Chief Execu ve Candidate Informa on Pack March 2015

Transcription

1 Chief Execu ve Candidate Informa on Pack March 2015

2 Contents Introduc on from the Trust Chair Our Organisa on and the Local Area Key Facts and Figures The Role How to Apply

3 Introduc on from our Trust Chair Dear Candidate Thank you for your interest in this role. I hope you will find the enclosed informa on useful. This is a good me to join us. The Trust had, for some me, not been in a par cularly good place; there were long standing challenges needing careful and sustained a en on. But, in the last two to three years, fundamental changes have been implemented and sustained progress has been made. The founda ons have been laid, the trend lines are posi ve and the appe te is strong. We s ll need improvement; and we know it and want it. I have been in post just over a year. I have seen what the CQC assessment confirmed that our staff are a considerable asset; commi ed and hard working. We have a strong board and execu ve team in place, focused on leapfrogging the average. Our levels of engagement with the popula on we serve are high, and I am keen that the local health system as a whole aspires to help the communi es we serve become the healthiest half million people on the planet. As far as this ambi on is concerned, the health partners are making good progress on developing a shared model and a partnership approach. Our NHS Future Fit strategic plan is developing in ways which demonstrate real clinical leadership, and which are surfacing and addressing the big issues that previously held us back. An incoming Chief Execu ve will have the opportunity to build on these posi ves and to take us to where we want to be. This role offers you the opportunity to ensure the success of the organisa on and contribute to the success of the wider system. You will be part of a transforma on that will build responsiveness and flexibility into our approach. We will expect you to be a leader who takes people with you; authen c, credible, focused, with high levels of personal integrity. Our Values were dis lled from the views of our staff: we all of us expect to live them in all that we do. We will expect the same from you. And we want you to know or to get to know what is dis nc ve and extraordinary in the geography we serve. We think that our patch can do something special when it comes to turning a sickness system into a health system. We are looking for someone who really understands that ambi on, and can help make it happen. I very much look forward to hearing from you. Yours faithfully Peter Latchford Chair

4 About the Trust The Shrewsbury and Telford Hospital NHS Trust is the main provider of acute hospital services for around half a million people in Shropshire, Telford & Wrekin and mid Wales. Encompassing some of the most picturesque parts of England and Wales, the Trust s catchment stretches from the Cambrian Mountains in the west to Newport and the fringes of the Black Country in the east. The main towns include: Bridgnorth, Ludlow, Market Drayton, Oswestry, Shrewsbury and Whitchurch (in Shropshire); Newport, Telford and Wellington (in Telford & Wrekin); and Newtown and Welshpool (in Powys). Our main service loca ons are the Royal Shrewsbury Hospital (RSH) in Shrewsbury and the Princess Royal Hospital (PRH) in Telford, which together provide 99% of our ac vity including A&E, inpa ent, outpa ent and day case services across a number of special es. Both hospitals have undergone mul million pound developments in recent years, with a 25million Treatment Centre and 5million Lingen Davies Centre opening at RSH, while last year saw the opening of the 28million Shropshire Women and Children s Centre at PRH. Alongside our services at PRH and RSH we also provide community and outreach services such as: Consultant led outreach clinics (including the Wrekin Community Clinic at Euston House in Telford); Midwife led units at Ludlow, Bridgnorth and Oswestry; Renal dialysis outreach services at Ludlow Hospital; Community services including midwifery, audiology and therapies. We employ over 5,000 staff and hundreds of staff and students from other organisa ons also work in our hospitals. We benefit from 800 volunteers working for the Trust and for our main charitable partners (the Friends of the Princess Royal Hospital, the League of Friends of the Royal Shrewsbury Hospital and the Lingen Davies Cancer Appeal). With a turnover in the region of 314million in 2013/14 we saw 55,666 elec ve and day case spells, 46,050 non elec ve inpa ent spells, 6,547 maternity episodes, 355,799 consultant led outpa ent appointments and 106,186 accident and emergency a endances.

