “We have come so far in terms of equality, in such a short amount of time. However, it’s really upsetting that even today; some members of the community still feel that they are not accepted and can’t openly be themselves.

"I am really proud that my employer has reached out to the LGBT+ community that often suffer in silence. It just goes to show that Southern Health has faith and pride in their employees and their services.

“Mental health is definitely more prevalent in the LGBT+ community and I think that this comes down to deep routed fear of not being accepted and not belonging.

“The first step is the hardest, and if by being at Pride we can just help one more person suffering, then it’s all worth it.”

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SERVING A POPULATION OF

1.5million

1.5

SPOTLIGHT:

Frailty cars provide support for patients In 2018 we partnered with South Central Ambulance Service (SCAS), West Hampshire Clinical Commissioning Group, Hampshire County Council, New Forest GP practices and Leagues of Friends at Hythe Hospital and the Milford on Sea to provide frailty cars that enable health professionals to deliver care to frail elderly patients, living in the New Forest, in the comfort of their own home.

have been able to get to a GP or Hospital appointment. Their response time was brilliant and immediately attended to my mother’s needs, she and I couldn’t have asked for anything better."

The aim of the project was to support more patients in their own home, avoiding hospital admissions. In the first six months, the service received just under 800 patient referrals with 81% of those referred receiving, care and treatment at home, without the need for a hospital appointment By treating patients at home, the team can spend more time assessing a patient’s needs, on a one-to-one basis, and in an environment they feel safe and comfortable in. This then reduces the need to visit their GP or call emergency services for help. The Frailty Team work in partnership with patients to create personal care plans and as a result helping them better understand their health conditions.

Chris MacKay, whose mother benefited from the service when, following her assessment, it was identified she needed alternative respite care, said: "The team were excellent. It was an emotional time for all the family and my mother was quite confused with the whole process but Gary and Steve from Southern Health’s Frailty Team were able to reassure and work alongside my mother to make her feel at ease. It was essential the team visited my mother, both at her home and at her care home, as she would not

The team were excellent. ...I couldn’t have asked for anything better.

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People Attracting and retaining people to pursue a relentless focus on improving and providing quality services to enable people to reach their full potential.

2018/19 We launched the People and Organisational Development Strategy “Becoming the Best Employer”. This strategy document sets out our vision to make our organisation a great place to work. We want to help staff to continuously improve, whilst remaining compassionate, accessible, personalised, safe, inclusive, best evidence based and outcome focussed.

• Made great strides in improving our recruitment procedures and looked at how

This year we have also:

• Have started to recruit internationally to increase the supply of doctors and nurses

• Made progress in our results from the National NHS Staff Survey. We managed

to increase our response rate by 37% to 43.6%. Trusts of a similar size average 45%. The number of staff recommending us as a place to work has improved by almost 10% and our staff engagement score has improved, placing us in the top third of similar organisations nationally.

OVER

5,900 STAFF WORK FOR US 10

we recruit staff into the organisation. We have a fresh new branding for campaign materials and have used a variety of methods and channels to attract new staff into the Trust. Throughout the year our overall turnover continued to fall and is now around 16%. for the Trust

• Begun a quality improvement programme to make our induction and support processes better

• Overhauled our appraisal process to make it clearer and more straightforward • Launched a toolkit to better support the health and wellbeing of our staff.

2019/20 What are we focussed on now:

• Restructuring the organisation to develop a number of geographical divisions. These combine mental and physical health services and work with local primary care (GP services).

• Reduce our vacancy rate to ensure we have the right staff in the right place, providing the best care

• Increase the number of people working with the Trust who have lived experience of using health services themselves

• Launching our leadership competency framework

and complimentary 'Elevate' programmes, essential module series and 360 programme, promoting leadership at every level

• Improving retention through a focus on flexible

working, our 'Retire and Return' programme and targeted support for new starters

• Following our work last year we will be updating

our strategic priority for People to: Become the best employer'.

8,000 + PUBLIC MEMBERS

X 1000 11

SPOTLIGHT:

Unloc-ing young people's potential Earlier in the year we teamed up with Portsmouth based social enterprise service Unloc to produce a survey of more than 1,600 school and college students across Hampshire, asking them about their experiences with mental health.

