The State of Peer Support, and Peer Leadership Roles in NHS Trusts in England
Findings from Freedom of Information Act Requests
Written by Emma Watson & Ashleigh Charles With thanks to Andrew Carrington Hayward Key Findings
Peer support is now widespread in NHS mental health services, with 1,637 peer roles identified across 44 mental health Trusts, but the scale of these workforces varies markedly between organisations.
The number of peer workers per Trust ranges from just 1 to as many as 147, with a median of 28.5, highlighting significant disparities in how far peer support has been embedded across the NHS.
Senior peer worker roles exist in most Trusts but remain limited, with 269 senior roles identified across 36 Trusts, and some organisations employing peer workers without any senior peer leadership in place.
The ratio of peer workers to senior peers varies widely from fewer than 3 peer workers to each senior peer worker some Trusts to over 27 peer workers per senior peer in others, suggesting very different approaches to supervision, governance and workforce support.
There is no consistency in how senior peer roles are defined or banded, with roles ranging from Band 3 to Band 8b, and using multiple different job titles, reflecting a lack of shared understanding of senior peer leadership within the NHS.
National grant funding intended to develop the peer workforce was used unevenly, with some Trusts investing strategically in training and workforce development, while others were unable to clearly account for how funding had been used.
Responses from NHS Trusts to a national FOI request Inforgraphic
Introduction
Peer support workers were introduced in mental health services in England in 2010, initially in a drive towards more Recovery focused services (Imroc, 2010), as a means of shifting power so that the voice and wisdom of people using services became valued and their full potential realised. Evidence demonstrating the benefits of the role has proliferated, with improvements for people receiving peer support, the peer support workers themselves and in the culture and practice of services in which they are employed.
Peer support was recognised as a ‘new role’ in the mental health workforce in workforce through the NHS Long Term Plan (NHS England, 2019), which committed to expanding the employment of people with lived experience across NHS mental health services. They are now a consistent feature of national mental health policy and workforce strategy in England, embedded within service transformation plans and workforce development initiatives (NHS England, 2019; NHS England & NHS Improvement, 2019). Despite this, surprisingly little is known about how NHS Trusts are employing peer workers – in what numbers, in what roles and with what infrastructure.
We know that numbers of peer workers have grown considerably over the past two decades. The 2020 Health Education England National Workforce Stocktake of Mental Health Peer Support Workers in NHS Trusts report found that 862 peer workers were working with the 55 Mental Health Trusts which took part (HEE, 2020). Since then, the peer workforce has expanded, with NHS England’s national model providing training and tuition support enabling organisations to train peer workers for free, as well as entitling them to approximately £3,500 per trainee for infrastructure support to ensure that roles are embedded, supported and developed
As increasing numbers of peer workers have been employed, senior peer support roles have developed to provide support, supervision and clarity about their role. Peer support lead roles have been created in many Trusts and Director of Lived Experience posts also becoming more common. These roles generally have strategic oversight of the peer workforce across the whole Trust, among other responsibilities, differentiating it from senior peer workers who generally work with a small portion of the peer support workforce to provide on the ground support.
Those of us who are close to the developments in peer support have watched this growth and appreciated – embodied – some of the conflicts this has invited. We are left with key questions about the peer support workforce, which we addressed through the submission of Freedom of Information Act (FOI) requests to every NHS Trust in the country. We wanted to understand how Trusts are employing peer workers, as well as how the NHS England commissioned training, provided by Imroc and With-You, is leading to genuine systems impact, in line with NSH England’s commitment to strengthening peer support initiatives and infrastructure.
