Vanessa Ford, MBE
Current EDI Pledge: I pledge to continue leading our inclusivity and active anti-racism agenda, ensuring we make meaningful progress for both our staff and the diverse communities we serve. At a time when equality, diversity and inclusion can feel less valued in wider society, we remain committed to this agenda and will continue to drive progress on both EDI and reducing health ineq ualities – within our Trust and through the partnerships we develop.
Progress made in 2025 — 2026: I continued to champion anti-racism, inclusion and reducing health inequalities across the Trust, South West London and wider partnerships, including through my role as Merton Place Lead. I consistently role model compassionate, inclusive and anti-racist leadership across the Trust and wider system. I have made sure our commitment to anti racism and inclusion and intersectionality remains front and centre in the context of world and social unrest.
As co-chair of the Executive Advisory Group, I supported stronger involvement of staff, patients, carers and community organisations in shaping decision-making, organisational culture and strategy. This work reinforced the importance of diverse voices and lived experience in improving decision-making and services.
We also strengthened work around inclusive recruitment, career progression, reducing inequalities in restrictive practice and length of stay for Black and Asian patients, and improving the quality and use of health inequalities data.
Alongside this, we strengthened partnerships with grassroots organisations, faith groups and local communities across South West London to improve understanding, trust and collaboration. Our data across a number of areas is showing hopeful progress in the right direction as detailed in the annual report.
Overarching EDI objective for 2026 — 2027:
- Continue driving our journey to becoming an actively anti-racist and inclusive Trust, with a focus on reducing health inequalities and race inequity.
- Enhance our partnership with VCSE partners and faith groups
- Strengthen how diverse voices influence decision-making
- Further embed intersectionality into our EDI work while maintaining a clear focus on anti-racism.
- Ensure all Executive Directors have clear and measurable EDI objectives with regular accountability and review.
- Support the quality and use of health inequalities data and evaluation.
- To continue building psychologically safe and inclusive cultures where people feel able to “call it out” and bring their whole selves to work and care.
Dr Billy Boland
Current EDI Pledge: I pledge to ensure that reducing health inequalities stays on our agenda as a Board. I also pledge to ensure that the Board considers the impact of the decisions it makes on health inequalities.
Progress made in 2025 — 2026: I am the accountable director for HEI and have ensured that reducing health inequalities remained a consistent focus within Board and clinical discussions. Health inequalities metrics are now more clearly reflected within quality and performance reporting, strengthening visibility and accountability. I continued supporting delivery of health inequalities interventions through the Adult Patient Journey programme, including maintaining a strong focus on racial equity and patient outcomes.
I also worked with medical leadership to improve the experience of Black, Asian and minority ethnic doctors, using staff survey insights to shape priorities and discussions within the Medical Advisory Committee.
Overarching EDI objective for 2026 — 2027:
- Support delivery of the Health Inequalities Strategic Plan.
- Strengthen race equity approaches within the Adult Patient Journey programme and PCREF.
- Improve transparency of access, experience and outcomes data.
- Continue strengthening community partnerships
Ian Garlington
Current EDI Pledge: I pledge to redouble our focus on equity of patient outcomes, through the Better Communities programme and the ‘spaces between our places’. I will support colleagues to know what being in our Trust stands for.
Progress made in 2025 — 2026: Through the social value work on our new park, I have sought to ensure that we hear voices from all over the locality to make the park and its future as meaningful and relevant to as many as possible.
Through our Better Communities programme I have committed to ensuring that we better understand health inequalities data to ensure that our work is led by data, and we can show outcomes and impacts. I have re-evaluated my own learning and focussed on my personal development to improve the way I lead in my work to have the most impact on reducing the inequities that exist within our organisation.
Overarching EDI objective for 2026 — 2027:
- To ensure that all programmes of work reporting into the Better Communities programme have a strong health inequalities lens and reporting on the right outcomes.
- To ensure that Springfield Village benefits the local community, and through the village we support our ambition of active anti-racism.
- To ensure that through the on-going design and planning of Tolworth, we continue our plans to increase diverse engagement amongst our patient, staff and local communities.
- Through our anchor work, ensure that we support our communities through access to wellness, reducing stigma and promoting our actively anti-racism work.
