Appointment of Non-Executive Director. Trust Information Pack

Transcription

1 Appointment of Non-Executive Director Trust Information Pack 1

2 Lancashire Teaching Hospitals NHS Foundation Trust Who we are Lancashire Teaching Hospitals NHS Foundation Trust is one of the largest and highest performing trusts in the North West. We provide a full range of general hospital services to 390,000 people in Preston, Chorley and South Ribble, as well as specialist care to 1.5m people across the region. We are also the major trauma centre for Lancashire and South Cumbria and our Specialist Mobility Rehabilitation Centre is one of just nine centres of excellence in the UK for specialist wheelchair, prosthetic limb and orthotic rehabilitation services. The Lancashire and South Cumbria Cancer Centre, at Royal Preston Hospital, provides the very best surgical, radiotherapy and drug treatment for cancer patients across the region. Our specialist regional vascular centre provides all vascular elective and emergency surgery for 1.5 million people across Preston, Chorley and South Ribble, as well as Barrow, Kendal, Lancaster, Blackpool and Wigan. We employ nearly 7,000 staff across Royal Preston Hospital and Chorley & South Ribble Hospital, and are committed to working in partnership to deliver seamless care to patients close to home. Our purpose Our purpose is to be recognised as the acute and specialised hospital services in Lancashire and South Cumbria, providing the highest standards of compassionate, safe care that gives our patients a positive experience, excelling in research, innovation and teaching, developing our staff to reach their potential, and improving the health and wellbeing of our diverse communities. Leading the way in research Our award winning research team participates in national and international research programmes. We are leading the way in ground-breaking clinical studies into Alzheimer s Disease and we are one of the lead organisations in a national study looking at developing new cancer treatment patients took part in our clinical research studies last year. 2

3 Developing the health professionals of the future As a major teaching hospital we work with medical schools, universities and colleges to provide award-winning education programmes for aspiring doctors, nurses and other health professionals. Our modern, purpose built health academy features state of the art human simunlation facilities, seminar rooms and lecture theatres, to provide some of the best learning environments in the country. Our award winning teaching staff offer challenging and supportive education and development programmes to help individuals reach their full potential. We are the first place in England to launch an innovative new undergraduate nursing degree course, not commissioned by Health Education England, designed to develop more nurses for the future. We have over 1,000 trainee doctors and other healthcare students Our future The NHS nationally is currently experiencing it s most challenging period- we are seeing an increase in demand whilst also trying to make efficiency savings. Over the next few years we will be working in partnership with health and care organisations, and our local communities to ensure that health services are effective and sustainable for the future. Developments and Advances Over the past year we have invested in a range of developments to provide the highest quality of care for our patients. In partnership with Lancaster University and Lancashire Care Foundation Trust, we have invested in creating a new state of the art research facility at Royal Preston Hospital. This provides a purpose built environment for groundbreaking research studies and clinical trials. We have also developed an academic facility this year to provide support to colleagues undertaking research and help us to translate findings into improved practice. We have announced plans to invest 2 million over the next two years to open a new chemotherapy unit at Chorley and South Ribble Hospital. This additional facility means we will be able to treat more patients and reduce waiting times, as well as provide care closer to home for patients who live in the Chorley and South Ribble area. 3

4 We have made great progress in the past year to make our hospitals a friendlier place for people with dementia. Last year we opened a new Surgical Simulation and Technical Skills Centre at Chorley and South Ribble Hospital. This new facility complements the Simulation Centre at Preston, and enables staff and students to develop and practice the very latest surgical techniques. We recently launched our Health Academy, a learning centre of excellence committed to developing our staff, and growing our workforce for the future. Award winning Our staff continue to receive national and international recognition for their efforts to provide high quality innovative care and treatment to our patients. Over the past year we have been named winners of many awards, these include: Our Midwifery team has been shortlisted for a national maternity award for their forwardthinking and well led services. Our Senior Assistant Financial Advisor has been named North West Higher Apprentice of the Year for her exceptional work and dedication. Our Clinical Activity Management team has won a national team of the year award for implementing a new software that has revolutionised how we manage staff rosters. Our nutrition nursing team has been named winner of a national nursing award for their work in improving the nutrition of our patients. Our Consultant Radiographer has won a prestigious award for her hard work and commitment. Our Senior Research Midwife won the Clinical research individual of the year category at the North West Coast Research and Innovation Awards. (pictured left) Our Consultant Anaesthetist won the award for best consultant teacher at the Machester Medical School Teaching Awards. Our Pharmacy Technician won an outstanding contribution award. Partnership We have developed effective relationships with our commissioners and many local providers. The philosophy of developing and maintaining effective working with partners across the health and social care economy is recognised in the context of the challenges being faced by the NHS over the coming years. We pride ourselves on our good working relationships with education providers, in particular Manchester, Lancaster and Bolton and Universities and the University of Central Lancashire. 4