Method
In 2025, we submitted FOI requests to 209 NHS Trusts in England. At the time of data collection, 50 of these Trusts were identified as Mental Health Trusts. Specifically, we asked:
How many peer workers each Trust employed
How many senior peer workers each Trust employed
What ‘band’ (NHS pay scale level) senior peer workers were employed at
Who supervises peer workers, if they are employed, in each Trust
Whether Trusts employed a lived experience or peer support lead, and if so, what band they are employed at
If Trusts could provide job descriptions for their senior peer worker and peer support lead roles
Whether Trusts received any funding through the Health Education England/NHS England peer support training programme, and if so:
How many peer workers the Trust trained through this route
How the roughly £3500 grant money was used (this money was intended to successfully support the development of the peer workforce)
In the following sections, we will share an overview of the responses we received.
What we found
Of the 209 NHS Trusts contacted:
54 NHS Trusts in England told us that they employ peer workers, with numbers ranging between 1 part time worker, to 147 peer workers with different levels of seniority.
45 out of 50 Mental Health Trusts that we contacted responded to the request (appendix 1), and 44 of these employed peer workers.
1 Mental Health Trust that responded had no peer workers.
5 Trusts did not respond to the request. Of these 6 Trusts, it is likely that 5 of them employ peer workers based on their Trust website information.
Across the Mental Health Trusts, a total number of 1,637 paid peer roles (including senior peer workers and peer leads) were recorded.
Peer support workforce overview
Of the 43 Mental Health Trusts that employ peer support workers, peer mentors, or equivalent roles, we found that:
A total of 1,637 individuals were employed as peer support workers, peer mentors, or similar roles, with numbers ranging from 1-147 within each Trust.
50 peer support workers were employed through a peer-led charity in a formal partnership with one Trust.
In addition to paid peer worker roles, 26 individuals were identified as volunteer peer mentors or peer and volunteer development workers, all within one Mental Health Trust.
The median number of peer workers employed across Trusts is 28.5, meaning half of the Trusts that responded employ fewer than 29 peer workers, and half employ more.
The average number of paid peer support workers, peer mentors, or similar roles per Trust was 37, which is notably higher than the median. The distribution is skewed upwards by a small number of Trusts employing proportionately large numbers of peer workers.
The average number of peer workers has risen from 13 in 2020 (recorded by the National Workforce Stocktake of Mental Health Peer Support Workers in NHS Trusts) to 37 based on the FOI responses.
11 out of 44 Trusts employ more than 50 peer workers, indicating that a quarter of Trusts have relatively large peer worker teams, while the majority employ fewer than 50.
Most Trusts employ between 16 and 50 peer workers, but 5 Trusts employ comparatively high numbers of peer workers(80-147). This group has a disproportionate influence on the overall average.
At the other end of the scale, 5 Trusts employ five or fewer peer workers, including only one (1 Trust) or none (1 Trust), suggesting uneven development or funding of peer worker programmes across the NHS.
Peer Worker and Senior Peer Worker Ratios
Across Mental Health Trusts, the ratio of peer support workers to senior peer roles varies widely, indicating substantial differences in workforce models and senior capacity. On average, Trusts employ around 8 peer support workers per senior peer, with a median of approximately 6:1. However, the mean ratio is higher than the median, indicating that the overall average is pulled upward by a small number of Trusts with higher ratios. In these Trusts, the ratio of peer workers to senior peer workers is around 20:1, and at the upper extreme, the ratio reaches 27.5 peer workers per senior peer. This suggests potentially stretched senior capacity or a greater reliance on peer workers being supported within their clinical teams, potentially from non-peer colleagues, or accessing informal peer supervision.
Some Trusts employ large numbers of senior peer roles relative to their peer workforce. Several Trusts report ratios below 3:1, and in one case, fewer than one peer worker per senior peer, suggesting a senior-heavy or highly supervisory model of peer support delivery.
Overall, while most Trusts cluster within a moderate range of ratios, the large differences between Trusts highlights markedly different approaches to structuring, supervising, and supporting peer workforces across the NHS, with implications for consistency, sustainability, and career progression within peer roles.
Senior peer workforce
A total of 269 senior peer roles were reported across 36 Trusts.
36 Mental Health Trusts employed senior peer support workers, peer supervisors, or similar roles and 29 Mental Health Trusts employed a peer lead.
