St bernard's - West London Mental Health NHS Trust

MENTALHEALTHMATTERS
www.wlmht.nhs.uk july 2009
Shadow
membership launched
WARDS
St Bernard’s
redevelopment
MENTALHEALTHMATTERS 1

Simon Crawford, chief
executive has left the trust
to take up a position at NHS
London working on the
acute healthcare provider
programme for London.
Chairman Nigel McCorkell says,
“I would like to thank Simon for
his enormous contribution to the
trust. I am sorry that I have only
had the opportunity to work with
him for six months but I know that
during his time as chief executive
he has led on a number of major
service developments including
the Hammersmith & Fulham
Mental Health Unit, the DSPD at
Broadmoor Hospital, The Orchard
and The Wells Unit at Ealing. He
simonsays
has overseen the establishment of
National Service Framework teams
in each of our boroughs including
crisis resolution teams, home
treatment and early intervention
services – to name but a few.
“Simon has had a huge impact
in improving communications
externally and within the
organisation. He has strengthened
and supported communications
internally with staff through staff
forums, staff publications and
the launch of the Exchange. The
intranet development has also
resulted in the introduction of
an electronic incident reporting
system, improvements to budget
management at the trust and
HR processes. Simon has given
recognition to individual members
of staff through initiatives such
as the Quality Awards and the
Employee of the Month scheme.
During the past year he has
overseen a re-structure of the trust
into five service delivery units which
has supported improved patient
pathways and better partnership
working with primary care and
commissioners of services.”
Human rights inquiry
The first major study of human rights in Britain
has found that services which put human rights at
their heart deliver successful results. The Equality
and Human Rights Commission’s Human Rights
Inquiry interviewed a wide range of people,
including those working in mental health services.
Their report quotes Dr Kevin Murray, clinical
director of Broadmoor Hospital, saying that the
hospital generally finds the Human Rights Act very
Simon says, “I have worked
in mental health since 1990
and have been with this trust
since 1997 when I came to
work at Broadmoor on a six
month secondment. I have been
considering my longer term career
aspirations in recent months
and the opportunity I have been
offered to work in the acute health
sector feels like a good move for
me at this stage in my career.
The trust is now at a pivotal
moment before embarking on its
ambition to become a Foundation
Trust equivalent (FTe) with an
experienced chairman in post for
six months. I have not taken the
decision to move on lightly but
believe now is the right time for
the trust and myself. I wish the
trust, its staff and patients well for
the future and I look forward to it
achieving FTe and the Broadmoor
redevelopment being approved.”
There will be an interview
with new chief executive
Peter Cubbon in the next
edition of MHM.
helpful: “We find it a useful way of saying: we’re a
hospital, we’re here to treat patients. Our results
are extraordinarily good in terms of what people
do before they come to Broadmoor and what
they do after they leave.” A survey commissioned
to support the inquiry found that 84% of people
wanted human rights enshrined in law and 81%
saw them as important in creating a fairer society.
mentalhealthmattersJULY2009
www.wlmht.nhs.uk
This has been done to enhance nursing governance
across the trust, consequently improving the patient
experience and driving up the quality of care. Four
of a total five heads of nursing have now been
appointed with responsibility for overall standards of
nursing practice within their service delivery unit.
Sandra Bailey
Hammersmith
& Fulham SDU
Jenn Fellows
Hounslow SDU
Welcome to the JULY issue
of Mental Health Matters
The cover of the magazine
promotes our ambition to
become a Foundation
Trust equivalent. At our
recent annual general meeting
we launched our shadow
membership and you can read
more about this on page four.
Staff on the St Bernard’s site have attended roadshows
to find out about the plans to redevelop the site, for the
future benefits of patients and staff. The communications
team is working closely with the development team and
Heads of Nursing
Jimmy Noak
high secure
services SDU
Diane Wiles
Ealing SDU
will ensure that you are kept up to date with news on how
the development progresses.
Below you can read about our new heads of nursing at
the trust introduced to enhance nursing governance
at the trust. This is closely followed on page seven by
an interview with one of the trust’s deputy directors of
nursing, Carol Scott..
I hope you enjoy the magazine. Do keep in touch with
news from your area of the trust. You can email me at
tara.ferguson-jones@wlmht.nhs.uk or call me on
020 8354 8737
With the introduction of five service delivery units (SDUs)
heads of nursing are being recruited for each SDU.
Sandra Bailey has been lead nurse for Ealing CAMHS
for the past eight years. She says, “I am delighted to
be embarking on a new and exciting venture in taking
up the post of head of nursing in Hammersmith &
Fulham. The main aspect of the post is to ensure that
all service users and their families/carers who come
into contact with the service receive the quality of
care they deserve and making it a positive experience.
Another key role will be to provide effective leadership
for all nurses in the SDU and making sure that their
contribution is valued. I am really looking forward to
working with my colleagues in H&F and am delighted
to be given the opportunity to make a difference
to the care experience of patients and the working
experience of staff.
Diane Wiles is head of nursing for Ealing SDU. She
says, “I will be working with colleagues to promote
and evidence high standards of nursing care across the
Ealing SDU. I will also be working alongside the other
heads of nursing so that best practice is shared and
that the highest standards of nursing care are achieved
and maintained across WLMHT. It is an exciting time
as nurses have been given the opportunity to really
influence the development of services and has better
defined nursing career options.”
2 MENTALHEALTHMATTERS MENTALHEALTHMATTERS 3

AGM launches
FTe membership
Hammersmith and Fulham hosted this year’s AGM on 2 July
and opened the doors to around 150 people, including staff,
service users and local people. The event highlighted best
practice programmes initiated over the last 12 months and
was an appropriate forum to launch the Foundation Trust
equivalent (FTe) membership as the trust looks ahead.
A number of people including
carers, service users and our
community partners signed up
to become members. Once the
trust receives authorisation
to become an FTe, their
membership will automatically
rollover to become fully
fledged members.
“I am excited that the trust
is taking these first steps to
becoming an FTe membership
organisation. I hope that
our members will receive
satisfaction from having
greater influence on the future
development of trust services
and a greater ownership of
local strategies,” said deputy
chief executive Ian Kent.
