South London Mental Health and Community Partnership Annual Review 2023/24

11 SLP Commissioning Hub We strengthened the SLP Commissioning Hub during the year, adding capability within its transformational and quality improvement functions to support SLP Provider Collaboratives and other joint programmes. By commissioning an external review into the SLP’s ‘Fitness for the Future’, we opened up how we work, and what we do as partners, transparently and honestly, to detailed examination. The review covered key areas of our programmes’ impact against SLP objectives, partnership working horizontally and vertically across systems and structures, value for money and the infrastructure in place to drive further best practice and fully leverage opportunities through collaboration. We are following its recommendations, which included our direction of travel to enhance governance and capability in key areas, and the improvements below are an example of the progress we have already made. The enhanced governance at Executive and Non- Executive level alignment to our Trusts and ICBs is anchored through Board level leadership and accountability. Our Executive Portfolio Board oversees programmes performance, with each area overseen by a Programme Partnership Groups. Non-Executive Directors join our CEOs in the overall Partnership Committee-in-Common, which is a shared executive, decision-making body also central to the rigorous Board-level assurance framework. Vanessa Ford, CEO at SWLStG, formally took SRO responsibility for the Hub itself. The SLP Commissioning Hub continues to help our Trusts drive innovation and improvement in our core existing collaborations, and in mobilising new programmes – in 2023-2024 alone, launching our Perinatal Mental Health Provider Collaborative, and two specialist telephone support services - NHS 111 for Mental Health, and the NHS Police Mental Health Clinical Advice Line. We strengthened the Quality Assurance role, with a Head of Quality seconded in and colleagues from the Trusts coming together weekly with the Commissioning team to grow our capacity and capability. Work includes: • A gree and set pathway standards and provide assurance on effective delivery, holding the Lead Provider and collaborative services to account for quality, patient safety and pathway outcomes • B uild ever more effective links at Place level for delivery of highly specialist services • F urther develop research and development, QI, data analytics, service user co-production and involvement and cross-sectors partnership to drive continuous improvement • M aintain clinical networks which add value to service development and knowledge exchange • U se evidence-based research to introduce further new programmes, co-commission new pathway interventions and introduce new providers • M anage procurement, statutory Quality, and Use of Resources reporting to NHSE/I and the CQC • E ffective population-based needs assessments