Tameside and Glossop Integrated Care NHS Foundation Trust. Non-Executive Director Application Pack

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1 Tameside and Glossop Integrated Care NHS Foundation Trust Non-Executive Director Application Pack

2 About Us Tameside & Glossop Integrated Care NHS Foundation Trust is a newly formed Integrated Care Organisation formed on the 1 st September. The Trust is using the Foundation Trust licence of the former Tameside Hospital NHS Foundation Trust which was established as a Foundation Trust on February 1st Tameside & Glossop Integrated Care NHS Foundation Trust operates from the Tameside General Hospital site, which is situated in Ashton under-lyne and a range of Community settings within Tameside and Glossop. The hospital and community serve a population of approximately 250,000 residing in the surrounding areas of Tameside in Greater Manchester, and the town of Glossop in Derbyshire. Tameside & Glossop Integrated Care NHS Foundation Trust is a self-governing Foundation Trust, the Board of Directors assume management responsibility but are accountable for its stewardship to the Council of Governors and members. Our performance is scrutinised by the Foundation Trust regulator NHSI and the Care Quality Commission. Employing approximately 3600 staff, the hospital provides a range of healthcare services one would associate with a general hospital and community services. These services include general and specialist medicine, general and specialist surgery and full consultant led Obstetric and Paediatric hospital services for women, children and babies. Within the Community there are a range of community nursed, District Nurses, Health Visitors, Specialist Nurses and professions allied to medicine e.g. Physiotherapy, Podiatry, Dietetics and more.

3 Care Together Programme Health and Social Care in Tameside and Glossop is changing and the Tameside & Glossop Integrated Care NHS Foundation Trust is at the forefront of these changes. People who live in Tameside and Glossop are unhealthier for longer, and live shorter lives, than in many other areas of the country.. The cost of providing Health and Social Care has also increased dramatically over recent years and can no longer be met by the funding we receive. Tackling these challenges will require radical transformation in terms of both organisation change and our approach to delivering services. This is being delivered under the Care Together programme ( Across the system we are reconfiguring our organisations to behave fundamentally differently: A single commissioning organisation (combining teams from Tameside Metropolitan Borough Council and Tameside and Glossop NHS Clinical Commissioning Group) has been established, with a single pooled budget for health and social care, and delivering against a single, shared commissioning strategy. The Foundation Trust is transforming into an Integrated Care Organisation with a wider range of responsibilities across the health and social care system. Under this ground-breaking new approach the Tameside & Glossop Integrated Care NHS Foundation Trust will become responsible for: Preventing illness and promoting health Supporting local people to develop the knowledge, skills and confidence to self-care Providing Social Care within a joined up health and social care system

4 Developing integrated neighbourhood-based services which bring together Primary Care, Community Services, Social Care, The Voluntary Sector and others at a local level Providing more joined-up hospital based services which involve a wider range of partners. Through this new model we will: Improve Healthy Life Expectancy amongst local people Ensure we have a clinically and financially sustainable Health and Social Care system. This transformation journey is advancing at pace. In April 2016 all Community Services staff were transferred under TUPE to the Trust from Stockport NHS Foundation Trust. In September 2016, Tameside and Glossop successfully bid for 23.6million from the Greater Manchester Health and Social Care Partnership to support us in turning our ambition into a reality -

5 Our vision and values We believe that no matter where you work or live Everyone Matters. Our Aim is to deliver with our partners, safe, effective care which you can trust. To help us achieve our aim we have developed a set of values which we aspire to. By living our values and behaviours throughout the organisation, we are able to demonstrate that everyone really does matter, our values are: Safety Respect Communication Care Learning Our Corporate Objectives The Trust s corporate objectives for 2016/17 aim to achieve the right balance between ensuring all patients receive harm free care and an improved hospital experience, and the development of a strategic service model that will ensure clinical and financial sustainability for the trust.

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7 Each of the key themes outlined above have a number of key outcomes, aligned to the trust s Patient Safety Programme and Quality Strategy. Structure and Governance The chart on the following page describes the Trust s Governance structure.

