RECRUITMENT INFORMATION PACK CHAIR

Transcription

1 RECRUITMENT INFORMATION PACK CHAIR

2 CONTENTS PAGE Section A Introduction from Chair of the Nominations Committee 3 Section B Overview 7 Section C About the Trust 8 Section D About the Area 18 Section E Advertisement 19 Section F Job Description 20 Section G Person Specification 22 Section H Main Terms & Conditions of Service 23

3 SECTION A Introduction from Dr Michael Saunders, Public Governor and Chair of the Nominations Committee As one of the largest and highest performing Foundation Trusts in the country, Newcastle Hospitals is unrelenting in its endeavour for clinical excellence, continuously seeking to improve the services provided for our patients and the communities we serve. The independent health and social care regulator the Care Quality Commission (CQC) rated the Trust as Outstanding on 6 th June We are one of only a handful of Trusts in the country, and the first for a teaching or specialist (tertiary) healthcare provider, to receive an Outstanding rating. We are now seeking to appoint a Chairperson who will ensure that the Board is effective in delivering its Role efficiently and effectively, and maintains the going concern status of the organisation. Further details regarding how to apply, the job description and selection criteria are contained in this pack. I set out below, a brief explanation of the structure of the organisation, and the selection process for the post. Composition of the Board The Board of Directors is comprised of: The Chair, who also Chairs the Council of Governors Seven Non-Executive Directors, including one Newcastle University representative and one representative of Newcastle City Council Chief Executive Finance Director Medical Director Nursing and Patient Services Director Business and Development Director. Role of the Board of Directors The Board of Directors sets the vision, strategic objectives and priorities for the Trust and ensures that all the appropriate mechanisms are in place to deliver. It identifies the risks and challenges that the Trust faces and takes action to minimise risk and meet the challenges. It ensures that robust performance management systems are in place in order to track performance and take corrective action when necessary. In particular it drives the highest quality of care, financial strength, innovation and Research and Development. The Board is the body which is held to account for all the activities of the organisation, and is the group responsible for ensuring that the organisation operates properly and effectively. 3

4 The role is seen as increasingly complex in terms of the business expertise needed to manage a public benefit corporation. The Board of Directors, as a corporate entity, is tasked with the day-to-day operational and strategic management of the Trust. The Board of Directors is primarily concerned with ensuring the safety of its patients, the quality of their care, financial viability of the organisation, assessing and managing business risk, and holding financial and legal responsibility for the organisation. The Directors are the senior management of the organisation, with the final say on all matters, including finance, policy, employer responsibilities etc. They are accountable for ensuring that the highest clinical standards are maintained and they: set vision, values and priorities, with the Council of Governors provide strategic leadership and direction develop strategies and plans for the future have oversight of operational activity, ensuring targets and objectives are set and achieved, and the highest clinical standards are met have collective responsibility for control of monies establish sub-committees, panels and working groups which will ensure that the Board of Directors effectively exercises its functions to ensure that objectives are met and that probity is maintained. All decision making will be based on principles of sound governance (corporate, clinical, information and research), with due discussion and diversity in debate, and with appropriate and timely documentation to support evidence-based decision making. As a public benefit corporation, the Board of Directors ensures that appropriate emphasis is placed on the role that the Trust plays strategically in the regeneration of Newcastle and the local North East economy, and its interface with the Universities of Newcastle and Northumbria. Role of the Council of Governors The Trust is a public benefit corporation and, as such, has Governors who represent the users of the organisation i.e. the public and other stakeholders. The primary purpose of Governors is to act as guardians of the organisation on behalf of the users. The role of the Governors is to give advice - both as a body (the Council of Governors) and as individual Governors for consideration by the Board of Directors of the Trust and to hold the Board to account for the performance of the Trust; all in order to contribute to the achievement of the agreed Vision and Aims and so having an influence on change and development. Governors fulfil this role by carrying out various responsibilities. These responsibilities are, largely, statutory - that is, there are responsibilities that are put on Governors by the Government through the requirements of the Health Services Act of 2006, under which the Trust received its Foundation status; and the Health and Social Care Act 2012, which strengthened the role of Governors and introduced the provider Licence. These Governor responsibilities, together with further discretionary responsibilities given by the Trust itself, 4

