The purpose of the accountability section of the Annual Report is to meet key accountability requirements to Parliament.
The Accountability report has three sections:
1. a corporate governance report
2. a remuneration and staff report
3. an audit report.
The corporate governance report explains the composition and organisation of our governance structures and how they support the achievement of our objectives.
Directors Report
The Board of Directors, comprising the Chair, Non-Executive Directors (NEDs) and Executive Directors is collectively responsible for the success of our Trust.
The Board of Directors is responsible for the management and governance of the Trust and for ensuring compliance with guidance issued by NHS England, and with other relevant statutory requirements and contractual obligations.
The Board of Directors meet regularly throughout the year. The Board also has seven committees which also meet regularly and are each chaired by a Non-Executive Director.
The Board of Directors approves the terms of reference which detail the remit and the delegated authority of each committee. Each committee completes an annual review and self-assessment which is then presented to the Board of Directors. In addition to regularly reporting to the Board of Directors, committee minutes are made available for note to each Board meeting. The membership and attendance at Board and Board Committees can be found in the table on page 112 of this report.
Led by the Chair, the Board of Directors sets our strategy, determines objectives, monitors performance and ensures that adequate systems are maintained to measure and monitor effectiveness, efficiency and economy. It decides on matters of risk and assurance and is responsible for delivering high quality and safe services. It provides leadership and effective oversight of our operations to ensure we are operating in the best interests of patients within a framework of prudent and effective controls that enables risk to be assessed and managed.
The detail of company directorships and other significant interests held by members of the Board which may conflict with their management responsibilities is available on our website: https://swlstg.nhs.uk/our-board .
None of the Directors have indicated that they know of any information which would be relevant to the auditors for the purposes of their audit report, of which the auditors are not already aware, and have taken “all the steps that he or she ought to have taken” to make himself/herself aware of any such information and to establish that the auditors are aware of it.
Independence of Directors
The Board considers that all of its Non-Executive Directors meet the test of being independent in character and judgement. Non-Executive Directors bring a breadth of expertise to the Board and provide objective and balanced opinions on matters relating to the Trust’s business. The independence of Non-Executive Directors is tested at interview and at their annual performance review. The Register of Interests is available to view here: https://swlstg.nhs.uk/our-board
Board of Directors
The Board leads the Trust and provides a framework of governance within which high quality mental health and social care services are delivered to the communities we serve in South West London and nationally.
From 2024/25 year, Board members are required to have an EDI pledge as a requirement of delivering the NHS equality, diversity and inclusion improvement plan’s high impact actions . These are included in the biographies below.
Non-Executive Directors
Ms Ann Beasley, CBE, Chair
Ann, a Kingston resident since 1983 and a lifelong supporter of public services, has extensive experience of working at the highest levels of government and brings a wealth of experience across a range of sectors.
In 2010 Ann was awarded a CBE for her work with public services.
With a strong background in finance, Ann’s last executive role was Director General for the Finance, Assurance and Commercial Group at the Ministry of Justice. Ann has over nineteen years’ experience as a Non-Executive Director and Trustee within the Charity and NHS sector, having been Chair of Trustees for the Alzheimer’s Society.
Ann is currently Vice Chair of St George’s University Hospitals NHS FT and Chair of Finance and Performance Committee and Infrastructure Committee, and Vice Chair of Epsom and St Helier University Hospitals NHS Trust. She is also an independent member of Alzheimer’s Trading Limited Board and was previously Trustee, Vice-Chair and Chair of the Alzheimer’s Society, between 2009-2016. Ann was a CIPFA Trustee and member of main council from 2015-2017 and was Chair of Central Government Panel. Ann’s other roles included Accountant General for the Senior Courts of England and Wales, and Commissioner for the Reduction of the National Debt, appointed by the Lord Chancellor, between 2013-2016; and was Independent Financial Adviser for ACAS Audit Committee from 2017 to 2022.
Ann’s executive career included 36 years in the public sector, working principally in the justice sector. Her roles include Director-General, Finance, Assurance and Commercial Group and Member of Secretary of State led Departmental Board of Ministry of Justice, between 2010-2016; Main Executive Agency Board Member and Director of Finance and Performance - National Offender Management Service (incorporating HM Prison Service and Probation Service) between 2002-2010; and Metropolitan Police Service - various posts rising to Director of Business Change, including Area Business Manager for South West London, Head of Equal Opportunities Unit and Head of Performance Information Bureau / MPS Statistical Advisor, between 1988-2002.
Ann was an elected Trustee of NHS Providers in May 2020 to May 2023 and was a member of the Finance and General Purposes Committee.
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Current EDI Pledge |
I pledge, to actively promote equity and inclusivity for all staff and patients, and to challenge inappropriate language and behaviour at all times to enable us to become an anti-racist organisation. |
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Progress made in 2023/24 |
Promoting equity and inclusivity for all staff and patients is always at the forefront of my thinking when considering new proposals and challenging updates on progress. Whilst we still have a long way to go, the Board, which I lead, is firmly heading in the right direction. |
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Overarching EDI objective for 2024/25 |
To model EDI Board leadership by delivering a significant increase in the diversity of the Board within 2024/25. |
Mr Richard Flatman, Senior Independent Director, Non-Executive Director (until 31 March 2025)
Richard is a Chartered Director and a Fellow of the Institute of Chartered Accountants in England and Wales and has extensive business and commercial expertise.