The median number of senior peer workers is 5, meaning half of the Trusts employ five or fewer senior peers, and half employ more.
The average (mean) number of senior peers is 7.3, which is higher than the median. This suggests that a small number of Trusts with much larger senior peer teams are pulling the mean upward.
Again, there was substantial variation across Trusts in the number of senior peer workers that were employed, with total numbers employed ranging from 1 to 24 senior peer workers or equivalent roles.
Overall, 17 out of 36 Trusts employ more than 5 senior peer workers, showing that small senior peer numbers are the norm, with larger numbers concentrated in a minority of organisations.
A small number of Trusts employ senior peer workers in larger numbers, around 15 to 24 senior peers, and these significantly raise the overall average.
7 Trusts were identified as having peer support workers, peer mentors, or similar roles, but zero senior peer workers, mentors, or similar roles, and one Trust declared an exemption in providing information in relation to senior roles.
Within the Trusts that did not employ senior peer roles, the number of peer support work or similar roles per Trust ranged from 3 to 46, with a median of 25. These peer workers likely received supervision from line managers and/or from colleagues within their clinical teams.
Banding and Key Responsibilities of Senior Peer Workers and Peer Support Leads
For our requests relating to senior peer worker and peer support lead (or equivalent role) numbers, we also asked Mental Health Trusts to tell us what band these roles were evaluated at. Not all Trusts provided information, but the available responses revealed huge variation between Trusts around what senior peer workers and peer leads were paid. We also asked Trusts to share job descriptions, which provided information about key responsibilities for each senior peer worker role. Senior peer worker roles ranged from band 4 to band 7, and peer support lead roles ranged from band 4 to band 8c.
Among the senior peer roles (including peer support lead roles) reported:
1 was band 3
17 were band 4
27 were band 5
17 were band 6
17 were band 7
13 were band 8, 8a, or 8b
17 roles were graded as Band 4, with titles including Senior Peer Worker, Peer Support Coordinator, and Peer Support Lead. These Band 4 positions typically indicate entry-level seniority, with a focus on coordinating peer support workers across multiple teams or serving as senior peers in smaller service settings. While these roles involve increasing responsibility, they remain closely linked to direct peer support practice.
The largest proportion of senior peer roles, 27, were found at Band 5. Titles in this group include Senior Peer Worker, Peer Support Supervisor, Senior Peer Trainer, Peer Support Development Worker, Deputy Peer Lead, Peer Coordinator, and Lived Experience and Peer Support Coordinator. Band 5 roles most commonly represent the senior peer workforce, encompassing supervisory duties, contributions to training and workforce development, some leadership of small teams, and coordination across services. These roles serve as a bridge between frontline peer support and more strategic leadership responsibilities.
17 roles were graded at Band 6. Titles in this group include Peer Support Worker Lead, Advanced Lived Experience Practitioner in Co-Production (Maternal & Perinatal), Peer Co-ordinators, Lead Peer Trainer, Peer Support Lead, Peer Lead, Peer and Lived Experience Workforce Manager, and Lived Experience Lead. Band 6 roles begin to include various peer support lead positions. They often entail responsibility for peer support worker teams or even a whole peer workforce, strategic or developmental project work, specialist expertise in lived experience (such as maternal or perinatal services), and involvement in workforce development and service improvement.
At Band 7, 17 roles were reported, including Trust Lead for Peer Support, Professional Lead for Lived Experience Practice, Senior Peer Support Coordinator, Peer Support Programme Manager, and Advanced Lived Experience Development Lead. These positions are typically service-wide or Trust-wide leadership roles, providing oversight of peer workforce strategy, professional leadership for lived experience practice, and programme-level development and governance. Band 7 roles signal formal recognition of lived experience leadership within the organisational structure.