5 Management Arrangements We benefit from a strong and experienced Board of Directors supported by effective directors and clinical leaders throughout the organisation. The Board of Directors has overall responsibility for the implementation of strategy and policy, and Trust performance. Non Executive Directors Chairman Chief Executive Executive Directors Non Executive Directors The Non-Executive Directors currently in post have skills and experience in a range of areas including finance/audit, estates/property, business development/customer care, primary care and organisational development. Sue Musson, Chairman Sue joined Lancashire Teaching Hospitals in January 2017 and was previously the Chairman of Southport and Ormskirk Hospitals NHS Trust. Sue has also held NHS Non-Executive Director and Senior Independent Director roles at Alder Hey Children s NHS Foundation Trust and at Bridgewater Community Healthcare NHS Foundation Trust. She has served as a Patient Representative for the National Joint Registry for five years, a role that keeps her close to the patient experience. Sue s executive career has encompassed a number of roles focused on economic development, business development and consultancy within the UK and Europe. She has considerable experience of dealing with change management, strategic planning, research and building sustainable partnerships with agencies such as local authorities and universities. Shamim Mahomed, Non Executive Director Shamim is a qualified accountant with 20 years experience and is responsible for the establishment of SKM Chartered Accountants, a successful accountancy firm. Her previous roles have included serving as the President of the North West Society of Chartered Accountants. From she was a Non Executive Director of Preston Acute Hospitals NHS Trust and Lancashire Teaching Hospitals NHS Trust, serving on the Board during the successful application for Foundation Trust status. Shamim s past experience and commitment to local health services will ensure that she is well placed to assist in determining the future direction of the Trust. Tony Gattrell, Non Executive Director Tony is an academic who has worked at Lancaster University since From 2008 he has been Dean of the Faculty of Health and Medicine. He has a first class honours degree in Geography from Bristol University and a PhD 5

6 from Pennsylvania State University. His research and teaching interests lie in epidemiology and the geography of health care provision, but with an underlying interest in health inequalities. He has published widely on these topics, with many health professionals. Tony is passionately committed to joint working across the University- NHS interface, with a particular focus on the innovation agenda. Mr Michael Welsh, Non Executive Director Michael is a resident of Chorley and is currently the Councillor for Preston North East with Lancashire County Council. He holds a second class Bachelor of Arts with Honours degree in Jurisprudence. Michael is the former Chair of the Chorley & South Ribble NHS Trust before it merged to form part of the Lancashire Teaching Hospitals NHS Trust and is currently an appointed governor on the Lancashire Teaching Hospitals NHS Foundation Trust Council. Previously Michael was a Member of the European Parliament for Lancashire Central and has worked across Europe. His career has been in two parts firstly as a corporate executive in major UK and US companies specialising in marketing and product development followed by a career in public service. Alastair Campbell, Non Executive Director Dr Campbell was a Consultant Paediatrician at Lancashire Teaching Hospitals NHS Foundation Trust fom 1985 until his retirement in 2011, during which time he oversaw many developments in both the Paediatric and Neonatal Departments. He was also our Medical Director for four years from Dr Campbell has held roles within the Royal College of Paediatrics and Child Health, the General Medical Council (revalidation and certification appeals), the Parliamentary and Health Service Ombudsman (Expert Clinical Advisor) and more recently the Care Quality Commission where he was a Paediatric Clinical Advisor on inspection teams. He is particularly interested in clinical governance and now chairs our Patient Safety and Quality Committee. Tim Watkinson, Non Executive Director Tim is a qualified accountant with over 25 years experience in senior audit positions in the public sector. He was, until recently, the Group Chief Internal Auditor for the Ministry of Justice and prior to that was a District Auditor with the Audit Commission, including terms of office in Lancashire County Council, Preston City Council and Chorley Borough Council. Tim has led national teams and taken a lead role for the Audit Commission in the development of methodology for improving the performance of local authorities. Tim has 10 years post qualification experience of working in major accountancy firms providing audit and consultancy services to the public sector including the NHS. He has also been employed as an accountant and a Chief Internal Auditor in the NHS. He is committed to ensuring public services are provided to the highest possible standard. 6

