Welcome to the summary page of our recent board meeting

This section includes an overview of the main discussions, decisions, and future plans presented during the meeting. This summary is intended to inform those who were unable to attend and offer a brief review of the latest developments. This briefing aims to keep you informed of the discussions at our Trust Board. To read the 2026 papers, please see the Board agenda pack. Please note this briefing does not replace the official Board minutes, which will be published in due course on the website.

Copy of Team Brief icons.jpg

National and system updates from Chair, Isla Wilson, and CEO, Tim Welch

  • NHS Staff Survey 2025 

The national NHS staff survey results were published earlier this month and over 2,200 colleagues at CWP shared their views (over 50% of staff). We recognise that 2025 was a particularly challenging year for NHS colleagues across Cheshire and Merseyside, with financial control measures affecting us all. However, against this backdrop our results reinforce that our cultural foundations in inclusion, as well as compassionate care and leadership remain strong. We will touch on this further in our update from People Committee today. 

  • NHS Medium Term Plan  

As communicated at our January board meeting, all NHS Trusts nationally were asked to submit a three-year medium term plan to set out how we aim to deliver services that help support the national priorities set out in the 10 Year Health Plan. We are bringing that plan to our Board meeting today for approval and look forward to sharing it more widely, following approval from NHS England. 

  • NHS Oversight Framework  

CWP has maintained its position in segment 3 of the Quarter 3 2025-26 NHS Oversight Framework based on performance across 10 national metrics. The framework does not replace our CQC rating of Good. We will continue to monitor these metrics, alongside wider Trust performance targets, in our Integrated Performance Report. 

  • Provider Capability rating  

A new provider capability rating has been developed to assess how well NHS Trusts are set up to deliver safe, effective and sustainable care. It reviews leadership, governance, quality improvement, financial management and how organisations use data to support improvement. CWP submitted its self-assessment in November 2025 and received an Amber‑Green outcome in February 2026, meaning there are some areas for further development. The next assessment is expected in April and is due to be published alongside the NHS Oversight Framework position for quarter 1 2026-27. 

Partnership working 

  • CWP and Mersey Care  

Central to CWP’s strategy and values is our commitment to collaboration. Our longstanding partnership with Mersey Care NHS Foundation Trust is an important part of this. Over the past several years, our joint working has enabled us to deliver high quality services consistently across Cheshire and Merseyside. Building upon the strong progress already made, both Trust Boards have recently agreed to renew our focus and enrich our partnership, recognising the real benefits this collaborative approach is already delivering for our staff, service users, patients, and carers. A Memorandum of Understanding is coming to Board today for approval. 

  • West Cheshire Health Collaborative 

CWP’s collaboration with the Countess of Chester Hospital NHS Foundation Trust (COCH) to jointly deliver physical community health services in West Cheshire is now formally called the ‘West Cheshire Health Collaborative”. Colleagues in these services recently celebrated a Safety and Learning event where topics included transfers of care, communication, psychological and staff safety and advocacy support. 

  • Neurodevelopmental care 

The seventh annual Centre for Autism, Neurodevelopmental Disorders and Intellectual Disability (CANDDID) conference took place recently. Delegates from across the UK gathered to explore the future of neurodevelopmental care, with a programme focused on the 10‑year Health Plan and its implications for autistic people and people with intellectual disability. Keynote sessions and seminars covered a wide range of topics, including national progress on the Autism Act, diagnostic and treatment challenges in psychosis and autism, human rights and disability, social determinants of mental health, the use of big data in research, critical health inequalities, and menstrual health for people with intellectual disability. 

  • Harm reduction 

The Cheshire Harm Reduction Unit (HRU), a partnership between Cheshire Constabulary, CWP, Mersey Care NHS Foundation Trust, and other agencies, has been recognised nationally for its work protecting victims of stalking and harassment. The award was presented at the National Centre for Violence Against Women and Girls and Public Protection (NCVPP) annual recognition event in January. The HRU was named winner in the Collaborative Working Leading to Victim-Centred Investigations category. The unit is a specialist, award-winning service that combines police investigation with therapeutic and mental health support to protect victims and reduce reoffending. 

Locally

  • Council of Governors 

The CoG met on 23 February 2026 and considered a number of items including our partnership working with Mersey-Care, NED tenures and the Chair’s appraisal process. Our next Council meeting will be on 9 April 2026.  

