Spotlight on Julie Bass
Could you tell us a little bit about your background?
I have a background in financial services and I am a chartered insurer, a fellow of the Chartered Institute of Personnel and Development, a qualified NLP practitioner and I have a PGC in executive coaching. I have had a long-term interest in systemic thinking, organisational development including the creation of inclusive cultures and the management of change.
How did you begin your career in health and care?
I entered the world of health and social care via an unconventional route starting work at 18 on a trainee programme with a global insurance firm and eventually going on to become a chartered insurer. I worked in London and Hong Kong and by 26 I was the regional HR manager, Asia Pacific for an American organisation. After 24 years in financial services, I set myself up as a consultant where I focused on organisational change and development, and it was in this role that I first came across Turning Point. I was so impressed by what I saw that I sought a permanent role within the organisation and 14 years later, I am still working for Turning Point. My experience in risk management, people and leadership have served me very well in working to provide high quality health and social care services. I believe strongly that creating good teams is key to success in any field. I know that if you invest in your colleagues, they will invest in you, and this has stood me in good stead in my career.
Becoming the chief executive in the middle of a global pandemic was extremely challenging and I am very proud of how we, as an organisation, were able to continue supporting individuals throughout, with the wellbeing of the people we support and colleagues right at the centre of our response. I recently also became an associate non-executive director at Surrey and Sussex Healthcare Trust which has given me further insights into the pressures and demands across the whole system.
What’s the most important lesson you have learned on that journey?
To listen well and to value everyone’s input. I have an open-door policy, I connect as much as I can with individuals and teams across our organisation and I encourage everyone to be curious, to share their thoughts and to play an active role in developing a workplace in which we can all be proud. I have found that creative ideas often come from unexpected places. By encouraging people to be pro-active and to express their views within the context of psychological safety, there is a richness that can be used in a very positive way.
When did you join the NHS Confederation and why?
Turning Point joined back in 2016 and since then it has always been important for us to have a direct voice into the organisation that is representing the system to Government. As a social enterprise we are often providing services on behalf of or working in partnership with the NHS. We see ourselves as very much part of the NHS family. I am a firm believer that the third sector play a crucial role in a modern-day NHS. Turning Point was very proud when our previous chief executive became the chair of the NHS Confederation and this really solidified our close working.
What excites you the most about the direction of the NHS Confederation, and how will you contribute towards it?
Wherever you look across the system, addressing health inequalities has to be key. Truly understanding our populations, their needs and the implications for our workforce and provision really energises me. The NHS increasingly recognises the role that communities and in particular social care play in prevention and reducing demand and we all benefit from working ever more closely together. We simply can’t have one without the other if we are to have a sustainable NHS for another 75 years.
What does it mean to you to be a member of the Mental Health Network board?
I feel very honoured to be elected to the board. The VCSE sector have put their trust in me, alongside the other representative, to ensure that they are heard and recognised. I will utilise my experience as a chief executive of an organisation and my experience as a trust board member to support the Mental Health Network and champion the wider body.
What is your single biggest priority for the sector over the next 12 months and beyond?
For me it must be addressing the disparity between health and social care so that we can have a joined-up system that works together. I know this is something that the NHS Confederation have spoken out on and we need to keep trying to find ways to achieve this. It makes sense to have a system where people go to hospital when they need to but where they can also be supported in the community at the right time and in the right circumstances.
Finally, what is something members of the network, staff, or even other board members, might be surprised to know about you?
I am a great supporter of the arts, so you might bump into me in a theatre, at an outdoor event or perhaps even at a Harry Styles concert…
My proudest achievement is being a mother to my two children who are now young adults and who bring me pride, joy, the unexpected, inevitable worry, and these days challenge! They provide the added bonus of helping me stay current and up to date in a rapidly changing world.