7 Executive Team Karen Partington, Chief Executive Karen commenced in post as Chief Executive in September 2011 prior to which she had been Chief Operating Officer with the Trust since April Karen has held a number of senior posts in management within the NHS and has over 27 years experience in working within acute hospitals in the North West and North Wales. Karen is Chair of the Risk Management Committee and in attendance at the Audit Committee and the Appointment, Remuneration and Terms of Service Committee at the Trust. Professor Mark Pugh, Medical Director Mark Pugh was appointed Medical Director in March Mark is an active clinician and continues to work as a Consultant in Intensive Care and Anaesthesia. Mark joined us in 2002 and has been actively involved in teaching and education, and was Hospital Dean from 2011 until his appointment as Medical Director. Mark is also our Caldicott Guardian. Gail Naylor, Nursing and Midwifery Director Gail has lived in Lancashire all of her life and has worked in a variety of clinical roles during her career, as well as leading and managing teams in a number of senior leadership positions in the NHS. Gail was previously the Director of Nursing and Midwifery at North Cumbria University Hospitals NHS Trust, and had the same role at Liverpool Women s NHS Foundation Trust for five years before that. Paul Havey, Finance Director Paul has worked at Finance Director level within the NHS for seventeen years. He is responsible for the strategic leadership and management of the Trust s finances and joined the Trust from Chorley and South Ribble Primary Care Trust where he was Director of Finance, Information and Performance. He has also worked as Director of Finance for a number of Health Authorities. 7

8 . Suzanne Hargreaves Operations Director A nurse by background, Suzanne s career with Lancashire Teaching Hospitals spans 21 years, during which time she has undertaken a variety of both clinical and managerial roles, including as an emergency department nurse. Prior to her appointment as Operations Director, Suzanne was our Divisional Director of Emergency and General Medicine. As Operations Director, Suzanne is responsible for the delivery of our operational services Carole Spencer, Strategy and Development Director Appointed in February 2014, Carole has more than 23 years experience of working in the NHS and worked on the development of the very first NHS trusts in the 1990s. She has held a number of Director positions including Director of Planning at Alder Hey and prior to coming here Carole was at Stepping Hill Hospital in Stockport. As Strategy and Development Director, Carole is responsible for leading the development of business and clinical strategy, annual planning and the commissioning and contracting of clinical and non-clinical services Karen Swindley, Workforce & Education Director Karen was appointed to the role of Workforce & Education Director in November 2011 having previously worked as Associate Director of Human Resources Development in the Trust since Having worked in the NHS for over 16 years, she has held a number of senior posts in education, training and organisational development both in the NHS and the private sector. Karen is responsible for the strategic leadership and management of human resources, training and education and corporate communications. Our purpose is to be recognised as the acute and specialised hospital services in Lancashire and South Cumbria. 8