  • Service Visits 

Isla Wilson, Chair, recently carried out a number of service visits, including March’s visit to Starting Well and the Infant Feeding Team, February’s visit to the Perinatal Team and January’s visits to the Family Nurse Partnership and Seren Lodge. Isla said:

It was an absolute honour to join Clare Hitchen on a recent visit to Lache Children's Centre and observe the work she does supporting breastfeeding mums. It was wonderful to meet some very gorgeous babies, and their mothers, and to see how transformational the work the team do is for new parents. This work is a great example of what happens when we intervene early, focus on inequality and offer support which is based on the outcomes which our patients value.

  • CWP ward accreditation scheme

Gary Flockhart, Director of Nursing, updated on CWPs ward accreditation scheme sharing:

"I am pleased to say we now have 6 wards at Bronze Level representing a good foundation to build upon. 9 are accredited with Silver demonstrating a real commitment and strong multi-disciplinary work. 4 received Gold status which includes CYP coral and indigo wards (Ancora) and our LD inpatient units Eastway and Greenways – the standards developed were with ward teams, co-produced with lived experience and in line with CQC ratings. Having been round all 19 wards the buzz and energy was great. We will be celebrating with a Celebration Day planned on the 8th May.”

Coming up: 

We’ll be marking International Nurses Day in May by coming together for the annual CWP Nursing Conference. This year’s theme celebrates the incredible impact of our nursing workforce and the vital role empowered nurses play in delivering safe, compassionate care. 

 

Digital story 

"I am struck by how the navigator was so successful; I saw that meaningful occupation for the patient and how inclusivity and accessibility was enhanced." Fahad Ahmed, Non-Executive Director

"It is interesting to see how a number of roles - social prescribers, care navigators - overlap and sit in different parts of the pathway - the care navigator is one of the roles that makes connections with the voluntary sector and helps that transition and is a real value." Suzanne Edwards, Deputy CEO and Director of Operations 

"Something real powerful about that one point of contact and help you guide you through the system and how easy it is to fall through the gaps, however this person gets you and it can really improve the effectiveness of services and much better outcomes." Chris Lynch, Non-Executive Director

Copy of Team Brief icons (1).jpg

The Integrated Performance Report provides validated data up to and including January 2026 and highlights metrics of exception and areas of emerging concern, supported by management responses. Its purpose is to enable the Board and its Committees to focus discussion on areas where performance is outside expected variation, where assurance is reduced, and where risks are interdependent across domains.

  • 15 alerts mostly driven by metrics with a zero tolerance target (e.g. restrictive practices, self‑harm reporting). Whilst these targets have not been achieved the SPC shows the metrics as “in control”. Moving forward a "double alert" will be produced which pulls through the statistical analysis and the target, to support the process.  
  • 4 watching alerts ended January: Urgent Community Response (2‑hour standard), 72‑hour follow-up, sickness absence, appraisal compliance
  • Advise metrics include: access delays in community mental health and ASD waiting lists.
  • National Oversight Framework Q2 Included in the IPR is Q2 National Oversight Framework Trust-level scored metrics. There has been a shift from segment 4 to segment 3 in Q2.
  • Positive assurance: metrics largely remain within expected process‑control ranges.

Suzanne Edwards, Deputy CEO and Director of Operations. "We continue to make adjustments as we mature and have some time at our Board seminar in April to look at this. To pull out, there is a refresh of the NOF metrics - especially around mental health - which we have contributed to. I would like to note in particular a number of discussions around sickness absence as a critical risk."

  • Six principal strategic risks reviewed; no change in scoring - workforce, access/flow, finance sustainability, health inequalities, service model alignment, and innovation. 
  • MIAA, the Trust internal auditor recently concluding an audit of the risk: improvement work resulting in a moderate assurance opinion.
  • Integrated Governance Policy was retired and the new Risk Management Policy agreed: this was in response to the recent CQC Well-led inspection findings and the actions agreed in response to the Trust’s move to Segment 3 of Single Oversight Framework and in line with work already planned

Faouzi Alam, Medical Director, "To note we have also developed a corporate risk register which has 11 risks; we continue to develop this. We have scrutinised all our risks in recent meetings with additional controls in the place." 

  • Sickness absence: 6.8% (peak 7.6% in January); driven by mental health & MSK. Committee noted workforce wellbeing offer including physiotherapy, talking therapies, reasonable adjustments and further developing Trust’s ability to respond to mental health issues being dominant driver of sickness absence.

Isla Wilson, Chair, "Reflecting on workforce sickness absence metric; I wonder if turnover is an area we need to reflect on including the regional and national picture."

