Jun 122016
 

Non-Executive Director - Humber NHS Foundation Trust

penna
Hull and East Yorkshire The post attracts a salary of £12,250 per annum plus travel expenses.

Appointing Non-Executive Directors

The Council of Governors is responsible for appointing Non-Executive Directors and holding them to account for Board performance. It authorises its Appointments, Terms and Conditions Committee to administer the recruitment process and make recommendations to the full Council of Governors.

The Trust will advertise the posts to be filled publicly and follow the principles of any appointment to public office with regard to fairness and objectivity.

Non-Executive Directors are subject to annual appraisal by the Trust Chairman with the Governors, with the results being provided to the Appointments, Terms and Conditions Committee of the Council of Governors.

It is envisaged that the Appointments, Terms and Conditions Committee will seek approval of its formal recommendation for appointment by e-mail to all Governors.

Fit and Proper Persons Requirements (FPPR)

  • All Board level appointments of NHS Foundation Trusts, NHS Trusts and Special Health Authorities carrying out a regulated activity must be "fit and proper persons".
  • Board level appointments are Executive and Non-Executive Directors (including permanent, interim and associate positions) irrespective of voting rights.
  • You will be required to demonstrate that you are a fit and proper person as defined by the Health and Social Care Act 2008 (Regulated Activities) Regulations 2014 (as amended or supplemented from time to time) to hold a Board level appointment within Humber NHS Foundation Trust.

Duration of Service and Removal of Non-Executive Directors

The Trust’s Constitution sets out the framework in which the organisation works.

The expected term of appointment is 3 years. Non-Executive Directors can serve a further term of office, subject to satisfactory performance.

The Council of Governors may determine to hold open public competition at the end of each or any term served by an individual Non-Executive Director. Termination of a Non-Executive Directorship of the Trust, other than on the expiry of a term of office, is a matter for the Council of Governors as set out in the Constitution.

The Independent Regulator of NHS Foundation Trusts, Monitor, has statutory powers to remove any or all of the Board of Directors.

Induction Programme for Non-Executive Directors

Non-Executive Directors will take part in an induction programme on joining the Board of Directors. This will include attendance at the corporate induction programme and a personalised local induction agreed with the Trust Chairman.

All Non-Executive Directors are required to adhere to the Trust's policies and procedures and will be bound by the Trust Board of Directors Code of Conduct. Specific issues relating to confidentiality will be adhered to as defined in the Constitution.

Role Profile: Roles and Responsibilities for all Non-Executive Directors

Accountability:

Non-Executive Directors are accountable to the Trust Chairman and the Council of Governors.

Role summary:

  • Non-Executive Directors are full and equal members of the Board of Directors, which considers key strategic and managerial issues to ensure that the Trust meets its obligations set out in the terms of authorisation and the Constitution.
  • Non-Executive Directors act as ambassadors for the Trust and must ensure that the highest standards of probity, integrity and governance are maintained.
  • Non-Executive Directors provide expert advice and challenge to the Board of Directors, drawing on their experience.
  • In supporting their statutory function of holding the Trust to account through Non-Executive Directors, Non-Executive Directors regularly report to the Council of Governors.
  • Non-Executive Directors use their skills and experience to contribute across three key areas of responsibility: formulating strategy; ensuring accountability; shaping organisational culture:

Responsibilities:

1. Formulating Strategy

  • Contribute to setting the Trust’s strategic aims, ensuring that the necessary financial and human resources are in place for the Trust to meet its objectives and that performance is effectively monitored and reviewed.
  • Ensure that a compelling vision for the future is articulated and underpinned by clear objectives to deliver the agreed plans.
  • Ensure the effective implementation of the Board of Directors’ decisions by the Chief Executive and the Senior Management Team.
  • Ensure that Governors have the opportunity to be involved in influencing the strategic development of the organisation.
  • Participate in debating and shaping strategic decisions and ensure appropriate consultation with internal and external stakeholders takes place.

2. Ensuring Accountability

  • Commit to working to, and encouraging within the Trust, the highest standards of probity, integrity, corporate and clinical governance and contribute to ensuring that the Trust’s internal governance arrangements conform to NHS Foundation Trust best practice and statutory requirements.
  • Monitor the performance of the Trust and ensure that appropriate action is taken to remedy problems as they arise.
  • Work with Governors to hold the Board of Directors to account.
  • Seek assurance where remedial action has been required to address performance concerns.
  • Provide rigorous but effective and constructive challenge as a Board member.
  • Ensure that the Trust complies with its Terms of Authorisation, its Constitution, and operates within its statutory powers and any other applicable legislation and regulations.
  • Ensure that there is a clear organisational structure that clarifies responsibility for delivering quality performance from the Board of Directors to the point of care and back to the Board of Directors.
  • Ensure the Trust meets its commitments to patients and achieves its targets for delivery of care and the quality of care provided.
  • Ensure that financial controls and systems of risk management are robust, in accordance with schemes of delegation, and that the Board of Directors receives accurate, timely and up to date information to discharge its financial and risk management stewardship responsibilities.
  • Participate in the appointment and remuneration of the Chief Executive and other senior staff via the Trust’s Remuneration and Nomination Committee.
  • Actively participate as a member of the Trust Board’s sub-committees as appropriate: Integrated Audit and Governance; Mental Health Legislation; Remuneration and Nomination; Charitable Funds.

3. Shaping Organisational Culture

  • Through appropriate behaviours, ensure that the Trust’s culture reflects its values and those in the NHS Constitution
  • Demonstrate through action, a commitment to: quality of care; patient safety; openness and transparency; ambition; responsiveness
  • Challenge discrimination, promote equity of access and quality of services and respect and protect human rights.
  • Exemplify the seven principles of public life: selflessness; integrity; objectivity; accountability; openness; honesty and leadership.

Time Commitment and Remuneration

This is currently 4 days per month (on average). This may be part or full days and be during the working day or in the evening. All members of the Board of Directors are required to attend the monthly meetings of the Board.

The post attracts a salary of £12,250 per annum plus travel expenses.

www.penna.com

Supporting documents

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