13 roles were reported at Bands 8, 8a, and 8b, the second-largest group, alongside Band 6. Titles at this level include Head of Peer Work (8b), Professional Lead for Peer Support (8a), Recovery Lead, Associate Director of Lived Experience Workforce (8b), Head of Lived Experience, and Advanced Lived Experience Practitioner (8a). Band 8 roles represent executive or senior strategic leadership, encompassing directorate-level responsibility for the lived experience workforce, oversight of peer support strategy across entire Trusts or systems, and senior management roles driving organisational change.
The FOI responses highlight discrepancies in the definition and requirements of senior peer and peer leadership roles. While some Trusts reported employing a lived experience lead or peer support lead, a review of job descriptions revealed that lived experience was not always explicitly required for these posts. This inconsistency points to a broader variation in how Trusts recognise and formalise leadership based on lived experience, as reflected in both role banding and job criteria.
Access to NHS England Grant Funding
The NHS England infrastructure grant was designated uniquely and specifically to support the introduction of peer support workers more effectively and successfully with organisational and team preparation. Suggestions for how this grant could be used include:
Help with backfill and support costs for trainees whilst they are on the course.
Funding preparation for the whole organisation (e.g. development of strategy, training for staff, HR support etc).
Funding team preparation for peer support so that roles are fully understood in teams that will include peer support; staff have the opportunity to discuss their concerns, and the role of peer support workers in their particular team are agreed.
Funding peer support co-ordinators and leads and/or supervisors.
Funding peer support worker development opportunities within the organisation.
Funding further training for peer support workers.
Fewer Trusts shared information in relation to questions about the access and use of the NHS England peer worker training, and related grant money, and responses were sometimes contradictory or difficult to interpret. Some Trusts were able to provide exact figures relating to how many peer workers they had trained using the nationally provided peer worker training, while others were unclear, offered approximate numbers or told us that they did not know where exact numbers would be stored within their Trust.
30 of the Mental Health Trusts that responded to the FOI request told us that they had used the national peer support training to train their peer workers and senior peer workers (using peer supervision training). 2 Trusts provided no answer, 5 Trusts said that they had not used the nationally provided peer worker training at all, with two of these Trusts saying that they used their own, internally developed training. 12 Trusts replied ‘not applicable’ to questions relating to training places and grant money.
In the 31 Trusts that shared information with us, a total of 1,423 training places had been taken up, with places ranging from 3-142 between Trusts. Some Trusts shared a total number, but others broke down the number of training places they had accessed into peer worker training places and peer supervisor training places. Out of the 1,423 training places, 209 were seemingly peer supervision training places. It is likely that the number is higher, but Trusts were not explicit about the distribution of peer worker/peer supervision training places. It is also clear that a substantial number of training places are not accounted for within the FOI responses. Up to the end of 2025, 1,995 people completed Imroc’s peer support training through the NHS England funding route, and 741 people completed our peer informed supervision training; a significantly higher number than those identified in responses. This discrepancy is partly because some Trusts did not respond to the request but also may be because of incomplete record keeping, as some Trusts provided estimates of their numbers. It is also possible that the FOI request did not reach the right people in the organisation who could provide accurate information.
One Trust responded: ‘The requested information is not held centrally and is contained within the individual personnel records and archive systems which cannot be extracted as a standalone piece of data’. According to Imroc’s records, this particular Trust has used 66 peer support training places. Other Trusts also shared that they could not currently access information about the number of training places they had been allocated, suggesting that record keeping relating to places allocated has not been consistently rigorous.
When comparing FOI responses to data held by Imroc on training places taken up by each Trust, it is clear that some have trained many more peer workers than they employ. This could be interpreted in different ways; it could be that Trusts have shared their grant allocations with VCSE providers to strengthen peer support across their region, it could be that Trusts have adopted a ‘train and then recruit’ approach to strengthen the pool of people ready to apply for peer worker roles, or it could be that Trusts have been motivated by accessing the grant money without also focussing on increasing peer worker infrastructure and numbers.