9 Board of Directors Audit Commitee Risk Management Commitee Education, Training and Research Commitee Finance and Investment Commitee Appointment, Renumeration and Terms of Employment Commitee Safety and Quality Commitee Workforce Commitee Clinical Structure Our clinical services are structured into divisions each comprising a number of directorates: Surgical anaesthetics and theatres; orthopaedics; and surgery, head and neck, imaging Emergency and general medicine emergency; general medicine, pharmacy and professional support services Specialist services renal; neurology; neurosurgery; plastics; women s health; child health; and oncology, pathology Each Division is supported by a Divisional Director and Senior Nurse with Clinical Directors leading each of the clinical directorates. Governance Arrangements There are six Board sub-committees within the Trust (see graphic above) Audit Committee The Audit Committee is responsible for reviewing the establishment and maintenance of an effective system of integrated governance, risk management (including an annual review of the Board assurance framework) and internal control, across the whole of the organisation s activities (both clinical and non-clinical), that supports the achievement of the organisation s objectives. The committee ensures that there is an effective internal audit function within the Trust and reviews the work and findings of the External Auditor. The Audit Committee also reviews the Annual Report and Financial Statements. Risk Management Committee The Risk Management Committee has an important role to play in ensuring that the Trust has in place an effective assurance framework, risk register and robust procedures for the identification, control and management of risk. Education, Training and Research Committee The Education Training and Research Committee provides strategic direction and Board Assurance in relation to Education, Training and Research activity. Finance and Investment Committee The overall purpose of the Committee is to obtain assurance on behalf of the Board that the Trust s financial plans are viable and that financial risks have been identified and mitigated. The Committee will also seek assurance on the effectiveness and accuracy of the Trust s financial reporting arrangements. 9

10 Appointment, Remuneration and Terms of Employment Committee This Committee agrees those posts which are designated senior posts and determines the contracts of employment, including all terms and conditions of service, of the senior staff who occupy those posts. They also have a role in monitoring and evaluating the performance of senior staff. The Committee ensures that appointment to these posts are conducted appropriately and that the senior management structures are fit for purpose. Safety and Quality Committee This Committee has been established to promote and lead a safety and quality culture in which staff are supported and empowered to improve services and care. Workforce Committee The Workforce Committee oversees the development and implementation of the workforce and organisational development strategies for the organisation. Chair Local residents elected by public Staff (elected by staff members) 1 Doctor or dentist 1 Other health professional 1 Nurse or midwife 1 Non-clinical Appointed Governors (NHS Foundation Trust decides with partners) Lancashire County Council University Volunteer Chorley and Preston and South Ribble Council for Voluntary Services Preston and West Lancs Race Equality Council Council of Governors The Council of Governors has an essential role to play in influencing the way in which we develop services to meet the needs of patients, members and the wider community as effectively as possible. It comprises 27 members 18 elected public governors, 4 elected staff governors and 5 appointed governors. The Trust Chair chairs the Council of Governors. The Council of Governors: Acts as a source of ideas about how we can provide services in ways that meets the needs of patients, members and the wider community Ensures we follow NHS principles and values Receives our Annual Accounts, Auditor s Report and the Annual Report from the Board of Directors Appoints the Chair and Non-Executive Directors of our Board of Directors Approves the appointment (by the Non- Executive Directors) of the Chief Executive Is consulted by the Board of Directors on the development of future plans Reviews performance against objectives for the provision of high quality services Ensures that members are kept informed about our progress and plans for the future 10

11 Trust Values In 2010/2011, over 1,200 staff were involved in developing the Trust values. Caring and Compassionate Being caring and compassionate is at the heart of everything we do, it is about understanding what each person needs and striving to make a positive difference in whatever way we can. Recognising Individuality Appreciating differences, making people feel respected and valued whoever they are through our attitudes, actions and awareness. Seeking to Involve Involves others by giving a voice to everyone as well as offering their voice by getting involved in order to provide a joined up service. Building Team Spirit Working together as one team with shared goals, doing what it takes to provide the best possible service. Taking Personal Responsibility Being accountable for what we do, taking steps to bring about improvements to achieve the highest standards of care in the most professional way, delivering a service we can all be proud of. 11

