Non-Executive Director Recruitment Information Pack

Transcription

1 Non-Executive Director Recruitment Information Pack your hospitals, your health, our priority 1

2 Dear Candidate April 2013 Thank you for showing an interest in this post and for taking the time to read the information pack. We are currently working within major financial constraints across the NHS and the recent Francis report has placed increasing and appropriate emphasis on high quality patient centred care. We need to ensure that the Trust takes the right strategic direction through what are going to continue to be particularly challenging times and we are looking for a person of exceptional talent to join our unitary Board of Directors and to be part of the team. The Trust currently provides services from 3 sites, has one of the busiest A&E departments in the North West and invests around 200 million each year in a broad range of highly regarded general and specialist acute services. As the birthplace of hip replacement surgery, Wrightington hospital has a national and international reputation in orthopaedics. In order to complement the skills and experience of existing Board members and to make an effective contribution to this successful and ambitious organisation the Governors have decided to recruit a new Non Executive Director with a clinical background. The successful candidate will have medical, nursing or allied health professional experience and will be comfortable working within a high performing team of committed and enthusiastic individuals. If you think that you possess the strategic vision and commitment to keep the Trust at the forefront of developments in the NHS and the expertise needed to make a real contribution, then we want to hear from you. If you would like the opportunity for an informal and confidential discussion, please contact our retained consultant Diane Charnock on or at diane@dianecharnockconsulting.co.uk I look forward to hearing from you. Yours sincerely Les Higgins Chair your hospitals, your health, our priority 2

3 Contents About Wrightington, Wigan and Leigh NHS Foundation Trust 4 Copy of Advert 7 Role description 8 The Appointment 13 Eligibility for appointment 14 How to Apply 16 Recruitment Timetable & Process 17 Directors Code of Conduct 18 Nolan Principles 20 your hospitals, your health, our priority 3

4 About Wrightington, Wigan and Leigh NHS Foundation Trust Wrightington, Wigan and Leigh NHS Foundation Trust became an NHS Foundation Trust in December 2008 and is a major acute Trust serving the people of Wigan and Leigh. Innovative and forward thinking, the Trust is dedicated to providing the best possible healthcare for the local population of over 300,000. The Trust is committed to designing services around the needs of patients and for patients to be cared for as close to their home as possible. Operating across three hospital sites, a state-of-the-art outpatients centre as well as working from offices at Buckingham Row in Wigan town centre, the Trust has 758 inpatient beds and invests around 200 million each year in a broad range of highly regarded general and specialist acute services. Wrightington Hospital is a world wide renowned centre of orthopaedic excellence and specialises in hip replacement surgery, upper and lower limb surgery and hip revision surgery. The Thomas Linacre Outpatients Centre is based in Wigan town centre and provides the majority of out patient services for the Trust. The services provided by the Trust vary from site to site but include the following Acute Medicine and Coronary Care Acute Surgery and Intensive Care Women s Services Child Health Care of the Elderly and Rehabilitation Ear, Nose and Throat, Ophthalmology and Dental Services Accident and Emergency and Minor Injuries Musculoskeletal Directorate Clinical Support Services including Pathology, Pharmacy and Radiology Further information, including the latest annual report, is available on the Trust s website What is an NHS Foundation Trust? NHS Foundation Trusts are a key part of the reform programme in the NHS. They are autonomous organisations, free from central Government control. They decide how to improve their services and can retain any surpluses they generate or borrow money to support these investments. They establish strong connections with their local communities and local people can become members and Governors. These freedoms mean NHS Foundation Trusts can better shape their healthcare services around local needs and priorities. However, NHS Foundation Trusts remain providers of healthcare according to core NHS principles: free care, based on need and not ability to pay. A Guide to NHS Foundation Trusts published by the Department of Health can be found at: Additional information on the role of Foundation Trusts can be found at your hospitals, your health, our priority 4

5 Our Vision, Mission, Strategy and Strategic Priorities Our Vision: To be in the top 10% of everything we do Our Mission: To provide the best possible health care for all our patients Our Strategy: To be safe, effective and caring Our Seven Strategic Priorities: 1. Performance To achieve excellence in everything we do 2. Innovation To support new ways of working in order to improve quality and efficiency 3. Leadership To develop effective leaders at all levels 4. Information To ensure our staff, patients and our communities are well informed about what matters to them 5. Staff Engagement To listen and involve staff in shaping our future 6. Investment To invest in facilities, technology and our workforce to achieve excellence 7. Partnership To work with all our partners to improve services to patients wherever we see the opportunity We communicate our strategy through The WWL Wheel. The Wheel symbolises our aims and our priorities for the future. It is underpinned by the six core values contained in the NHS Constitution. your hospitals, your health, our priority 5

