It will be a difficult 12 months during which we will deliver a savings programme on a scale we’ve not attempted before. We will do it from the vantage point of being an organisation that continues to improve. The latest evidence of this transformation is our submission of a compliant operating plan for 2025/26.

We are part of a £6.5m groundbreaking NHS trial that could deliver transformative therapy for people with depression and anxiety. It’s a further sign of the way our Trust is raising its game to the benefit of our patients and staff.

In his first CEO Board Report of 2025, Matthew Trainer looks back to reflect on recent achievements and consider what lies ahead this year.

We’re entering a period of potentially significant change in the NHS and at our Trust, a state of affairs that is familiar to anyone who’s worked in the health service for a number of years. After the General Election Lord Darzi, a former government minister, was asked to review the NHS. On the day his report was published I appeared on the BBC’s Newscast podcast and Fiona Wheeler, my deputy, was on ITV News to discuss its findings. 

For two weeks in July we celebrated the contributions made by our volunteers, partners and staff to the work of our Trust. The events, held at King George Hospital (KGH) and inside a marquee in front of Queen’s Hospital, took place against the backdrop of recent significant improvements. 

We have a new Same Day Emergency Care department (SDEC) at King George Hospital (KGH) that saw 65 patients in its first week. SDECs help reduce A&E overcrowding and are where patients are moved to be assessed and have their treatment (including diagnostics) start on that same day.

“If I can do it, you all can do it. Apprenticeships are the way guys!” Oluwole Adeyiga offered these words of encouragement last month at a reception for our apprentices in the Palace of Westminster. The event, organised by Dame Margaret Hodge MP, is captured in this video.

Just before Christmas, I welcomed 97 new colleagues to our Trust. It’s something we now do every two weeks to ensure that on their first day they feel at home and receive a comprehensive introduction to the organisation. I told them I loved working somewhere that made a difference to people’s lives and I was pleased they wanted be part of our drive to make it an even better place.

When Caroline Clarke, the Regional Director of the NHS in London, visited us recently she spoke of how there was an energy about the place. We are building confidence in our ability to deliver change and we’re making demonstrable progress, as I hope is clear from this report. Our latest adult inpatient survey showed we had improved in nine out of the 10 areas where we were assessed. We’ve moved from the bottom 20 per cent of all trusts, to the middle 60 per cent of trusts who are performing at the same level.

We’ve all been horrified by the Letby trial. In the words of the judge, Mr Justice Goss, she acted “in a way that was completely contrary to the normal human instincts of nurturing and caring for babies and in gross breach of the trust that all citizens place in those who work in the medical and caring professions.