Non-Executive Director
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- Lewis Jenkins
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1 Non-Executive Director Appointment Brief Steelhouse Lane Birmingham B4 6NH
2 Introduction Dear Candidate Thank you for your interest in the role of Non-Executive Director of Birmingham Women s and Children s NHS Foundation Trust. We are delighted that you are considering joining us and appreciate you taking the time to read this pack. We are looking for two Non-Executive Directors to work with our Board of Directors and Council of Governors to contribute to the delivery of the Trust s strategy and development of the Trust s role as a key national lead in the delivery of women s, children s and young people s health services. These are pivotal roles and an opportunity to join an organisation with the momentum to make real and lasting change; reshaping services to meet the needs of our local community and beyond. Birmingham Women s and Children s NHS Foundation Trust Birmingham Children s Hospital NHS Foundation Trust and Birmingham Women s NHS Foundation Trust had for a long while shared a vision to become a joint organisation and provide leading care for women, children, young people and their families; on 1 February 2017, this vision was realised when we became Birmingham Women s and Children s NHS Foundation Trust. Our vision is to develop a stronger shared strategic voice and better integration of services across the economy, whilst securing a more stable and efficient future for our organisation that builds on the shared commitment to quality, safety and experience. We aim to be one of the leading providers of healthcare to women, children and families internationally with world class outcomes across our range of services. Growing our research and development activity will be critical to our success. Our mission is to provide outstanding care and treatment to all those who choose and need to use our services, and to share and spread new knowledge and practice, so we are always at the forefront of what is possible. Based in the heart of the city centre, Birmingham Children s Hospital is one of four standalone children s hospitals nationally and a world leader in paediatric healthcare, delivering some of the most advanced treatments, complex surgical procedures and cutting edge research and development. The Parkview Clinic in Moseley is home to one of the largest Child and Adolescent Mental Health Services in the country, with a dedicated inpatient Eating Disorder Unit and Acute Assessment Unit for Tier 4 regional referrals. In 2016, we also launched the new innovative 0-25s Forward Thinking Birmingham mental health service in collaboration with our partners. Birmingham Women's Hospital provides specialist care for women and their families across the West Midlands and beyond, including maternity, fetal medicine, neonatal care, gynaecology and a comprehensive genetics service. The hospital is situated on the Edgbaston Campus alongside University Hospitals Birmingham NHS Foundation Trust and the University of Birmingham.
3 2017/18 has been an exciting year so far for Birmingham Women s and Children s NHS Foundation Trust with all the challenges of joining together 2 organisations with a total of over 6,000 staff, and developments including the opening of our new 37.5million clinical block, Waterfall House, which will provide dedicated facilities for paediatric rare diseases and oncology. We have also started thinking about how we can move forward with our long-held ambition to build a modern facility for women s and children s services on the Edgbaston campus. The changing external environment, with the on-going development of the Sustainability and Transformation Plan for Birmingham and Solihull and the financial challenge faced by the whole NHS, means that strong leaders who are adaptable to change are vital to the success of our integrated organisation. Our Board of Directors is consistently highly rated by regulators and independent assessors and continually challenges itself to achieve the most ambitious objectives through progressive thinking and innovative approaches. KEY FACTS ABOUT BIRMINGHAM WOMEN S AND CHILDREN S NHS FOUNDATION TRUST In 2016/17, we achieved our savings target reporting a 8.9million surplus; During the same year, we saw 59,500 people attending our Emergency Department a 6.6% increase on the previous 12 months - but we met our end of year target of just over 95% of patients departing our ED within four hours of arriving - one of only a small number of organisations to achieve this in the NHS; In February 2017, we were rated as Outstanding by the Care Quality Commission; the first children s hospital of its kind and the only hospital Trust within the Midlands to achieve such a rating; With excellent levels of staff engagement, 2,000 of our 6,000 strong workforce will be directly involved in our shaping the vision and values of our integrated organisation; Later in 2017/18 we will welcome the arrival of Professor Sir Bruce Keogh, one of the most respected leaders and medics in the NHS, as he takes up the role of Chairman. Mission & Values As a newly integrated Trust we re currently working to bring together one mission, vision and a combined set of values based around four common goals: 1. Safe, high quality care today 2. Continually looking to improve and be even better 3. Working in partnership with others 4. Leading the way across health care
4 "Birmingham Women s and Children s NHS Foundation Trust is a brand new organisation, providing the very best of family-centric care for Birmingham and beyond." Key Findings by the Care Quality Commission Rated as Outstanding by the CQC in February 2017, their key findings included: A culture of learning, from excellence as well as when things go wrong. Well embedded multidisciplinary team working. Compassionate, caring staff, who listen to patients and carers. A positive, supportive culture, with embedded values, sickness rates below the England average and well-respected leadership. A responsive approach, with strong performance on ED waiting times and cancer treatment targets. Strong surgical outcomes. Many examples of innovative practice and outstanding services, with paediatric intensive care and transition services both rated outstanding in every domain: safe, caring, effective, responsive and wellled.
