From boardroom to frontline: reflecting on our CQC reports
In last week’s Board Development Meeting we reflected carefully on the findings of last month’s CQC reports. While it was positive to read about areas of progress, some of the feedback was challenging and shone a light on where we must do better for our patients, carers, the communities we serve and for our staff. We take the CQC’s findings extremely seriously and believe it gives us a real opportunity to reflect, learn and strengthen how we lead the organisation.
Just as every team across the Trust needs time and space to develop, the Board also needs to invest in its own learning. Over the coming months, we will be dedicating structured time to board development, creating room for honest reflection about how we work, how we support one another, and how we can provide clearer, more consistent leadership to the organisation.
The CQC’s Well-Led findings provide a framework for our Board learning programme. It lists our priority areas for improvement, and we have already started acting on them. Strengthening our governance and leadership culture is a core priority for the Board, and we are committed to making the changes needed.
We have been discussing how we can build more effective relationships, ensure we’re aligned on our priorities, and understand how our leadership informs culture across the Trust. It is through our values and the everyday behaviours that shape people’s experience of SLaM that we can ensure that service users and carers feel respected, supported and heard in every interaction. Whether you are working on a ward, in the community, in a corporate service or in a support role, the way we treat the people we serve and those we work with defines the Trust we are.
One of the immediate practical steps forward we have taken is the enhancement of our Freedom to Speak Up arrangements. From 1 March, the service will be provided by The Guardian Service, who are an independent and impartial organisation. This gives staff aconfidential, trusted advisor who can listen and support them with a wide range of issues. I would encourage anyone who needs advice or support to reach out to them.
We are also continuing our work to refresh the Trust’s strategic priorities, and I would like to thank colleagues who have already helped shape early ideas. This strategy will guide our work for the next five years, so your voice is essential in getting it right. If you haven’tyet taken part, please do use this final opportunity to share your views through the short online survey, as your feedback will directly influence the direction of the Trust. The survey closes on 31 March so please do take the time to share your views before it ends: Shape our Trust Strategy
As a new Chair, my focus is on ensuring the Board creates the right conditions for high-quality care to flourish for everyone who uses our services. That means asking difficult questions, listening carefully, celebrating the progress we are making, and maintainingmomentum for the work we still need to do.
Thank you to every colleague who continues to deliver compassionate care while also helping us improve as a Trust. Your honesty and insight shape our direction, and we will keep listening and taking action