Richard Herbert (resigned 30 April 2026)
Current EDI Pledge: Not applicable as Richard left the Trust in April 2026
Progress made in 2025 — 2026: Not applicable as Richard left the Trust in April 2026
Overarching EDI objective for 2026 — 2027: Not applicable as Richard left the Trust in April 2026
Jenna Khalfan
Current EDI Pledge: I will continue amplifying diverse voices and supporting an inclusive, actively anti-racist culture across the organisation.
Progress made in 2025 — 2026: I continued supporting delivery of the Making Life Better Together programme, including anti-racism and organisational culture work, development of the “Call It Out” campaign and strengthening involvement through the Executive Advisory Group.
Through communications, engagement and storytelling, I worked to amplify voices and experiences from different communities and support more open and curious conversations about race, inclusion and inequality.
As Deaf Network Champion, I also supported work to improve accessibility and inclusion for Deaf staff and patients and strengthen understanding of barriers affecting experience and access.
Alongside this, I supported deeper analysis of staff survey experience across protected characteristic groups and secured funding for a trauma-informed support programme for Black, Asian and minority ethnic staff affected by violence and abuse.
Overarching EDI objective for 2026 — 2027:
- Continue supporting anti-racism and culture change work.
- Strengthen diverse involvement in decision-making and engagement.
- Improve accessibility and inclusion for Deaf staff and patients.
- Support more inclusive patient experience and engagement work.
- Support implementation of the trauma-informed support programme for Black, Asian and minority ethnic staff.
- Continue amplifying voices and stories from diverse communities.
- To continue celebrating diversity and amplifying stories from different communities across our Trust and local communities.
Philip Murray
Current EDI Pledge: I pledge my commitment to stamp out inequality and to promote equal opportunity for all, particularly understanding health inequalities through a financial lens.
Progress made in 2025 — 2026: We recruited our first Health Inequalities Data Scientist to strengthen our ability to understand and respond to inequalities using data and insight.
I also continued working with leaders across my portfolio to improve diversity within teams and support more inclusive recruitment and progression approaches. Alongside this, I continued providing sponsorship, mentoring and career development support both within the Trust and across the wider London NHS system, particularly for colleagues from underrepresented and lower socio-economic backgrounds.
I also became regional advocate for a national NHS finance training scheme focused on widening access and opportunity, with the Trust now supporting its second trainee through the programme.
Overarching EDI objective for 2026 — 2027:
- Support and encourage moves to move money to address health inequality through a medium to long term strategic lens
- Improve access to and use of health inequalities data.
- Strengthen partnership working and shared data approaches.
- Support equitable recruitment, development and progression opportunities.
- Promote innovative approaches to reducing inequalities
Ashton Ntuli
Current EDI Pledge: I pledge to be an inclusive leader. One that role models compassion, kindness and fosters an environment and culture where staff are able to bring their true selves to work and are supported to achieve their goals or potential.
Progress made in 2025 — 2026: As Executive Sponsor for the LGBTQIA+ Staff Network, I supported network development, staff engagement and awareness initiatives, including sessions on understanding and using pronouns. I attended network meetings to provide visible leadership and support and also supported the organisation’s participation in London and Black Pride events.
Alongside this, I supported development of the Admin Professionals Forum, including introduction of a dedicated “Unsung Hero” award at the 2025 Quality Awards.
I have also used my own lived experience to support others and role model leadership, while challenging inequitable operational and systemic practices. I also continued strengthening the focus on health inequalities within Service Line business plans and operational performance oversight.
Overarching EDI objective for 2026 — 2027:
- Continue supporting LGBTQIA+ inclusion and staff voice.
- Ensure an anti-racism lens to all operational practices and compassionate line management.
- Strengthen anti-racism and Equality, Diversity and Inclusion priorities across services.
- Embed health inequalities approaches within operational performance oversight.
- Support psychologically safe and inclusive leadership.
Katherine Robinson
Current EDI Pledge: I pledge to ensure that all of our colleagues feel they have a voice, are included and feel a sense of belonging as part of our inclusive organisation.