5 Living and Working in the Area The majority of our staff live within our main local catchment area of Shropshire, Telford & Wrekin and mid Wales. Between them these three areas offer a rich variety of places to live. Shropshire is the largest inland county in England. It is predominantly rural, with a varied landscape from the hills of south Shropshire and the borders to the lowlands around Shrewsbury and the Severn Valley. Nearly 290,000 people live in the county, in an area of over 3,000 square kilometres. The main popula on centre is Shrewsbury, located at the heart of the county, with a popula on of around 70,000. Shrewsbury is the county town, with a rac ve medieval and 18th Century streets and buildings. The county also has several smaller market towns including Oswestry (15,000), Bridgnorth (12,000), Market Drayton (10,000), Ludlow (10,000, top right) and Whitchurch (9,000). More informa on about the county is available from the Shropshire Council website ( and the Shropshire Tourism website ( Telford & Wrekin is a smaller, mainly urban borough. The majority of the borough s 160,000 people live in Telford, which comprises several older towns such as Wellington, Ironbridge and Oakengates alongside newer residen al areas. Telford is a major business centre. The borough also includes rural areas such as the Wrekin and the market town of Newport on the border with Staffordshire. More informa on about the borough is available from the Telford & Wrekin Council website ( and from the Shropshire Tourism website ( Powys is a large rural county in Wales. It is the most sparsely populated county in England and Wales, with the popula on of 130,000 spread between rural and remote areas and small market towns including Newtown (10,000) and Welshpool (6,000). The majority of our pa ents come from eastern Montgomeryshire in the north of the county, covering a popula on of around 50,000. Alongside drama c local scenery, such as Llyn Clywedog (bo om right) Montgomeryshire is also a gateway to Snowdonia in the north, the Brecon Beacons in the south and the Welsh coast. More informa on about the county is available from the Powys County Council website ( and from the Powys Tourism website (

6 Culture, Leisure and Family Life One of the main a rac ons of this area is the fantas c outdoor life, with opportuni es for walking, cycling, horse riding, camping, mountaineering, canoeing and sailing, gliding and other outdoor pursuits. Ready access to the Wrekin, the Shropshire Hills including the Long Mynd (top le ), upland Powys, the Severn and Wye valleys, Snowdonia, Shropshire Canals and meres, and the Welsh coast add to the wide range of ac vi es available. Wildlife highlights include the conserva on of Red Kites and Ospreys in western Montgomeryshire, and the county boasts one of the most varied geologies in the Bri sh Isles. There is a wealth of history with key a rac ons including the Roman city (and vineyard) at Wroxeter (centre le ), ruined Marches castles including Montgomery and Clun, the Ironbridge Gorge, Powis Castle and Wenlock Priory. Acton Burnell stakes a claim to have held the first English Parliament at which the Commons were truly represented, whilst Much Wenlock is not only a beau ful medieval town, but is also considered the birthplace of the modern Olympic Games. There is a strong commitment to sport in the area, with a wide range of organised sports and ac vi es including the famous World Bog Snorkelling Championships (bo om le ) as well as the annual Man vs. Horse race, while the area is home to the Na onal Sports Centre in Lilleshall. League football is played by Shrewsbury Town, while Welsh Premier League team The New Saints regularly qualify for European compeons. Cricket fans do not have far to travel to neighbouring Worcestershire for championship cricket, or to Edgbaston for interna onal compeon. Shrewsbury and Telford are both easily accessible from the na onal motorway network via the A5 dual carriageway and M54 motorway. The north of the county also has good road transport links to Merseyside and Greater Manchester. There are frequent rail services to Birmingham (including direct to Birmingham Interna onal Airport), Manchester and Wales. A direct service from Shrewsbury to London was recently reintroduced. The local area offers a wide range of housing to suit every need, from town centre flats to remote farmhouses and converted barns. Our two main hospitals are located in the two largest popula on centres but also offer easy commu ng to rural se ngs. State schools and high quality private schools are available close by. The area has a rich cultural life. High quality music and theatre performances are staged at the annual Ludlow Fes val, whilst the town also hosts an excellent annual Food Fes val. The interna onally renowned Hay Fes val takes place in neighbouring Powys, which is also home to the Gregynog Fes val which is the oldest extant classical music in Wales. On the border with Staffordshire, Weston Park is home to the annual V Fes val a rac ng some of the biggest names in rock and pop. Theatre Seven opened in Shrewsbury in 2009, broadening the choice available locally, whilst the town also hosts the world s longest running hor cultural show every summer. Telford is the birthplace of the Industrial Revolu on with many places of historic interest including the Ironbridge Gorge Museum. The centre of Birmingham is less than an hour away.