5 relate to several of the operational areas of the Trust and are also enshrined in the Trust Constitution. In essence, the key role of the Council of Governors is to hold the Board to account through the Non-Executive Directors for the overall performance of the Trust and for the delivery of its Vision, through the Annual Plan. A summary of the role and responsibilities of Governors as defined initially in the Health Services Act 2006 and then further expanded in the Health and Social Care Act 2012 is shown below: 2006 Act 2012 Act Appoint/remove the Chair/Non-Executive Directors (NEDs) Set the remuneration and allowances and other terms and conditions of office of the chair and the other NEDs Approve (or not) any new appointment of a chief executive Approve amendments to the Trust s Constitution Represent the interests of the members of the Trust as a whole and the interests of the public Decide whether the Trust s non-nhs work would significantly interfere with its principal purpose, which is to provide goods and services for the health service in England, or performing its other functions Appoint/remove the Trusts external auditor Receive the Trusts annual accounts, audit report and the annual report at the Council of Governors Annual General Meeting In preparing the Trusts Operational Plan, the Board of Directors must have regard to the views of the Council of Governors. Approve significant transactions Approve an application by the Trust to enter into a merger, acquisition, separation or dissolution Hold the NEDs, individually and collectively, to account for the performance of the board of directors Selection Process The Council of Governors is the body with the statutory and constitutional authority to appoint the Chair. This is exercised through a Nominations Committee. The Governors have a majority on this Committee. The Nominations Committee will review expressions of interest, and then generate a shortlist of candidates for interview. The preferred candidate will then be recommended to the Council of Governors for formal approval. 5

6 Please take time to absorb the information from this recruitment pack. If you believe you share our passion and drive for excellence and have the experience and gravitas we seek as Chair of our organisation, we look forward to receiving your application. Michael Saunders, Chair, Nominations Committee 6

7 SECTION B OVERVIEW OF THE TRUST The Trust employs c 13,500 staff, with a gross turnover of 1bn per annum, and operates on two major hospital sites Freeman Hospital and the Royal Victoria Infirmary, with a number of satellite facilities and an array of community health services to the city s 273,000 residents. The Newcastle Upon Tyne Hospitals NHS Trust was established as a Foundation Trust on 1 st June 2006, and this provides a robust framework and the freedom to run its own affairs at a local level. Although the Trust must comply with national standards in delivering healthcare, it can determine and influence how this is done by developing new ways of working tailored to meet the local needs and priorities. The Trust is classified as a teaching hospital because of its close association with the Newcastle University Medical School. It also has a high nationally acknowledged research and development profile and capability and continues to challenge and inform patient treatment and care. A number of our Directorates are designated Academic Clinical Directorates which build on our clinical research and development track record and support our academic and teaching portfolio. Our hospitals have over 1,800 beds and we manage over 1.3 million patient contacts every year and we provide innovative high quality healthcare. The Trust is a large, technically complex and diverse organisation and to ensure the delivery of a high quality and safe service to all, robust performance management systems are in place. Working closely with clinical and support services, the Trust ensures effective monitoring and review of quality, business and financial issues. We have a strong history of joint working which has led to a number of strategic partnerships across health and social care, with many of these relationships translating into integrated and multi-agency pathways of care for patients. We are an active member of the Shelford Group, a network of specialist teaching hospitals which undertakes comparative work and addresses issues of common interest. As a Foundation Trust it is a public benefit corporation. Subsequent to the Health and Social Care Act 2012, the Trust received its Licence from Monitor in April 2014; the Care Quality Commission determines the quality and standards of care. 7