Progress made in 2025 — 2026: We published the Trust People Strategy, structured around four core pillars: Proud to Join, Proud to Develop, Proud to Engage and Proud to Belong. We strengthened career development and progression opportunities, including high apprenticeship levy usage, expanded leadership development and improved accessibility of Equality, Diversity and Inclusion information for staff without regular digital access.
We also introduced a focused Core Five Equality, Diversity and Inclusion Action Plan developed jointly with Staff Networks, strengthened Diversity in Recruitment approaches and improved transparency around Workforce Race Equality Standard, Workforce Disability Equality Standard and pay gap reporting. Alongside this, we tested new recruitment assessment approaches and continued strengthening fair recruitment controls and escalation routes.
Overarching EDI objective for 2026 — 2027:
- Strengthen early resolution approaches within employee relations processes.
- Review people policies through an anti-racist lens.
- Improve progression opportunities for underrepresented groups.
- Strengthen succession planning and inclusive leadership pathways.
Amy Scammell
Current EDI Pledge: I pledge to proactively value and include diversity in our strategic and transformational developments.
Progress made in 2025 — 2026: I supported development of the Health Inequalities Strategic Plan and strengthened the focus on reducing inequalities within the refreshed Trust Strategy and South West London strategic planning work. I also continued supporting the Women’s Network and wider work around population health management and the use of data to better understand health inequalities and community need.
Overarching EDI objective for 2026 — 2027:
- Continue embedding inclusion and diversity within strategic development.
- Support delivery of the Health Inequalities Strategic Plan.
- Strengthen use of data to understand population need and inequalities.
- Continue supporting the Women’s Network and its priorities.
Sharon Spain
Current EDI Pledge: I pledge to improve the experience of our staff and patients who have a disability, recognising the challenges that this community faces.
Progress made in 2025 — 2026: As Executive Sponsor for the DiverseAbility Network, I supported work to improve awareness and understanding of hidden disabilities across the organisation. I also strengthened work around reasonable adjustments, including improving manager awareness and ensuring clear processes and appeals routes are in place for staff. Alongside this, I continued promoting Access to Work applications and grants to improve support for disabled colleagues.
Overarching EDI objective for 2026 — 2027:
- Continue supporting improvement work to reduce restrictive interventions.
- Support evidence-based approaches to reducing inequity in patient outcomes and experience.
- Ensure equal balance is given to the three domains of quality; safety, experience and effectiveness and that the HEI lens is applied consistently to all of these.
- Strengthen support and visibility for the DiverseAbility Network.
- Improve disability data collection and staff confidence in declaration.
- Support fair recruitment and career progression for disabled staff.
- Support progress against the Workforce Disability Equality Standard and Disability Confident commitments.
Trust Committees
To support its work, the Board established the following committees during the period 1 April 2025 – 31 March 2026, the roles of which are set out in the Trust’s Standing Orders. Each committee is chaired by a Non-Executive Director and the attendance and membership of the Board and its committees can be found in this report.
Audit Committee: The Audit Committee operates in line with the requirements of the NHS Audit Committee Handbook, the Code of Governance for NHS Provider Trusts, NHS Codes of Conduct and Accountability, and the Higgs report. It aims to provide the Trust Board with an independent and objective review on its financial systems, financial information and compliance with laws, guidance, and regulations governing the NHS.
The committee is charged with oversight of the Trust’s governance processes, including risk management, internal control, and protection of the Trust’s assets. The committee oversees the relationship with the external and internal auditors and reviews the audit related aspects of the annual financial Statements, including all disclosures relevant to its terms of reference.
The committee has overall responsibility for providing the Board with a means of independent and objective review of internal control, corporate governance assurance processes and risk management across the whole of the Trust’s activities (clinical and non-clinical).
During this period the committee carried out an extensive range of work on internal audit reviews. The committee also led in re-developing and approving a new format of the Trust’s Board Assurance Framework (BAF) which is more concise and assurance‑focused. The committee also focused on a core set of topics: deep dives, external audit, internal audit, counter fraud, the BAF and quality accounts, in addition to general items of business, to enable the committee to gain assurance of its delegated responsibilities from the Board. The committee receives regular and detailed counter fraud reports.