Trust staff will be automatically
extended membership. Ian Kent
adds, “Our staff already invest
much of their time and energy
in the trust. I am optimistic
that, as members and future
governors, they too will enjoy
shaping the trust to the benefit
of service users and carers.
Staff will have the option of
opting out of membership,
should they wish.”
Over the coming weeks, staff
will receive further information
about FTe membership, their
involvement and benefits for
themselves and service users.
Redeveloping
St Bernard’s
Over the last year or so, the trust has been
exploring how the St Bernard’s site can be improved
to provide more suitable accommodation for its
patients, staff and visitors. A decision has been made
to sell off parts of the site and use the income to
develop more suitable long term facilities on the site.
The first step is for the trust to produce a
strategic outline business case (SOC). This should
be complete by September 2009 and will look
at different ways in which some of the current
accommodation can be re-provided. This could mean
both new buildings and using some of the existing
buildings on site that are suitable to be adapted or
refurbished.
Once the SOC has been approved by the
Department of Health, the trust will then have to
undertake and gain approval for an outline business
case (OBC) and then a full business case (FBC), as
with the Broadmoor redevelopment.
The project is being led by Ian Kent, deputy chief
executive. “Many of our patients and staff are
accommodated in old Victorian buildings such
as the Tony Hillis Wing,” he says. “We recognise
that buildings such as these do not offer the best
environment for providing quality care. They are
also expensive to maintain and repair.
“Modern inpatient care and environments are key
requirements for delivering our strategic objectives,
clinical strategy and service development plans. We
want to provide accommodation that is as safe,
Pam Scott and Dr Nick Broughton, clinical director of west London forensic SDU
modern and secure as it possibly can be. It’s an
exciting project but one that will require a lot of
hard work.”
The project team will endeavour to ensure that
patients, staff and visitors are kept up to date with
progress via the Exchange, existing Trust publications,
presentations and newsletters.
Further information: Pam Scott 01344 754337 or
Pamela.scott@wlmht.nhs.uk
4 MENTALHEALTHMATTERS MENTALHEALTHMATTERS 5

You and your pension:
a choice for staff
THE HOT SEAT
All staff who joined the NHS pension scheme
prior to April 2008 will shortly be asked to
choose whether they want to stay in the existing
NHS pension scheme or transfer all their
membership to the new version of the pension
scheme. This is the national Your NHS Pension
Choice exercise which will be running over the
next three years. All staff should have received a
leaflet about this with their June payslips.
Head of employee services
Colleen Sherlock says:
“It really depends on each person’s individual
circumstances what they choose to do. We
cannot advise staff on whether to transfer, but
we can provide information about both options.
For example, the new scheme provides for
a retirement age of 65, whereas the existing
one has a retirement age of 60. But under the
new scheme, you can transfer more of your
pension into a tax free lump sum, and can rejoin
the scheme if you work after retirement. The
existing scheme recognises special classes, such
as those doctors and nurses who are designated
as mental health officers – after 20 years, each
year of service is doubled under the existing
When can I make my choice?
From April 2010 to June 2011, every member
of the existing pension scheme in WLMHT
will receive an information pack including a
personal choice statement, DVD and a pension
choice form and they will then have four
months in which to decide whether to switch
to the new pension scheme. We will be holding
roadshows and drop-ins to see staff.
Anyone planning to retire between October
2009 and April 2010 should contact the trust
pensions officer, Andy Smith straight away on
020 8483 2471 or andy.smith@wlmht.nhs.uk
scheme. So it really does depend on what you
want and how the rules of each scheme affect
you personally.”
Detailed information about the Pensions Choice
exercise is available on the NHS Pension Agency
website at http://www.nhsbsa.nhs.uk/Choice.aspx
There is also a dedicated section for employees
at http://www.nhsbsa.nhs.uk/Pensions/2572.aspx
including frequently asked questions, a timetable
and a calculator where you can work out what
either scheme will mean for you.
Pension benefits
Existing pension scheme
Annual pension
calculated as 1/80th of
final pensionable pay x
number of years service
Tax free lump sum 3 x
annual pension
New pension scheme
Annual pension
calculated as 1/60th of
final pensionable pay x
number of years service
No automatic lump sum
(transfer up to 1/3 of
pension)
The table sets out some of the main differences between the
two pension schemes
Carol Scott
deputy director of nursing
What are you responsible for at the trust?
I am deputy director of nursing (non forensic
services) and responsible for providing professional
leadership and advice to nursing staff which includes
improving the patient experience and driving up the
quality of care. Included in my portfolio is the trust
lead for nurse education.
What are the priorities for nurses at the trust at
the moment?
The key priority for nurses in the trust is to
continue to improve the quality of care delivery
to patients which should be ‘clinically effective,
personal and safe’. Key nursing priorities will be
included in the trust nursing governance review
document which builds on nursing developments
and compliments the national strategic direction
of nursing.
Your career background?
I did my general nurse training at the Royal Victoria
Hospital in Belfast and consolidated my training
by staffing in general medical wards, accident and
emergency and intensive care. I relocated to London
to undertake post registration mental health nurse
training at the Royal London Hospital. I joined
the trust in 1999 as service manger in older adult
services. The vast majority of my nursing experience
is in older adult services probably because I can
apply my general nursing experience in relatively
equal proportion to my mental health nursing skills.
What did you want to be when you were at school?
To be self employed and own a tea shop on the
beach in Rossnowlagh!
Why did you choose to go into psychiatry?
The decision was easy! – a mixture of wanting to
work in London and the wish to help patients I
had nursed who had sustained horrific injuries as a
consequence of the ‘troubles’ in Northern Ireland,
an aspiration fuelled by idealism!
Favourite part of your job?
Visiting clinical areas, talking to staff and patients.
Least favourite part of the job?
Doing things more than once.
Describe yourself in four words?
Determined, loyal, passionate and shy.
Which of your accomplishments are you most
proud of?
In 1983, establishing a memory clinic with a
consultant old age psychiatrist in an era when such
developments where considered too close to the
cutting edge.
What do you like doing when you are not at work?
Looking after two teenage children, who it would
appear have added one word to their vocabulary
‘why not?’ from ‘why?’
