SOMERSET PARTNERSHIP NHS FOUNDATION TRUST 2013/14 CHAIRMAN S APPRAISAL

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1 J SOMERSET PARTNERSHIP NHS FOUNDATION TRUST 2013/14 CHAIRMAN S APPRAISAL 1. PURPOSE 1.1 To ask the Council of Governors to approve the Chairman s appraisal process. 2. BACKGROUND 2.1 The Chairman appraisal process was approved at the May 2012 Council of Governors meeting (attached). The appraisal took the form of a self assessment against the agreed objectives, 360 degree feedback from both Board members and Governors and a formal appraisal meeting conducted by the Senior Independent Director and the Chairman of the Nominations and Remuneration Committee. 2.2 The Monitor Your Statutory Duties A Reference guide for NHS Foundation Trust Governors sets out: the Senior Independent Director would be expected to lead the actual appraisal (although one of more Governors may also play a significant role) and confirm to the Governors whether, following formal performance evaluation, the performance of the Chairman continues to be effective and demonstrates commitment to the role. The focus of the Chairman s appraisal will be on his performance as Chairman of the Board of Directors. Since the primary aim of the Chairman s work will be to lead the Directors in executing the Trust s forward plan, the appraisal should carefully consider the Chairman s performance against pre-defined objectives supporting that aim. The fact that focus will on his performance as Chairman of the Board of Directors does not mean that appraising the Chairman s performance as the Chairman of the Council of Governors is not a highly relevant part of the appraisal. The process should evaluate all relevant performance issues including those relating to the Council of Governors but these should not be the main issues for consideration in relation to reappointment of the Chairman, in their capacity as a Non-Executive Director. Where a Trust has already developed its own processes for evaluating the Chairman, the Council of Governors should periodically review the effectiveness of the process. Chairman s 2013/14 Appraisal Process February 2014 Council of Governors - 1 -

2 J /12 APPRAISAL PROCESS 3.1 The Chairman s appraisal process for 2011/12 (no appraisal process was carried out for 2012/13 due to the change in Chairman) was based on a 360 degree feedback process. Performance was assessed using a scoring system of one to five with one being Poor and five being Exemplary, with a free text box for further comments. Directors and Governors were also given the opportunity to provide comments on the Chairman s overall performance. Feedback was received from 11 Board members and 24 Governors /14 APPRAISAL PROCESS 4.1 The Chairman s objectives for 2013/14 were discussed at a meeting involving the Chairman, the Senior Independent Director and the Lead Governor held on 6 August 2013 and subsequently agreed by the Nominations and Remuneration Committee and by the Council of Governors at its November 2013 meeting. 4.2 The Nominations and Remuneration Committee has reviewed the appraisal process and the effectiveness of the process at its meeting held on 22 January 2014 and concluded that the process is effective and appropriate. 4.3 The 2013/14 appraisal form template is attached for information. 5. RECOMMENDATION 5.1 The Council of Governors is asked to approve the 2013/14 Chairman s appraisal process.. NICK MOORE Chairman of the Nominations and Remuneration Committee Chairman s 2013/14 Appraisal Process February 2014 Council of Governors - 2 -

3 NOMINATIONS AND REMUNERATION COMMITTEE THE APPRAISAL PROCESS 1: THE CHAIRMAN As Governors of the Trust we have a duty to take the lead on determining the process for evaluating the Chairman. The process as set out below was approved at the May 2012 Council of Governors meeting. Broad principles We should be guided by three broad principles: The appraisal should be based on reliable evidence provided by those best able to assess the Chairman s performance. These include the members of the Board, both executive and nonexecutive, along with the Governors. The performance of the Chairman should be appraised against two things: performance as Chairman of the Board of Directors as well as the specific objectives that have been agreed for the year in question. While respecting the individuals confidentiality, the appraisal should be as open and transparent as possible. The Board and the Council of Governors The Chairman has two distinct roles. They serve as the Chairman of the Board and as the Chairman of the Council of Governors. In view of this, it seems sensible to distinguish between these two roles when undertaking the appraisal. Collecting the evidence To ensure a high response rate, a separate questionnaire has been developed for 360 degree feedback from Board members and Governors. To ensure compliance, the Senior Independent Director will collect the returns from all members of the Board, executive and nonexecutive, chasing up non-respondents as necessary. Similarly, the Lead Governor will perform the same function for Governors. Respondents should be assured that their responses will be treated in strictest confidence. In addition to individual responses from executive and non-executive directors Monitor has stated in its Code of Governance that non