8 Trust Board Committee Structure Council of Governors NED Led Charitable Funds Committee NED Led Remuneration Team NED Led Audit Committee TRUST BOARD NED Led Quality & Governance Committee (Overview & Scrutiny) NED Led Finance & Performance Committee Care Together Programme Board CEO Risk Management Group Executive led Service Quality & Operational Governance Group Executive Management Team Learning from Experience Educational Governance Group Mortality Steering Group Patient Experience Group Model of Care Steering Group Clinical Effectiveness & Audit Group Medical Devices Security Group Operational Group Care Bundle workgroups Trust Internal Safeguarding Group Dementia Steering Group Contract Management Group ( from 2016/17) Research & Development Governance Group Executive Medicines Optimisation Group (from 2016/17) CIP Assurance Group Hospital Transfusion Group Drugs & Therapeutic Group Medicines Safety Capital & Revenue Investment Group HTA & Organ Donation Group (Bereavement) End of Life Steering Group Cancer Group Health & Safety Group Patient Safety Programme Group Management of Acutely unwell and deteriorating Patients (Life Support & Resus) Safety of Invasive procedures Nutrition & Hydration Tissue Viability & Continence Service Improvement Group Clinical Leaders Forum (Medical Staff) Nursing, Midwifery Leaders Forum Radiation Protection Records Management Group VTE Group Results Governance Falls Prevention Maternity Workforce/OD Group Trust Liaison Group (PFI) Medicine and Clinical Support Quality & Safety Forum Surgery and Women & Children Quality & Safety Forum Infection Prevention Group Decontamination Group Emergency Planning (EPRR) Estates & Facilities Operations Group IM & T Group Community Services Quality & Safety Forum Information Governance Group Service Improvement Group Responsible Directors/Key Dir. Operations/Div Teams HR/OD Team CEO s Office Company Secretary Finance Director of Estates & Facilities Medical Nursing (DiPC) Quality & Governance Unit Pharmacy Radiology Director of Performance and Informatics (-----) Shows connectivity for integrated governance purposes by virtue of membership Trust Board Committee Structure v10.5 (Sept 2016)

9 The Role of a Non-Executive Director Non-Executive Directors play a crucial role in bringing an independent perspective to the boardroom, in addition to any specific knowledge and skills they may have. Non-Executive Directors have a duty to uphold the highest standards of integrity and probity and to foster good relations in the board room. They should apply similar standards of care and skill in their role as a Non-Executive Director of an NHS Foundation Trust as they would in similar roles elsewhere. Non-Executive Directors have a responsibility to: Support the Chair, Chief Executive and Executive Directors in promoting the NHS Foundation Trust; Support a positive culture throughout the Foundation Trust and adopt behaviours in the boardroom and elsewhere that exemplify the corporate culture; Constructively challenge the proposed decisions of the Board of Directors and ensure appropriate challenge is made in all circumstances; Contribute to the development of strategy; Help develop proposals on priorities; Help develop proposals on values and standards Help develop proposals on risk mitigation. Non-Executive Directors also have a duty to: Scrutinise the performance of the Executive Management Team in meeting agreed goals and objectives; Satisfy themselves as to the integrity of financial, clinical and other information; Satisfy themselves that financial and clinical quality controls and systems of risk management and governance are sound and they are used.

10 To reflect the enhanced remit of Tameside and Glossop Integrated Care NHS Foundation Trust we are seeking three Non-Executive Directors with experience in the following areas; 1. Finance and audit (Chair of the Audit Committee) being a specific requirement. The successful candidate must possess an accountancy qualification recognised by the Consultative Committee of Accountancy Bodies (CCAB) 2. Wider public sector experience (e.g. housing, education, welfare, leisure services etc. that have a wider impact on health determinants) 3. Voluntary and community sector experience (with an experience in provision of person centred health and care from another sector)

11 Role specification JOB TITLE: RESPONSIBLE TO: Non-Executive Director Trust Chair ROLE SUMMARY: The Non-Executive Directors work alongside the Chairman and Executive Directors of the Foundation Trust Board to advise on the development of strategy and to oversee the performance of Tameside Hospital NHS Foundation Trust. They share responsibility with other Directors for the success of the organisation using the available resources to deliver healthcare and improve the health of local people. They will bring independent and objective judgement to bear on issues relating to the strategy, direction and performance of the hospital. KEY RESPONSIBILITIES: To ensure that the Foundation Trust establishes clear objectives to deliver against the terms of the licence as a Foundation Trust in accordance with NHS Improvements Single Oversight Framework and to regularly review performance against these objectives. To ensure that the Foundation Trust has in place governance and assurance systems to fulfil its role and meet its key duties. To provide independent judgement and advice to Executive Directors on corporate plans and the strategic vision of the Foundation Trust. To pursue the opportunities and freedoms offered by Foundation Trust status.

