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Dr Kathleen Janet Fallon speaks at conference on developing a well led organisation

Dr Kathleen Janet FallonDr Kathleen Janet Fallon

Kate began the presentation by focusing on Bridgewater and that it was the first NHS Community Trust to undergo a new-style CQC assessment in February 2014, so could not be “graded” as such but a favorable report was received. Kate advised she is joint SRO of the National Community Indicators programme working to establish both quality and performance metrics for care delivered out of hospital. Furthermore, Bridgewater Community Healthcare NHS Trust was the first organisation of its type to undergo a new-style CQC inspection in February 2014. This was because the trust was part-way through its Monitor assessment when the 2013 changes were introduced and the Monitor process was interrupted.

"Monitor assessment is about processes and CQC inspection is about culture. Our experience of the CQC inspection is that you find out what your partners think of you and it can't be a quick fix. You can't get a good CQC report unless you are engaged and passionate about the outcome." 

Kate described how preparation for the Monitor assessment had put the trust in a strong position with regard to the "Well-led" domain, having worked on the Board Governance Framework and the Quality Governance Assurance framework. Being established as an NHS trust as recently as 2010 has enabled the Board to work with the entire workforce to define and enshrine their values for the organisation which aim to "put the patient at the centre of everything we do" from the very beginning.

The presentation was concluded by looking at how the trust has embraced an internal initiative from one of its teams to roll out a Patient Partners programme which forms an important element of the wider service experience programme. Given the special circumstances which apply to healthcare delivered outside of the hospital setting, internal communication and a structured approach to promoting leadership at all levels of the trust for quality improvement have been two key components of the Bridgewater Quality Improvement Strategy. 

The senior management team have devised and implemented a triangulated quality and performance dashboard to track potential fluctuations in quality as cost improvement plans are delivered and they have developed a robust quality impact assessment process to deal with the risk all trusts face of reducing quality whilst cutting expenditure, which mainly means workforce, in this sector.

Kate's view is that you can prepare for the inspection but you cannot rehearse it, since in Bridgewater's experience it was a very comprehensive exercise which left no stone unturned.

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Download: Dr Kathleen Janet Fallon's Presentation

22 September 2014

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