He was appointed as a Non-Executive Director and Chair of the Audit Committee in April 2016. In addition, Richard was also a member of the Quality and Safety Assurance Committee (QSAC) and the Senior Independent Director. Until recently Richard was the Chief Financial Officer at London South Bank University Group and has for many years combined this with a wide range of non-executive roles.
Before joining London South Bank, Richard specialised in audit and risk consulting services with Deloitte.
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Current EDI Pledge |
I pledge, to listen, better understand, and do whatever I can to help deliver a more equitable and inclusive environment within the Trust. |
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Progress made in 2023/24 |
· continued training as appropriate around EDI and Freedom to Speak Up (FTSU) · my new role as Senior Independent Director with new FTSU responsibilities · active engagement in reviews of whistleblowing cases · active engagement in Board/ Committee meetings to better understand EDI issues. |
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Overarching EDI objective for 2024/25 |
Not applicable as Richard left the Trust 31st March 2025, following the end of his tenure. |
Ms Sola Afuape, Non-Executive Director
Sola was appointed in August 2016 and renewed for a further term in November 2021. She is the chair of the People Committee. Sola will become our Senior Independent Director from 1st April 2025 and is our Wellbeing Guardian.
Sola has over 20 years’ experience in health and social care advising, designing and implementing national and regional programmes most notably in health inequalities, policy reform and service improvements. She was Chair of a national charity tackling social exclusion and health inequalities with a particular focus on Mental Health, for which she was awarded an MBE. Sola has served on a Non-Executive Director and Trustee in a number of public sector organisations and is currently a National Policy Advisor with the Care Quality Commission, the NHS regulator and independent member of the London Main Advisory Committee for HMCTs.
Sola has a deep passion and advocacy for patients, staff and local people, improved outcomes, coproduction and systems leadership. She runs her own consultancy specialising in Strategy, Workforce and Organisation Development and EDI; working with national regulators, innovation organisations, educational institutions and non-departmental government bodies as well as coaching and mentoring emerging talent and undertaking independent reviews.
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Current EDI Pledge |
Creating the environment that supported the development and amplification of the voice of the staff networks in my former role as EDI chair and at Board. Thereafter following the transition of the staff networks to the Equality Advisory group my contribution to the development of the model f which is based on a best practice model I developed in another Trust. I feel confident the staff networks are in an empowered position where they have a well-defined advisory role that informs and shapes decision-making at Executive level. As part of the Workforce Equality agenda moving from the EDI Committee to the People Committee launched in April I will be making a new pledge to strengthen the defining, delivery and oversight of workforce equality metrics with a particular focus on increased representation at senior level of the Trust. |
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Progress made in 2023/24 |
Sola provided NED advocacy and advisory support for the development of a framework for setting Board EDI objectives. She created a focus and space for Executive and Expert leads to meet, discuss and agree a plan of action with clear outcomes. |
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Overarching EDI objective for 2024/25 |
To support the Board deliver on its Board EDI Objectives through Board EDI advocacy, support and challenge and by sharing with Board members examples of best practice. To support the Trust develop approaches to its Executive and senior leadership recruitment to increase the diversity of our leaders to better reflect our local population. |
Ms Juliet Armstrong, Non-Executive Director
With over 30 years’ experience in more than 20 FTSE100/250, public and PE-backed organisations, Juliet’s core skills are in large-scale transformation programmes including digital. As a partner, she helped to lead and grow a successful management consultancy organisation.
Juliet is a Trustee at Cruse Bereavement Support, the UK bereavement charity, and was a Trustee for six years at The Makaton Charity. She is also a Meyler-Campbell trained Business Coach, and a mentor for Digital Health London and the NHS Innovation Accelerator.
Juliet joined the Trust in July 2019 and is chair of the Modernisation and Charitable Funds Committees, is a member of the Finance and Performance Committee and is the Security Management Guardian.
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Current EDI Pledge |
I pledge, to champion diversity, inclusivity and equity in all we do, including in our Better Communities programme. |
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Progress made in 2023/24 |
· The Modernisation Committee has started to receive EDI impact data for the Better Communities programme but there is much more we need to do. · Continued to supported our Diversity in Decision Makers on committees I chair – and the initiative in general – so that more diverse voices are represented in discussions and decisions. · Supported the work of the Associate Hospital Managers to reduce inequalities and be anti-racist (stepped down as Chair October 2024). · Supported the work of the Springfield Park Social Value Advisory Group which I attend, to ensure the Park will be inclusive for all local communities. |
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Overarching EDI objective for 2024/25 |
· Champion more work to demonstrate how the Better Communities programme will reduce health inequalities, particularly for the Adult Patient Journey and Digital work and the development of Tolworth and Barnes Hospitals. · Champion the work of the SWLSTG charity to ensure its activities and impact are inclusive for all staff and patients. · Continue to support the work of the Springfield Park Social Value Advisory Group so that the Park is inclusive and meets the needs of the diverse local communities. · Support the work of the staff networks by attending more meetings. |
Mr Jonathan Warren, Non-Executive Director
Jonathan joined our Trust Board in September 2023 and became Chair of QSAC in November 2023.
