It is always a bit anxiety-provoking to venture into new territory and try new things…and so it was for me when I determined to become a Wilf Ward trustee, indeed, when I applied to chair the board in 2017. Did I have the right skills and experience? Would they like me? Could I be part of delivering the big ambitions for the future of the people who work and live the Wilf Ward Way?
I had done my homework and explored the colourful website; I had a great conversation with Paul; and I had made discreet enquiries with my health and social care friends. All feedback was, of course, positive; although I was a little surprised that we were something of a ‘hidden gem’ – not heard of beyond a certain circle of links. But I knew it was what I wanted…and I was excited. Happily, I was successful at interview!
My own background has some important crossover points with the work of the Trust and many areas of complementarity. I am a former university leader and a researcher in social gerontology – old-age. And I had previously served as non-exec director for the local NHS hospital trust; chaired the York Theatre Royal Board; patron of Older Citizens’ Advocacy York; chair of Islington AgeUK and various other charitable activity. I was then Vice Chair of York Museums’ Trust. So, the important question was, would this translate to the wider world of social care, and learning disability, in particular.
Happily, the answer is a resounding “yes”! Trustees and senior team members alike were warm and welcoming – giving me the space to learn about the strengths of our organisation but also to engage conversations at all levels of how we might develop further, building on the contributions of my predecessors. Early impressions were all good. We all know that the organisation (in CQC terms) is (very) well-led; and that the trustees were maintaining a close scrutiny of performance – particularly financial outcomes. I discovered the fantastic (and fun) work of Jigsaw, giving tangible expression to our claim that we ‘enable extraordinary people to live extraordinary lives’.
One of my early memories is of an initially unresolved issue at board around investment priorities for The Wilf Ward Family Trust endowment; and my suggestion that we ask Jigsaw representatives for a steer. This they did – rejecting, via game-play, the possibility of putting their gold coins in a well-known tobacco giant corporation! This enabled board to develop, positively, a defensible ethical investment policy. I also benefitted from early visits to the homes of individuals, being made welcome and encountering the selfless, professionalism of our amazing staff teams. This caring resilience became ever more evident across the Covid period.
Raising the profile of The Wilf Ward Family Trust is a goal shared by trustees and the senior leadership team – and growing partnership links with our local educational establishments and sports bodies plus regional politicians all contribute to our reputation with the wider public as we continue to make the case for appropriate investment in social care together with full citizenship for the individuals we support.
As Board has been restructured and reshaped, in dialogue, over the recent period we have combined a sharper focus on good governance and smart performance indicators with a visible move towards greater inclusivity and enabling those with lived experience of learning disability to inform the work of the Trust. I feel privileged to have worked as a volunteer with the good people of The Wilf Ward Family Trust and to have led the board across this seven-year journey: rocky roads but huge rewards!