Use of NHS England grant money
28 Trusts shared information with us about how they had used the grant money (approximately £3,5000 per peer worker trainee). These responses came from Trusts who had largely been able to meaningfully use the money, and their responses can be grouped into 5 themes:
1. Training and professional development
23 Trusts used funding to commission or provide training for peer support workers, senior PSWs, and lived experience practitioners.
Additional training included team development/team readiness, supervisor training, personal medicine programmes, conferences, continuing professional development (CPD) activities, and commissioning external providers for staff development training.
Additional resources were directed to producing support materials, resources, literature, and collaborating with voluntary sector or charity organisations for further training.
2. Workforce expansion and development
In 10 Trusts, funding enabled recruitment to new and senior peer support roles, including senior posts to enable governance development, support coordinators, project coordinators, a coordinator role for internal training/CPD programme, and autism peer workers.
It also provided for fixed-term and secondment positions, including a peer support worker post and a clinical lead for a learning post, boosting capacity in peer support teams and grassroots organisations, and supporting initiatives such as year-long facilitator posts.
Funding was also used to employ additional staff and support around pilot projects focusing on peer worker roles, including peers working in community services.
3. Infrastructure, resources, and events
In 11 Trusts, grants were invested in hosting conferences (e.g., bringing peers together and raising awareness, trust-wide peer support conference), networking events, bringing in expert speakers, and running specialist training (e.g., anti-racism, decolonisation).
Funds covered equipment, travel, placements, and venues.
4. Strategic development and career pathways
3 Trusts used funding to contribute to workforce development strategies, creation of career structures, support for leadership development, evaluation systems for peer worker roles, and embedding coproduction within organisations.
Commissioning of external providers to develop workforce strategies and specialist training offers.
Establishing local peer support networks and a trust-wide practice development network for PSWs fostered wider collaboration and co-production.
5. Service improvement and patient support
3 Trusts facilitated the development of new therapeutic options, wellbeing projects, and alternative therapy funds.
Grants allowed for targeted support for specific groups, such as children and young people in mental health crisis.
Backfill monies allowed co-production of recovery education workshops in inpatient settings, aligning with the trust's lived experience strategies and improving care for patients with mental health needs.
Based on data held by Imroc about take up of training places we estimate that Trusts who did not respond to this element of the FOI request, but had been allocated places on Imroc’s peer worker training, received a total of £969,500 funding from NHS England.
This is an estimate, and the actual number is certainly higher than this, because some Trusts received training places from other training providers, which Imroc holds no records of. This is not to say that the unaccounted-for money was not used well by Trusts, but that there are no clear reporting expectations around use of grant money, making it easier for the money to be used for purposes outside of what it was intended for.
Implications for peer support in the UK
The information that Mental Health Trusts shared with us tells us that there are huge disparities between peer worker practices between Trusts. While some Trusts are employing peer workers and senior peer workers in relatively large numbers, others have yet to reach double figures, and their peer workers operate in the absence of peer leadership. Since the National Workforce Stocktake of Mental Health Peer Support Workers in NHS Trusts (Health Education England, 2020), the average number of peer workers employed within Trusts has risen from 13 to 37, still a relatively small number considering the amount of band 3 roles which have the potential to become peer support roles. It is concerning that the funding that was made available through NHS England did not level the playing field across Trusts as intended. It might even have widened the gap between Trusts who recruit in high numbers and those who don’t.
What is promising is that areas of excellence in relation to role development and infrastructure do exist, that nationally we can learn from. Where Trusts struggle to make the case for an increase in peer worker numbers, senior peer worker roles, or lived experience leadership, we can learn from what has worked, as well as point to these national ‘flagship’ trusts as examples of what could and should be possible for the peer support workforce. The presence of senior peer workers suggests a peer support workforce that is supported, fertile ground for lived experience roles, and career progression for peer workers. These are important facilitators in the success of peer support, and we need to advocate for every Trust to be working to this same understanding.