6 Foundation Trust Board Structure The constitution of the Foundation Trust Board is regulated by the organisation s constitution. The Foundation Trust Board is accountable to the council of governance, who in turn, are responsible for ensuring the constitution is upheld. The structure of the Foundation Trust Board is as follows: Council of Governors Chair Vice Chair / Senior Independent Director Non-Executive Director x 6 Chief Executive Officer Director of Nursing Director of Performance Medical Director Human Resource Director Finance and Informatics Director Strategy and Planning Director/ Deputy CEO Current post holders are as follows POST Chair Vice Chair / Senior Independent Director Non-Executive Director Non-Executive Director Non-Executive Director Non-Executive Director Non-Executive Director Chief Executive Officer Deputy Chief Executive / Director of Strategy and Planning Medical Director Human Resource Director Finance and Informatics Director Nurse Director Director of Performance POST HOLDER Les Higgins Louise Barnes Geoffrey Bean Robert Armstrong Robert Collinson Christine Parker Stubbs Neil Turner Andrew Foster Silas Nicholls Dr Umesh Prabhu Jon Lenney Robert Forster Pauline Jones Fiona Noden your hospitals, your health, our priority 6

7 Copy of Advert NON-EXECUTIVE DIRECTOR 3 / 4 Days per month c. 13,000 per Annum Wrightington, Wigan & Leigh NHS Foundation Trust is a major acute trust serving the people of Wigan and Leigh and dedicated to providing the best possible healthcare for the local population of over 300,000. The Trust has 758 inpatient beds, employs 4,500 staff and invests over 200 million each year in a broad range of highly regarded general and specialist acute services. We are now looking to appoint an additional Non Executive Director to the unitary Trust Board, working alongside Executive colleagues to ensure that the Foundation Trust has appropriate strategies to meet its clinical, quality, workforce and financial objectives. The successful candidate will provide vision and leadership to our dedicated staff and help to continue to develop positive and sustainable relationships with Governors, partners and stakeholders. We are looking for an exceptional individual who is passionate about and committed to improving the standards of clinical care for patients in our region. You will be able to evidence a senior level clinical background in a medical, nursing or allied health professional role and you will also be able to demonstrate commercial and strategic awareness and acumen. You will have Board or senior level expertise, possess an understanding of organisational governance and an ability to effectively represent the Trust to its constituents, patients, partner organisations and regulators. If you think that you could contribute towards making a positive difference to the lives of people within the local community then we would like to hear from you. For an informal discussion or to request an information pack with details of how to apply, please contact our retained consultant, Diane Charnock on or diane@dianecharnockconsulting.co.uk Closing date 7 th June Please note applications should not be made through NHS Jobs your hospitals, your health, our priority 7

8 Role Description Role Details Role Title: Role Specialism: Time Commitment: Division: Base: Non-Executive Director To be notified upon appointment Min. 3/4 days per month (Flexibility required for day and evening work) Trust Executive, Corporate Services Trust Headquarters, Royal Albert Edward Infirmary Reporting Arrangements Reports to: Accountable to: Chair Council of Governors Role Purpose Working along side the Chair, the Non-Executive Director will be a member of the Trust Board Team ensuring that the Foundation Trust has appropriate strategies to meet its clinical, quality, workforce, financial and other objectives. Taking joint responsibility for the overall performance of the Foundation Trust, the Non-Executive Director will ensure appropriate systems of risk management, governance and board assurance are implemented. The Non-Executive Director will also provide professional advice and guidance to the board in their specialist area of expertise. Organisation Chart Council of Governors Chair Vice Chair / Senior Independent Director Non-Executive Director x 6 Chief Executive Officer Strategy and your hospitals, Director your of Director of Nursing health, Medical our Director priority Human Resource Finance and Planning Director/ 8 Performance Director Informatics Director Deputy CEO