7 Educa on and Teaching There are thriving postgraduate centres at both hospitals. The Shropshire Conference Centre at RSH enhances the already excellent reputa on of the hospital for training junior staff, suppor ng seniors and con nued professional development. Alongside this, the Learning Centre at RSH and the Educa on Centre at PRH mean that a wide range of teaching can be accommodated. The postgraduate training programme is led by Mr Tom Crichlow, Director of Postgraduate Medical and Dental Educa on (Consultant Orthopaedic Surgeon) and Dr Russell Jones, Founda on Programme Director (Consultant Radiologist). We are an undergraduate teaching hospital through our partnership with Keele University, with approximately 100 undergraduate students based here. Last year Keele University s Medical School finished second in the league tables for student sa sfac on, with only Oxford s medical school rated higher, and fourth in the Guardian newspaper s university league table for medicine, with only Oxford, Cambridge and University College London finishing higher. The majority of consultants are involved with medical educa on. A substan al number have sessions seconded to the medical school and hold substan ve or honorary university tles. There is a Dean and Deputy based at the Trust who oversee the delivery of the undergraduate curriculum and manage the academic staff. Academic staff perform many of the central roles of the Medical School including par cipa on in admissions, examina ons, GMC inspec ons, formal review of health, conduct, and progress of students and membership of senior commi ees. There is a programme of faculty mee ngs and opportuni es for formal teaching training both at the Trust and at the main university campus. We are a very high recruiter to na onal trials and for many trials we are the highest recruiter in the region. Given the academic pedigree of consultants appointed here, research con nues to be an interest within departments and we look forward to developing further academic links to enhance our research pedigree. The undergraduate training programme is led by Dr John Jones, Director of Undergraduate Medical Educa on (Consultant Gastroenterologist). We also benefit from our educa on partnership with Staffordshire University, with on site facili es to support the training of our nursing, midwifery and allied health professional workforce. The Guardian s University Guide (2013) ranked the University s courses as 1st in England for nursing and paramedical programmes. This excellent result reflects the Na onal Student Survey where the eight main categories measured by the survey were rated above the na onal average by students.

8 Our Services Our main service loca ons are the Princess Royal Hospital (PRH) in Telford and the Royal Shrewsbury Hospital (RSH) in Shrewsbury, which together provide 99% of the Trust s ac vity. In addi on to this we also provide services such as consultant led outreach clinics at Wrekin Community Clinic in Telford, Robert Jones and Agnes Hunt Orthopaedic and District Hospital (RJAH) in Oswestry and Bridgnorth, Ludlow and Whitchurch community hospitals. We also provide midwife led units at Ludlow, Bridgnorth and RJAH. Princess Royal Hospital, Telford The Princess Royal Hospital (PRH, top le ) opened in It generally serves Telford & Wrekin and eastern Shropshire as well as being the Trust s main centre for inpa ent head and neck services (and currently hyper acute and acute stroke services on a temporary basis). PRH has approximately 285 acute adult inpa ent beds and 24 acute paediatric inpa ent beds in addi on to 24 surgical day case beds, a 20 sta on renal dialysis unit and a 12 bed midwife led unit. The hospital also includes a 10 bed private facility (the Apley Unit) and private outpa ent facility (the Apley Clinic). The hospital provides A&E, inpa ent, outpa ent and day case facili es. Services include general and acute medicine, inpa ent head & neck, cardiology, breast surgery, urology, cri cal care, trauma & orthopaedic services, paediatric services, emergency treatment and renal dialysis. PRH also provides day case treatment for general surgery, ophthalmology, haematology and oncology as well as midwife led maternity services. In September 2014, PRH became our main centre for inpa ent women and children s service when the 28 million Shropshire Women and Children s Centre opened (middle le ). Royal Shrewsbury Hospital, Shrewsbury The Royal Shrewsbury Hospital (RSH, bo om le ) opened in 1977 (although some services such as the maternity unit have been provided on the site since the 1960s). It generally serves Shrewsbury, western Shropshire and mid Wales as well as being the Trust s main centre for cancer services and acute surgery. RSH has approximately 370 acute adult inpa ent and 23 acute paediatric inpa ent beds in addi on to 30 surgical day case beds, a 16 sta on chemotherapy day centre, and 24 renal dialysis sta ons. The Royal Shrewsbury Hospital (RSH) provides A&E, inpa ent, outpa ent and day case services. Special es include general and acute medicine, cardiology, general surgery, colorectal and upper GI surgery, vascular surgery, urology, cri cal care, trauma & orthopaedic services, emergency treatment, oncology & haematology, renal and ophthalmology. It is also home to the Shropshire and Mid Wales Fer lity Centre. The 5m Lingen Davies Centre development opened in 2012, providing improved facili es for oncology and haematology pa ents. A new Surgical Assessment Unit and Surgical Short Stay Unit opened in July 2012 as part of the establishment of RSH as our main centre for inpa ent acute surgery. Since the opening of the Shropshire Women and Children s Centre at PRH in Telford, RSH has con nued to provide midwife led maternity services, outpa ent services and a children s assessment unit.