12 To support and constructively challenge the Chairman, Chief Executive and other Directors to ensure that the Board conforms to the highest standards of corporate governance and makes appropriate decisions. To ensure key performance targets and goals are met. To uphold the values of the Trust, be an appropriate role model and to ensure that the Trust promotes equality and diversity for all its patients, staff and other stakeholders. To represent the Trust s views with national, regional or local bodies or individuals and to be an ambassador for the Trust. To participate in committees of the Board and other key NED roles/duties, in accordance with service needs as determined by the Chairman. The post holder may be asked to chair the Audit Committee. OTHER INFORMATION Time commitment This is currently a minimum of 4-5days per month. All members of the Foundation Trust Board are required to attend the monthly meetings of the Board. Induction and Training A detailed induction programme has been developed for newly appointed Non-Executive Directors. In addition, there is access to a number of nationally-organised training events.

13 Remuneration Remuneration is set at 12,500 per annum with an additional 2,000 for the Chair of the Audit Committee. Remuneration is taxable under Schedule E and subject to Class I National Insurance contributions. It is not pensionable. Non-Executive Directors are also eligible to claim allowances, currently in line with national rates, for travel and subsistence costs necessarily incurred on Trust business. Appointment, tenure and termination of office Non-executive Directors are appointed for an initial period of between one and three years, subject to satisfactory appraisal by the Chairman. A further term of appointment may be considered at the end of the first period of office. However, a degree of change is often sought on boards and there should be no expectation of automatic re-appointment. Non-Executive Directors may be removed from office by the Council of Members in line with its constitution and the Code of Conduct. These posts are public appointments or statutory offices and are not subject to the provisions of employment law. Non-Executive Directors are appointees not employees. To ensure that public service values are maintained at the heart of the NHS, all Directors of NHS Boards are required, on appointment, to agree to and abide by the Code of Conduct for the Trust s Board of Directors.

14 Person specification Attribute Essential Desirable Method of Assessment Education, Qualifications & Training Degree or equivalent Specific expertise as member of a Board of Directors Application / CV / Assessment

15 Experience Experience of working at a senior decision making level in a large complex organisation Experience of operating at a strategic level Successful track record of achievement Experience of operating within sound corporate governance and risk management systems Breadth of experience in a range of appointments including voluntary, academic or community roles. Board level experience with public or private sector organisation at Director level. Application / CV / interview Senior leadership experience in at least one of the following areas: 1. Finance and audit (Chair of the Audit Committee) being a specific requirement. The successful candidate must possess an accountancy qualification recognised by the Consultative Committee of Accountancy Bodies (CCAB) 2. Wider public sector experience (e.g. housing, education, welfare, leisure services etc. that have a wider impact on health determinants) 3. Voluntary and community sector experience (with an experience in provision of person centred health and care from another sector)

16 Knowledge, Skills & Attributes Excellent interpersonal and communication skills Ability to question, constructively challenge, influence and be independent-minded Ability to think strategically and think through complex challenges. Ability to relate to groups and individuals at all levels Integrity, honesty and high ethical standards Ability to anticipate and exploit change. Knowledge of membership organisations Knowledge of stakeholder communities and strong commitment to, and understanding of, the health and care needs of the local community Interview / assessment Ability to build effective networks across the Trust and with Trust partners Ability to both oversee and drive change Understanding and appreciation of the role, legal duties, responsibilities and liabilities of a Non-Executive Director and the relationship with Governors Demonstrates an understanding of the principles of Foundation Trust status. Strong business acumen Demonstrates capability in strategic and long-term thinking regarding the strategic and operational performance agenda Demonstrates understanding of public service values of accountability, probity, openness and equality of opportunity and a strong commitment to them. Demonstrates a strong interest in the healthcare agenda with a commitment to the NHS and public sector values.

