Public Board of Directors papers 27.01.22

• In October 2020 an email containing further allegations was received by the chairman. The response to this being subsumed into the “Rapid Review” process by the NHS Regional Office • At its meeting of March 2021, the board of directors further reviewed this sequence of events and concluded that the concerns raised in February 2020 and August 2020 were reported to the full formal board at the first opportunities, noting that the concerns raised in August 2020 contained additional more serious allegations not made in February and board meetings had been curtailed due to the pandemic. Given this timeline and the significant disruption to normal activities caused by the pandemic between March 2020 and October 2020 the matter was brought to the full board’s attention at the earliest opportunity. In response to recommendations of the report in this section (3.4.2) we can confirm that: Review of documents • The previous historical reports (from 2012 and 2018) referred to in the “Rapid Review” report of January 2022 were considered in full by the board of directors at its meeting of 25 th March 2021 where it was concluded that the action plan and further activities superseded these reports Risk escalation and scoring - overall Our overall approach to the identification, evaluation and management of risk is set out in our Risk Management Strategy and Policy (2021-2024). The updated Risk Management Strategy and Policy, which addresses the recommendations of an audit of our previous policy reported to the Audit Committee, was approved by the Management Board in November 2021 and is scheduled for approval by the Board of Directors on 27 th January 2022. Risk escalation and scoring - raising concerns • Our FTSU policy contains a flow chart and procedure for identifying the nature of concerns and appropriate escalation process • A review of the handling of the concerns raised in February 2020 and August 2020 was undertaken by the non-executive directors involved with the FTSUG and reported to the BoD in October 2020. Communicating with and listening to staff • We have long established processes for listening to and communicating with staff which sit alongside the national staff survey results, formal professional advisory and consultation structures, a monthly staff newsletter (Chinwag), regular email briefings and regular updates on the intranet (HIVE). As examples our programme includes: • All public board meetings start with a presentation from a member of staff with a focus on patient experience • Board visits to meet staff - during the pandemic these have been undertaken virtually • Our council of governors includes 4 staff governors - non-clinical staff, medical staff, nursing staff and other clinical staff • Staff networks for those identifying themselves as belonging to particular demographic groups and sponsored by executive directors to create a direct link to board members • Quarterly pulse surveys of small but representative samples of staff • Regular executive team member walk abouts • Regular open access sessions with the chief executive • Monthly whole trust team briefing sessions at which the chief executive and directors present key messages and answer questions • Regular grand round meetings, open to all staff, for discussion of more clinically orientated issues

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