The survey revealed that almost a third of young people identify as someone with a mental health condition, with 38 per cent also confirming they had experienced low mental health in the past.

Following the result of the survey, and in conjunction with Unloc, we developed and ran a series of ‘summit’ events for young people. These events, which were held over a full school day, brought together young people between the ages of 10 and 19 and sought to provide a safe place for them to share their views, engage with mental health services and develop ideas to help improve services.

A series of presentations and structured interactive sessions got the young people to share their thoughts experiences and pre-existing knowledge of mental health, the NHS and the services available to them.

We finished the day with a session that encouraged the young people to design their own health campaign and the different ways they could engage people their own age with key health messages. Ideas included; targeted adverts on Youtube, apps for managing exam stress and pens with discreet advice to manage stress and anxiety.

Following their success we will be providing another round of events at schools and colleges across Hampshire in the coming months.

1.1million 12

CONTACTS WITH PEOPLE IN THE COMMUNITY EACH YEAR

SPOTLIGHT:

Recolo project tackles stalking behaviours In October 2018 the Trust launched a new service called the ‘Recolo Project’ for people who are experiencing obsessive or fixated thoughts and behaviours about others.

The service works with people to make positive behavioural changes - improving their psychological wellbeing, their relationships with other people and ultimately reducing the risks of unlawful stalking behaviours and the impact of this on potential victims.

The community-based project is a multi-disciplinary service, with a consultant forensic psychiatrist, a clinical psychologist, a forensic psychologist, an occupational therapist and a team administrator. The team works collaboratively alongside Hampshire Constabulary, Hampshire & Isle Of Wight probation teams and Aurora New Dawn (a victim advocacy organisation) as part of a Multi-Agency Stalking Intervention Programme (MASIP).

The Recolo Project is one of three services within MASIP and is coordinated by the Suzy Lamplugh Trust. The other two projects are victim advocacy and the Hampshire Stalking Clinic, which provides victim perspective and mental healthcare advice to police officers and other agencies investigating and managing stalking related crimes.

The Recolo Project is a really exciting service that can help people in a number of ways, from initial assessment to a range of psychological and occupational therapies. The end goal is changing negative and sometimes harmful behaviours, which will improve both their lives and importantly those of the people they’ve become fixated with.

Dr Kirsty Butcher, clinical lead

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

2018/19 The Trust has been going through a period of substantial transformation. We are giving our employees the autonomy and confidence to make changes where they know that outcomes for patients can be improved, and involving our patients in developing these changes.

We have trained 60 of our staff as Quality Improvement Facilitators. These people have spent a week learning how to transform and redesign our teams, processes and services, making improvements and efficiencies for the benefit of patients and staff alike.

This year, our transformation work has also:

• Worked closely with Hampshire County Council on Integrated

Intermediate Care (IIC). The service aims to make the best possible use of our combined health and social care skills and resources so that we can provide a seamless, positive experience for patients in need of

support enabling them to remain as independent as possible. IIC also aims to proactively prevent hospital admissions by working closely with patients and supporting them in their homes or assisting and enable them to leave hospital as quickly as possible.

• Developed new plans for how we prevent and manage pressure ulcers • Redesigned Electro-Convulsive Therapy service to improve quality • Improved access to community mental health service in Portsmouth and South East Hampshire

• Had patients, families and carers central and involved in all the improvement projects.

Over 200 staff gathered for our first Transformation conference; where they learned about our transformation programme, how quality improvement methodologies can work in practice, what training is available and current success stories so far.

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Find out more:

www.southernhealth.nhs.uk/QI

2019/20 What are we focussing on now?

We will be using our Quality Improvement Facilitators to drive change and encourage front line staff to transform services when they know patient outcomes can be improved.

This includes:

• Redesigning our secure services including the

opening of a 14 bed low secure Child and Adolescent Mental Health unit on the Tatchbury Mount site

• Redesigning our children’s services • Having a responsive community mental health

service to crisis, with alternatives to admission

• Providing integrated care for people with frailty and long term conditions • Updating our strategic priority for Transformation to: 'Transform services through integration and sustainable partnerships'.