Some Trusts described the NHS England grant money that they received as invaluable and instrumental to the progression of the peer support workforce/strategies. The fact that so few Trusts (28 out of 44) were able to provide information about how they used their funding is important to notice. We know through our networks that several Trusts were not able to use the NHS England funding as hoped, or in some cases, not able to use it at all. This is a symptom of the financial climate that Trusts are operating in. NHS England will no longer exist by the end of this year, and there is extreme uncertainty relating to how Trusts will be commissioned. There is a lack of guiding frameworks which describe what a good contemporary mental health service should include, and this all makes it more difficult for peer support to grow and thrive. Clearer messaging on how the funding should and should not be used, and visible monitoring of this, should be put in place as a matter of urgency.
There is huge diversity in what constitutes a senior peer role, as well as a peer support lead across Trusts. The many different job titles, as well as salaries for these roles is evidence that every Trust has followed different processes in the absence of any coherent national guidance. It is situations such as this, where some senior peer workers are paid at band 4, and others band 6 or 7, where a national body for peer or lived experience workers would be able to offer support and clarity. It is unacceptable that, depending on postcode, peer workers can aspire to progress to band 4, band 5 or band 6 senior roles as their next step, or, in some cases be offered no opportunities to progress into senior peer roles.
These findings call for a more coherent national conversation about what good peer workforce development looks like.
Senior peer roles must be clearly defined, appropriately banded and structurally embedded within Trust governance arrangements. Peer workers require access to peer-informed supervision, leadership pathways and professional development opportunities if their work is to be sustainable.
National funding streams designed to build peer capacity should be accompanied by clearer expectations around transparency and reporting, ensuring that funds reach their intended purpose and contribute directly to workforce development.
Imroc will:
Share these findings nationally to stimulate discussion and reflection, especially with those Trusts that these findings are most relevant to.
Highlight the findings relating to the use of grant money to NHS England so that they can address this with individual Trusts where needed and within their processes more broadly
Work with the Trusts that have been most successful in embedding peer worker roles to share their experiences of how this was possible and how barriers were overcome.
Based on the job descriptions that were shared with us through the FOI request, develop nationally relevant job description templates for senior peer worker roles, with guidance on how these should be banded, as well as key skills and responsibilities.
Advocate for national guidance on minimum senior capacity ratios within peer workforces.
Continue to champion the strategic value of lived experience leadership at executive and Board level, and support organisations to build sustainable, peer-led supervision and leadership structures.
Work with NHS England to raise awareness of the need to monitor the use of grant money more closely to maximise the benefit it can offer
Continue to support peer support/lived experience leads, and create more opportunities to understand their experiences of this role and what they need in order to support them
Contribute to discussions around a national body for peer workers, which would support the development of consensus around job descriptions and banding for roles, as well as enable NHS Trusts to better support one another.
Conclusion
Peer support is no longer an emerging innovation. It is a significant and growing component of the NHS mental health workforce. Without clear national standards regarding senior peer worker roles, career pathways, supervision structures and leadership expectations, Trusts have developed peer workforces in highly localised ways. Taken together, the responses from our FOI requests suggest that senior peer worker roles are not yet consistently recognised as a core component of peer workforce sustainability. In some Trusts, they are clearly valued as essential to governance, supervision, professional identity and strategic influence. In others, they remain peripheral or underdeveloped. This disparity has implications not only for peer workers themselves — including career progression, retention and professional recognition — but also for the quality, integrity and impact of peer support within NHS services nationally.
Where strong executive sponsorship, lived experience leadership and strategic commitment exist, peer support has flourished. Where these are absent, development appears slower and more vulnerable to financial pressures. As a result, people in receipt of services are being denied opportunities to work with peers and benefit from the enhanced recovery outcomes that evidence shows peer workers are uniquely positioned to support and facilitate.
The next phase of development for peer support in the NHS requires developing national consensus around the importance of clear and consistent infrastructure to support lived experience roles at every level of NHS Trusts. We need to work together to ensure that the phenomenal progress that has been made by some Trusts benefits those Trusts where the peer support role is fighting for space. There is no shortage of best practice, energy and commitment relating to peer support in the NHS; the task now is to harness this momentum in ways that ensure the whole peer workforce can thrive, not just those Trusts who have been able to move fastest.