9 Our Strategy and Priori es Our central organising principle is Pu ng Pa ents First. Pu ng Pa ents First means giving the best pa ent experience we can, doing so safely and using the evidence of what works best to inform our prac ce. When we get it right for pa ents we do it right first me. Not only is this be er health care, it makes sense financially too. Not ge ng it right first me means spending longer pu ng things right that should have been right from the start. Pu ng Pa ents First means we use our resources more wisely so we can afford to do more. Pu ng Pa ents First makes us think about what really ma ers. We will make be er decisions about the future if we are guided by pu ng pa ents first. Our vision is to ensure that the interests of our pa ents, and providing the best possible care to them, are at the heart of everyone we do. To support us to deliver this we have developed our strategy based on five strategic priori es: Quality and Safety Healthcare Standards People and Innova on Community and Partnership, and Financial Strength During 2013 we worked with our staff and pa ents to develop a new framework of Values to drive our vision for integrated, pa ent centred care. These Values are: During 2014 we focused on embedding these Values throughout the employment cycle, using them to guide recruitment, recogni on and reward, and ensuring that they are at the heart of our pa ent and customer care culture throughout the organisa on.

10 Some Facts and Figures Our Staff At the end of 2013/14 our substan ve employed workforce was 5,513, which equated to 4,644 full me equivalent ( e). This included: 545 e doctors and den sts (11.7%) 1,370 e nursing and midwifery staff (29.5%) 603 e scien fic, technical and therapies staff (13.0%), 1,202 e other clinical staff (25.9%) 924 e non clinical staff (19.6%) In addi on to this the available workforce at year end included over 900 staff employed through the Trust s internal bank, in addi on to staff working within the Trust via external agencies. Expenditure on staff accounts for approximately 66% of expenditure. Our Finances The Trust s turnover in 2013/14 was million and we made a small surplus of 65,000. The Trust was able to achieve the surplus posi on as a consequence of delivering efficiency savings in year amoun ng to 13.6 million and through the receipt of transi onal funding support amoun ng to 4 million. The Trust took forward a recurrent deficit of 7.4 million into the 2014/15 financial year. Our Ac vity In terms of ac vity, in 2013/14 we saw: 55,666 elec ve & day case spells (4.6% increase) 46,050 non elec ve inpa ent spells (3.8% increase) 6,547 maternity spells (3.3% decrease) 355,799 consultant led outpa ent appointments (3.7% increase) 106,186 accident and emergency a endances (4.1% decrease) Our Communi es and Partnerships The majority of our pa ents and communi es live in three local authority areas: Shropshire Council (unitary county authority, Conserva ve led administra on) Telford & Wrekin Council (unitary borough authority, Labour led administra on) Powys County Council (unitary county authority, Independent led administra on) Local NHS commissioning organisa ons are coterminous with local authority boundaries: Shropshire Clinical Commissioning Group Telford & Wrekin Clinical Commissioning Group Powys Teaching Health Board Specialised commissioning is undertaken through NHS England (Shropshire and Staffordshire Area Team) and Welsh Health Specialised Services Commissioning. We work in partnership with a wide range of organisa ons for the delivery and planning of health services. The main statutory bodies include: Local Authori es (see above) NHS Commissioning Bodies (see above) Primary care services Other providers of health and care services for Shropshire, Telford & Wrekin and mid Wales: Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Founda on Trust Shropshire Community Health NHS Trust (community services) South Staffordshire and Shropshire Healthcare NHS Founda on Trust (specialist mental health and learning disabili es) Welsh Ambulance Services NHS Trust West Midlands Ambulance Service NHS Founda on Trust The main statutory bodies to represent the public interest in health services include: Health Overview and Scru ny Commi ees for Shropshire Council and Telford & Wrekin Council Local Healthwatch bodies for Shropshire and Telford & Wrekin Montgomeryshire Community Health Council