Tracy Narot, Director of People, "We do have good progress in turnover however we need to pay attention to sickness management and the difference between voluntary and involuntary turnover. Also touching on the North West sickness absence, the region has the highest sickness absence in NHSE and is therefore a North West issue bearing in mind we benchmark against the national league table."

Faouzi Alam, Medical Director, "We recently had a CELF session on sickness absence; thinking about solutions but when looking at the IPR and BAF we do have an improved picture in relation to safer staffing, positive output from Freedom to Speak so in general there are positives."

  • Guardian of Safe Working (Q3):
    • 45 exception reports; 4 fines due to shifts >13 hours.
    • High overnight/on‑call workload, e‑rostering urgently needed.
    • The Guardian continues to meet quarterly with residents to discuss any concerns they have about their working conditions.

Faouzi Alam, Medical Director, "Lots of discussion around specific challenges, particularly in Bowmere with assurance that a number of actions are completed. The purpose of this report is for the Board to be assured with the terms of 2016 contract."

  • Safer staffing six‑month review: registered nurse fill rates remain strong (94–129%); CSW fill rates more variable (77–115%). Appraisal and clinical supervision compliance rates are below the 85% compliance standards across several services. Sickness absence rates are above the national average. The annual safer staffing review makes the following recommendations, which Board approved, to further support safer staffing:
    • To support the reporting of safer staffing for community nursing the results of the CNSST will be included in the next safer staffing report.
    • To enable oversight and robust reporting the third and final phase of the safer staffing development work will align various reporting requirements to the use of safecare tool, and an associated update to the safer staffing escalation process and policy.
    • To support professional development and best practice, all areas to prioritise compliance with clinical supervision and appraisal.
    • Service and professional leadership specific recommendations made throughout the report to be progressed.

Gary Flockhart, Director of Nursing, "Does report good triangulation of incidents - I would like to highlight the safe care model pilot. Other than the recommendations we do need to make the report user friendly."

  • Freedom to Speak Up Guardian: Six monthly report key themes of 38 cases - including management issues systems and process concerns, behavioral and relational issues and worker safety issues. Work continuing to raise organisational awareness of the new provider, including via the Trust FTSU ambassadors. 

Derek McIIroy, Guardian Service, "The report covers the period July-Dec. Themes and concerns are consistent with others. Noting system and process area relates to policy use; management issues are interactions between the line manager and colleagues - with one area suggested in terms of asking colleagues to engage with CWPs Transgender Policy. Our support from CWP has been excellent and our engagement with the staff has been good so thank you for making the transition work."

Isla Wilson, Chair "We would like to extend our thanks to you too and good to see how visible Lynn is within services."

  • Modern Slavery Act Statement: Following review, the Committee can be assured and Board today approved:
    • The Trust continues to meet its statutory obligations under the Modern Slavery Act 2015.
    • Effective controls are embedded within procurement, safeguarding, contracting and workforce governance frameworks to mitigate the risk of modern slavery and human trafficking.
    • Contractual provisions are in place to address supplier non-compliance.
    • Planned actions for 2025/26 will further strengthen the Trust’s safeguarding and anti-exploitation arrangements

Finance report

  • Financial position strong: Surplus on track; efficiency plan (£14.9m) fully achieved recurrently; Year-to-date CWP are reporting a £1.9m surplus which is £3.9m ahead of plan and in line with the forecast submitted to the ICS last month. 
  • Capital delays due to Urgent Response Centre schedule; mitigations in place.
  • System pressure: accumulative risk as a result of system efficiencies.
  • Digital: Cyber risk may move to BAF next cycle; data quality issues raised via IPR.
  • Starting Well services preparing for tender in 2026.

CQC actions completed; strong assurance in IPC, safeguarding and Learning from Deaths.

  • CQC regulatory actions completed and closed.
  • Infection Prevention & Control (IPC): high assurance; amber standards under improvement.
  • Safeguarding: Full assurance; strong training and partnership working.
  • Learning from Deaths: Annual report approved; thematic learning continues.
  • Board approved CWPs self-assessment "Designated Body Controlled Drugs Accountable Officer (CDAO) Improvement framework" to be submitted