References
Health Education England. (2020). Peer support worker training programme: Implementation guidance. Health Education England.
Health Education England. (2020). NHS peer support worker benchmarking report. https://www.hee.nhs.uk/sites/default/files/documents/NHS%20Peer%20Support%20Worker%20Benchmarking%20report.pdf
NHS England. (2019). The NHS long term plan. NHS England. https://www.longtermplan.nhs.uk/publication/nhs-long-term-plan/
NHS England, & NHS Improvement. (2019). The community mental health framework for adults and older adults. NHS England. https://www.england.nhs.uk/publication/the-community-mental-health-framework-for-adults-and-older-adults/
Repper, J., & Perkins, R. (2010). Ten organisational challenges for implementing recovery. Implementing Recovery through Organisational Change (ImROC). https://imroc.org/resources/ten-organisational-challenges-for-implementing-recovery/
Appendix 1 – NHS Mental Health Trusts who received the FOI
Trusts in grey did not respond to the request
| NHS Trust | NHS Trust |
|---|---|
| Avon and Wiltshire Mental Health Partnership NHS Trust | Leicestershire Partnership NHS Trust |
| Barnet Enfield and Haringey Mental Health NHS Trust | Lincolnshire Partnership NHS Foundation Trust |
| Berkshire Healthcare NHS Foundation Trust | Mersey Care NHS Foundation Trust |
| Birmingham and Solihull Mental Health NHS Foundation Trust | Midlands Partnership University NHS Foundation Trust |
| Black Country Healthcare NHS Foundation Trust | Norfolk and Suffolk NHS Foundation Trust |
| Bradford District Care NHS Foundation Trust | North East London NHS Foundation Trust |
| Cambridgeshire and Peterborough NHS Foundation Trust | North London NHS Foundation Trust |
| Central and North West London NHS Foundation Trust | North Staffordshire Combined Healthcare NHS Trust |
| Cheshire and Wirral Partnership NHS Foundation Trust | North West Boroughs Healthcare NHS Foundation Trust |
| Cornwall Partnership NHS Foundation Trust | Northamptonshire Healthcare NHS Foundation Trust |
| Coventry and Warwickshire Partnership NHS Trust | Nottinghamshire Healthcare NHS Foundation Trust |
| Cumbria, Northumberland, Tyne and Wear NHS Foundation Trust | Oxford Health NHS Foundation Trust |
| Derbyshire Healthcare NHS Foundation Trust | Oxleas NHS Foundation Trust |
| Devon Partnership NHS Trust | Pennine Care NHS Foundation Trust |
| Dorset Healthcare University NHS Foundation Trust | Rotherham Doncaster and South Humber NHS Foundation Trust |
| East London NHS Foundation Trust | Sheffield Health and Social Care NHS Foundation Trust |
| Essex Partnership University NHS Foundation Trust | Somerset NHS Foundation Trust |
| Gloucestershire Health and Care NHS Foundation Trust | South London and Maudsley NHS Foundation Trust |
| Greater Manchester Mental Health NHS Foundation Trust | South West London and St George's Mental Health NHS Trust |
| Hampshire and Isle of Wight Healthcare NHS Foundation Trust | South West Yorkshire Partnership NHS Foundation Trust |
| Hertfordshire Partnership University NHS Foundation Trust | Surrey and Borders Partnership NHS Foundation Trust |
| Humber Teaching NHS Foundation Trust | Sussex Partnership NHS Foundation Trust |
| Kent and Medway NHS and Social Care Partnership Trust | Tavistock and Portman NHS Foundation Trust |
| Lancashire and South Cumbria NHS Foundation Trust | Tees, Esk and Wear Valleys NHS Foundation Trust |
| Leeds and York Partnership NHS Foundation Trust | West London NHS Trust |