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Within this section of our blog are the key points voiced from individuals we interviewed working within the SLaM NHS Trust and IOP.

01:

Date 9.11.09
Location SLaM
Present Gabrielle Richards (GR), Professional Head of Occupational Therapy, SLaM,  Ken Cowdery (KC), Frontline Project Management, Joe Morris, (JM) Mary Duggan (MD) Mark Shaw (MS), Duggan Morris Architects.
  • There are a series of other teaching spaces within the organisation; some of them are really unsuccessful environments for teaching.
  • We want them to use local services and interact with the local community on their own. We want to reduce the stigma attached with coming here and with mental health issues in general.
  • In the caring professions when you are dealing with people and clinical supervision, there is definitely a need for exchange and engagement.
  • We need to think about the estate strategy, about co-use of buildings. I am interested in the idea of extending the life cycle of the building.
  • We have in fact had, very successfully, had service users training our staff here.
  • Education in the NHS has traditionally been very rigid. We need to think about whole life cycle, from birth to death. Also we need to develop the sense of ownership and pride of a building.

Gabrielle Richards interview diagram:  click to enlarge

02:

Date 10.11.09
Location SLaM
Present Michael Farrell (MF), Director of Postgraduate Medical Education, SLaM,  Ken Cowdery (KC), Frontline Project Management, Joe Morris, (JM) and Mark Shaw (MS), Duggan Morris Architects.
  • Well it must be virtual but as well as all the razzmatazz of technology it’s about human beings. This represents our core values-it’s about people- what we are trying to transmit.
  • Within medical training we are trying to up our game. We need to get more fired up.
  • People are still trained in silos, but can we train the core skills, not just on two day courses but can we develop new ways for people to work?
  • Whilst technology is important a single positive focused teacher can make a massive difference.
  • The issue is with valuation and assessment. In terms of our QA we really have to up our game. We need to develop the faculty.
  • We need to be more imaginative and have a more dynamic system and it mustn’t be tokenistic.
  • Mandatory training needs to be driven. We are dealing with trainees not students.
  • Simulated teaching is popular but we are not unpicking it, we need to get more structure into it.
  • We were reluctant to be brought into workplace assessment at first but it is working well now.
  • It is key that 2/3 really senior people are devoted to this activity. Senior skilled people need to consider it’s structure and the technology.
  • Space must be open and flexible, we are cramped and we must open up to the community. The issue of security is something that needs to be realistically discussed. We have a 9-5 culture here, UCH is open until 10pm.
  • How do you create a skills centre for all staff, taking existing personnel and create something truly multi-disciplinary.

Michael Farrell interview diagram:  click to enlarge

03:

Date 10.11.09
Location SLaM
Present Stirling Moorey (SM), Trust Head of Psychotherapy, SLaM,  Ken Cowdery (KC), Frontline Project Management, Joe Morris, (JM) and Mark Shaw (MS), Duggan Morris Architects.

  • There is a high burden of mandatory training within the trust.
  • The important thing about mental health training is that you need to talk to people. The bulk of our work is in demonstrations and roll play is important.
  • The SCT is used for many other things other than training such as committees.
  • A great deal of time is spent trying to book appropriate spaces to teach in.
  • The Borough system is changing to a system of CAGS (Clinical and Academic Groups).

04:

Date 13.11.09
Location Southwark Training Centre, SLaM
Present Carolyn Green (CG), Deputy Director Education and Training, SLaM,  Ken Cowdery (KC), Frontline Project Management, Joe Morris, (JM) Mark Shaw (MS), Duggan Morris Architects.
  • There is only 1 group missing from the [consultation] framework and that is the service users.
  • What about ‘inspiration , innovation and excellence for everyone’
  • We need to look at bench to bedside, to integrate the clinical and the teaching. We are growing as a department; we are getting more people through the door.
  • We do open at the weekends but it’s about resources and running costs.
  • We often have carers groups at the weekends, we are also often open until 7pm
  • We are number 1 in London and we lead nationally for e learning. 50% of our teaching is in e-learning.
  • There are information technology issues, not everyone is computer literate.
  • The idea of a community space is right up our street.
  • In order to understand the requirements, it would be important to consult people further down the organisation.
  • There are a huge number of users and staff on the site, you should be mindful that you don’t get lost.

05:

Date 13.11.09
Location Southwark Training Centre, SLaM
Present Jane Sayer (JS), Deputy Head of Nursing, SLaM,  Ken Cowdery (KC), Frontline Project Management, Joe Morris, (JM) Mark Shaw (MS), Duggan Morris Architects.