5 The Role of Non-Executive Director Accountable to the Council of Governors, the Non-Executive Directors play a pivotal role in the success of the Trust, having responsibility for holding the Executive Directors to account for their performance and providing independence within the Board of Directors. The Non-Executives support and contribute to the Board in developing the Trust s vision, strategies and objectives, holding the Executive Directors to account for their delivery. The Non-Executive Directors will work with Board colleagues to facilitate networks and partnerships to support the delivery of the Trust s strategy and development of the Trust s role as a key national lead in the delivery of women s, children s and young people s health services. The Non-Executive Directors will demonstrate and ensure that high standards of probity, integrity and governance prevail and that the Trust remains compliant with the conditions of its Licence. This appointment will be for up to 3 years and will be subject to annual performance review. It may be extended for a further term. The time commitment required will be on average 3-4 days per month, including formal and informal meetings, with some held in the evening. LINKS TO KEY TRUST DOCUMENTS Main Trust website - Annual Report and Accounts - CQC Report - Board of Directors Profiles -
6 NON-EXECUTIVE DIRECTOR ROLE DESCRIPTION PURPOSE OF THE ROLE Birmingham Women s and Children s NHS Foundation Trust has a national and international reputation as one of the leading providers of services for children, young people, women and their families and is a centre of excellence, providing a range of specialist health care services. The Trust is led by a unitary Board of Directors whose expertise and skills will drive the vision and mission of the organisation. Accountable to the Council of Governors, the Non-Executive Directors play a pivotal role in the success of the Trust, having responsibility for holding the Executive members of the Board to account and providing independence within the Board of Directors. The Non-Executive Directors will participate in the Board s development of the Trust s vision, strategies and objectives, holding the Executive Board members to account for their delivery. They will work with their colleagues on the Board of Directors to establish networks and partnerships to support the delivery of the Trust s strategy and development of the Trust s role as a key national lead in the delivery of women s, children s and young people s health services. The Non-Executive Directors will demonstrate and promote high standards of probity, integrity and governance. The role requires a time commitment, in and outside of business hours, of an average monthly commitment of 3-4 days. Main Duties and Responsibilities The Trust is seeking to appoint two Non-Executive Directors: One Chair of the Board s Audit Committee, and One other Non-Executive Director Leadership and Strategy The Non-Executive Directors are responsible for: Supporting the chair, chief executive and executive directors in promoting the Trust values. Supporting a positive culture throughout the Trust and adopting behaviours in the boardroom and elsewhere that exemplify that culture. Providing support, advice and guidance for setting the strategic direction of the Trust and holding the executive directors to account for the effective management and delivery of the Trust s strategic aims and objectives.
7 Demonstrating visible and ethical personal attributes by modelling the highest standards of personal behaviour, safeguarding the Trust s values and supporting colleagues on the Board of Directors in emulating this example. Building productive working relationships based on candour, trust and mutual respect with executive directors, providing support, guidance and advice to them. Supporting the delivery of the Trust s obligations to its key stakeholders. Actively contributing to the Board of Directors setting of the Trust s values and standards. Promoting the vision of the Trust to capitalise on the freedoms it enjoys as a result of its status. Promoting an understanding of the role of the Board, the scheme of reservation and delegation, the role of non-executive directors and executive directors. Governance The Non-Executive Directors are responsible for: Scrutinising performance of the executive Board members in meeting agreed goals and objectives. Participating in all formal and informal meetings of the Board of Directors and complying with approved procedures. Effectively contributing to the Board of Directors and constructively challenging colleagues before taking significant decisions. Satisfying themselves that the Board of Directors is focused on strategy, performance, quality and accountability. Satisfying themselves that financial and clinical quality controls and systems of risk management and governance are sound and that they are in use. Ensuring that they receive adequate information in the form that they specify and to monitor the reporting of performance. Challenging colleagues to ensure that meeting agendas take full account of the important strategic issues and key risks facing the Trust. Effectively contributing to Board committees of which they may be members or chair. Participating in the Board of Directors identification of the key risks faced by the Trust in implementing its strategy, and supporting prudent processes and controls in place to appropriately monitor and manage those risks. Seeking advice from the Company Secretary in their corporate governance role. Seeking external advice as necessary.