Jonathan is an experienced senior manager and nurse with over 40 years’ experience in a variety of healthcare settings up to and including Chief Executive Officer. Since retiring in 2021 he has continued as a faculty member for the Institute for Healthcare Improvement, teaching on various Quality Improvement programmes in NHS trusts.
He was Chief Executive at Norfolk and Suffolk NHS Foundation Trust from 2019 to 2021; Deputy Chief Executive/Chief Nurse at Surrey and Borders NHS Foundation Trust from 2017 to 2019 and Deputy CEO, Chief Nurse and Head of Nursing at East London NHS Foundation Trust from 2007 to 2017.
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Current EDI Pledge |
Not applicable as Jonathan joined the Trust in 2023. |
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Progress made in 2023/24 |
Not applicable as Jonathan joined the Trust in 2023. |
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Overarching EDI objective for 2024/25 |
I pledge to use the Quality Committee to ensure that we deeply understand the effect of restrictive practices on people with protected characteristics. To encourage change ideas to minimise differences and to support the development of a measurement strategy to understand whether any changes are the right ones. |
Ms Ebele Akojie, Non-Executive Director
Ebele joined our Trust Board in July 2024 and became Chair of the Finance and Performance Committee on appointment.
Ebele is a corporate leader with significant strategic financial management, corporate finance, governance and risk management experience. She has over 25 years’ experience at Board level within the charity and housing regulated sector, setting and monitoring the delivery of strategic and corporate objectives against a backdrop of effective governance, financial sustainability and strategic risk management.
Ebele is well versed in serving as a key stakeholder representative with investors, funders, credit rating agencies, regulators, strategic partners and other stakeholder partners. Ebele's career has been in Finance mainly within the housing sector, where she has held a number of Chief Financial Officer and Finance Director roles.
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Current EDI Pledge |
Not applicable as Ebele joined the Trust in 2024. |
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Progress made in 2023/24 |
Not applicable as Ebele joined the Trust in 2024. |
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Overarching EDI objective for 2024/25 |
To seek assurance that SWLSTG tangibly and demonstrably continues its drive and focus on reducing health inequalities, reducing race inequity and supporting active anti racism and intersectionality. To consistently and compassionately role model our commitment to active anti racism. To actively promote equity and inclusivity for all staff and patients, and to challenge inappropriate language and behaviour at all times to enable us to become an anti-racist organisation. |
Ms Humaira Ashraf, Associate Non-Executive Director
Humaira joined our Board in September 2023. As a People expert, Humaira has successfully led a range of strategic workforce development and culture change programmes for a variety of NHS organisations, including NHS England.
She has recent experience of working with the Board at St George’s University Hospitals NHS Foundation Trust, where she was acting Chief People Officer and also Director of Education, Culture and Organisational Development.
Her experience includes serving as Deputy Director of Organisational Development for NHS England and spells at South London Commissioning Support Unit, NHS London, Alliance & Leicester, and the London Ambulance Service.
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Current EDI Pledge |
I pledge to leverage my extensive Organisational Development (OD) experience and skills to support the board in fostering an inclusive and equitable organisational culture. I aim to champion diversity at senior leadership levels and act as an advocate for embedding equality, diversity, and inclusion principles into all aspects of our Trust’s decision-making. I will work collaboratively with the Board to ensure that inclusivity is central to our leadership and governance practices. |
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Progress made in 2023/24 |
· Advocated for greater diversity in senior leadership roles, consistently challenging the lack of representation during People Committee and Modernisation Committee meetings. · Utilised EDI data (e.g., Workforce Race Equality Standard (WRES), Workforce Disability Equality Standard (WDES), and staff survey findings) to highlight areas of concern and propose actionable steps for improvement. · Actively participated in EDI Network presentations, offering visible support and promoting their initiatives across the Trust. · Provided meaningful contributions to the Trust’s EDI action plan and Organisational Development strategy to ensure alignment with inclusivity goals. · Ensured EDI remained a key focus of discussions, particularly in the context of addressing workforce and health inequalities through governance mechanisms. |
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Overarching EDI objective for 2024/25 |
· Continue to challenge and seek assurance on the reduction of health and workforce inequalities in my capacity as a member of the People Committee and Modernisation Committee. · Support the Trust in identifying areas for improvement using WRES, WDES, and staff survey findings, ensuring data is actively used to enhance the experience of a diverse workforce. · Encourage and monitor the development of targeted initiatives to improve diversity in senior leadership roles and ensure progress is reported to the Board. · Advocate for transparent and inclusive decision-making processes within the Board, promoting intersectionality and equity considerations across all Trust priorities. · Provide mentorship support to People and EDI team to support the implementation of strategic actions, including providing advice on embedding EDI into future workforce planning and leadership development initiatives. · Participate in EDI-related events and activities to demonstrate visible leadership and foster a culture of belonging and inclusivity. |
Dr Iram Sattar MBE, Associate Non-Executive Director
Iram joined our Trust Board in June 2024 and Chairs the Associate Hospital Managers meeting. She is an experienced NHS GP with a specialist interest and passion for mental health and addressing health inequalities. Her commitment extends beyond clinical practice; she serves as a trustee at three charities focused on addressing health inequalities in marginalised communities, particularly within the homelessness and women’s rights sectors. Iram has dedicated over 15 years of her career to the charity sector. Currently, she holds the positions of co-chair and treasurer at Muslim Women’s Network UK, trustee at The Passage, and trustee and treasurer at Nisa Global Foundation. Iram’s contributions were recognised with an MBE for services to the Health and Wellbeing of Vulnerable People in 2022.