  • When we do external training it gives the completely wrong impression of the organisation.
  • We would like to train more nurses on site, we would like it to be more integrated. We would like to encourage links and get more people here pre-registration.
  • It needs to be an enjoyable experience. There used to be a tea lady who would come over and everyone would gather around and have a chat.
  • We love the idea of community engagement.
  • There needs to be a ‘hook’ there needs to reason for people to come here.

Jane Sayer interview diagram: click to enlarge

06:

Project SLaM
Job No. A125
Ref. 9.02-006
Date 18.11.09
Location Canteen, SLaM
Present Peter Du Plessis (PP), Deputy Head Of Psychology, SLaM,  Ken Cowdery (KC), Frontline Project Management, Mark Shaw (MS), Duggan Morris Architects.
  • Yes I often do meetings or gatherings here [the canteen], it’s the only place where you can get a coffee around here.
  • The trust is beginning to increase its revenue generating external training, Yvette Lock is running this, she organised events and they take a share of the profits.
  • (KC) As for the concept of learning, it is clear in the trust’s AGM the desire to disseminate the knowledge of the trust into the community- so this project could be a real opportunity.
  • This is very timely we are talking a lot about training and education- bench to training to bedside.
  • The biggest problem is the lack of space, we seem to only be able to get the right room on the wrong day…  The spaces are poor, the largest space the lecture hall is freezing in the winter and too hot in the summer.

07:

Project SLaM
Job No. A125
Ref. 9.02-007
Date 18.11.09
Location IOP
Present Stuart Lancashire (SL), Head of Section for Teaching and Learning, IOP,  Ken Cowdery (KC), Frontline Project Management, Mark Shaw (MS), Duggan Morris Architects.
  • We used to use the Southwark Training Centre extensively.
  • The trust demands on the space are significant so we have stopped using it.
  • Our environment should demonstrate that we actually value teaching and learning. We have 2nd or third rate facilities.
  • There was once the aspiration to create a ‘Mental Health College’.
  • In the future, of 40% [of our funding], 50% of that will be allocated based on the quality of the teaching and learning environment, we have a long way to go.
  • We are just about to appoint a vice-dean for education. This post will shape the training. It’s a senior person. It will be strategic. We are looking at integration and coordination.
  • There will be an increase of collaborative work in teaching. There was a pre-existing desire to focus on research but now we are linking this to teaching and to clinical practice. This will be driven by the CAGS.
  • In 1993 we had this- I used to use the STC a lot, we quickly set up training programmes from research we were doing. These were the first training programmes of their kind in the country. We did research and we booked rooms, it was simple. Now we can’t get in there.
  • People of different disciplines need to come together. Clinicians need to interact with researchers.
  • It’s geographically disparate, we need a degree of coming together.

08:

Project SLaM
Job No. A125
Ref. 9.02-008
Date 21.11.09
Location IOP
Present Richard Barnard (RB),IOP, Zoe Reed, Director of Strategy and Development, SLaM,  Ken Cowdery (KC), Frontline Project Management, Joe Morris, (JM) Mark Shaw (MS), Duggan Morris Architects.
  • If we talk about security there are certainly some issue to deal with. Perhaps one good thing that could come out of KHP (Kings Health Partners) would be a single access card!

  • We are short of space, we have just agreed to host another series of events at Millwall Football Club.

  • We spend a lot of money on external venues; this is money that could be better spent.

  • There are few suitable spaces here. The cafeteria is the most vibrant space in the building. You have students and researchers sitting next to eminent professors. We have a large lecture theatre but it’s just not good to use. We have rooms that are good for 80 but it’s in the  60-120 range that we really struggle.

  • The building needs to be on the cutting edge of learning. We need to look at opening hours. We could save on resources by encouraging longer opening hours.

09:

Project SLaM
Job No. A125
Ref. 9.02-009
Date 21.11.09
Location IOP
Present Zoe Reed (ZR) SLaM, Richard Barnard (IOP), Ken Cowdery (KC), Frontline Project Management, Joe Morris, (JM) Mark Shaw (MS), Duggan Morris Architects.
  • It’s about thinking globally acting locally. It’s about intellectual openness and maximum flexibility.

  • I would like to see this building operating as a CAGS building, I would like it to be about bringing the right people together, I like the of a ‘CAGS’ day.

  • We talked about the idea of an educational academy but this building should be about trying to create the space to do CAGS and make them work.

  • We are looking at serious cuts in our funding. We are concentrating on maintaining the quality, and cutting out waste, to make the savings, rather than cutting services.

  • We need to make a building for flexibility.

  • We need to think about pathways to cut out waste. We need to think about continuous change/evolution and improvement.

  • We need to think about continuous improvement of every staff member, we looked at Toyota, we are asking people to come up with one new idea every day.

  • I want this building delivered in 1 year not three.
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