Governance after Francis and the NHS Reforms
The FTN's governance conference, Governance after Francis and the NHS Reforms took place on Wednesday 20th March 2013 in London.
The presentations can be accessed via the links below, please note you will have to be logged in to our website to access these:
- Key points post-Francis
- Board governance and complaints handling
Dame Julie Mellor, Health and Parliamentary Ombudsman
The report into complaint handling in the NHS entitled ‘Listening and Learning 2011-12’, which Julie referenced in her presentation can be found on the following link:
A copy of the Parliamentary and Health Service Ombudsman’s new strategy which will deliver more impact to more people can be downloaded here.
During Julie’s presentation, she asked the audience two questions:
What do you see as the main barriers or challenges to delivering good governance?
What would support you in delivering good governance of complaints:
- Board to board reviews?
- Accreditation of complaint handlers? And clinicians?
- Benchmarking data?
She would welcome any response or suggestions you may have to these questions – it would be great to hear your thoughts. You can email your response to the following address: Public.Affairs@ombudsman.org.uk.
- Panel Discussion
Elisabeth Buggins, Chair, Birmingham Women’s NHS FT
Mike Aaronson, Chair, Frimley Park NHS FT
Stuart Bell, Chief Executive, Oxford Health NHS FT
- A. Managing risk in the community
Claire and Kate explored risk management in the community sector, setting out the differences to other care settings, as well as looking at quality indicators and quality governance. They shared their own trusts’ experiences as well as allowing opportunity for questions from the audience
- B. How trusts are embedding the FT governance structure into their organisational culture: case study
A case study showcase of a trust’s journey, Philippa talked about how she has worked with her board to improve the culture of the organisation while driving up quality.
- C. Effective governors, holding the board to account
Steve and Jane shared their experience of working with governors, building trust and enabling a positive accountability relationship with their councils. Jane also talked about involving governors in the merger process.
- D. Listening to patient voice and using feedback effectively
Michele Moran, Chief Executive, and Adrian Childs, Director of Nursing and Therapies, Manchester Mental Health and Social Care NHS Trust
Digital patient story, CathySkelton, Manchester Mental Health and Social Care NHS Trust
Alison Kirk, Associate - Programme Manager Patient Experience, NHS Institute
This workshop shared some good and innovative practice examples of raising the patient voice to board level and using feedback to improve services.
Alison gave the national perspective of their work while Michele shared their trust’s engagement journey. There were also contributions from patients and carers.
- A. Quality in times of financial pressure - risk management
Aileen and Karen shared how their trusts are trying to deal with uncertainties to deliver quality at a time of serious financial pressures. Both speakers are members of the FTN Quality Working Group.
- B. Effective Quality Governance
The quality governance framework was introduced to the Monitor assessment of aspirant FTs in 2010, for the last two years it has also been referenced in the FT compliance framework as something trusts should be self-assessing on. Kate talked about the positives of using the framework effectively to support your governance structures.
- C. Openness and transparency .
Liz Padmore, Chair, Hampshire Hospitals NHS FT
Linda Nash, Chair, Somerset Partnership NHS FT
(There are no slides for this workshop but notes can be accessed here)
The speakers shared their views and experience of balancing an open and transparent culture with running an organisation effectively. This included the relationship with governors and the new legislation around open board meetings. Liz also has experience of chairing the trust while going through a merger.
- D. The importance of organisational culture and leadership
This workshop gave a chair and chief executive perspective on leadership and culture and its importance in a large organisation. They shared their views on leading the wider organisation’s staff, the board of directors and also the council of governors.