As an expert consultant in culturally competent mental health care for Muslim communities, Iram has a proven record of strategising and implementing solutions to enhance mental health access and outcomes. Recognised for her advocacy, Iram has played an active role in local NHS initiatives, including delivering mental health workshops in the Muslim community. She understands the importance of high-quality disaggregated data to provide assurance and shape effective solutions. Iram recognises that spirituality is key to recovery, especially for Black, Asian and minoritised communities and advocates for faith and culturally sensitive health care, aiming to embed spiritual care within mainstream services.
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Current EDI Pledge |
I pledge to keep health inequality and EDI at the forefront of our agenda, applying an intersectional lens and improving data collection for data-driven decisions. I will consider the unintended consequences of new policies and procedures to avoid exacerbating disparities. I will advocate for reducing the pay gap and champion the importance of a diverse workforce. A workforce that reflects the communities it serves is key for tackling health inequalities effectively. I will highlight the often-overlooked importance of religion as a protected characteristic. Staff and patients frequently experience discrimination based on their faith, and it's crucial to address this issue to create psychologically safe environments for everyone. By reviewing data on bullying, harassment, discrimination, and violence, we can address the discrimination that staff and patients face based on their faith. By providing faith and culturally sensitive healthcare, we can improve access, outcomes and experiences for our patients. I am committed to advocating for necessary changes, even when they are challenging, to promote equity and justice in healthcare. |
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Progress made in 2023/24 |
Not applicable - Iram joined the Trust in June 2024. |
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Overarching EDI objective for 2024/25 |
· Advocate for improved data collection and data analysis to inform data-driven decisions to address health inequalities and improve EDI. · Assess and mitigate the unintended consequences of new policies and procedures to avoid exacerbating health inequalities. · Advocate for reducing the pay gap and champion the importance of a diverse workforce. · Highlight the often-overlooked importance of religion as a protected characteristic. a) Ask for data on bullying, harassment, discrimination, and violence to be analysed by religion. b) champion for faith and culturally sensitive health care. |
Mr James Watson O’Neill, Associate Non-Executive Director
James joined our Trust Board in June 2024. James has been Chief Executive at the deaf health charity SignHealth since 2016 and was awarded an OBE for services to deaf people in the Queen’s New Year’s Honours 2022. He has worked in the charity sector since 2001, including a variety of roles at Scope and the NSPCC. James is a qualified Non-Executive Director and has fifteen years’ experience on boards of various charities, including the British Society of Mental Health and Deafness and he is currently a trustee of the Voluntary Organisations Disability Group, a membership body representing organisations within the voluntary sector who work alongside disabled people, particularly in social care.
James is also a Fellow of the RSA and a Leadership Fellow at the Society of Leadership Fellows at the College of St George at Windsor Castle. James co-chairs a cross-sector Civil Society working group focused on equity, diversity and inclusion, with a particular focus on anti-racism.
James attends our Finance and Performance Committee and Quality and Safety Committee, and will become Chair of the Audit Committee (and a full NED) from 1 April 2025.
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Current EDI Pledge |
I pledge to hold myself and my colleagues accountable for our commitment to be an inclusive and anti-racist organisation, even when that means uncomfortable conversations. |
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Progress made in 2023/24 |
Not applicable - James joined the Trust in June 2024. |
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Overarching EDI objective for 2024/25 |
· To continue to learn about the work of the Trust and actively seek out the teams and people who are furthest from the Board. · To participate in the work of the Board’s Committees with a constant eye for inclusion and who is not in the room · To join meetings of the various staff networks and cross-check their stories with what I am seeing and hearing at Board meetings. · To lovingly challenge the status quo if it appears to be holding us back from working better together. |
Executive Directors
Ms Vanessa Ford, Chief Executive
Vanessa became Chief Executive of South West London and St George’s Mental Health Trust (SWLStG) in August 2019 having joined the Trust as Director of Nursing and Quality Standards in May 2016.
Vanessa has a wealth of experience in mental health and nursing leadership roles. Before returning to SWLStG, where she completed her nursing training more than 22 years ago, she was Interim Director of Nursing and Quality Assurance at Devon Partnership NHS Trust and Director of Nursing Standards and Governance at West London Mental Health NHS Trust. Vanessa is a Registered Mental Health Nurse and member of the Royal College of Nursing.