11 The role of Chief Execu ve and How to apply

12 Role Specifica on CHIEF EXECUTIVE Accountable to: Chair Job Purpose: To lead the Trust and to be personally accountable for ensuring the delivery of a high quality, costeffec ve service, responsive to the needs of those under the care of the Trust. To challenge, mo vate and empower staff to deliver improvements in quality in all areas of work. To develop the Trust s strategic and corporate objec ves in liaison with the Chair, Execu ve Team and senior staff for the approval of the Board. To ensure excellent performance in service delivery, including clinical outcomes for pa ents, and in financial ac vity. To ensure that a framework of effec ve controls is in place and rigorously applied, enabling risk to be assessed and managed. To develop the Trust s role as a key player in providing high quality health services in Shropshire, Telford & Wrekin and mid Wales and to guide the Trust in maximising its commercial opportuni es and strengthening its collabora ve partnership working. To ensure effec ve rela onships are maintained with all key stakeholders, in par cular Clinical Commissioning Groups, Local Health Boards, Trust Development Authority, Local Authori es, Voluntary Organisa ons, higher educa on, MPs and other service delivery partners. Key Quali es: To be honest and astute with integrity and poli cal awareness. To be commercially aware with a good understanding of the sector. To be an excellent communicator, persuasive, good at listening and connec ng. To encourage construc ve ques oning of the status quo. To consistently demonstrate exemplar leadership behaviours.

13 Role Specifica on (con nued) Principal Responsibili es: Leadership Lead the Execu ve Team in se ng the Trust s strategic aims, developing shared understanding and commitment to these aims, working with Board colleagues, managers and staff, partner organisa ons in the local health economy and with appropriate external organisa ons. Provide visible leadership that models exemplary behaviours of personal integrity and inspires and empowers staff, taking account of the Trust s mul site opera ons. Work with the Chair to ensure that the Board corporately maintains its capacity and is con nually developed in order to remain fit for purpose in the context of a changing NHS and wider health care environment. Develop further the engagement of stakeholders, including governors, commissioners, other healthcare providers, public, private and third sector partners and children and families to maximise the opportuni es for improved service delivery. Ensure that the Trust s strategy and vision is supported by a culture focused on developing the organisa on s managerial and clinical capability. Support a culture which promotes openness, accountability, involvement and equality of opportunity at all levels. Lead and ensure the development of a workforce that is able to deliver the Trust s strategy and improve the experience of pa ents and visitors by fostering a crea ve environment. Strategic Management Lead and develop the Trust s strategic direc on, iden fying key ac vi es for service improvement and business development. Develop and deliver the Trust s Business Plan and ensure that the objec ves are achieved through living the values. An cipate, review and evaluate opportuni es, threats and risks in conjunc on with the Board, implemen ng effec ve plans and ac ons. Understand, assess and manage strategic, reputa onal and opera onal risks and produce, review and revise the Trust s business plan to ensure it is geared to achieving its vision and strategy. Ensure that the Trust con nues with a programme of improved quality and efficient and effec ve working, delivering transforma onal change within the organisa on. Financial Management Responsible for se ng and ensuring the Trust achieves its financial targets on an annual basis and at all mes rigorously maintain financial probity. Ensure financial viability in all ac vi es, compliance with all statutory and regulatory requirements and standards that reflect strong corporate governance. Ensure the Trust s statutory responsibili es are delivered and that systems are in place to maintain effec ve control. Carry out the du es of the Trust Accountable Officer and execute the responsibili es of this role as defined by the Trust s Standing Orders and Standing Financial Instruc ons.

