Our Trust has published the findings of an external, developmental ‘well led’ review, which we commissioned from Niche Health and Social Care Consulting.
The review is part of the regular rhythm of assurance, to provide an independent view of how leadership is working throughout the organisation. All of these reviews help us to track the improvements we are making and identify where there is still work to be done. This Review is not related to the recent ‘well led’ review carried out by the Care Quality Commission.
The Niche report, which the Trust has chosen to publish in full, offers a balanced picture of where the Trust currently stands, four years on from the merger that brought us together, during the Covid pandemic.
There are numerous findings which provide challenge and insight into where the Executive and the Board must focus efforts to deliver improvements. There and also recognition of the extent of the difficulties faced post-merger, and the tangible progress which has been made against many areas of performance, culture, and organisation.
The report authors have recognised the scale of the leadership challenge facing the Trust, and it is positive to see they have noted the valuable progress being made in key areas such as cutting waiting times, and improving care standards across a number of clinical areas. They also highlight the Board cohesiveness, and note the significant improvements in our relationships with our NHS and care partners.
The authors also noted several areas where more progress is needed – for example in tackling some poor behaviour, addressing unacceptable gender dynamics, and boosting confidence so people can feel confident to speak up about concerns.
The 22 recommendations in the report have all been accepted by the Board. And the Trust will go further, appointing an independent partner to work with us to develop a plan to address some of the bigger cultural and behavioural issues that have been identified – this will form the next stage of our ‘Big Conversation’ work as an organisation.
There are also further actions to be taken which are linked to the Trust’s new strategy for 2025-30 (being published soon), including:
- A £10m investment in improving leadership throughout the Trust and driving cultural change
- Refreshing our Trust values and introducing a new behavioural framework – both within three months
- A new recognition and reward scheme to showcase colleagues performing brilliantly and demonstrating our values – again, within three months
- Boosting the voice of our staff by strengthening our staff networks and ambassadors
The Trust has set itself ambitious timeframes against some of our outcomes as we are determined to use the momentum we have created around positive change and drive forward further improvements, as quickly as possible.
Dr Andy Heeps, acting chief executive officer, said:
“It is always useful to ask for an external and independent view of any organisation and this report offers us a valuable insight into what we do well, where we are improving, and where there is clearly more to do.
“The authors recognise the scale of the task in completing such a huge Trust merger during the Covid pandemic, and highlight a number of key improvements such as our big reductions in waiting lists and key service quality improvements.
“But they also draw attention to some fundamental issues which we’ve not yet succeeded in tackling – and all of these things need to change, and change quickly.
“We have accepted all the recommendations and we are already working to respond to them. But we will go further. Our new strategy will set out how we will develop better leadership and culture across our hospitals. This Trust has massive potential, and we want to work with our colleagues to realise that potential.”
Read the full report, including recommendations