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What are our priorities and how are we doing?

Access the Trust's strategies and plans, performance indicators, audits, inspections, and reviews

We have grouped this information for ease in the tabs below.

If you cannot find the information you are seeking then please make an FOI request.

Information on our strategic direction and plans can be found either in our annual reports or on our section of NHS Improvement's website.

NHS Improvement publish accessible and up-to-date copies of our:

  • Strategic plans (5 year plan)
  • Operational plans; and
  • Our annual report and accounts 

Southern Health NHS Foundation Trust's annual reports provide detail of the Trust's performance and our targets for the coming financial year. Our reports can be accessed for information such as:

  • Our priorities
  • Our values
  • Our aims
  • Our strategic objectives
  • Our challenges; and
  • Our finances

Further information can be found by viewing the visions and values section of our website.

Our Board regularly reviews our performance in Board Meetings and we publish the minutes and papers on our website.    

The Trust's corporate performance report is reviewed by the Board on a monthly basis and includes assessments of targets and key performance indicators (KPIs).

The Board also receive a monthly quality and safety report which details performance against key clinical quality and patient safety indicators.

Care Quality Commission

You can view the Trust's registration and outcomes of inspections carried out at our registered sites on the Care Quality Commission website.

The Trust also conducts its own inspections as part of its 'Mock CQC' programme which is reported on to the Board.

NHS Improvement 

NHS Improvement regulates the health services sector, in particular Trust's finances and licences. We are required to regularly submit returns demonstrating our compliance with the Terms of Authorisation as a Foundation Trust. 

Our Trust's NHS provider licence, authorisation, and constitution can be found along with other documents on our page on NHS Improvement's website.

Clinical governance is an umbrella term to cover the activities that help sustain and improve patient care. It was first described for the NHS by Sir Liam Donaldson in 1998 as a 'system through which NHS organisations are accountable for continuously improving the quality of their services and safeguarding high standards of care'.

Clinical governance is at the heart of all of our clinical activity and we deliver and embed it in our activities through a number of measures.

  • The Trust has a strong track record of focusing on our most important asset, our staff. Without well developed staff who understand their role and contribution to the patient or service user experience and outcome we cannot achieve good governance.
  • Leadership is high on the organisation priority and our Chief Executive Officer commits energy, time and resource into ensuring leaders are fit for purpose and drive and deliver a strong clinical, quality based service.
  • In order to achieve good clinical governance we must and do listen to our patients as they are the only ones able to tell us first hand how well we are doing to give the best possible care. We hear their voice through a variety of media - including patient experience surveys, stakeholder groups and events and respond. In 2012 we appointed a Head of Organisational Learning so that we can drive learning from patient surveys, patient comments and to ensure we do not repeat mistakes that come to light in complaints or adverse events.
  • The Trust cannot deliver good clinical governance without good information and we have a wealth of information resource available. We have been using this data to enable us to understand how we can perform against clearly defined clinical outcomes.
  • A comprehensive clinical audit programme that staff of all grades and disciplines participate in. Many of our audits are locally designed to ensure that we can truly test the efficacy of our services. Many of our audits are based on national best practice (e.g. NICE guidance). We also undergo a rigorous audit programme of services undertaken by external auditors. The Care Quality Commission (CQC) visit us regularly to ensure we are complying with essential standards and we have our internal 'Mock CQC' programme where a team of colleagues visit services and assess them against the CQC outcomes.
  • Other important elements or 'pillars' of clinical governance includes research. The Trust has a research programme that enables our services to deliver care based on the best available evidence.

Our Board receives monthly reports on various governance activities and seeks continual assurance through our committee structure and also by partaking in regular site visits and walk-rounds with our staff.

Clinical governance is at the heart of the Trust and is led by our Medical Director.

Our Board receives regular reports on internal and external audits via the Audit, Assurance & Risk Committee. 

Information on these can be found in the Board minutes and papers section of our website.

The Care Quality Commission uses national surveys to find out about the experience of service users receiving care and treatment from healthcare organisations and mental healthcare providers.

The Trust also conducts service user survey for each service we run.  

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