8 SECTION C ABOUT THE TRUST In-patient clinical services are based on two sites - the Royal Victoria Infirmary and the Freeman Hospital. The Royal Victoria Infirmary site is the acute admitting site with the Great North Trauma and Emergency Centre together with acute medical services, maternity services and the Great North Children s Hospital. The Freeman site is of a more elective nature with surgical services, cardiothoracic services, transplantation, and the Northern Centre for Cancer Care (NCCC). Royal Victoria Infirmary: New Victoria Wing, Royal Victoria Infirmary The Royal Victoria Infirmary s city centre site is shared by the Medical and Dental Schools and is adjacent to the Newcastle University campus. Directorate Cancer Services and Clinical Haematology Cardiothoracic Services Children s Services Community Services Service Haemophilia Centre Haemostasis and Thrombosis Cardiology A full range of secondary and tertiary paediatric medicine and surgery, including one of two national paediatric immunodeficiency units. From 1 April 2011 management of Community Health Services in Newcastle transferred to the Trust. Integrated Sexual Health District Nursing Health Visitors 8

9 Directorate Dental Laboratory Medicine Medicine and Older People s Medicine Musculoskeletal Neurosciences Peri-Operative RVI Plastics, Ophthalmology and Dermatology Radiology Surgery Service School Nursing Community Matron TB Tracing Chronic Disease Monitoring Community Response & Rehabilitation Team Interface Team Home Re-ablement Funded Nursing Care Intermediate Care Nurse Practitioners Walk-in Centres Dental Hospital Maxillo-Facial Surgery Biochemistry, Cellular Pathology Health Protection Agency Accident and Emergency/Trauma Centre (Great North Trauma and Emergency Centre) Acute Medicine Endocrinology, Gastroenterology Infectious Disease and Tropical Medicine Immunology Medical Admissions Unit Poisoning and Therapeutics Respiratory Medicine Falls and Syncope Stroke Medicine Older People s Medicine Traumatic Orthopaedics Spinal Surgery Neurology Neuro-radiology Neurosurgery Neurophysiology Chronic Pain Critical Care Home Ventilation Theatres and Anaesthesia Burns Ophthalmology Plastic and Reconstructive Surgery Dermatology Emergency including trauma MSK, Children, Breast, Upper GI, Lower GI, Cancer, Endocrine Breast Colorectal Endocrine Upper GI 9

10 Directorate Women s Services Service Gynaecology, Fetal Medicine, Obstetrics, Neonatology, Sexual Health Services Freeman Hospital: Northern Centre for Cancer Care, Freeman Hospital The Freeman Hospital is to the east of the City Centre, with buildings predominately dating from the 1980s. The Northern Centre for Cancer Care opened in 2009 and the new Institute of Transplantation opened at the end of Directorate Cancer Services and Clinical Haematology Cardiothoracic Services ENT Laboratory Services Service Medical Oncology Northern Centre for Cancer Care Radiotherapy Haematology and Adult Bone Marrow Transplantation Adult Cardiac Surgery Adult Cardiology Cardiothoracic Critical Care: Adult and Paediatric Heart and Lung Transplantation Paediatric Cardiology, Cardiac Surgery, Transplantation and ECMO Thoracic Surgery Respiratory Medicine Head and Neck Surgery Rhinology Otology Face Plastics Implants Laryngology Microbiology 10