9 Duties and Responsibilities Key duties and responsibilities of the Non-Executive Director will be to 1. Encourage the highest standards of probity, integrity and governance within the Foundation Trust 2. Ensure the Foundation Trust complies with the terms of authorisation, the constitution and any other applicable legislation and regulations 3. Ensure that the Foundation Trust s internal governance arrangements conform with best practice and statutory requirements 4. Ensure that governance, financial and risk management systems and controls are robust and defensible 5. Provide independent advice and constructively challenge the Board on issues of strategy, vision, performance, resources and standards of conduct 6. Provide tailored independent judgement and experience based on area of specialism and expertise and apply this for the benefit of the Foundation Trust, its stakeholders and its wider community 7. Monitor the performance and conduct of management in meeting agreed goals and objectives and statutory responsibilities, including the preparation of annual reports and annual accounts and other statutory duties 8. Ensure that performance information received by the Board is appropriate, valid and accurate and provides measurement for the metrics to which it relates 9. Ensure that any official or statutory reports are accurate, (for example, the annual financial report, CQC assurance reports, and reports to Monitor), and provides appropriate assurance where appropriate 10. Participate in appropriate committees that have been established by the Board to exercise delegated responsibility 11. Hold to account committees of the Board, ensuring they deliver the expected level of performance and assurance 12. Assist the Board in the setting of the Foundation Trust s strategic aims, ensuring that the necessary financial and human resources are in place for the trust to meet its objectives 13. Ensure that the Foundation Trust fosters a culture of performance, engagement, learning and respect in line with it s vision an values 14. Ensure that the Foundation Trust s obligations to its staff, patients, stakeholders and the wider community are understood and fairly balanced at all times 15. Engage in constructive Board discussions and debates on a wider range of matters, contributing to decision making and the passing of resolutions, where appropriate 16. Handle media and press correspondence, where appropriate and as directed by the Foundation Trust 17. Uphold the Nolan Principles of Public Life and promote these principles within the organisation your hospitals, your health, our priority 9

10 18. Provide assurance to the Council of Governors on all matters of performance and governance 19. Instigate an maintain positive working relationships with third-parties such as Local Authorities, commissioners, voluntary organisations and other health and social care providers 20. Ensure that the Board appropriately balances its responsibilities to provide an exceptional patient experience with its financial, governance and workforce requirements 21. Encourage the Board to take appropriate and measured risks where it is clear that the likely outcomes will improve the overall performance of the Foundation Trust 22. Act in the best interest of the Foundation Trust at all times 23. Ensure that the Board demonstrates commitment to its Equality Duties and Human Rights 24. Appoint, support, encourage and where appropriate mentor or remove Foundation Trust Executives 25. Contribute to the determination of appropriate levels of remuneration for Executive Directors 26. Take part in the Board development programme, and where appropriate, facilitate workshops / seminars for the Board 27. Take part in appraisal, both personal appraisal, and the appraisal of other Non-Executive and Executive Directors 28. Contribute to the development and ongoing maintenance of effective communication structures within the Trust, with the Council of Governors and with it s stakeholders 29. Attend and contribute to meetings of the Council of Governors, as appropriate 30. Comply with the Directors Code of Conduct. You may also be required to carry our any other duties as deemed to be appropriate by the Chair Statutory Inclusions The post holder will be expected to comply with the Data Protection Act 1998 and Information Governance the postholder is not entitled to use for their own benefit or gain, or to divulge to any persons, firm or other organisation whatsoever, any confidential information belonging to the Trust or relating to the Trust s affairs or dealings which may come to their knowledge during employment The post holder must comply with the Health & Safety at Work Act 197 and fulfil a proactive role towards the management of risk in all of their actions. This entails the risk assessment of all situations, the taking of appropriate actions and reporting of all incidents, near misses and hazards, and a statutory duty of care for their own personal safety and that of others who may be affected by their acts or omissions your hospitals, your health, our priority 10

11 The post holder will be expected to comply with Trust Policies and Procedures including the Code of Conduct, as they relate to their appointment The post holder will take responsibility for all records (including patient health, financial, personal and administrative) that they gather or use as part of their work within the trust. The records may be paper, electronic, microfiche, audio or videotapes, x-ray images The range of duties and responsibilities outlined above are indicative only and are intended to give a broad flavour of the range and type of duties that will be allocated. They are subject to modification in the light of changing service and organisational needs. your hospitals, your health, our priority 11