14 Role Specifica on (con nued) Principal Responsibili es (con nued): Opera onal and Performance Management Responsible for ensuring that there are robust systems of internal control that support the achievement of the Trust's policies, aims and objec ves, whilst safeguarding public funds and the Trust s assets. This will include ensuring that appropriate mechanisms are in place to assess and manage risk. Determine key performance indicators and measures, ensuring that sufficient and appropriate informa on is available to aid decision making and performance management at all levels within the Trust. Review performance against plan on a regular basis ensuring that appropriate ac on is taken where necessary. Set objec ves for the Execu ve Team, monitoring performance through an effec ve performance management process. Corporate and Clinical Governance Ensure that there are appropriate and effec ve systems in place to achieve compliance with the requirements of clinical governance and the achievement of high quality and safe standards of care, including infec on control. Responsible for the health and safety of staff, pa ents, users and members of the public as defined in the HSE Guidance for Directors. Iden fy, review and implement approaches to ensure the Trust con nues to be successful as a more independent provider market develops and ensure that corporate and clinical governance standards are maintained in an evolving environment in which the Trust becomes the provider of choice for its popula on. Ensure there is an effec ve risk management system in place in which pa ent safety is paramount. Establish assurance mechanisms and ensure the organisa on con nuously monitors and improves standards of pa ent care, learning and developing in response to pa ent feedback, complaints and claims. Ensure that standards set by external regulators and other relevant bodies are implemented, and in par cular the Code of Prac ce for Health Care Associated Infec ons (the Hygiene Code). Ensure that the Board is given the advice and informa on necessary to perform its du es and work with the Chair to ensure the business of the Board is properly conducted. Understand and advise the Board on the legal posi on in rela on to all key aspects of the business, financial assets, people, IT and intellectual property.

15 Role Specifica on (con nued) Principal Responsibili es (con nued): Rela onships Build and develop exis ng partnerships and joint working with key stakeholders and other agencies locally, na onally and interna onally, influencing and nego a ng at the highest levels. Establish effec ve working rela onships with key agencies and current and poten al stakeholders and partners at all levels. Ensure pa ent and family involvement as far as prac cally possible in all ac vi es of the Trust designed to develop and improve healthcare services. Promote and maintain posi ve and produc ve working rela onships with recognised trade unions, professional bodies and staff representa ves. Promote public understanding of the Trust s values, objec ves, policies and services. Ensure high quality, open and effec ve communica on throughout the Trust. General Responsibili es Ensure confiden ality: The postholder must maintain confiden ality, security and integrity of informa on rela ng to pa ents, staff and other Heath Service business. Health and Safety: All staff must be familiar with Sec on 2 of the Health & Safety Policy: Organisa on for Health and Safety. Risk Management: All staff need a basic working knowledge of risk management to enable them to par cipate in iden fica on and control of all business risks that they encounter in their area of work. Equal Opportuni es: The Trust has a clear commitment to equal opportuni es and it is the duty of every employee to comply with the detail and the spirit of the policy. Conflict of Interest: The Trust is responsible for ensuring that the service provided for pa ents in its care meets the highest standard. Equally, the Trust is responsible for ensuring that staff do not abuse their official posi on for personal gain or to benefit their family or friends. The Trust s Standing Orders require any officer to declare any interest, direct or indirect with contracts involving the Trust. Staff are not allowed to further their private interests in the course of their NHS du es. Working Time Regula ons: The Working Time Regula ons 1998 require that you should not work more than an average of 48hours in each week. For example, in a 26 week period you should work no more than 1,248 hours. This job descrip on reflects the present requirements and objec ves of this post. As the du es of the post change and develop, the job descrip on will be reviewed and will be subject to amendment, in consulta on with the post holder