What is the best piece of advice you have
been given?
Try to understand what motivates people.
6 MENTALHEALTHMATTERS MENTALHEALTHMATTERS
7

This is
your life
8 MENTALHEALTHMATTERS
Elm Lodge
“I like the idea that people want to
know what I do and why I do it”
That was the view of one service user who
has benefited from a new initiative at Elm
Lodge day services, where older people with
dementia are using their life stories to help
them communicate with staff and each other.
Hollie Ferrier, speech and language
therapist, says: “The life story is a book
with the patient’s story in it - a bit like
‘This is Your Life’. Service users are
interviewed by their key workers and
their families are sent a questionnaire and
asked to provide photos. Everyone’s life
story is different - it might cover where
they were born and grew up, where they
worked and things they like or dislike. “
Life stories were initially used as a means
of calming service users who were agitated,
until Josie Laidlow, support worker,
suggested they could have a wider use in
group work. A pilot group of five service
users was then set up to discuss their life
stories - and this has been so successful
that a second group has now been created.
“I went to the first group and one man
was very quiet and I couldn’t see him
engaging with others at all,” says Hollie.
“I went back for the last one and he was
chatting away, really engaged in his and
others’ life stories. It’s all about promoting
communication between the service user,
the support workers and the group.
People find it much easier to discuss
and make comments on things in their
own lives. Photographs of people from
their lives in particular stimulated more
conversation. One lady didn’t talk as much
as others, but her face lit up when she
saw the photographs in her life story.”
The second pilot, run by support worker
Josie Laidlaw, is now up and running and
if it is a similar success, the groups will be
included in the main activity programme at
Elm Lodge. Hollie Ferrier adds, “I would like
to support Tracey Linnane, who manages
Elm Lodge for her support, without which
this would not have happened.”
myworkinglife
Sarah Kramer
Speech and language therapist
How long have you been with the trust?
I came to work at Broadmoor in 1990, as a frightened
student who didn’t want to work in mental health.
I completed my PHD in 2000 – still working at
Broadmoor. Then in 2003, I transferred to what was
then older people’s services. I now work across Ealing,
Hammersmith & Fulham and Hounslow SDUs.
How many people in your team?
Just two of us - Holly Ferrier, who is full time and me
working three days a week. We can’t do everything that
needs to be done in that time without sharing our skills
and making use of the skills of others in the trust.
What do you do?
We work with people who have difficulty swallowing,
who don’t understand what others say or have difficulty
in getting their message across. This takes in a wide
range of circumstances - it could be someone who
has problems in communicating at work or in a
relationship. For instance, I dealt with one client who
had a problem with his speech. His wife got angry
because she didn’t understand him and he in turn got
angry with her. It’s about working with people getting
them to communicate better with each other - in
this case, I’m working with the local PCT to source
a machine which the client can type into and it will
speak for him.
Training teams can a big part of the job. For instance,
one client in a care home had difficulty swallowing -
we realised there was a bigger problem depending on
who was feeding him, so the answer was to train the
whole team in the right technique.
How common are speech and language problems in
mental health?
Lots of illnesses are diagnosed according to how
people communicate - for example someone with
schizophrenia may exhibit thought disorder, where
they jump from one topic to another. It could be a
problem with thinking or language or one feeding
into the other. Other therapies apart from medication
are all based to some degree on talking, so if someone
has a problem communicating, they will struggle.
That’s without even talking about other things like
stroke or stutters, some of which are more common in
people with mental illness. Some clients may also selfmedicate
with alcohol or drugs, which can affect their
ability to communicate. There are even some problems
with side-effects of long-term medication, such as
involuntary movement of the tongue or mouth.
Favourite part of the job?
Making a difference and the fact that you can. When
I see people in the community, it’s often obvious that
a spouse or relative is unhappy and wants things to
be made better. A few sessions later, seeing that they
are obviously much happier is really satisfying. One
woman whose husband had dementia thought people
talked about her and felt sorry for her, but over time,
she was able to say that she had a better quality of life
than many others and people didn’t see the happiness
she and her husband shared.
What makes a good speech and language therapist?
It requires a knowledge of the theory but also the
ability to translate this into what’s happening with
a client - often by talking to others, watching how
clients relate to different individuals and why some
relationships work better than others. Also working out
what and who are important to a client and why. Being
able to share what you’ve learned with the rest of the
team is a crucial part of it - doing your bit so others,
including the client, can do theirs.
How do people contact your team?
Email s.kramer@tiscali.co.uk - I will usually respond
by the following day - or by mobile, 07903 019364.
MENTALHEALTHMATTERS 9

Occupational therapy
networking conference
From the left is, Dr Gary Kielhofner,
Joe Ayres and Dr Renée Taylor.
Broadmoor SDU hosted a trust
wide occupational therapy
(OT) networking conference.
Organised by Joe Ayres, head
occupational therapist for the
south of England directorate
and his PA Caroline Hampshire,
this event took place over
two days and featured Gary
Keilhofner and Renée Taylor
from the University of Illinois
in Chicago who are leaders
in the field of occupational
therapy. Gary is best known for
the model of human occupation
(MOHO) used widely throughout
the world as a framework for OT
clinical practice.
Gemma Stanion, trust lead
for allied health professionals
opened the event and gave an
interesting overview of her
personal experiences of utilising
MOHO in various clinical
services throughout her career
as an occupational therapist.
Gary then spent the first day
delivering several sessions on
the ‘model of human occupation,
moving theory into practice.’
He used a range of case studies
illustrated through videos to
promote an understanding of
assessment and intervention
with motivational problems.
Gary also addressed the
concepts of narrative and
evidence based practice with
reference to our work as
occupational therapists.
On day two Renée addressed
‘the intentional relationship
model’ within occupational
therapy and the use of self
within an individual’s role
as an OT in the relationship
between patient, therapist and
occupation and the implications
for the use of relationships in
effecting patient engagement in
occupation. Like Gary, Renée
used several case studies to get
across her message.