12 Competency Framework The applicant for the post will assessed against both the person specification and the competencies required for the role. The competencies that the applicant will be required to demonstrate during the selection event and throughout the tenure of their appointment are as follows Competency Description Benchmark Indicators Quality and Patient Experience Focused Strategic Direction Holding Account to Communication and Influencing Team Working Self-Belief and Drive Commitment to improving quality of care and patient experience Able to think and plan ahead, balancing needs and constraints Able to accept accountability, hold others to account and challenge constructively Contributes to effective governance Able to communicate effectively, influencing and persuading others were appropriate Able to work cooperatively with others and maintain beneficial relationships to achieve shared goals Motivated to improve performance and Makes clear that patient safety / experience is paramount Expects excellence in service quality Understands how issues may affect patients Advocates for patients that may come from disadvantaged groups Demonstrates commitment to engaging / involving patients in their care / business of the Trust Solicits patient feedback / accepts patient feedback as valid Recommends objectives / actions that meet the needs and desires of patients Focuses on the bigger picture Formulates a broad plan of action Focuses on the medium to long term Sets realistic time-frames for achievement Identifies appropriate resources to execute strategy Anticipates potential barriers to achieving objectives Identifies clear tangible long term benefits associated with a course of action Provides constructive challenge to others input Ensures others remain focused on core objectives Identifies under-performance and seeks out reasons Gets others to commit / take responsibility for objectives / improvement targets Takes personal accountability for achievement of actions / objectives Clearly demonstrates integrity Adopts appropriate style of communication, taking account of audience Speaks clearly Structures communications / arguments logically Is concise, summarising where appropriate Uses powerful examples to strengthen argument Uses appropriate non-verbal communication to advance discussions / support others Builds momentum for initiatives or ideas Uses appropriate body language Demonstrates respect for others Actively contributes to the activity / discussion Focuses on learning rather than blame Resolves differences and creates synergy Inclusive - solicits others views and ideas Reassures and supports others Owns and supports the decisions of the team Visibly enthusiastic / passionate Advances matters rather than procrastinating your hospitals, your health, our priority 12

13 Intellectual Flexibility confidence to take on challenges Ability to think clearly and creatively Inspires confidence Builds on well-founded ideas / opinions Communicates a vision Handles challenges / criticism well Identifies inventive ideas Identifies solutions to complex problems Analyses and summarises detailed information Looks at problems from different view points Recommends taking risks, where appropriate Demonstrates political awareness Person specification For this role, the Trust is specifically looking to appoint someone from a nursing, medical or allied health professional background. Broad understanding of the NHS framework and how the health service operates Knowledge Able to understand financial information such as financial accounts, profit and loss statement and balance sheet Understanding of strategic management, strategic planning and corporate governance Experience of operating at a Board or senior level within a commercial or public environment Experience Experience of developing or significantly contributing to the development of organisational strategy Experience of objective setting and performance management Experience of working with patients Specialist Knowledge & Experience Qualifications and relevant experience as a registered healthcare professional - ie doctor, nurse/midwife or allied health professional. Circumstances Desirable Able to fulfil the time commitments required of the role (and able to provide evidence of this fact from primary employer, where required) Resident in an area easily accessible to the Trust Experience of managing corporate governance issues / risk your hospitals, your health, our priority 13

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15 Eligibility for Appointment To be eligible for appointment as a Non-Executive Director you must: be a public member of Wrightington, Wigan and Leigh NHS Foundation Trust must not be disqualified from being a Director of the Foundation Trust, by virtue of its constitution (details can be found on page 14) be within reasonable travelling of the Trust If you are not already a public member of the Foundation Trust, the application process is simple, and you may apply to become one by filling in the application form on the following website: Criminal Records Bureau Check Non-executives may have access to children or vulnerable adults through their work for the Trust. To safeguard patients by identifying unsuitable candidates, all appointments will be dependent upon the satisfactory completion of a Standard Disclosure through the Criminal Records Bureau. Checks will be carried out by the Trust after appointment and before the individual takes up their full duties. Tenure of Office A recommendation as to the most suitable candidate will be made to the Council of Governors, and they must approve the appointment prior to them being able to take up post. Upon approval by the Council of Governors, the successful candidate will be appointed for a period of three years and a maximum of two terms (if re-appointed). The post-holder will also be subject to annual performance appraisal, which must be deemed to be satisfactory by the Chair. It should be noted that the post of Non-Executive Director is a public appointment and therefore the successful candidate will not be appointed under an employment contract and it will not be subject to employment law. During the period within which the Non-Executive Director is appointed to office they must abide by the Nolan Principles and the Directors Code of Conduct, as outlined on pages 16 to 18. Prior to appointment and throughout the period of appointment the Non-Executive Director will be required to declare any conflict of interest or perceived conflict of interest that is apparent, or that may arise. In addition, any relevant business interests, positions of authority or other connections with commercial, public or voluntary bodies must be declared. Remuneration Non-Executive Directors receive remuneration of c 13,000 per annum which will be subject to tax and national insurance and will not be pensionable. Non-Executive Directors are also eligible to claim allowances for travel and subsistence costs necessarily incurred on Trust business. Time Commitment Non-Executive Directors are expected to devote sufficient time to ensure satisfactory discharge of their duties with a commitment of around 3 / 4 days per month. The time commitment will comprise a mixture of set commitments and ad-hoc events (some of which may be in the evening or at the weekend. your hospitals, your health, our priority 15

