The Role

Primary Responsibilities

Working in conjunction with the other members of the unitary Board to:

  • Develop and promote the Trust’s values and promote a positive culture throughout the Trust;
  • Set the strategic direction of the Trust, having taken into account the views of the public as expressed through the Council of Governors, and being cognisant of the need to meet high standards for patient care;
  • Ensure the Trust continues to improve its clinical outcomes, achieves the agreed performance standards and that it is operating in the best interests of patients, employees and stakeholders;
  • Ensure that the Trust meets its commitments to regulatory and funding bodies while maintaining its financial viability;
  • Ensure that the Trust’s risk management and governance arrangements conform with best practice and statutory requirements;
  • Contribute to the appraisal of the Executive Directors’ performance, the appointment of the Chief Executive and other Executives. Ensure that there is sound succession planning for key Executives;
  • Ensure that they understand the views of Governors and other members of the public on the key issues facing the Trust.

Key Tasks

  1. Through a process of constructive challenge and using their own experience and judgement provide strong guidance to the Executive in setting the goals and strategic direction for a robust, clinically based, development of the Trust;
  2. Provide guidance to the Executive in turning strategies into financially sound plans; ensuring that the necessary resources are in place, the priorities established, timelines drawn and the basis for measuring progress set;
  3. Drawing on their experience, judgement and specific areas of expertise scrutinise the performance of the Executive management in meeting agreed goals and objectives; ensuring that any necessary corrective measures are put in place; NEDs to be persistent in ensuring that agreed actions are followed up;
  4. Ensure that the Board gives significant attention to the development and motivation of employees, recognising that it is through them the Trust delivers patient care and meets its operational and financial targets;
  5. Obtain comfort that financial information is accurate, and that financial controls and risk management systems are robust and defensible. All NEDs participate on the audit committee; at least one of whom must have relevant recent financial experience;
  6. Ensure that there is a comprehensive system of risk identification and impact assessment in place. Carry out regular reviews of the risks associated with the operation of the Trust and its future plans and ensure that robust mitigating actions are identified. Ensure that the Board have devised remedies in the event that any particular risk materialises;
  7. Obtain assurance that clinical controls and risk management systems are robust and defensible and that clinical and patient data is accurate. Ensure that there is an appropriate process in place to examine and deal with all complaints, serious incidents and disputes and that learning points are identified and where appropriate implemented;
  8. Contribute to the appraisal of the Chief Executive and the other Executives; where necessary act to remove the Chief Executive and other Executives and contribute to the appointment of replacements. Participate in the appraisal of the Chair;
  9. Interact with the Council of Governors and other members to gain a different perspective on the Trust and its performance and account to the Council on progress made in delivering the Trust’s strategic objectives and its operational and financial performance;
  10. Ensure that there is a suitable process of engagement, consultation and communication with all stakeholders – patients, public, Governors, commissioners, providers, staff and regulatory bodies.

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