17 Work Related Circumstance Ability to meet relevant time commitment Demonstrates clear knowledge of Tameside & Glossop area Eligible for membership of the Foundation Trust and not disqualified based on the criteria outlined on the following page Resides within Greater Manchester or Glossopdale Member of Foundation Trust Application/CV Application / CV Interview

18 Criteria for Disqualification (Including Fit and proper Persons Test) There are a number of circumstances where an individual would not be eligible for appointment as a member of the board of directors. From 27 November 2014 a new regulation came into force for NHS bodies regarding the Fit and proper Person requirement for directors. You can view the full requirements for his on Members of the board of directors will be required to sign a self-certification attesting to the fact that they are of good character by virtue of the following: They have not been convicted in the United Kingdom of any offence or been convicted elsewhere of any offence which, if committed in any part of the United Kingdom, would constitute an offence; They have not been erased, removed or struck-off a register of professionals maintained by a regulator of health or social care; They have not been sentenced to imprisonment for three months or more within the last five years; They are not an undischarged bankrupt; They are not subject of a bankruptcy order or an interim bankruptcy order; They do not have an undischarged arrangement with creditors; They are not included on any barring list preventing me from working with children or vulnerable adults; They have the qualifications, skills and experience necessary for the position they hold on the Board;

19 They are capable of undertaking the relevant position, after any reasonable adjustments under the Equality Act 2010; They have not been responsible for any misconduct or mismanagement in the course of any employment with a CQC registered provider; and They are not prohibited from holding the relevant position under any law Checks with the Disclosure and Barring Service (DBS) Non-executive directors may occasionally 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 satisfactory completion of a disclosure through the DBS. Checks will be carried out by the trust after the appointment and before the individual takes up their full duties. Diversity and Monitoring Tameside and Glossop Integrated Care NHS Foundation Trust is committed to being an organisation within which diversity is valued and appreciated, regardless of race, age, disability, gender, sexual orientation, faith or religion and socio-economic status. The trust recognises that everyone is different, valuing their unique contribution that individual experience, knowledge and skill can make in the delivering the goals and objectives of the organisation. The monitoring information is not used in the selection process and is not seen by those assessing the applications. However, this information is useful to the trust when looking at its diversity strategy.

20 Applying for the post To find out more please contact our consultants at GatenbySanderson; Emma Pickup on or Jack Dart on If you would like to apply for this position, please go to and submit your up to date Curriculum Vitae along with a supporting statement that addresses the criteria set out in the person specification, using examples to demonstrate how you meet the essential requirements. Please provide your home, work, mobile and contact details and let us know of any dates when you are not available or where you may have difficulty with the indicative timetable. You should also provide the names, positions, organisations and contact details for two referees, one of whom should be your current or most recent employer. If you do not wish us to approach your referees without your prior permission, please state this clearly. Once you have submitted your application, you will receive an automated e mail to confirm that you have applied. If you do not receive this , please make contact with GatenbySanderson. Longlisting will take place in the week commencing 21 November and longlisted candidates will be invited to a preliminary interview with GatenbySanderson in the week commencing 28 November. Shortlisting will be completed by the end of the week commencing 5 December. Shortlisted candidates will be informed as soon as possible after this if they have been selected for interview and the interview

21 details will be confirmed by . At the time of the formal interviews, as a source of external validation as part of the due diligence checks on candidates, the Nomination Committee will require either 2 references or 1 reference and an appraisal (in the case of serving NHS Chairs or Non-Executive Directors) for all short listed candidates. References will be sought in advance of the interviews so please ensure your referees are aware of this. Interviews will be held on Tuesday 20 th December. Exact times and venue will be confirmed. You will be asked to present at a focus group consisting of a group of Governors and other Stakeholders prior to the formal interview by the Nomination Committee to assess whether you can demonstrate the qualities and expertise specified. The Nominations Committee will recommend their preferred candidates to the Trust Governors who will make the final appointment. The successful candidates will be contacted by the Chair of the Trust, Mr Paul Connellan. Closing Date: Monday 21 November 2016 at 9am Preliminary interviews with GatenbySanderson: week commencing 28 November 2016 Final Interviews: Tuesday 20 th December 2016