11 Directorate Medicine and Older People s Medicine Musculoskeletal Peri-Operative Radiology Renal Surgery Service Gastroenterology Hepatology Older People s Medicine Elective Orthopaedics Rheumatology Anaesthesia Critical Care Operating Theatres GU, Cancer, MSK, Lower GI, HPB, ENT, Cardiothoracic Nephrology Urology Colorectal Hepatobiliary Transplantation - Renal, Liver, Pancreas Vascular Institute of Transplantation: This new, purpose-built facility brings together all aspects of transplantation under one roof. Designed with the patient journey in mind from start to finish, seamless and high quality care is provided at all points of contact. This means that wherever possible patients are offered a one stop shop approach so that they can access all the services they need in one location. It houses an impressive range of ultramodern facilities and technology including: 11 4 oversized high technology theatres allowing for more than one transplant operation to take place at any one time. 22 bedded intensive care and high dependency facility designed to the very best of international specifications. 30 bedded inpatient ward including 14 single en suite rooms. Outpatient facilities and a state-of-the-art screening and imaging suite. Research and development centre with associated lecture theatre and education facilities enabling live links to transplant surgery. All intensive care and high dependency patients at the Freeman Hospital are now housed in the Institute, and heart and lung transplant patients are seen there in the Outpatient Suite. Transplant TV is an online TV channel for medical professionals, patients, their families and carers. It hosts films on a range of topics to share scientific and medical information, and stories about transplantation. Based at the Freeman Hospital s Institute of Transplantation, the channel is run in partnership between Newcastle Hospitals, Newcastle University and Ten Alps multimedia. International Centre for Life: The Northern Genetics Service and Newcastle Fertility Centre are based at the International Centre for Life along with Newcastle University s Institute of Human Genetics. Opened in

12 2000 it has brought together clinicians, scientists, industry and members of the public onto one site. Directorate Genetics Women s Services Service Regional Genetics Service Reproductive Medicine Faculty of Medical Sciences, Newcastle University: The Faculty, one of three in the University, includes Biosciences, Dentistry, Medical Sciences Education Development and Psychology, in addition to the traditional medical disciplines. It has focused its core research activity at the basic science/clinical interface into seven Research Institutes that contain internationally strong research in ageing, genetics, cancer, health and society, biosciences, cellular medicine and neurosciences. The Faculty was ranked eighth in the UK overall for all medical units of assessment combined in the 2008 RAE. Based on research power it was ranked fifth for hospital-based clinical subjects and fourth for laboratory-based clinical subjects in the UK. It was also in the top ten in cancer studies, dentistry, psychiatry, neuroscience and clinical psychology. Cancer studies and laboratory-based subjects were also ranked third on research quality. The Faculty has an excellent record in teaching, with Medicine coming top and 5 of the other 8 subject areas in its provision achieving higher than 90% satisfaction in the National Student Survey. Undergraduate teaching is organised in four streams medicine, dentistry, psychology and biosciences, with a total undergraduate population of over Dentistry, Psychology and Bioscience degrees are administered by the Schools of Dental Sciences, Psychology and Biomedical Sciences respectively, while the undergraduate medical programme is administered at Faculty level. The Graduate School currently has over 800 postgraduate students registered for both taught and research degrees. The Faculty has benefited from a significant period of capital refurbishment, funded largely through the Science Research Infrastructure Fund (SRIF) and University investment. In addition, successful bids to Wellcome, the Department of Health and One North East (the Regional Development Agency) have resulted in strategic capital developments at the Campus for Ageing and Vitality. The Faculty is also a key player in the development of Newcastle Science City. The Newcastle Science City initiative ( aims to establish North East England as one of the world s premier locations for the integration of science, business and economic development, and to break down barriers between science and the wider regional community for the benefit of all. The project targets commercialisation of research in four key areas: Stem Cells and 12

13 Regenerative Medicine; Ageing and Health; Molecular Engineering; and Energy and the Environment. The Trust and the Faculty have formed a strategic partnership Newcastle Biomedicine which benefits from key synergies between the two organisations, acting essentially as an Academic Health Science Allegiance. This is overseen by an Executive which includes the Chief Executive, Medical Director, R&D Director, Faculty Pro Vice Chancellor and Dean of Clinical Medicine. It is responsible for the continuing development of the NIHR Biomedical Research Centre and has a Joint Research Executive, Joint Business Executive and Joint Education Executive. There is also a Joint Research Office and state-of-the-art Clinical Research Platforms. For further information see 13

14 14 THE NEWCASTLE UPON TYNE HOSPITALS NHS FOUNDATION TRUST

15 Foundation Trust Corporate Structure Non-Executive Directors BOARD OF DIRECTORS Chair Chief Executive Council of Governors Corporate Affairs Trust Secretariat Executive Directors HR & Training Operational Directorates Clinical Directorates (15) Nursing & Patient Services Medical Finance Business & Development Director Operational Services Facilities Estates Clinical Directors Clinical Policy Group Directorate Managers 15