12 The role and the appointment Residence Requirement Non-Executive Directors of the Foundation Trust must be eligible to be public or patient member of the Foundation Trust. To be eligible for public membership you must reside in the area of the Foundation Trust as detailed on the Trust website. Induction and Training The Trust will organise appropriate induction for the successful candidate. On-going training will be organised on both an individual and collective basis. All Non-Executive Directors are subject to annual development review with the Chair of the Trust. The Trust has developed a competency framework for Non-Executive Directors which is aimed at supporting their on-going development within the role. It should assist Non-Executive Directors to: Self assess against the framework to evaluate areas of strength and determine where knowledge or skill development needs lie, identifying how these can be resolved on a self or one to one basis with the Executive Team members or other internal and external bodies. Understand what it takes to step up a level e.g. from Level 2 to Level 3 and to identify what training needs are required in order progress. Understand what is expected of them, making the performance development review a two way process that is more open, clear and transparent. The Competency Framework is designed to form the basis of the development review process. The Performance Development Review consists of a number of sections which asks the Non Executive Director to self assess against both the Knowledge and Skills Framework and the Behavioural Framework, identifying their level of competence, evidence to support their rating and areas for development. The Chairman is also required to do same, evaluating the Non Executive Directors performance against the Competency Framework. The Competency Framework will assist the Chairman/Board to identify the collective strengths and development needs of Non Executive Directors as a group. In doing so it will assist the Chairman/Board in identifying what skills he will need to recruit if a vacancy was to arise and to put plans in place to develop existing Non Executive Directors so they can have the level of skills, knowledge and expertise to take over a position when required. The Competency Framework will be utilised in the recruitment process of new Non Executive Directors. An outline of the framework is given below: Strategic Influencing Use influence rather than hierarchical position to build commitment Be sensitive to the broad and diverse spectrum of views, opinions, beliefs and cultures, taking them into consideration when lobbying people to convince them to support their ideas or plans Improving Performance Evaluates how things are done, challenging existing methods and looking for new ways to do things better Sees performance as both achieving results and delivering a high quality service to patients Self Belief Communicates confidently even when challenging the prevailing status-quo Have confidence in their own ability and recognises they will never need to know everything 12

13 Managing Relationships Ability to engage with and influence a range of internal and external stakeholders Communicate openly and honestly through both consulting and informing Listens sensitively to the views of others, inside and outside of the Board and the Executive Team Challenging Others Constructively challenges the opinions of others through the use of skilful questions Does not feel the need to win every argument, knowing how to step back but still provide the necessary challenge to the Executive Team Conceptual Thinking Have the mental resilience to participate in making difficult evidence based but balanced decisions Effectively analyses the essence of what is going on without getting lost in the minutiae Time Commitment Non-Executive Directors at Lancashire Teaching Hospitals NHS Foundation Trust must devote sufficient time to ensure satisfactory discharge of their duties. This will be a minimum of 4 days per month. This will comprise a mixture of set commitments (such as Board meetings, Board Workshops and Committee meetings) and more flexible arrangement for ad hoc events, reading and preparation. A degree of flexibility will be required and some time commitment may be during the evening. Remuneration Non Executive Directors will receive 12,500 per annum. Non-Executive Directors are also eligible to claim allowances for travel and subsistence costs necessarily incurred on Trust business. Appointment and Tenure of Office Non-Executive Directors are appointed for an initial period of three years, subject to satisfactory appraisal. The appointment may be renewed for a second three year term, subject to the approval of the Council of Governors. Additional terms will only be considered in exceptional circumstances, and would always be subject to annual reappointment to a maximum total of nine years. The Non-Executive Directors may be removed from office by NHS Improvement or the Council of Governors, in accordance with the Trust Constitution. You should also note that this post is a public appointment or statutory office and is not subject to the provisions of employment law. Non-Executive Directors are appointees not employees. To ensure that public service values are maintained at the heart of the NHS, all Non- Executive Directors are required, on appointment, to agree to and abide by the Code of Conduct for the Board of Directors. As a Non-Executive Director you must demonstrate high standards of corporate and personal conduct. Details of what is required of you and the NHS Board on which you serve are set out in the Codes of Conduct as outlined above. You will be required to declare any conflict of interest that arises in the course of board business and also declare any relevant business interest, positions of authority or other connections with commercial, public or voluntary bodies. Remuneration is taxable and subject to National Insurance Contributions. It is not pensionable. 13

