Agenda item - NHS Oversight Framework 2025-26: Update from Sussex Partnership NHS Foundation Trust

(to follow)

23.1    This item was presented by John Child, Sussex Partnership NHS Trust (SPFT) Chief Operating Officer.

23.2    Mr Child explained that SPFT has been placed in segment 4 of the NHS Oversight Framework (NOF). There are 5 segments, with the best performing trusts in segment 1.

23.3    The NOF assesses NHS mental health trusts against a series of metrics. (Different metrics apply to acute, community and ambulance trusts.)

Child & Adolescent Mental Health Services (CAMHS) access. SPFT was not scored against this metric as the trust has recently ceased providing CAMHS in Hampshire, but it was not possible to disaggregate this performance from Sussex performance.

Effectiveness and Experience. This metric assesses CQC community survey results and acute bed length of stay in excess of 60 days. The NOF does not take into account the numbers of patients who are clinically ready for discharge but who remain in acute beds, for example because suitable supported housing packages have not been identified. However, this is important context when assessing length of stay performance.

Patient Safety. This metric looks at performance in terms of seeing people in crisis within 24 hours and also staff survey responses.

People and Workforce. This metric measures sickness absence and engagement with trust staff surveys.

Finance. This metric assesses whether a trust forecasts a deficit at year end and also month on month variance from forecast expenditure. Trusts forecasting a deficit are limited to being placed in NOF segment 3 or below.

23.4    Cllr Parrott asked about physical health factors in treating people with mental health problems. Mr Child replied that this is an issue of growing importance, with increasing numbers of mental health patients also experiencing physical health issues such as chronic pain or obesity. The model of community care offered is critical here: we need to move to a model that has better integration between physical and mental health support.

23.5    Cllr Parrott asked about culture within SPFT. Mr Child responded that improving culture is a priority. SPFT has focused on increasing the rate of staff survey responses as this is a key way of receiving feedback on culture. There has been a lot of organisational change in recent years which inevitably has an impact on culture. The trust is also investing in a Continuous Quality Improvement Programme which entails working closely with staff about how it feels to work in SPFT.

23.6    Cllr Mackey asked about the role of co-production in CAMHS. Mr Child replied that SPFT is committed to improving services via a co-production approach with people who have lived experience.

23.7    Cllr Mackey asked about interventions to address excess length of stay in acute beds. Mr Child replied that some of the issues relate to delays in care packages or supported housing. However, SPFT internal procedures can also lead to discharge delays. Steve Hook, BHCC Director of Adult Social Services, added that the council has a close relationship with SPFT and although the council faces its own challenges, there has been significant improvement in discharge performance this calendar year.

23.8    Cllr Hill asked about the freedom to speak up function. Mr Child explained that there is a focus on raising staff awareness of this, via measures including having local champions.

23.9    Cllr Hill asked whether staff feel safe reporting issues relating to racist behaviour. Mr Child replied that there is a significant programme of work on racial inequality and offered to share more details of this in writing.

23.10  RESOLVED – that the report be noted.