Vanessa is the Senior Responsible Officer for Mental Health for South West London and is the mental health representative on the Integrated Care Board (ICB). She is also Place Convenor for the Borough of Merton, working with partners to develop and strengthen the Merton’s health and care together partnership.
Vanessa is passionate about equity and inclusivity. She is focused on putting the diverse voices of patients and staff at the heart of what we do and reducing the stigma of mental health through our role as an anchor institution and the creation of stigma-breaking environments, like our new hospitals, Trinity and Shaftesbury. She has pledged to ensure that social justice and anti-racism are at the heart of the Trust. She is a member of the White Allies programme and places great emphasis on active anti-racism, including through the Anti-Racism Hub, the Executive Advisory Group and the Ethnicity and Mental Health Improvement Programme. Vanessa’s preferred pronouns are she/her.
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Current EDI Pledge |
I pledge to lead the inclusivity and active-anti racism agenda at SWLSTG, making real and meaningful progress with the communities we serve and our staff. |
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Progress made in 2023/24 |
I have led work in support of our aim to be actively anti-racist and I have brought a racial equity, social justice and active anti racism lens into everything I do, at a Trust, SWL ICS and regional level.
As co-chair of the Executive Advisory Group, I have listened to diverse voices that have influenced my, and the Executive’s, thinking. I have also supported a new set of senior leaders to become White Allies. And I have supported our communities bring their whole selves to work and care.
I have actively sought out a range of diverse community voices and groups to work in partnership with SWLSTG, particularly around race equity. |
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Overarching EDI objective for 2024/25 |
· To continue to drive our journey and focus on reducing health inequalities, reducing race inequity and supporting active anti racism and intersectionality. · To ensure that each Executive Director has a SMART objective focussing on equality and diversity that is revisited regularly in supervisions and through reporting work. · To ensure that we make a stepped change on reporting health inequalities data and using this to improve services over time. · To develop our strategic approach to both reducing health inequalities and our actively anti racism work. · To build intersectionality more firmly into conversations, without diluting the message in relation to anti racism. · To consistently and compassionately role model our commitment to active anti racism. |
Dr Billy Boland, Chief Medical Officer
Billy became Chief Medical Officer for South West London and St George’s Mental Health Trust in 2021. Alongside this role, Billy is a Consultant Psychiatrist in Community Psychiatry.
Billy is also Clinical Director for Mental Health for NHS England, London region and Honorary Reader in the Population Health Research Institute at St George’s, University of London. He is on the Board of Trustees at the Royal College of Psychiatrists and is on the Advisory Board of the Money and Mental Health Policy Unit.
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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. |
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Progress made in 2023/24 |
I have been an active part of our organisation’s anti-racism steering group and have worked to progress and input into much of our active anti-racism work.
I have worked to make sure that health inequalities are on the agenda amongst our medical workforce and that there are clear plans to reduce inequalities, particularly racial inequity.
Following the staff survey, I have worked to improve the experience amongst our Black, Asian and Minority Ethnic doctors. Including supporting a working group to develop plans and proposals to improve experience.
As Senior Responsible Officer role for EMHIP I have supported progress around the key interventions to reduce racial inequity. And as Senior Responsible Officer for our Adult Patient Journey programme, I have worked to ensure that reducing health inequalities is embedded at the heart of the programme. |
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Overarching EDI objective for 2024/25 |
· To enable our organisation to move further forward in reducing health inequalities through: o Progressing our reducing health inequalities work in partnership with our patients, carers, staff and communities o Ensuring our approach to the Patient and Carer Race Equality Framework develops and progresses. o Leading our work on improving health inequalities through our adult services as senior responsible officer for the ‘Adult Patient Journey’ programme. o Openly reporting impacts and outcomes of this programme for people who are racialised. · To work with the medical leadership to improve the experience of our Black, Asian and Minority Ethnic doctors, using the staff survey to guide our actions. |
Ms Sharon Spain, Chief Nurse
Sharon became Chief Nurse for South West London and St George’s Mental Health Trust (SWLSTG) in November 2020, having been acting in the role since September 2019.
Sharon previously completed a secondment as the Acting Chief Nurse at Surrey and Borders Partnership NHS Foundation Trust.
Sharon has worked in the NHS for 25 years and started her career as a Registered General Nurse. Through this work she became passionate about working with people with mental health problems and it led to her retraining as a Mental Health Nurse. She has used these skills to develop the Physical Health strategy at SWLSTG and raise the profile of physical health within a mental health setting.
Sharon has worked in a wide range of services and specialties and has completed a Master’s degree in Clinical Leadership. She is currently completing an Institute for Health Care Improvement (IHI) course for Chief Quality Officers on Quality Management Systems (QMS).
Sharon is passionate about continuously improving standards of care for the people who use our services, by ensuring that patients and their carers are fully engaged with all improvement work. She ensures ongoing professional developing of the Nursing, Allied Health Professionals and Social Work workforce to ensure they have the skills and abilities to provide the best care possible.
