Biomedical subjects
Publications and source records attributed to Jay Bevington.
Performance reviews for trust boards are rare, despite their strategic importance. Cohesion between executives and non-executives, and willingness for board members to challenge one another, are critical. Too much challenge and too little trust can suppress innovation.
Soft intelligence is information gathered from conversations, observations and experiences that allow judgements to be made. Research by York University shows that less than one in four of those interviewed used hard data to inform their judgements of NHS trusts. Sources of soft information can be direct: based on first-hand experiences; and indirect: the accounts and views of colleagues, patients, public, friends, journalists.
Essex Ambulance Service trust has achieved a rapid transformation, having last year received the country's worst CHI report. The trust transformed itself through new roles, collaborative working and developing its own model for out-of-hours services. Staff have new confidence in the management team, led by young, relatively inexperienced chief executive Anthony Marsh.
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If a board is to be effective its members must understand their roles and share trust with their colleagues. Members must be prepared to challenge colleagues, conventions and their own assumptions. Individual responsibility dissolves in large groups. Successful boards avoid this phenomenon.
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Explore the source record for details and available documents.