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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Value Eliminating waste, and increasing productivity and effectiveness, to create the financial flexibility and resilience needed to invest in the future of our services.

2018/19 As well as services being safe and effective they also need to be efficient. It is important that we do all we can to continually improve the efficiency of our services as it means we can use our resources to achieve better outcomes for patients.

In 2018/19 we planned to achieve a £3.4 million surplus (money left at the end of the financial year). This meant that we needed to save £13.1 million (4.5% of our budget).

During the year we experienced significant pressures within our mental health services and had to put patients in private health services to ensure they received the care they needed. This led to us overspending on this budget by £12.6million.

At the end of the year our final financial position was a deficit of £7.2 million (overspent). However we did manage to make £12.5million in savings from a range of initiatives including redesigning services, looking at our workforce and renegotiating contracts and procurement processes. All savings are reviewed for the impact on quality, safety and patient experience.

We also invested £10.5 million in a range of projects including:

• Investment to improve patient safety such as fixed ligature point reduction • Investment in technology to minimise the risk of a cyber attack • Planned maintenance to ensure our services are safe and give patients a better experience in our buildings • Replacement of medical devices • Transformational projects such as developments on site at Tatchbury Mount for both learning disability patients and Child and Adolescent Mental Health Services.

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2019/20

2018/19 The numbers:

£315.8m

£319.7m

£7.2m Income

2018/19

Expenditure

Deficit

2019/20 (planned)

Income

£315.8m

£322.9m

Expenditure

£319.7m

£320.2m

Control total deficit

£7.2m

£0m

For a full breakdown of our finances please read the Annual Report and Accounts, available on our website.

What are we focussing on now?

• Reducing the use of beds out of our

services through improved community services, rehabilitation and accommodation

• Defining new care pathways (how a

patients travels through the health care system receiving different types of care depending on their recovery and illness) for dementia, psychosis and perinatal services.

• Using our buildings and estate effectively • Looking at digital solutions and new technology to reduce costs

2019/20

£322.9m

(planned)

• Following our work last year we have updated our strategic priority for Value to: 'Improve value'.

£320.2m

£0m Income

Expenditure

Deficit

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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 2018/19 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: Did we achieve it?

National average

Target

Our Performance

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

95%

95.6%

95.7%

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

95%

99.7%

98.5%

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

7.5%

5.7%

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

95%

98.1%

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%

91.3%

80%*

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

75%

96%

95%*

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

95%

99.9%

100%*

Mental health and learning disabilities:

(if available)

What people have been saying about their care:

The care and treatment my parent has received has been first class.

From the start, it was clear we would be part of the team that would ensure my parent would be back on their feet and going home as best as they could be.

Family member, Portsmouth and South East Hampshire Division

Did we achieve it?

National average

Target

Our Performance

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

92%

93.9%

86.3%**

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

95%

99.7%

88%***

Proportion of patients who received a diagnostic test within six weeks

99%

98.7%

97.3%****

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

50%

96.7%

Physical Health:

“Thank you for all your help and support, especially during a particularly difficult

(if available)

95% of patients who left feedback said they would recommend Southern Health to their family or friends

Compliments

summer. You have helped me to find the

2018/19

confidence and courage to achieve things I'd

5839 (9% increase)

never dreamed possible. With grateful thanks 2017/18

and best wishes!” Service User, Adult Mental Health

5305 "I want to say a heartfelt thank you to all the staff, who without any hesitation, and beyond their call of duty, gently, cheerful and with up most care, looked after him during his time on the ward.” Family member, Older Persons Mental Health team

Complaints 2018/19

297 (9% reduction) 2017/18

363

* Using model hospital (median figures) **Using NHS Digital published figures for incomplete pathways as at 31st March 2019 (i.e. a year-end snapshot) ***Using NHS Digital published figures for 18/19 for all A&E Types ****Using NHS Digital publsiched data for 18/19

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

Our Performance

Proportion of people receiving an assessment within agreed timeframes

90%

90.5%

Proportion of patients who have had a risk assessment recorded

95%

74.8%

Target

Our Performance

7.5%

14.4%

Physical Health: People spending more time in hospital than they need Proportion of people receiving an assessment within agreed timeframes Proportion of patients seen within two hours of referral to our rapid response service End of Life: Proportion of patients dying in preferred location

20

Target

90%

83.5%

Did we achieve it?