16 Role Specifica on (con nued) Reward Package Salary The Trust is determined to recruit an excep onal candidate and a compeve reward package will be available for this post. The salary for the post will be set by the Trust Remunera on Commi ee. Pension The person appointed will automa cally become a member of the NHS pension scheme unless he/she chooses to opt out and make his/her own pension arrangements. This is a final salary pension scheme. Office Base The Shrewsbury and Telford Hospital NHS Trust Royal Shrewsbury Hospital Stre on House My on Oak Road Shrewsbury SY3 8XQ Note: The Trust operates on a mul site basis and the office base may change to take account of the leadership and management requirements of the Trust.

17 Role Specifica on (con nued) Person Specifica on CHIEF EXECUTIVE Qualifica ons Essen al Degree level or equivalent professional qualifica on. Demonstrable record of con nuing professional development. Desirable Masters Degree level or equivalent professional qualifica on. Experience Essen al Chief Execu ve / very senior board level experience in the NHS or another large complex organisa on with external influences and decisions. Senior level experience of driving change including cultural transforma on. Extensive experience of working with clinicians/experts to develop a vision and strategy. Senior level experience of successfully leading people by empowering and developing. A track record of crea ng success through working in collabora ve partnerships. Experience of delivering a quality service within a limited budget. High degree of poli cal sensi vity and experience of dealing with a range of complex issues within a demanding stakeholder environment. Experience of developing founda ons for long term sustainability. A demonstrable commitment to partnership working to ensure collabora on. Desirable Experience of senior leadership in a Founda on Trust. Commercial acumen. Knowledge and Skills Essen al A well developed understanding of the NHS, the UK health market and its future. Sound knowledge of corporate governance. Sound knowledge of risk management. Strong financial management skills and understanding. Ability to assess and analyse complex data and financial informa on. Ability to deliver successful performance management. Excep onal communica on and influencing skills with the ability to mo vate teams and gain consensus at all levels of the organisa on. Ability to lead and co ordinate business development processes. Excellent strategic management, leadership and nego a ng skills. Highly developed poli cal skills. Personal a ributes Essen al Enabling and empowering leader, who goes the extra mile, and gets out to get to know staff and the issues they face. Resilience and ability to operate effec vely in a challenging environment. Strategic influencing skills. An excellent coach, who a racts and develops talent. Ability to develop effec ve rela onships with a range of stakeholders internally and externally. Ability to cope with rapid and sustained change and compe ng demands. A passion for delivering results. An innova ve thinker, who challenges the norm. A focus on achievement through organisa onal development. Straigh orward, with integrity and poli cal awareness. Passionate about pa ent care and staff well being, and keen to see the job through.

18 The Applica on and Selec on Process The selec on and assessment for this post is led by Professor Peter Latchford, Trust Chair, supported by Harvey Nash. The Harvey Nash team is led by Frank McKenna, Director, Healthcare Prac ce. An assessment day is scheduled for the week beginning 4 May 2015, in Shrewsbury. This will include a Values based interview, stakeholder engagement and panel interview. Candidates wishing to apply should submit: A CV which should also include the names and contact details of two referees. (The choice of referees will be for you to determine but it is strongly recommended that one should be your current employer and the other a senior stakeholder with direct understanding of your current leadership role and work). A short suppor ng statement, of no more than two sides of A4, answering the ques on: What can I offer to The Shrewsbury and Telford Hospital NHS Trust? NEXT STEPS: The closing date for applica ons is noon on 2 April Applica ons should be submi ed via the Harvey Nash microsite for the role. The NHS is an equal opportuni es employer. The NHS aims to be a modern and equitable employer. We recognise and encourage the poten al of a diverse workforce, posi vely welcome all applica ons and appoint on merit.

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