16 16 THE NEWCASTLE UPON TYNE HOSPITALS NHS FOUNDATION TRUST

17 THE NEWCASTLE UPON TYNE HOSPITALS NHS FOUNDATION TRUST OUR VISION, GOALS AND VALUES Our Vision To be the health service for Greater Newcastle and a leading national healthcare provider. Our Strategic Goals Putting patients first and providing care of the highest standard focusing on safety and quality Working in partnership to deliver fully integrated care and promoting health lifestyles to the people of Newcastle upon Tyne Hospitals NHS Foundation Trust Being a nationally and internationally respected leader in Research and Development underpinning our pioneering services Enhancing our reputation as one of the country s top first class teaching hospitals, promoting a culture of excellence in all that we do Maintaining sound financial management to ensure the ongoing development and success of our organisation Our Values Patients come first People and partnerships are important Professionalism at all times Pioneering services Pride in what we do 17

18 SECTION D ABOUT THE AREA Newcastle upon Tyne is the city and regional capital for a population of c2.5 million people across North East England. Newcastle is a great city, once in the forefront of 19 th century industrial innovation and now at the forefront of technical innovation, leisure and culture. It has a deserved reputation for being one of the friendliest and liveliest cities in Europe. In recent years Newcastle has been transformed into one of the most cosmopolitan cities in the country. You can see the evidence everywhere from the restored buildings in Grainger Town to the regenerated Quayside area. With 2,000 years of fascinating history, the city has fabulous classical Georgian architecture in sweeping streets, wonderful restaurants and cafes, traditional pubs and contemporary bars, along with live music and theatre. National surveys often suggest that people in the north east enjoy a better quality of life than anywhere else in England. The region has beautiful countryside, friendly people and a low cost of living. Accommodation varies from central city and riverside, through suburban to the urban periphery, stretching into the counties of Northumberland and Durham. Newcastle lies on the East Coast Mainline rail service, with regular services through to London. In addition the Metro light-rail service connects to stations throughout Tyne and Wear. The A1(M) runs close by, with links to the national motorway network. Newcastle is also well connected for air travel via Newcastle International Airport, and for sea travel to Europe via the International Ferry Terminal. Further information:

19 SECTION E CHAIR ADVERT CHAIR Newcastle - 55,000 for 10 to 12 days per month The Newcastle upon Tyne Hospitals NHS Foundation Trust is committed to providing patients with the highest quality of healthcare and is one of the most respected in the UK for its clinical excellence and innovation, as demonstrated by the Care Quality Commission s rating of Outstanding. A public benefit corporation, the Trust is one of the largest outside of London and brings together the Freeman Hospital, Royal Victoria Infirmary and Campus for Ageing & Vitality, complemented by a range of Community based services. Annual turnover is circa 1 billion and we employ 13,500 staff. We had over 1.7 million patient contacts in 2015/16. We are seeking to appoint a Chair of real vision, talent, ability and experience to help steer the Trust. The successful candidate will be expected to bring independent judgement to the Board and, working closely with the Chief Executive, will play a pivotal role in shaping the Trust s strategic agenda. This role demands experience of complex external relationships as well as a high level of personal credibility gained at Board level in a large organisation, whether private or public sector. You will need to demonstrate an unequivocal commitment to the principles of good governance and the values of the NHS. The time commitment will require some flexibility. The post is available for an initial term of three years. For further information about the role and our organisation, visit For a confidential discussion and to arrange a conversation with Kingsley Smith, Chairman, call Robin Staveley or James Canning of GatenbySanderson on Closing date: Monday 2 nd October 2017 Final Panel Interviews will be held on Wednesday 1 st and Thursday 2 November