Did we achieve it?

National average

(if available)

National average

(if available)

"The school health checks are an absolutely excellent and invaluable service. She was able to start using an eye patch to correct her squint straightaway and thanks to this early intervention, her sight has improved.

We are extremely grateful for this excellent service.

Thank you."

Family member, School Nursing

SPOTLIGHT:

NHS 111 In March 2019 we started a 12 month pilot scheme offering expert advice, assessment and support for young people and adults experiencing mental health problems across Hampshire and the Isle of Wight via the NHS 111 helpline.

The new initiative, which runs 24/7 and is being delivered by Southern Health, Solent NHS Trust and South Central Ambulance service, allows 111 callers who experience mental health problems to have direct access to specialised nurses in the new Mental Health Triage Service.

The nurses are able to support and give advice to people who call 111. This can range from arranging an appointment with a GP or community mental health team to an urgent crisis response. Mental health nurses also have access to patient records and crisis plans for any callers already using local mental health services.

Philip Astle, Chief Operating Officer, at South Central Ambulance Service NHS Foundation Trust (SCAS) on of the key partners said:“This is a really important initiative which gives those with mental health issues a new, 24/7 route to specialist care but which also acts as a forerunner to the ambitions of the recent NHS Long Term Plan.

We are grateful to all our partners in the health system who are contributing to this project.”

Police and Crime Commissioner Michael Lane also added: “This latest initiative is excellent progress which will help reduce mental health deployments even further and, most importantly, provide those most vulnerable with the appropriate professional support they need.”

The service has already proved to be a huge success. In its first month 95% of callers received the support they needed over the phone without the need of further support.

Chief Executive, Dr Nick Broughton has been delighted by its impact, commenting: “Allowing mental health professionals to be involved at such an early stage of a 111 or 999 call will improve access to our mental health services and make sure that people experiencing a mental health crisis receive the best care that suits their needs.”

I was surprised how easily Vicky managed to calm me down from my panic attack, I was on the verge of calling an ambulance but thankfully after speaking to Vicky I no-longer needed one and managed to calm myself down at home.

Thank you Vicky!

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SPOTLIGHT:

Louis Theroux follows 'Mothers on the Edge' Earlier this year we were delighted to announce our involvement in a brand new Louis Theroux documentary which was broadcast on BBC on12 May 2019.

Called 'Mothers on the Edge', the documentary was about post-partum mental health including post-partum psychosis and our Mother and Baby Unit in Winchester (based at Melbury Lodge) was one of two hospitals featured in the programme, along with South London and Maudsley NHS Foundation Trust.

In the documentary, Louis followed four courageous mothers, their babies and their families as they battled a variety of mental health issues, both as inpatients and at home.

Mother and Baby Unit provides round-the-clock support for mothers experiencing postpartum psychosis. With a commitment to keeping mothers and their babies together, as well as intensive treatment and medication, the majority of mothers are able to return home within six weeks.

Louis Theroux commented: “I enjoyed being on the units. I found them to be very human, warm places. There have been cuts in funding across the board in the NHS, but these units are one area where authorities have maybe had a sense that they need funding.

"This means you’re in a place where vulnerable people are being well taken care of and they’re exactly where they should be to get professional help, and they’re being supported to the point where they can go back in the world more equipped and in a better frame of mind.”

OUTPATIENT APPOINTMENTS EACH YEAR 22

69K per year

69,000

Did you know: Postpartum psychosis affects around one in every 500 women and can trigger a range of symptoms, from extreme low and high moods to dangerous paranoia and delusions.

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:

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.

This report is a summary document; the full report includes the Annual Governance Statement which can be found on page 95. The director’s remuneration report can be found on page 60 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 240 – 246 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 245).

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

023 8087 4210 corporate.governance@southernhealth.nhs.uk

023 8087 4253 FTmembership@southernhealth.nhs.uk

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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.

www.southernhealth.nhs.uk

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:

@SouthernHealthNHS

• Developing a listening culture, especially when things go wrong

@Southern_NHSFT

• 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

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• 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

Southern Health NHS Foundation Trust