I’ve lost count of the number of blogs I’ve written over the years about mental health, leadership, hospice care and charity in general. This one will be a bit different. The headline says it all but if you want to know why, read on. Perhaps with a cuppa and a biscuit though because it goes on a bit!
I came to Teesside Hospice coming up for five years ago now at the end of 2018. Still raw from my Mums death the previous year, I wanted to make sure that families like ours got the same level of care as we did in Mums final days.
Mistakes in her care in hospital had been painful. Approaching death on a busy bayed hospital ward uncomfortable. Different people every day, no clear answers. Mum was in the wrong place, with the wrong people at the wrong time.
Her transfer to St Luke’s in Sheffield for what was to be her final week brought such a relief to us all. Dad could park the car without drama, there was peace and calm, the staff were approachable and kind. I can’t tell you the number of times Mum talked about the amazing food, even though by that point she was eating very little.
The clinical team took care of us all. They helped us plan as a family, listened to what was important to us. Made sure Dad had something to eat when he didn’t go home for food.
When her grandkids came to say goodbye the team made the day a memorable one, taking Mum outside so we could enjoy the sunshine together and making a frightening and overwhelming experience just that little but easier for us all.
In that time something clicked in me and my passion of the previous decade or so, mental health turned to hospice care. True hospice care that genuinely puts people first, not a tick box strapline and logo on a website that too often falls by the wayside when pressure mounts elsewhere.
In many ways, good mental health support and good support at end of life are entirely intertwined everywhere except in NHS organisational structures and service specifications.
Over the years we’ve invested in the teams and leadership at the hospice, refined our messaging, found cost efficiencies, strengthened alliances, increased our fundraising, refreshed the buildings and restructured most of our services.
The challenge of financial sustainability remains but campaigning for fair funding, which since last year is now simply that required by law and guidance, is at least moving on from the previous one-way stuck record of “you need to prove the difference you make”. Finally specialist palliative and end of life care is recognised as the core, mandated health service it should always have been.
Of course, it’s not all been plain sailing. Campaigning and changing established power and practice can raise all sorts of emotions and fears and sometimes these have been played out in unhelpful ways.
Recognising why people are reacting as they are rationalises the behaviour but still, it’s not a pleasant experience. Thankfully it’s not been my first gig and I’m just one person amongst an impressive team of leaders – both inside and outside the hospice.
Looking out across the hospice teams today I’m so proud of how they have developed. From the governance though to the clinical services, income generation and support services. Our partnerships and collaborations with the NHS, local authorities, voluntary sector and others. Our corporate supporters and of course the many thousands of local people who donate money every year to keep Teesside Hospice there for them, a local charity they trust and rely on in some of the most difficult times imaginable.
So why on earth am I leaving!?!? The answer is both complicated and simple.
I’ve always believed that a charity Chief Exec role is a unique one that has a shelf life. I know some disagree but for me, five years give or take a year or two feels right. Its enough time to make a difference but without becoming part of the problem.
Staying long term in the top job is a slippery slope and whilst a small number can manage it well, I’ve seen too many senior leaders who become entrenched, disconnected and struggle to stay fresh. I don’t want to be that person people associated as the charity, rather than working for the charity.
There are also two very practical reasons for choosing now as the right time to step down. Throughout our forties, that busy decade when everything seemed to be about long hours and work, my partner and I talked dreamily about being able to step back a little, travel, relax. I’ve spent years commuting and working away from home and whilst the A19 is much kinder than the M1 and podcasts help the time go by its slowly becoming a chore. With Paul taking early retirement from a stressful railway job at the end of last year he’s now loving his part time shop job and that’s certainly been another factor in my thinking.
With these three things, plus the hospice being in a good place operationally it seems like the perfect time to set a firm date in the diary and put succession planning into practice. I deliberately chose to give a long notice period so that the board will have time to reflect on what the charity needs from its next Chief Executive.
Modesty aside, I was right for 2018 but this next phase may require a different skillset or experience. The next five years or so has the potential to see a significant and positive shift in how hospice care is funded and integrated into the wider NHS. How hospices collaborate, share or even merge will become increasingly important, especially in an area like ours with several operating on a relatively small geographic footprint.
It will be an exciting time for a new leader to take over to build on a firm base and maybe even take that dream I had in 2018 of hospice quality care for everybody a little bit closer to reality than I managed in the time I’ve been here.
What next for me? Who knows? Whilst I can’t see myself hanging up my suit just yet a time to rest and reflect is appealing. I’ll certainly be volunteering in a charity or two and maybe even looking out for something part time or non-exec. Mental health, hospice care and the power charities have to speak truth to power to bring about social change is too far baked into my DNA to just read, watch Netflix of play Minecraft for the rest of my life!
We’re expecting the recruitment process to start in the next month or so and I’m delighted that our Chair, Elaine Criddle, who had planned to step down this year has agreed to stay on to lead the recruitment of the new Chief Exec. Elaine has been an instrumental part of the success Teesside Hospice has enjoyed in recent years and a great support to me in my role. Her continuity of leadership during the transition will bring assurance and confidence to the wider board, team and partners.
It’s too soon for me to be writing my goodbye speech but for those who have supported and encouraged me over the last few years. Thank you.
What we’ve done at Teesside Hospice has been a real team effort from our paid staff, volunteers, trustees, supporters, customers, donors, partners and wider colleagues. The most special gift the hospice gave me was the ability to see, every single day, families like my own who needed hospice care and got it because of the team here. In my book that’s priceless and something that will stay with me for the rest of my life.
David Smith
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Reprinted from David’s Blog with permission.
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