  • Lead Provider Collaborative (LPC) contract extended to March 2027.
  • Innovations in Eating Disorders:
    • Patient-held Healthcare Passport pilot.
    • PARALEL project targeting reductions in readmissions at Specialist Eating Disorder Units.
  • Transformation Events: The LPCs each hold a Transformation Event every 6 months as an opportunity for wider stakeholder engagement. The events in November 2025 had been well attended and a great success and the next will be held in early June 2026. 
  • Helix LPC Thank You Event – It was noted that a Thank You event for all Experts by Experience involved in the Seren Lodge MBU and Helix LPC establishment will be held on 30th March 2026 to acknowledge their invaluable contribution.
  • Performance metrics: The Commissioning Team reported positive progress in reducing out of area referrals, complaints and incidents. There were no significant concerns expressed regarding the current provider performance and there are no providers in the 3 LPCs who are in Enhanced Surveillance. It was reported that both Level Up and Empowered LPCs are in financial balance.
  • A number of significant (amber) risks were also reported. Assurance was given regarding the actions in place to address each of these. One of these risks was the impact of the significant organisational change taking place across the NHSE and ICBs which will impact upon the LPCs.
  • Noted 3 MBUs across the North / Midlands will be temporarily closed for a short period of time to undertake essential refurbishments. The potential risk on capacity at Seren Lodge Mother and Baby Unit has been identified.

Staff survey results

  • Colleagues at CWP have shared their experiences of working in the organisation through the NHS Staff Survey 2025.Over 50%, a total of 2,256 staff members, took part in the annual national survey, which gathers feedback from NHS colleagues across the country about their working lives, workplace culture and the care they provide. CWP’s survey is independently managed by IQVIA on behalf of the Trust to ensure confidentiality. The Trust’s high-level results for 2025 show strong performance in several areas when compared with similar NHS organisations.
  • While the results clearly show a culture of inclusion, compassionate care and supportive leadership, the Trust's focus remains on continuous improvement for colleagues including workload pressure, burnout, psychological safety, persistent WRES/WDES disparities.

Tracy Narot, Director of People, "We acknowledged as a committee a conscious decision to move from an annual approach to a CWPi continuous approach. We acknowledge wider developments happening around the integrated performance report and to challenge ourselves adjusting our BAF score due to the staff survey. We acknowledge our strengthened digital capabilities with the introduction of safe care. We noted our appraisals moving into coaching conversations which helps colleagues feel meaningful impact. We can now see within our benchmark group that we perform best in "recommending CWP to work and receive treatment" and first within that group that colleagues "feel confident to raise concerns and acted upon". Click here to read more. 

Tim Welch, CEO, "One of the pieces of learning is the connectability with colleagues - this year we are really keen to get specificity in areas, building upon great examples of what managers are doing locally and widening those to make a difference across CWP." 

CWP and Mersey Care Partnership (MOU)

Since the January 2026 Board meeting, the partnership has moved into a more formal and structured phase of development. Building on the direction set out in the Cheshire and Merseyside Provider Collaborative (CMPC) Blueprint and the ICB’s move towards strategic commissioning, work has focused on formalising governance arrangements, clarifying strategic priorities and developing a clear operating model to support delivery at scale, while fully preserving the statutory accountability and sovereignty of each organisation. A key area of progress has been the development of a comprehensive Memorandum of Understanding (MoU), including terms of reference for both a Partnership Executive Programme Board and a Joint Partnership Oversight Group. This MOU set out a governance and assurance framework which can easily be adapted to oversee the management and further development of partnership working between the two trusts. As well as the terms of reference for the meetings above, the MoU outlines such matters as the background, purpose and scope of the partnership. The programme is now beginning early mobilisation. Initial engagement is underway with proposed workstream leads across both Trusts, focused on building on existing collaborative activity and ensuring continuity rather than creating parallel structures.

Isla Wilson, Chair, "This is about alignment across Cheshire and Merseyside and following our approval, will be going to NHS Cheshire and Merseyside tomorrow. We are in agreement that the MOU is approved today with the suggestion it may change as the work further evolves." 

Medium Term Plan

CWP’s narrative Medium Term Delivery Plan (MTDP) was presented to the Public Board, following review and approval at the private, extraordinary meeting of the Board of Directors on the 10 February 2026 and subsequent submission to NHS England. Since the submission of the Plan, feedback has been received from the NHS England regional team on 10 March 2026 setting out their assessment of the plan in line with their responsibility to review Trust submissions and categorise them against the national planning framework, including determining the level of acceptance. The Board noted the narrative Medium Term Delivery Plan against the Board Assurance Statements. Noted the Board Assurance Statements and the feedback from the NHS England Regional Team and the resultant Plan position. 

Suzanne Edwards, Deputy CEO and Director of Operations, "Next steps for the plan include project office support to look at pulling out the metrics, track progress against transformation programme and align to improvement metrics and report on this linked to the integrated performance report."

Chair's vlog - summary of the March Board

You can watch the latest Board summary vlog from Isla Wilson, CWP Chair, below on YouTube.