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EDI pledge |
I pledge to improve the experience of our staff and patients who have a disability, recognising the challenges that this community faces. I pledge to advocate on their behalf and ensure the right support is available to them. |
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Progress made in 2023/24 |
As Executive Sponsor of the Trust’s DiverseAbility Network, this year I agreed to make progress across three key areas: · I have worked to educate patients, carers and staff around hidden disabilities, · I have focussed on progressing our work around reasonable adjustments – making sure we have clear processes and an appeals process · I have promoted Access to Work applications and grants. |
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Overarching objective 24/25
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· To continue to support the DiverseAbility Network, specifically to provide a safe space to talk about issues staff are facing from across the Trust · To further increase awareness around hidden disabilities, reasonable adjustments and Access to Work. · To support the recruitment of people with disabilities at every level of the Trust, specifically improving our fair and accessible recruitment processes and ensure that staff with disabilities have access to fair career progression · To support progress around the Workforce Disability Equality Standard · To support our work on being a Disability Confident employer. |
Mr Philip Murray, Chief Finance Officer and Deputy Chief Executive
Philip became Chief Finance Officer for South West London and St George’s Mental Health Trust (SWLSTG) in March 2017.
Philip’s previous position was as Chief Finance Officer covering two Buckinghamshire Clinical Commissioning Groups. He has 39 years of NHS and public sector experience, encompassing time within Mental Health, Acute and Community providers, as well as the commissioning and shared service environments. Philip is also a fellow of the Chartered Association of Certified Accountants
Philip is the Deputy Chief Executive for SWLSTG, and his wider portfolio includes contracts, procurement and digital. He is the Trust’s Senior Information Risk Owner (SIRO) and represents the Trust in a number of system-wide forums.
Philip is the Executive Lead for Wandsworth Place and is one of the elected Mental Health representatives on the NHS Benchmarking Network. He is also a member of the national Health Finance Managers Association’s Mental Health and Learning Disability network.
Philip is passionate about development and is a Sponsor on the NHS Finance Academy’s sponsorship programme, having previously been a part of both the SWLSTG and the London Finance Reverse Mentoring programmes.
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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.” |
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Progress made in 2023/24 |
I have initiated new and improved analysis of our finance data, focussing on health inequalities. I have actively sought out learning from those Trusts that are ahead of us on this journey, including work with Merseycare.
I have worked with leaders within my teams to further improve the diversity within their teams, and we have seen important improvements to both race and gender.
I continue to offer sponsorship and mentoring across the wider London footprint and internal advocacy and advice regarding career development approaches, particularly those from under-represented groups. |
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Overarching EDI objective for 2024/25 |
· To use and analyse our data to identify the biggest inequalities and what actions will support their reduction. To make this data more widely available and accessible and to ensure that this data is then acted upon. · To sign the Finance Team up the NHSE Insights Placements Scheme · To openly connect our data and pull in data from across our partners, to ensure that we understand our population and their existing health inequalities · To work across my portfolio to ensure that we have open recruitment and development that applies to all members of staff, ultimately to improve representation. · To create and participate in the staff development agenda including acting as both a sponsor and mentor. And supporting the leadership in my teams to do the same. · To drive different thinking and approaches (including a QI approach) amongst my teams to ensure that we don’t continue to do what we have always done, and that we experiment with new ways of thinking, particularly in relation to financial flows to address health inequalities at trust and system levels.
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Ms Jennifer Allan, Chief Operating Officer (until October 2024)
Jennifer joined the Trust in March 2020, having been Director of Operations at Guy’s and St Thomas’s NHS Foundation Trust where she led operationally on the Trust’s adult surgical services. Previously Jennifer led the delivery of district nursing, rapid response and rehabilitation services, and worked on empowering staff to work in a more mobile way when at Central London Community Healthcare NHS Trust. She brought a special interest in process redesign and digital development to the role, as well as a strong commitment to improving quality and sustainability of clinical services.
Jennifer left the Trust in October 2024.
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23-24 Pledge |
I pledge to put equality at the heart of how we deliver care, and to empower our teams to improve the lives of all our diverse patients, ensuring we bring a focus on diversity to our performance improvement and transformation work. |
Ashton Ntuli, Chief Operating Officer (from November 2024)
Ashton became Chief Operating Officer for South West London and St George’s Mental Health Trust (SWLSTG) in November 2024.
Ashton was previously the Operations Director for Older People and Adult Community Services at Cambridgeshire and Peterborough NHS Foundation Trust. Ashton is a proud registered mental health nurse and has worked in the NHS throughout his career. He has also held senior leadership roles in both mental health and community physical health services.
Ashton strongly believes in inclusive, compassionate and values-based leadership with a keen interest in improving the experience of staff, patients and carers, as well as working in partnership with our communities and other stakeholders to address health inequalities.