A very informative and
jam packed two days were
concluded by Flippa Watkeys,
trust associate lead for health
professionals who echoed
some of the well received
comments received following
the event. Delegates from all
grades and levels of experience
throughout the trust felt the
two days supported their work
in delivering individual and
recovery focused practice. The
use of strong evidence based
practice was also welcomed and
individual concepts and modes
of practice very well explained.
One delegate reported that
the “excellent use of clinical
vignettes also helped illustrate
the application of theory into
practice.” Several delegates also
felt the content over the two
days would support and benefit
inter-professional education.
Report by Joe Ayres, head
occupational therapist for the
south of England directorate,
Broadmoor SDU.
H HHH
Star Wards
at Ealing
Over 50 staff and service users came together at the John
Conolly canteen, to celebrate the official launch of the Star
Wards programme in Ealing. The four wards highlighted a range
of activities they have implemented on their respective wards.
In addition to posters, photographs and displays, the wards
also organised demonstrations for service users and staff,
including Wii tennis and boxing, henna painting, beauty
treatments, healthy eating, flower arranging and crafts. After
lunch, the organisers gave away a lavish fruit basket to one
lucky person, as well as a gift bag to all service users.
In the afternoon, the star wards champions continued the
festivities on Blair ward, located in the Tony Hillis wing.
Service users had prepared for their launch by decorating
‘goodie’ bags, designing posters and one talented person
composed a song dedicated to the innovative programme.
He played it on the guitar with the assistance of another
service user who sang. Ward manager Rajoo Soocheta said,
“The star wards programme has been well received by
both our staff and service users. Today would not have been
possible without their mutual participation.”
10 MENTALHEALTHMATTERS MENTALHEALTHMATTERS 11

‘Making Broadmoor the best’
Parking charges put to good use
Staff permit and public car parking
charges introduced on the St
Bernard’s site have been put to
good use as part of the trust’s
travel plan over the last year.
Johan Burghall, support services
co-ordinator in the estates
team, says: “A substantial
amount of the revenue from
staff parking permits has been
used to improve the condition
of the roads, lighting and signage
to be completed on an ongoing
basis across the St Bernard’s
site. This has culminated in
the recent major resurfacing
works across the site, greatly
improving the condition of
the roads as well as widening
and adding to sections of the
pavement, phase 1 of which was
completed in June 2009. There
has also been a review of the
permits and systems that will
make on-site parking easier to
manage in future.
“In line with the trust’s green
travel plan, funds have also been
used to promote alternatives
to commuting by car, with
permanent cycle shelters
outside the Regional Secure
Unit and at Brentford Lodge.
Last December saw the trial run
of our ‘Cycle 2 Work’ scheme
in partnership with Halfords,
allowing staff to purchase bikes
and cycling equipment with
large savings on tax and national
insurance. Fifteen staff have had
the benefit of this service, with
an additional 25 applicants so
far this year. This scheme will
be expanded over the next year,
allowing more employees to
take advantage. There will also
be further road resurfacing and
improvement of pavements to
help people who want to walk
to and from the site.”
Johan adds: “We’re also
exploring the possibilities
of a car-sharing database for
WLMHT employees, along
with an alternative scheme to
car-pooling which would allow
the trust to have several low
emission vehicles parked on-site
to allow for easier and greener
inter-site transport. We’re also
looking into interest free travel
loans, which would allow staff to
commute via public transport at
a reduced cost.”
Parking charges were
introduced at St Bernard’s
following consultation in
2006, aiming to regulate
parking, encourage staff to find
greener, alternative methods of
travelling to work and allow for
improvements to the site via
the additional income.
The travel plan team continues
to work on all the above
initiatives to support the
further development of the
green travel plan. Any member
of staff who wants to get
involved is welcome to contact
Johan on x2039.
Broadmoor Hospital is set for
major changes this year after
commissioners agreed £2M to
fund improvements to the site and
an increase in both the number
and skill mix of nursing and
other staff within clinical areas.
The hospital’s clinical and service
improvement programme will
increase the number but reduce
the size of wards, and includes the
recruitment of approximately 80
new nursing staff. These changes
will contribute to improved
service delivery in preparation
for the new hospital anticipated
to be completed by 2016 under
the proposed Broadmoor
redevelopment.
The programme also includes
development of a therapy mall,
a proposal that is central to
the new clinical model in the
redevelopment proposals. A
new intensive care unit, Oakley
Ward has already been built and
opened. The older facilities in
Kent and Berkshire Houses are
being refurbished, with particular
attention paid to risk areas. A key
element is the commissioning of a
personality disorder (PD) service
in line with the other two high
security hospitals at Ashworth
and Rampton. This will use the
two uncommissioned wards in
the Paddock Centre. A workshop
is planned for July to review the
clinical model for this new service,
which will be for some 22 existing
patients in the first instance.
Richard Miller-Holliday has been
recruited by the trust to manage
this change process. He has 22
years of experience working in the
NHS, and has spent the last four
years as a healthcare management
consultant. He said “I am looking
forward to the challenges and
successes ahead to achieve a
quality environment for both
patients and staff.
“The pace of change will be swift,
with the works and recruitment
due to be completed in the next
six to nine months. Information
about the programme is currently
on display on the plasma screens
at the hospital.
“The programme is split into
three work streams. The clinical
workstream will oversee the
actual physical work, changing the
physical environments and how
the clinical teams will operate
in the newly configured clinical
areas as well as the therapy mall
development and PD service
development. The workforce
development workstream
will address the recruitment,
induction and training of new and
existing staff. We will be running
recruitment throughout the year
to recruit the numbers of staff
required. The support services
workstream will mainly look at
RiO implementation, with the aim
of completing this by August 2010
and any other issues related to
the programme.”
If you have any queries on
this please contact richard.
millerholliday@wlmht.nhs.uk or
kevin.murray@wlmht.nhs.uk
12 MENTALHEALTHMATTERS MENTALHEALTHMATTERS 13

A new voice for
patients and carers
Service users and carers have new
champions to help them have their say in
how the NHS and adult social services are
run. Local involvement networks (LINks)
have been set up in each local authority
area to reflect the new approach of
‘co-terminosity’ between local councils
and health services.
Volunteering views:
•• A LINk is a network of local people, voluntary
and community organisations who direct the
LINk with support from a small staff team.