8 Complying with the conditions of the Trust s Licence, the Constitution and any other applicable legislation and regulations, highlighting failures of compliance and monitoring actions taken to address this. Council of Governors The Non-Executive Directors should: Engage with the Council of Governors and in particular give heed to governors so that they can be held to account for the performance of the Board by the Council. Attend meetings of the Council of Governors to ensure that they understand the views of the governors in relation to Trust strategy, performance and quality issues and in order to facilitate the Council of Governors contribution to strategy development by the Board. Effectively communicate with the Council of Governors in relation to the progress made by the Board in delivering the Trust s strategic objectives and the high level financial and operational performance of the Trust. Build productive working relationships based on candour, trust and mutual respect with Council of Governors, appropriately providing support, guidance and advice to them. Appointments, Succession Planning and Development The Non-Executives are responsible for: Appointing the executives and chief executive, the latter with the approval of the Council of Governors, through the Trust s Appointments and Remuneration Committee. Determining appropriate levels of remuneration for the executive directors. Considering succession planning for key executive posts to meet the needs of the Trust and ensuring the continual improvement in quality and calibre of executives. Where necessary, participating in the process for the removal of executive directors. Participating in regular performance evaluations, taking personal responsibility for acting on any results and feedback. Contributing to the performance appraisals of executive directors, fellow non-executive directors and the chair. External relations The Non-Executives are responsible for: Promoting effective communications with members and other stakeholders.
9 Where necessary, maintaining constructive and appropriate relations with NHS Improvement, the Care Quality Commission, other regulatory or inspection regimes, and NHS organisations. Working with the Board to establish and develop partnerships and networks to support the furtherance of the Trust s strategy and reputation.
10 PERSON SPECIFICATION SUMMARY Non-Executive Directors must demonstrate a passion for healthcare issues, especially as they impact on women, children, young people and their families; a commitment to NHS values and the core values of Birmingham Women s and Children s NHS Foundation Trust. Essential Experience (to be addressed in candidates supporting statements): Whatever your sectorial background (public, private or not-for profit) you will be able to demonstrate: Proven ability to help shape strategy, ensure robust governance arrangements and monitor performance. A passion for public services (or an understanding of the particular issues of public service accountability) Executive and/or Board Level and/or committee experience in: Specific to Audit Committee Chair o Qualification and senior level experience in audit or financial management. o Experience of monitoring financial and corporate governance, assurance processes and risk management. Specific to other Non-Executive Director o Experience of large scale transformation that has focussed on cultural change and the development of the workforce. o Experience of leading the inclusion agenda. Personal Qualities (to be assessed at preliminary interview stage) Ably grasps complex issues quickly. Contributes effectively within a Board level environment, able to think strategically and make decisions. Communicates effectively, able to convey ideas clearly and concisely. Committed fully to the aims and objectives of Birmingham Women s and Children s NHS Foundation Trust. Strong inter-personal skills. Ability to handle complexity and uncertainty.
11 How to Apply To apply for this post, please submit: a comprehensive CV a detailed supporting statement (ideally no more than two pages) that: addresses the essential experience criteria as set out in the person specification. includes details of two referees who we would be able to contact if required. a completed self-declaration form (provided on the GatenbySanderson site) in line with CQC s Fit and Proper Persons requirement. Please also ensure you have completed and submitted the equal opportunities monitoring form provided on this site. This form can be seen once your CV and supporting statement have been submitted. The information on the form will be treated as confidential, and used for statistical purposes only. The form will not be treated as part of your application. The closing date for applications is Monday 2 nd October Applications should be uploaded onto the GatenbySanderson website. The How to Apply section of the website provides clear instructions; if, however, you have any queries in relation to the application process, or you experience difficulties uploading your application, please do not hesitate to telephone the GatenbySanderson team on If you have any queries about any aspect of the appointment process, need additional information or wish to have an informal and confidential discussion, our advising consultants, Emma Pickup or Helene Usherwood will be pleased to talk to you. GatenbySanderson will respect the privacy of any initial approach or expression of interest in this role, whether formal or informal. Timetable of Appointment Activity DATES Formal Closing date for receipt of applications Monday 2 nd October 2017 Preliminary interviews by From 19 th October 2017 Shortlisted candidates final selection process w/c 6 th November (TBC)
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