Our approach was tailored to the HPFT context whilst remaining rootedin Monitor’s framework,as well as ourownextensive research ongovernance and leadership (including ‘boundary-spanning’ leadership across systems). It combines multipleperspectives fromthe Trust withourown independentreview, in order to build up a rich, nuanced and contextualised picture of current leadership, futureopportunitiesand challenges, and key recommendationsforfurtherdevelopment.It comprises:
Evidence-gathering and assessment:
This included expert observation of the Board and Committees; semi-structured interviewswith board members and senior staff;board documentationreview;online assessments of board effectiveness by board membersand key stakeholders; and focus groups withstaff, service users and governors.
Synthesis and initial recommendations:
Our team then brought together all of the evidence gathered with their own expert perspectives to draw out and prioritise the key messages for the Trust across each of the ten review domains.
Final report and feedback:
We discussed our findings initially with theChair and Chief Executive, ahead of feedback to the board in a half day workshop.This provides an opportunityto debate the review and draw out key areas for development.
We identified four key areas of focus for the Board, as well as recommendationsfor further development across eachof the ten Reviewdomains. These were discussed and refined with the whole Board, and all are now being taken forward by the organisation. This developmentalfocus was in addition to meeting the formal requirements of the review set by Monitor.