20 SECTION F JOB DESCRIPTION CHAIR The primary role of the Chair is to ensure that the Board is effective in delivering its Role efficiently and effectively, and maintains the going concern status of the organisation. The post holder is responsible for leadership of the board of directors and the council of governors, and setting the agenda for meetings. Responsibilities include: Leading on setting the agenda for the Board of Directors and Council of Governors, ensuring adequate time is available for discussion of all agenda items, in particular, strategic issues. Leading the Board in being accountable for governing the organisation. This includes developing the vision, strategies and clear goals to set direction and deliver organisational purpose and ensuring the best use of resources, including the development of effective risk and performance management processes. Ensuring the regular evaluation of the performance of the board and its committees to provide robust and effective oversight of the organisation. Holding the Chief Executive to account for the effective management and delivery of the organisation s strategic aims and objectives. Promoting a culture of openness and debate by facilitating the effective contribution of non-executive directors, and in particular, ensuring constructive relations between executive and non-executive directors. o This includes sharing and using the relevant expertise of all Board members, and directing discussions towards the emergence of a consensus view and summarising discussions to ensure clear understanding of what has been agreed. Ensuring the board and council of governors work together effectively, building a constructive partnership. Responsibility for ensuring that directors and governors receive accurate, timely and clear information which enables them to perform their duties effectively and meet statutory requirements. 20

21 As Chair of the Council of Governors, ensuring that governors have the skills and knowledge required to undertake their role, and the appropriate structure to carry out their responsibilities. Promoting effective and open communication with patients, service users, members, staff, the public and other stakeholders. Leading the annual appraisal process of the Chief Executive and the Non-Executive Directors. Ensuring appropriate plans are in place for orderly succession for appointments to the Board. Ensuring senior officers are fit and proper for their role. Undertaking a key role in building collaborative partnerships with the Local Authority and other key stakeholders. Acting as an Ambassador for the Trust with national, regional and local bodies The appointment should meet the criteria set out in the Monitor Code of Governance, see: Link to Monitor Code of Governance - July

22 SECTION G Person Specification - CHAIR Attributes Experience, knowledge and skills Personal effectiveness and behaviours Recent Board level experience, or equivalent, in a large, complex organisation Significant and successful track record of addressing complex issues collaboratively National profile and strong national connections Ability to quickly develop an understanding of the wider NHS and what makes organisations successful within it Strong commitment to the values and the purpose of the NHS and evidence of a genuine interest in healthcare In depth knowledge of governance either as an Executive or Non- Executive Director or equivalent Able to ensure financial rigour and organisational viability through appropriate monitoring and performance management. Capable of facilitating inclusion and engagement of the potentially diverse range of views and interests within the Council of Governors and the wider Membership community Appreciation of how the public sector works, including the need for transparency and accountability. Leadership Strong proven leader with clear vision, possessing effective political and cultural awareness and sensitivity. Collaborative and flexible leadership and working style to meet organisational needs Able to engender and command public and stakeholder/partner confidence in professional and public settings Exemplar in championing the standards of public life Aligned to Trust s Professional and Leadership Behaviours Framework and Trust values (shown within the About The Trust section) Influencing Able to develop and maintain relationships, partnerships and networks both within and external to the Trust to support performance delivery. Possesses political acumen attuned to different stakeholder interests. Inspiring shared purpose to ensure all are working towards a clear common agenda. Communication and interpersonal skills Clear demonstrable commitment to the provision of high quality patient care Effective interpersonal skills, including the ability to actively listen, analyse, interpret and report highly complex data and promote discussion. Highly skilled negotiator. 22

23 SECTION H TERMS AND CONDITIONS OF SERVICE Chair Expected to attend monthly Board meetings Expected to attend the Council of Governor (bi monthly) and any meetings called by NHS Improvement The overall time commitment is in the order of 10 to 12 days per calendar month. The post is remunerated at 55,000 per annum and is not pensionable within the NHS Pension Scheme. The Term of Office is initially three years. A market test will be undertaken in Year 3 to ensure the Trust has the best possible candidate. o There is scope for reappointment for up to two further terms of three years, subject to satisfactory annual appraisal and ratification by the Council of Governors. The post is subject to annual review throughout each term of office. 23