4 executive directors should meet once a year to discuss the Chairman s performance. The Senior Independent Director should convene such a meeting before the directors make their individual assessments. Collating the responses To provide a check against bias, intentional or unintentional, the Senior Independent Director and the Lead Governor should come together with the Chairman of the Nominations and Remuneration Committee to collate the responses, to analyse them and then to produce a summarised synthesis. The appraisal interview The synthesis can form the basis for discussion in an interview between the three committee members and the Chairman. Communicating the results The synthesis, and the response from the Chairman, should then be reviewed by the full Committee and feedback provided to the Council of Governors

5 SOMERSET PARTNERSHIP NHS FOUNDATION TRUST CHAIRMAN S APPRAISAL 2013/14 Please assess the performance of the Chairman on a scale of 1 to 5 where 1 is poor and 5 is exemplary. Substantiate your score with evidence. Corporate objectives The NHS has entered a period of radical change and Somerset Partnership must adapt to this new environment. Budgets will inevitably tighten and population change will see us having to support an ageing population. In addition, the Trust will face competition not only from NHS bodies and the not-for-profit sector but also from the private sector. As NHS Constitution lead, the Chairman will ensure that the Trust s legal obligations are met and, through leadership of the Board and Council of Governors, that: 1. The Board and Council of Governors are competent, cohesive, well-motivated and focussed on the challenges ahead. Score 2. The Board is capable of meeting its obligations and safeguarding the reputation of Somerset Partnership as a provider of quality services

6 3. The Partnership is capable of meeting its financial targets for 2013/14 and delivering services which meet the needs of the population as agreed with the commissioners. Specific objectives for 2013/14 4. Be responsible for ensuring that the Council of Governors and Board of Directors work together constructively and are effective in their roles, and for introducing an annual evaluation process. 5. Ensure that the Board continues to develop its vision, clarify its values and set out clear objectives to meet the challenges ahead and that it has approved a new corporate strategy by the end of December

7 6. Hold the Chief Executive to account for the delivery of the strategy and ensure that Board Committees that support accountability and governance are properly constituted and effective. 7. Provide visible leadership in developing a positive culture for the organisation, including encouraging openness, candour and staff empowerment at all levels, identifying targets for improvement based on the staff attitude survey. 8. Lead and support a constructive dynamic within the Board so as to enable a free exchange of ideas and create a supportive environment in which all members can contribute and challenge each other and be challenged, finding it a positive experience

8 9. Ensure that the Executive Directors understand the requirement to provide accurate, timely, clear and concise information to the Board of Directors and Council of Governors, introducing a streamlined process that optimises how this information is produced and disseminated. 10. Play a key role as an ambassador, building strong partnerships and ensuring effective and open communication with patients, carers, members, staff, partner organisations and other groups. 11. Play a leadership role in building Board capacity and capability, ensuring that the Board of Directors has the right balance and diversity of skills, knowledge and perspective. 12. Agree objectives with the Chief Executive and each of the Non-Executive Directors against which their 2013/14 appraisals will be conducted

9 13. Ensure that the development programme for the Council of Governors continues so that they are capable of fully discharging their responsibilities and that they can add value and are valued. Overall performance Finally, please give your assessment of the Chairman s overall performance in his role. Please complete this form, adding any additional comments you feel are required on a separate sheet and return it to Roger Powell, Senior Independent Director, by (to be inserted). All responses will be handled in strictest confidence. Name Date

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