16 Criteria for Disqualification An individual will not be eligible for appointment (or continued appointment) as a member of the Board of Directors in the following circumstances: A person who has been adjudged bankrupt or whose estate has been sequestrated and (in either case) has not been discharged. A person who has made a composition or arrangement with, or granted a trust deed for, his creditors and has not been discharge in respect of it. A person who within the preceding five years has been convicted in the British Isles of any offence of 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. a member of the Board of Governors or a governor or director of an NHS body; a member of the Foundation Trust s Local Involvement Network; the spouse, partner, parent or child of a member of the Board of Directors of the Foundation Trust; a member of a local authority s Scrutiny Committee covering health matters; the subject of a disqualification order made under the Company Directors Disqualification Act 1986; a person whose tenure of office as a Chairman or as a member or director of an NHS body has been terminated on the grounds that their appointment is not in the interests of the health service, for non attendance at meetings, or for non-disclosure of a pecuniary interest; they have within the preceding two years been dismissed, otherwise than by reason of redundancy, from any paid employment with an NHS body; in the case of a non-executive Director they have refused without reasonable cause to fulfill any training requirement established by the Board of Directors; or they 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. Monitor criteria for Fit and Proper person as Governors and Directors 1. The Licensee shall ensure that no person who is an unfit person may become or continue as a Governor, except with the approval in writing of Monitor. 2. The Licensee shall not appoint as a Director any person who is an unfit person, except with the approval in writing of Monitor. 3. The Licensee shall ensure that its contracts of service with its Directors contain a provision permitting summary termination in the event of a Director being or becoming an unfit person. The Licensee shall ensure that it enforces that provision promptly upon discovering any Director to be an unfit person, except with the approval in writing of Monitor. your hospitals, your health, our priority 16

17 4. If Monitor has given approval in relation to any person in accordance with paragraph 1, 2, or 3 of this condition the Licensee shall notify Monitor promptly in writing of any material change in the role required of or performed by that person. 5. In this Condition an unfit person is: (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) a body corporate or a body corporate with a parent body corporate; Section 1 General Conditions (c) (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 (d) (ii) in relation to which a voluntary arrangement is proposed under section! of the Insolvency Act 1986 or (e) (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 (f) (iv) which has an administrator appointed to manage its affairs, business and properly in accordance with Schedule B1 to the 1986 Act or (g) (v) which passes any resolution for winding up or (h) (vi) which becomes subject to an order of a court for winding up How to Apply To apply for this position please send a CV and supporting statement which addresses the person specification and indicates your suitability for the role to diane@dianecharnockconsulting.co.uk Please also complete the attached Eligibility Criteria and Monitoring Information forms. If you have any difficulty applying on line, please contact Diane on If you have a disability and require an adjustment to be made to the application or assessment process, please contact Diane to discuss your specific needs. All applications will be acknowledged upon receipt. your hospitals, your health, our priority 17

18 Recruitment Timetable Date Event w/c 29 th April Advert appears NHS Jobs 7 th June Advert Closes w/c 10 th June Sift of applications and longlisting Weeks 17 th and 24 th June Preliminary interviews 8 th June Shortlisting 17 th June Presentations and final interviews 14 th August Recommendation made to Council of Governors 1 st September Appointment commences Please note the date for final interviews as this cannot be moved. your hospitals, your health, our priority 18