14 Criteria for disqualification The following paragraphs identify the circumstances where an individual would not be eligible for appointment as a member of the Board of Directors: where they are a member of Trust staff is a member of the Council of Governors, or a governor or director of an NHS body or another NHS Foundation Trust is a member of a patient s forum of an NHS organisation is the spouse, partner, parent or child of a member of the Board of Directors of the Trust is a member of the local authority s Scrutiny Committee covering health matters have been adjudged bankrupt or their estate has been sequestrated and in either case has not been discharged has made a composition or arrangements with, or granted a trust deed for, their creditors and has not been discharged in respect of it has, within the proceeding five year, been convicted in the British Islands of any offence, and a sentence of imprisonment (whether suspended or not) for a period of three month or more (without the option of a fine) was imposed on them is disqualified under the Company Directors Disqualification Act 1886 is no longer a member of the public constituency of the Trust has had tenure of office, as a Chairman or as a member of or Director of a health service body, terminated on the grounds that their appointment is not in the interests of public service, for non attendance at meetings, or for non-disclosure of a pecuniary interest have had their name removed, other than by reason of resignation, from any list prepared under sections 91, 106, 123 and 146 of the 2006 Act and have not subsequently had their name included on such a list; have within the preceding two years been dismissed, otherwise than by reason of redundancy, from any paid employment with a health service body; have refused to fulfil any training requirements established by the Board of Directors; or have refused to sign and deliver to the Secretary a statement in the form required by the Board of Directors confirming acceptance of the code of conduct for directors. Additionally, the Trust s provider licence requires that the Trust may not appoint an unfit person as a director, except with the approval in writing of Monitor. An unfit person is defined as: (a) an individual: (i) who has been adjudged bankrupt or whose estate has been sequestrated and (in either case) has not been discharged; or (ii) who has made a composition or arrangement with, or granted a trust deed for, his creditors and has not been discharged in respect of it; or (iii) who within the preceding five years has been convicted in the British Islands of any offence and a sentence of imprisonment (whether suspended or not) for a period of not less than three months (without the option of a fine) was imposed on him; or (iv) who is subject to an unexpired disqualification order made under the Company Directors Disqualification Act 1986; or (b) body corporate, or a body corporate with a parent body corporate: 14

15 (i) where one or more of the Directors of the body corporate or of its parent body corporate is an unfit person under the provisions of sub-paragraph (a) of this paragraph, or (ii) in relation to which a voluntary arrangement is proposed under section 1 of the Insolvency Act 1986, or (iii) which has a receiver (including an administrative receiver within the meaning of section 29(2) of the 1986 Act) appointed for the whole or any material part of its assets or undertaking, or (iv) which has an administrator appointed to manage its affairs, business and property in accordance with Schedule B1 to the 1986 Act, or (v) (which passes any resolution for winding up, or (vi) which becomes subject to an order of a Court for winding up. Candidates will be informed as soon as possible if they have been selected for interview. Upon completion of the selection process you will be contacted by the Chair of the Trust and advised of the outcome. Application Process All candidates are required to submit their application via NHS Jobs. As detailed in the advert for this post, short listed candidates will be required to provide a detailed CV in further support of their application. Further information about the Trust is available at How your application will be handled The selection and appointment process will be carried out by the Trust s Nominations Committee. The selection panel will comprise of the Chair of the Trust, an External Assessor and 3 Governors. The Chief Executive and Workforce Director will also be in attendance in an advisory capacity. Your application will be checked for completeness and eligibility for the post for which you have applied. The Nominations Committee will then assess your application to see the extent to which you have the qualities and expertise specified for the post. The Nominations Committee will agree which candidates to invite for interview based on the evidence given against the criteria. 15

16 15 number of miles walked by our porters every day for our patients ,000 how many square metres of hospital our domestic assistants clean each day 390,000 the local population we serve trained safety champions 13,000 mail items processed by our post room every day number of meals per day served by our catering teams 24.7m efficiency savings 15 widening access students offered placements at medical school 200 work experience placements provided 2855 patients participating in clinical research a year 19,925 people are members of our foundation trust ,000 number of patient contacts per year volunteers give their time freely to support our work 1.5 million number of people living in the area where we provide specialised services number of members of staff