•• The LINk has powers from the government
which mean services need to respond to LINk
requests or recommendations.
•• It is primarily a platform to raise issues about
local health and social care services.
•• The LINk works with the health and social care
commissioners, providers, the Care Quality
Commission and Overview and Scrutiny
Committees to monitor existing services and
contribute to the development of new services.
Beth Hales, Ealing LINk development worker says,
“The networks provide an important mechanism
for patients and the public to have their say in
the local NHS. We in Ealing took time and care in
setting up a structure agreed with the community
and have a democratically elected advisory
steering group. This year there has been a focus
on setting up action groups to monitor services
where the public have flagged up concerns or big
changes are planned. We have a mental health
action group which will look specifically at mental
health services.”
LINks cover all health services provided in a
borough, as opposed to working directly with
one trust, like the patient and public involvement
forums which they have replaced. WLMHT will
therefore deal with separate LINks in Ealing,
Hammersmith & Fulham, Hounslow, Richmond
Upon Thames and Bracknell Forest.
Anyone wanting to get involved or raise an
issue can contact their local LINk team
•• Ealing LINk on 020 2280 2276. Suzanne
Lyn–Cook, Beth Hales or Olasumbo Ajala.
•• Hammersmith & Fulham LINk on 020 7610 2300.
Karen Lyon or Kevin Wiles.
•• Hounslow LINk on 0845 094 9497. Rubina Sharif
or Hannah Cooke
•• Richmond upon Thames LINk. Katherine Saker
volunteer@richmondcvs.org.uk
•• Bracknell Forest LINk. Barbara Briggs
Barbarabriggs@btinternet.com.
a-z of trust sites
Mm is for Manor Gate, mental health resource centre
1A Manor Gate,
Northolt, UB5 5TG
Contact: Melissa Bullen
Manor Gate is one of four
community mental health resource
centres in the Ealing service delivery
unit. The centre provides a base for
a range of staff, including psychiatric
nurses, occupational therapists,
psychiatrists, psychologists and social
workers. Its broad aim is to meet
the health and social care needs
of local people who experience
severe and enduring mental health
problems and to support their
families and carers.
Referrals are received from a
variety of places, including some
self-referrals, but the vast majority
of people will come to the centre
via their GP. People may use Manor
Gate to see staff on an individual
basis for therapy or counselling or
to take part in group activities and
therapeutic events.
Sector Manager, Melissa Bullen said,
“We aim to support clients to live
independently. We have a multiskilled
team that works really well
together and everyone puts service
users to the forefront.”
Active service user and carer
engagement is at the core of Manor
Gate’s work, which shines through in
the wealth of stimulating activities on
offer, designed to support recovery.
“We have a group called the
Rainbow Club, which meets four
times a week, offering activities
from music therapy, to gardening
and cookery groups. We encourage
clients to take an active role in
their own recovery, organising their
own trips and taking responsibility
for groups,” said Melissa.
The opportunity to work is
recognised as an integral part of
recovery for people with severe
and enduring mental illness, helping
to build confidence and provide
structure. Manor Gate is fortunate
to have the services of a vocational
worker who helps people to find
appropriate education courses,
prepare for interviews and
eventually support them in their
return to employment.
Another essential resource at Manor
Gate is the carer support worker
who assesses the needs of carers
and helps them to access services
that will allow them to continue in
their vital role.
“Carers are really important and
we want to make sure they can
access all the help available to them
as easily as possible,” added Melissa.
14 MENTALHEALTHMATTERS MENTALHEALTHMATTERS 15

Spotlight on research
A regular update on research work going on at the trust
Inaugural staff
development
luncheon
The importance of culture
The use of a service user’s culture to
help them to engage with treatment
has been the subject of pioneering
new research in which a consultant
working at the trust has been involved.
Dr Samrat Sengupta is one of the
lead clinicians in a research project
led by University College London and
Camden & Islington Foundation Trust.
Despite extensive evidence that
taking account of a person’s culture
is important in treating mental illness,
no published research has shown
how cultural interventions can
improve clinician-patient engagement
and the patient outcome. Using
ideas based on the patient’s cultural
identity, experience of stigma and
racism and subjective explanation
of their illness, the researchers used
a ‘cultural formulation interview’ to
communicate with selected patients.
The approach also examined how
health professionals’ identity shaped
patient care.
Dr Sengupta says: “The research was
carried out in four acute in-patient
units in London (one being an
intensive care ward). 30 out of the
60 participants received the cultural
formulation interview, while the
remaining 30 received standard care
without the interview.
“Statistical analysis of how well the
approach worked was complemented
by quantitative and qualitative findings
from both individual interviews and
one year period of ethnographic
fieldwork. Our aim was to provide a
substantial body of data highlighting
some of the factors that facilitate and
impede delivery of culturally sensitive
care. The programme also examined
how illness is shaped by the wider
clinical and management culture
of health services, with the aim of
providing newer understandings and
better treatment options.”
Detailed findings of the Department
of Health-funded study were
presented in a seminar at the St
Pancras Centre in June. “Essentially, the
project has provided new evidence
of the critical importance of cultural
sensitivity and awareness in providing
more effective mental health services,”
Dr Sengupta says. Detailed findings
are available from the principal
investigator, Dr Sushrut Jadhav, at
University College London -
s.jadhav@ucl.ac.uk
Last month, staff who have
completed a professional
development course over
the past 12 months were the
guests of honour at the trust’s
first celebratory lunch.
Professional development is
vital to ensure staff continue
to feel empowered to excel
at their job and progress.
The trust fully supports staff
endeavours, as it can see
the benefits of fulfilled staff
reflected in improved care for
service users.
Andy Wells, associate director
for learning and development
welcomed staff. “Everyone
here has demonstrated their
commitment and dedication
to develop and learn. You have
sacrificed your time and energy
and overcome challenges.
You should be proud of your
achievements as we are of you.”
Jimmy Noak, Barbara Wood,
Kelvin Cheatle, Jacky Glover,
Debbie Pearson-Elliott and
Alison Webster presented staff
with their certificates and a
small gift for their efforts. This
event was the first of its kind
and the trust will hold another
next year.