Finance and Performance Committee: The Finance and Performance Committee is responsible, on behalf of the Trust Board, for the objective scrutiny of the Trust’s financial plans, investment policy and major investment decisions, including those relating to the Trust’s estate.
The committee carries out objective scrutiny of the Trust’s financial plans, investment policy and major investment decisions, including those relating to the Trust’s estate. The committee reviews the Trust’s monthly financial and operational performance and identifies key issues and risks requiring discussion or decision by the Trust Board.
Quality, Safety and Assurance Committee : The Quality, Safety and Assurance Committee (QSAC) is the principal committee charged by the Trust Board to lead on quality, safety and patient experience.
QSAC receives a regular report on progress in delivering our quality priorities including our Quality Account targets. QSAC is also responsible for overseeing the delivery of the Trust’s Health Inequalities Strategic Plan.
A detailed work programme for the committee was reviewed and approved to ensure that the committee is able to fully assess the effectiveness of the Trust’s internal quality governance arrangements.
Modernisation Committee : TheModernisation Committee is charged with providing the Board with assurance that there are robust processes in place to manage and deliver the Trust’s Better Communities Programme, which includes: Better Environments, Better Care, Better Digital, as well as communications and engagement to support our overall Financial Business Case. Work includes:
- Alignment of the programme with overall Trust strategy
- Regular status reporting and performance against plan
- Risk management
- Financial management and change control
- Gateway reviews and other internal and external assurance reviews
- Reports from the Independent Certifier and external quantity surveyor on Better Environments programme build quality and contract management adherence.
People Committee: The People Committee is charged with ensuring that there are effective mechanisms and systems in place to deliver the workforce and educational investment objectives of the Trust whilst keeping abreast of the pertinent system-wide strategic issues and the implications. It provides assurance to the Board about the delivery of the Trust’s strategic ambition of ensuring equality, diversity and inclusions mechanisms are working effectively and will lead on seeking assurance of the delivery of ‘making the Trust a great place to work’, one of the Trust’s Annual Delivery Plans for the 2025 — 2026 year.
The committee has a duty to support the Board in fostering an organisational culture and environment where staff are engaged, feel valued and developed to support an innovative recovery-focused service. The committee ensures that in the following areas there are measurable and demonstrable outcomes:
- Workforce and leadership
- Developing organisational culture – Making Life Better Together
- Stakeholder involvement and engagement
- Service delivery, development and co-production
Charitable Funds Committee: Trust Standing Orders 4.8.1.5.1 state “In line with its role as a corporate Trustee for any funds held in Trust, either as charitable or non-charitable funds, the Trust Board will establish a Trust Charitable Funds Committee to administer those funds in accordance with any statutory or other legal requirements or best practice required by the Charities Commission.”
South West London and St George’s Mental Health NHS Trust has been appointed as corporate Trustee of the South West London and St George’s Mental Health NHS Trust Charitable Fund ( registered charity number 1060944 ). The Board serves as its agent in the administration of the charitable funds held by the Trust.
The charity is linked to South West London and St George’s Mental Health NHS Trust. The declaration of Trust as a Special Purposes Charity was made on 2 August 1996 to Pathfinder NHS Trust. The charity’s name was changed to South West London and St George’s Mental Health NHS Trust Charitable Fund, to reflect the change in name of the Trust, on 1 June 1999.
The Charitable Funds Committee has been established by the Board to:
- make and monitor arrangements for the control and management of Trust’s charitable funds
- govern, manage, regulate and plan the finances, accounts, investments, assets, business and all affairs of the charity, including authorisation of expenditure.
Remuneration Committee: The Remuneration Committee operates in line with the requirements of the NHS Codes of Conduct and Accountability and the Higgs report. The committee is comprised exclusively of a minimum of three Non-Executive Directors, who are independent of management.
The purpose of the committee is to advise the Trust Board about appropriate remuneration and terms of service for the Chief Executive and other Executive Directors, including:
- all aspects of salary (including any performance-related elements/bonuses)
- provisions for other benefits, including pensions and cars
- arrangements for termination of employment and other contractual terms.
A detailed remuneration report is available in this report.
Current Board members and their Committee attendance