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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. |
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Progress made in 2023/24 |
Ashton joined the Trust in November 2024 and therefore will report progress in the following year. |
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Overarching EDI objective for 2024/25 |
Initial objectives: · Take up the Executive Sponsorship of the Trust’s LGBTQIA+ Staff Network and to support the Network to deliver their objectives. · Assume the Senior Responsible Officer role for EMHIP and to ensure that this programme of work is fully integrated into service delivery. · To actively support the Trust’s vision of being anti-racist, it’s wider Equality, Diversity and Inclusion agenda and promote cultural competency across the organisation. · To establish in my first 6 months what SMART objectives I can meaningfully set to make a stepped change in health inequalities. |
Ms Katherine Robinson, Chief People Officer – Non-Voting
Katherine became Chief People Officer at South West London and St George’s Mental Health Trust (SWLSTG) in June 2022, having been Interim Associate Director of HR since July 2021.
Before joining SWLSTG, Katherine was the People Director for NHS Blood and Transplant, a national Arm’s Length Body. Katherine has worked in the NHS for over 30 years in acute, and community settings, Arm’s Length Bodies and the NHS national vaccination programme.
Katherine is a Fellow of the Chartered Institute of Personnel and Development and has a MSc in Strategic HR Management. She is currently completing her ILM Level 7 in Executive Coaching.
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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. |
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Progress made in 2023/24 |
I have devised a work programme to support making SWLSTG a Great Place to Work which focusses on four key priorities: Fair Recruitment, Fair and Fulfilling Careers, Health and Wellbeing and Leadership Development. Key actions have included: · work to engage with our diverse communities to understand more about the barriers facing potential candidates. · internal careers events to promote careers within the organisations and to create greater awareness of secondments, shadowing and experiences, especially amongst those from Black, Asian and minority ethnic backgrounds. · Ensuring the Exec Advisory Group has been consulted on key aspects of the Great Place to Work workstreams to ensure actions are focussed and meet expectations and are co designed with this important committee. · Launched our Coaching Network with a particular focus on our colleagues from Black, Asian and minority ethnic backgrounds.
I have ensured the leadership development offer has Equality, Diversity and Inclusion at its core; for example our Inspire Leadership Programme where the organisation BRAP led a core module to support our anti-racism ambition with our senior leaders. I have ensured our Employee Relations reviews are based on ‘Just Culture’ and there is increased diversity at the point of decision making for employee relation cases.
I have worked in partnership with our staff network chairs to develop the actions in response to Workforce Race and Equality Standard (WRES), Medical Workforce Race Equality Standard (MWRES) and Workforce Disability and Equality Standard (WDES). |
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Overarching EDI objective for 2024/25 |
· To agree and publish our People Strategy with EDI at its core, ensuring that we enhance our culture to meet our ambition of anti-racism through improved engagement and advocacy. · To continue our Great Place to Work programme, specifically our actions to improve fair recruitment, and fair career progression in line with our high impact actions. · To work with the Associate Director of EDI to refresh our information on Equality Diversity and Inclusion, race inequity and anti-racism our website and inSite, to make clear where we are making progress and how all can get involved. · To develop the Diversity in Recruitment role into that of an ‘Inclusivity Adviser’, starting with a pilot focussed on senior recruitment at Band 8a and above (in line with our Quality and Performance KPI) for six months commencing in January 2025. · Reimaging our recruitment process to ensure that it allows candidates to thrive, based on research and best practice. |
Ms Amy Scammell, Chief Strategy Officer – Non-Voting
Amy became Chief Strategy Officer of South West London and St George’s Mental Health Trust (SWLSTG) in 2018, having joined SWLSTG in 2015 as the Deputy Director of Strategy and Commercial Planning.
Amy has previously worked in south London for several years. Prior to joining the Trust, Amy’s worked as a Divisional Director for Community Services at St George’s University Hospitals NHS Foundation Trust, focusing on business development, performance and service improvement. She has also worked in performance and research at Wandsworth Primary Care Trust and as a Senior Research Capability Fellow at London South Bank University.
With a background in evaluation and research, Amy brings an interest in service redesign, development and transformation to the Chief Strategy Officer role.
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Current EDI Pledge |
I pledge, to proactively value and include diversity in our strategic and transformational developments. |
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Progress made in 2023/24 |
I have supported and championed the women’s network, especially their work around the new Menopause Policy and Menopause Champions.
I have worked with colleagues internally through our transformation programmes, and externally, to consider Equality, Diversity and Inclusion and health inequalities as part of work around the SWL Mental Health (MH) Strategy. Within the strategy there is a clear ambition to reduce health inequalities. This work was developed with partners and members of the local community.
I have also worked within the SWL ICP Strategies, positive mental wellbeing workstream, the SWL MH Partnership Delivery Group and the annual MH planning round, all with a focus on reducing health inequalities. |
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Overarching EDI objective for 2024/25 |
· To proactively value and include diversity in our strategic and transformational developments. · To support the Women’s Network and the network’s priorities. · To support the Trust to develop a strategic approach to tackling health inequalities through: o Developing a health inequalities strategic plan in conjunction with Health Inequalities leads; o Progressing work around population health management and use of data to support understanding health inequalities and need most effectively. |
Ms Jenna Khalfan, Director of Communications and Stakeholder Engagement - Non-Voting
Jenna became Director of Communications and Engagement at South West London and St George’s Mental Health Trust (SWLSTG) in June 2021.