Mental Health Fellowship Awarded
Dr Gill
McGauley has
been awarded
a National
Teaching
Fellowship from
The Higher
Education
Academy for
her work as a
consultant forensic psychotherapist at
Broadmoor Hospital and as a reader
in the division of mental health at
St George’s, University of London.
Dr McGauley said, “I am delighted to
have been awarded this honour. I have
focused on forensic psychotherapy,
which is a new sub-speciality combining
forensic psychiatry and psychotherapy
to treat mentally disordered offenders.
I have found professionally and
personally rewarding.”
While at Broadmoor, Dr McGauley
has initiated an innovative
learning programme that grants
undergraduate medical students
access to the high secure hospital. By
opening the doors of the institution,
Dr McGauley hopes to give students
an experience of communicating
with hard to engage patients, improve
students’ capacity to empathise and
reduce the stigmatisation surrounding
mental health.
Students have stated the visiting
programme has changed their attitudes
to patients with mental illnesses. One
student stated, “Visiting the hospital
made me think about the effects of
illness on personality and on behaviour
– even extremes of violent behaviour.
The session was useful and informative.
It was an eye opening experience
which left me feeling quite inspired.”
Dr McGauley is currently an integral
member of an NHS London funded
project, which aims to develop an
interactive web-based tool to help
professionals, especially those working
in the Criminal Justice System, who find
it hard to access postgraduate training.
Dr McGauley is one of fifty lecturers
and learning support staff to be
awarded a National Teaching
Fellowship and has won an award
of £10,000 that will be used for
professional development.
16 MENTALHEALTHMATTERS MENTALHEALTHMATTERS 17

Rhythm of life
Right Corecare
Employee Assistance Programme
“There is quite a lot written about the
therapeutic power of group drumming and as
a music therapist I was interested in exploring
this,” explained David Nicholson, music therapist
based at the John Conolly wing.
The programme was piloted last year and
recently received funding to continue over the
next 12 months. David meets twice a week with
an increasing number of service users in the
Pegasus Centre, together with community drum
artist Kwabena Mehutsekamen, sit in a circle and
play one of the traditional African drums.
The aims of the group are very similar to
those that underpin the music therapy groups,
although the approach is different. “The group
isn’t about teaching traditional music, but works
with the natural power of rhythm and music
to focus on therapeutic goals. We are trying
to give people an opportunity to connect with
the creative part of themselves and, in so doing,
connect with others around them within a safe
environment,” commented David.
It seems to be working, as one service user,
said, “The session was very uplifting and
energising. We worked together as a group and
gradually got into the rhythm.” Another agreed,
“It enabled me to focus my thoughts and clear
my mind of stress.”
Though the group is well attended, they still like
to advertise and do so in a very creative way.
“On the days the group is run, we take some
drums and percussion instruments into the
canteen and play as patients are queuing for
dinner. Service users and staff will often join in,
which has met with universal approval.”
This group is available to all
inpatients and is run on Tuesday
and Thursday evenings between
7pm - 8pm. For further information
please contact David Nicholson,
music therapy department, Pegasus
Centre, John Conolly Wing, or x8355.
The trust’s staff counselling and support
services joined forces with Right Corecare
last year to create a 24/7 telephone
resource service for staff which provides
free confidential advice and support. The
service is flexible in that it operates out of
hours and therefore is able to offer advice
at times to suit employees. They can
assist with queries with regards to bullying
and harassment, personal and emotional
issues, urgent work related issues out of
hours and legal and financial advice.
Due to the current economic climate, there has
been a significant increase in debt related issues
largely due to loss of income through job changes,
illness, divorce or separation and other life changing
events. Statistics show that 15% of adults now
struggle with over £10,000 unsecured debt, fuel
prices have risen by approximately 15% and
transport and food prices have increased by 6%.
Right Corecare have been working with Payplan,
an organisation specialising in debt management.
Adrienne Heeley, director of work life services
at Right Corecare says “at the present time, we
are seeing an increase in the number of people
contacting us for help and also a different profile
of client in difficulty with more acute problems.
We are also seeing an increase in managers
contacting us to source advice and support on
how to manage and monitor employees who are
displaying signs of increased pressure due to the
current economic climate”.
Free advice, information and
counselling is available by calling the
Right Corecare EAP freephone number
0800 1116 387 or you can visit the
website www.eap.rightcorecare.co.uk
what
if...
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I would be a brain
surgeon or a rocket
s c i e n t i s t f o r s u r e !
We might not have all the answers but
we do have a host of specialists to
provide information and support,
free of charge and in a confidential setting.
V3
Call now on
0800 1116 387
Advice, Information and Counselling
From outside the UK call +44 845 330 5132
Text phone users dial 18001
followed by the full helpline number
Here are some top tips to help beat debt:
eap.rightcorecare.co.uk
•• Calculate your net income and itemise your
expenditure, so you know exactly what you have left
to spend each month.
•• Cut up your credit cards and use a prepaid card
instead.
•• Don’t borrow to get out of debt and never secure
debt against your home.
•• Talk to your creditors about your financial situation –
it’s best to be as open as possible, as early as possible.
•• If you are having problems with your bank, open a
basic account elsewhere and re-direct your salary
there. Leave the first account open to maintain your
overdraft.
•• Do not borrow from another source to meet the
interest payments on an earlier loan.
•• Use comparison websites to ensure you have the
cheapest utilities and phone deals.
•• Cut down where you can e.g. take a packed lunch to
work – it could save £10 a week, which is £500 a year.
18 MENTALHEALTHMATTERS MENTALHEALTHMATTERS 19

teamworks
Back row (l-r): Jon Luff (liaison psychiatry
nurse), Jacqueline Oliver-Hamilton (team
manager), Nicky Long (liaison psychiatry
nurse), Dr Amrit Sachar (Liaison
psychiatry consultant and Head of service).
Front row (l-r): Dr Angharad Ruttley
(Liaison psychiatry consultant), Julie Pearse
(team administrator), Dr Ksenia Deverill
(specialist registrar in adult psychiatry),
Nadia Levy (team administrator).