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20 Directors Code of Conduct 1. Introduction 1.1 This code sets out appropriate conduct for the Trust Board of Directors and addresses both the requirements of Office and their personal behaviour. 1.2 The code complements the Trust s constitution. The code should be read in conjunction with any relevant documents issued by Monitor. The Trust s constitution embodies the legal requirements for the Board of Directors. 1.3 All Directors of the Foundation Trust Board will be required to sign a declaration to confirm that they will comply with this code in all respects and that they support the Trust s objectives. 2. Qualifications for Office Directors must continue to comply with the qualifications required to hold office, throughout their period of tenure, as defined in the Constitution. The Trust Secretary (also known as the Board Secretary) must be advised of any changes in circumstances that may disqualify a Director from continuing in office. 3. Roles and Functions Directors must: 3.1 Adhere to the Trust s rules and policies and support its objectives, in particular those of retaining Foundation status and developing a successful Trust. 3.2 Act in the best interests of the Trust at all times. 3.3 Contribute to the workings of the Board of Directors in order for it to fulfil its role and function as defined in the Trust constitution. 3.4 Recognise that their role is a collective one. Directors exercise collective decision making on behalf of all patients, members, local public and staff. 3.5 Abide by the Nolan Principles 3.6 Actively support the vision and aims of the Trust in developing as a successful NHS Foundation Trust. 4. Confidentiality All Directors are required to respect the confidentiality of the information they are made privy to, as a result of their Membership of the Board of Directors. 5. Conflict of interests 5.1 Directors must act with utmost integrity and objectivity and in the best interests of the Trust in performing their duties. They must not use their position for personal advantage or seek to gain preferential treatment. Any Director who has a material interest in a matter, must declare such interest to the Board of Directors and: Shall not vote on any such matter Shall not be present except with the permission of the Board in any discussion of the matter. your hospitals, your health, our priority 20

21 If in any doubt advice should be sought from the Trust Board Secretary. 5.2 Any Director who fails to disclose any interest required to be disclosed must permanently vacate their office if required to do so by a majority of the remaining Directors and (in the case of a nonexecutive Director) by a majority of the Board of Governors. 6. Board of Director Meetings 6.1 Directors have a responsibility to attend meetings of the Board of Directors. When this is not possible they should submit an apology to the Trust Board Secretary in advance of the meeting. 7. Personal Conduct 7.1 Directors are required to adhere to the highest standards of conduct in the performance of their duties. In respect of their inter-action with others, they are required to: Adhere to good practice in respect of the conduct of meetings and respect the views of other Directors Be mindful of conduct which could be deemed to be unfair or discriminatory Treat the Board of Governors and other employees with respect and in accordance with the Trust s policies Recognise that the Directors and Governors have a common purpose i.e. the success of the Trust and adopt a team approach Directors must conduct themselves in such a manner as to reflect positively on the Trust. When attending external meetings or any other events at which they are present it is important for Directors to be ambassadors for the Trust Respect the confidentiality of information received in their role as Directors. 8. Accountability 8.1 The Board of Directors should present a balanced and understandable assessment of the NHS Foundation Trust s position and prospects. 8.2 The Board of Directors should maintain a sound system of internal control to safeguard public and private investment, the NHS Foundation Trust s assets, patient safety and service quality. 9. Performance Evaluation 9.1 The board of Directors should undertake a formal and rigorous annual evaluation of its own performance and that of its committees and individual directors. 10. Non-Compliance with the Code of Conduct 10.1 Non compliance with the Code of Conduct may result in action being taken as follows: Where misconduct takes place, the Chair shall be authorised to take such action as may be immediately required, including the exclusion of the person concerned from a meeting Where such misconduct is alleged, it shall be open to the Board of Directors to decide, by simple majority of those in attendance, to lay a formal charge of misconduct This Code of Conduct does not limit or invalidate the right of the Director or the Trust to act under the Constitution. your hospitals, your health, our priority 21

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23 Nolan Principles All Non-Executive Directors will be expected to abide by, and promote the Nolan Principles, as set out below: Selflessness Holders of public office should take decisions solely in terms of the public interest. They should not do so in order to gain financial or other material benefits for themselves, their family, or their friends. Integrity Holders of public office should not place themselves under any financial or other obligation to outside individuals or organisations that might influence them in the performance of their official duties. Objectivity In carrying out public business, including making public appointments, awarding contracts, or recommending individuals for rewards and benefits, holders of public office should make choices on merit. Accountability Holders of public office are accountable for their decisions and actions to the public and must submit themselves to whatever scrutiny is appropriate to their office. Openness Holders of public office should be as open as possible about all the decisions and actions that they take. They should give reasons for their decisions and restrict information only when the wider public interest clearly demands. Honesty Holders of public office have a duty to declare any private interests relating to their public duties and to take steps to resolve any conflicts arising in a way that protects the public interest. Leadership Holders of public office should promote and support these principles by leadership and examp your hospitals, your health, our priority 23

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