Jenna is an experienced Director of Communications with nearly 20 years’ experience working in media, campaigns and stakeholder engagement. Jenna was previously Associate Director of Communications and Engagement at East Sussex Healthcare NHS Trust, an acute and community health provider.
Jenna has also spent a number of years leading the communications and engagement for various charity, government and third sector organisations within the education, health and social care sectors. Jenna began her career working in political relations for a number of campaigning organisations.
In her role at SWLSTG, she supports effective communication and engagement with our patients, their carers, our teams and local communities.
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Current EDI Pledge |
I am passionate about amplifying stories from different communities. I am committed to making sure diverse voices are at the centre of our decision making and inform every part of our work. |
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Progress made in 2023/24 |
I have worked with staff and communities to develop our anti-racism values into actions which have been widely launched and publicised.
I have ensured that our Executive Advisory Group (EAG) takes place quarterly, having important and thoughtful conversations and influencing things that matter (fair recruitment and retention, values into actions, Adult Patient Journey).
I have developed clear communications and resources that support our active anti racism work, including the sharing of diverse stories and celebrating our people, particularly in the wake of the summer riots.
I have also developed a number of tools and information (as part of the anti-racism hub) to support staff to have more curious conversations. |
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Overarching EDI objective for 2024/25 |
· To lead and/or support our active-anti racism work and further develop our anti-racism values into action and ensure that this work is embedded through the organisation. · To develop and grow our Executive Advisory Group which makes sure diverse voices are at the centre of our decision making and inform every part of our work. · To support staff to be curious about race and racism, supporting with tools and information to help respectful conversations and learn and develop · To celebrate our diversity, amplifying stories from different communities. |
Mr Ian Garlington, Better Communities Director - Non-Voting
Ian became Better Communities Programme Director for South West London and St George’s Mental Health Trust (SWLSTG) in 2020.
Ian has more than 30 years’ experience in the health and care sector. His professional background is as a Chartered Surveyor and an experienced leader in delivering person centred health and care services through system wide transformation.
Ian has experience of working across mental health, community and acute Trusts across England. He has also owned successful health consultancy companies and brings a commercial skillset coupled with public interest to SWLSTG.
Ian is the executive lead for SWLSTG’s innovative and stigma breaking Better Communities Programme. His portfolio also covers Estates and Facilities services, our work as an ‘Anchor’ within our local communities, and our Trust charity, which supports colleagues and patients to enhance their experience of delivering and receiving mental health care.
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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. |
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Progress made in 2023/24 |
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. |
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Overarching objective 2024/25
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· 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-racist work. |
Mr David Lee, Director of Corporate Governance - Non-Voting (until April 2025)
David has worked in the Trust since 2016 and in the NHS since 1988. David will be retiring from the Trust in April 2025.
His first role was an A&C Band 4 post and his initial period in the NHS was 8 years working in community health councils, representing the patient and public interest. He then moved into senior management where his roles have included setting up the first integrated care organisation in London in 2002, Director of Strategy, Foundation Trust Company Secretary, Deputy Chief Executive, Director of Corporate and Business Development, Foundation Trust Programme Director and Director of Planning and Corporate Governance. After 13 years in Camden and Islington he moved to Hounslow and Richmond Community Healthcare NHS Trust, before joining SWLSTG.
David also has extensive social care experience from his time as an elected member in local government when he served five years as a chair of social services.
His qualifications include an MSc in Management in the Public Sector.
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Current EDI Pledge |
I pledge to continue to ensure that reports and policies include proper assessment of EDI implications. The next step will be to embed better monitoring and improve the quality of the EDI and Health Inequalities assessments. |
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Progress made in 2023/24 |
The process to do this has been successful, such as adapting the cover sheet for Board reports to ensure EDI and Health Inequalities are highlighted and considered appropriately.
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Overarching EDI objective for 2024/25 |
David has been away from work for an extended period of time and retired in April 2025, so has not set an EDI objective. |
Trust Committees
To support its work, the Board established the following committees during the period 1 April 2024 – 31 March 2025, 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 the table on page 112 of 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 takes cognisance of the work of the Quality and Safety Assurance Committee, Modernisation Committee and Finance and Performance Committee to provide it and the Board with additional assurance.
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 the period the committee carried out an extensive range of work on internal audit reviews. The committee also played a leading role in developing the Board’s risk appetite which underpins the Trust’s Board Assurance Framework (BAF). 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 and Safety Assurance Committee: The Quality and Safety Assurance Committee (QSAC) is the principal committee charged by the Trust Board to lead on quality and safety.
QSAC receives a regular report on progress in delivering our quality priorities including our Quality Account targets.
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: The Modernisation 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 (formerly Estates Modernisation), 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 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 leads on assurance of the delivery of ‘making the Trust a great place to work’, one of the Trust’s Annual Delivery Plans for the 2024/25 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; and
· Service delivery, development and co-production.
Charitable Funds Committee: Trust Standing Order 4.8.1.5.1 states “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; and
· 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; and
· arrangements for termination of employment and other contractual terms.
A detailed remuneration report is available on page 129 of this report.