A unique role leading to
better results for patients
Liaison Psychiatry is an area which specialises in
the mental health issues of the physically unwell
patient. Unlike CMHTs, Liaison Psychiatry services
are usually based in the general hospital, in order to
facilitate easier partnership working with the acute
trust and quicker response times to see patients.
They provide a service to any patient within the
general hospital regardless of the patient’s address.
The Hammersmith and Fulham Liaison Psychiatry
Service works across two hospital sites in the
borough (Charing Cross and Hammersmith).
The service has tripled in size in the last three
years, and has gone from being based on one site
to now working from two office bases, one on
each site. The service is funded by the acute trust
(Imperial College Healthcare NHS Trust).
“We see our role as helping Imperial staff manage
the mental health needs of their patients thus
ensuring general hospital patients have access to
quality mental health assessments and treatment.”
said Amrit. “As part of improving access to care, we
strongly believe that we should see patients when
as soon as they are fit for interview rather than
waiting fro them to be medically cleared”.
“We see patients with a combination of physical
Hammersmith &
Fulham liaison
psychiatry service
and psychological issues. Sometimes medical
problems produce psychological ones eg psychosis
or depression. Other times patients suffer from
physical symptoms with underlying psychological
causes eg somatisation,” said Angharad.
Educating colleagues
A major part of the role is education of Imperial
staff about mental health issues.
Nicky commented, “We conduct both structured
and informal training with registered nurses, junior
doctors and other medical staff, to ensure timely
referrals and treatment.”
“We are ambassadors for mental health in an
acute setting. We use every opportunity to address
mental health issues and tackle stigma. We attend
daily bed meetings, develop clinical plans and make
mental health assessments and work with our
Imperial colleagues at every level,” commented Jon.
Secret to good teamwork
“The most rewarding part of working with such a
capable and specialist team is getting better results
for patients” said Jon.
Julie and Nadia added “as the team administrators,
we work to ensure all the background information
is collected in a timely manner and is accurate and
accessible”. “The team administrators are key to
ensuring the smooth running of the work of the
clinical team and are a friendly and helpful first
point of contact for referrers” said Amrit.
Jacqueline has recently started her role as team
manager. “To date, the team have impressed me
with their professionalism and holistic knowledge
relating to patient wellbeing. I will be working with
them from an operational perspective and trying to
improve their already solid efficiency systems.”
moving
on up
joiners
Jacqueline John is on
a 12 month secondment
from her role as senior
finance manager at Kings
College Hospital NHS
Foundation Trust to work
in the finance directorate as
head of management
accounts. She says “I see
the move to WLMHT as
an opportunity to enhance
the experience gained from
working for a leading acute
trust. I am motivated to
improve performance in the
health service and thereby
make a real difference to
the quality of care provided
to service users. I hope to
demonstrate that my role
is not limited to just the
financial view point but that
I have an understanding of
the pressures and conflicting
demands managers cope
with on a daily basis.”
Bryan Joseph, has recently
been appointed as head
of health and safety,
to ensure the trust has
effective arrangements in
place to control the wide
range of health and safety
risks faced by both clinical
and non-clinical staff. He
has previously worked for
the civil service, where
he enforced health and
safety legislation, and in
the local authority sector,
managing health and safety
services. He will also lead
on formulating the trust’s
overall risk management
strategy and policy, which
forms the background
to the new on-line trust
risk register. Bryan says
“working in mental health
will be an exciting new
challenge. I hope to move
risk management up the
agenda, embedding risk
management in people’s
everyday activities.”
If you would like us to feature a colleague in moving on
up send an email to communications@wlmht.nhs.uk
Ali Nunan, communications officer
Richard Miller-Holliday
has 22 years experience
working in the NHS,
he began his career
as a registered nurse,
specialising in all aspects of
cardiothoracic intensive care.
He has held senior posts in
general management and
has spent the last four years
working independently
across various initiatives
within the Department
of Health, primary care,
commissioning and
secondary care.
Richard has been employed
as the programme
manager – clinical & service
improvement at Broadmoor
Hospital for an initial
period of six months. His
responsibilities will include
working closely with staff
across the hospital around
clinical model development,
ward reconfiguration,
and developing the new
personality disorder service.
He said “This is a new area
of work for me, and I am
looking forward to the
challenges and successes
ahead to achieve a quality
environment for both
patients and staff.”
On 1 July 2009, Lisa
Harrington was
appointed as a nonexecutive
director for
the trust. Lisa is currently
Customer Operations
Director for BT with a
background in telecoms,
management consultancy,
marketing and teaching. She
says, “I am really honoured
to be joining the board
of West London Mental
Health NHS Trust. The
Trust plays a pivotal role in
our community and I am
delighted to add my private
sector experience to direct
and support its ongoing
success.” Trust chairman,
Nigel McCorkell says, “We
believe Lisa’s dedication
and insight will help us to
improve efficiency and
ensure that our processes
and strategic decisions offer
good value to the taxpayer
and a better experience
for our service users, carers
and staff.”
20 MENTALHEALTHMATTERS MENTALHEALTHMATTERS 21

Leavers
Mover
Pam Scott, head of asset management for the capital development
directorate has been seconded to the West London forensic service,
three days a week, to help deliver the strategic outline case for the
St Bernard’s redevelopment programme. She says “I am really excited
about working alongside the clinical team on a project which will change
the future shape of the St Bernard’s site and provide improved facilities
for our patients, staff, and visitors” Pam can be contacted via groupwise
or telephone x2064/4337
Robin Webster has
recently retired, having
worked for the trust
for 29 years. He has
worked in various roles
within the trust such as
medical records manager
(Broadmoor), where
he saw the introduction
of the computerisation
of patient records, as IT
manager overseeing the
implementation of an IT
network in administration
areas of Broadmoor
and then a trust-wide
role as IT security and
training manager. Robin’s
achievements in his most
recent role as information
governance manager
were the implementation
of the Freedom of
Information Act. He
also raised awareness
across the trust of the
importance of information
security, which has led to a
significant improvement in
the way that confidential
information is handled.
Robin says what he enjoyed
most about this role was
“working with staff of all
disciplines across the trust
and the challenges of
administering FOI”. When
asked what he will miss,
he says “working with lots
of people of all disciplines
and the sports and leisure
facilities at Broadmoor.”
Although retired, Robin will
be returning to the trust as
a part-time mental health
act manager.
Kevin Towers, patient
services manager says “in
Robin’s roles he has been
a first point of contact for
many service users. He has
always impressed me with
his ability to calmly advise
and signpost people on,
while personally ensuring
that each query he’s been
party to gets resolved.”
“Robin has always been
extremely dedicated to
the trust, staff and patients.
He has worked tirelessly,
quietly ensuring compliance
with a complicated system
of legal frameworks and
guidance, always making
himself available for advice
to staff and the public. I
will miss him greatly. He
has been a wonderful
support and an endless
source of knowledge and
experience. I wish him well
for the future and am really
pleased he has chosen
to continue working in
mental health,” says medical
director, Dr Liz Fellow-
Smith.
Wendy Channell,
PA to deputy chief
executive will retire
from the trust this month
and has worked for
the NHS for over 40
years! Wendy joined
St Bernard’s Hospital
in the 1980s and has
worked in many different
areas of the site which
include estates, HR, John
Connolly Wing, risk
department and trust
headquarters, where
she has gained a great
deal of knowledge and
experience. One of
Wendy’s achievements
is that she has kept an
SUI database prior to the
merger with Broadmoor
and has kept all notices
of incidents up to date.
When asked what she
enjoyed about working
at trust and what she
will miss, she says ‘In
the old days there was
good rapport with all
the departments and
I am sure some of the
old staff will remember
that we had some great
Christmas parties, bonfire
nights and some general
good get togethers.
I will miss some of the
people that I have met
over the years but I am
sure that I will keep in
touch with some of
them. My plans are to
enjoy the rest of my
life, spend more time
doing what I want to
do, seeing people I want
to see and of course
seeing more of my family.
I wish the people that
I am leaving behind me
every happiness for
the future, I will still be
playing bowls so will see
some of you now and
again. Who would have
thought it, I’m 65 yet I still
feel like I’m 25! Mandy
Bassi and Wendy have
shared an office for 12
years, she says “We’ve
laughed, joked and cried
together, we’ve seen a
lot of changes in our
working lives and our
personal lives and its
been a pleasure having
that hard shoulder to
lean on. Wendy is an
honest person who
always speaks her mind
and laughs the loudest.
Wishing Wendy all the
very best for her future.”
Congratulations
David Stevens, sports
technician at Lakeside mental
health unit, was a finalist in the
Health and Social Care Awards
NHS London Unsung Hero
Awards 2009. When asked what
he enjoyed about the awards
ceremony, he says ‘It was great
to meet such a variety of people
working in the NHS who had
been recognised for their roles
in improving the experience
of patients at all levels.’ He
has worked for the trust for 9
years and was nominated for
his motivation in encouraging
patients to take part in various
fitness activities, which has
enabled many to attempt a new
activity and gain a great sense of
achievement. David will also go
the extra mile by carrying a spare
fitness kit, so that service users
can still join in an activity if they
forget theirs or even drive them
to a sports session if necessary.
One big achievement for David is
the refit of the new gym.
Ward managers, George
Mamombe and Anna
McLoughlin, including staff
in Coniston and Windermere
Wards, John Connolly Wing are
proud to have been awarded
Level 1 Accreditation of
In-patient Mental Health
Standards for Older People
(AIMS-OP). They participated at
a national level in the standards
audit which aims to look at older
people’s services needs and ways
of improving the quality of care
within wards. Mike Anjoyeb,
lead nurse, says ‘networking with
other older people’s services
in the UK was a very good
experience and we looked at
examples of good practice.’
They shall now be working
towards level 2.
Reception staff from the
West London forensic
services recently completed an
extensive 4 day First Aid at Work
(FAAW) and mandatory half day
Automated External Defibrillation
(AED) training course which was
facilitated by Mike Neary, director
of Managing Excellence Through
Training Ltd. Staff were then
given a familiarisation session on
recording an accident/incident
within the incident management
system facilitated by Carl Dorey,
systems information manager.
Satty Banga, deputy reception
manager and Julliette Wright
McGookin, reception supervisor
says ‘We would like to take this
opportunity to express our
heartfelt thanks to Mike Neary
and Seamus O’Hara for organising
this training seminar for the
forensic reception team. We
would also like to congratulate
all 11 of our staff for successfully
passing this course.’
22 MENTALHEALTHMATTERS MENTALHEALTHMATTERS 23

Carers’
conference
As part of carers’ week, the second
annual carers’ conference was held
recently in Ealing to discuss the
issues facing those who care for
a relative or friend with a mental
health problem. The event brought
together carers, trust staff and
stakeholders to look at national
initiatives, share information and to
find out ‘what do carers want?’
Mahbub Khan, carer support
officer, told the conference that
nationally, statistical research
showed 74% of carers reached
‘breaking point’ as a result of the
practical challenges and emotional
upheaval they face. As a result the
government has pledged to invest
£150 million over the next two
years to support carers who are
suffering. The mental health sector
will receive the largest proportion.
Amanda Cue gave a moving
personal account of her life as
a carer, described the different
emotions she experienced when
first becoming a carer, the tiredness
and frustration, including the effect
on family life and the challenges
she still faces. “We need to listen
to each other and give time,” she
said. She also praised the trust’s
mental health nursing staff.
The keynote speaker, Professor
Louis Appleby, national director
for mental health, described a new
national initiative, New Horizons,
which involves a wide range of
organisations and individuals with
an active interest in improving
mental health. A consultation takes
place in the summer of 2009 and
he encouraged carers to become
involved.
The conference also heard from
Dr Philippa Russell, newly
appointed chair of the Standing
Commission on Carers, who
is working with ministers on a
national strategy for carers. She
said one positive step was the
development of Carers Direct,
the new national helpline and
online advice service. There were
also speakers from the trust, the
London Borough of Ealing, the
national charity Rethink and the
Mental Health Foundation.
Later this year, there will be a
trustwide training programme
for clinical staff, who will work
together with carers on best
practice and protocols, plus a range
of other issues.
24 MENTALHEALTHMATTERS
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