The Board Skills Audit: Matrix allows the Trust to develop an overview of the balance and experience of the Board.

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1 Board of Directors Skills Audit The Board Skills Audit: Matrix allows the Trust to develop an overview of the balance and experience of the Board. The Skills Audit: Matrix is utilised to highlight gaps in the desired skills profile at Board level, and to influence the recruitment for positions to the Board. The Skills Audit: Matrix has assessed the Directors of the Board against a number of key themes and skill areas, as follows: Strategic Leadership and Impact and Influence Risk Management Financial Acumen Financial Qualification Public Policy Clinical and Health Qualification Legal Awareness Legal Qualification. In addition, the following desirable elements were also considered: Clinical/ Health Experience Corporate Communications and Media Commercial Focus Human Resource Management Areas such as corporate performance of each Board member are addressed during the annual appraisals conducted by the Chair. Page 1

2 Director Strategic Leadership Informed and sound judgment Ethics, integrity and accountability Impact and influence Risk management Financial qualification Financial acumen Public policy Track record and personal achievement Clinician: Clinical and Health Experience Non-Clinician: Health Experience Legal awareness Corp. Communications and Media Commercial Focus Human Resource Management Professional Qualification Business Qualification Sir Graham Meldrum Fellow, Inst. of Fire Engineers Companion, Doctorate [Honorary] BCU CIM John Lancaster Chartered Accountant Tony Yeaman Solicitor of Supreme Court MBA Tony Murrell Financial controller/director Tony Arrowsmith Fellow of Inst. Of practitioner in Advertising Diploma CAM Jacynth Ivey Reg. Nurse; Reg Midwife. Reg. Health Visitor PG Dip Collaborative Community Care Caroline Wigley CIPD BA Law Diploma in Coaching. Page 2 of 8

3 Director Strategic Leadership Informed and sound judgment Ethics, integrity and accountability Impact and influence Risk management Financial qualification Financial acumen Public policy Track record and personal achievement Clinician: Clinical and Health Experience Non-Clinician: Health Experience Legal awareness Corp. Communications and Media Commercial Focus Human Resource Management Professional Qualification Business Qualification Anthony Marsh Paramedic Science Doctorate [Honorary] MSc Strategic Leadership MBA Kim Nurse CIPD MBA MSc HRM Diane Scott Paramedic Science Dip HE Healthcare Mgt. BSc Health & Social Care. MSc Healthcare Gov. Mark Docherty Andy Carson Interim Director of Finance in post pending recruitment to the position Craig Cooke Murray MacGregor Registered Nurse ENB BSc. FRC General Practice MB ChB Paramedic Science BSc [Hons] MSc. in Healthcare Commissioning Page 3 of 8

4 Directors: Role Profile Introduction The Board is responsible for creating and delivering sustainable value in the provision of healthcare through the management of the Trust s business. It should, therefore, ensure that the Trust s way of operating is based on a sound set of common beliefs and also demonstrate commitment to those beliefs through its actions. It should determine the strategic direction of the Trust and the policies and objectives required to deliver such long term value. It should enhance this value within a framework of rewards, incentives and controls. The Board must ensure that management strikes an appropriate balance between promoting long term growth and delivering short term objectives. The Board is also responsible for ensuring that management maintain a system of internal control which provides assurance of effective and efficient operations, internal financial controls and compliance with law and regulation. In carrying out this responsibility, the Board must have regard to what is appropriate for the Trust s business and reputation, the materiality of the financial and other risks inherent in the business and the relative costs and benefits of implementing specific controls. The Board is also the decision making body for all other matters of such importance as to be of significance to the Trust as a whole because of their strategic and/or financial implications or consequences or for those concerned with the Trust s reputation. General to all Directors 1. Provide entrepreneurial leadership of the Trust, within a framework of prudent and effective controls which enable risk to be managed and assessed 2. Provide, through personal example and practice, individual and collective leadership to the work of the Trust 3. Contribute to the development of and approve the Trust s strategic aims, ensuring that the necessary financial and human resources are in place for the Trust to meet its objectives and review management performance 4. Ensure the delivery of the strategic and annual plans and results and objectives within the financial and other parameters set 5. Set the Trust s values and standards to ensure that its obligations to its stakeholders and others are understood and met, demonstrating those values and standards in all its actions 6. Demonstrate a commitment to corporate and collective responsibility, operating corporately to support Board decisions 7. Ensure the operation of the Trust is based on sound business processes and best practice and undertake training to develop a full understanding of the corporate role of Directors Page 4 of 8

5 8. Offer challenge and support to Executive and Non-Executive Board colleagues. The purpose being to strengthen the Board of Directors as a unitary board, and raise individual and collective performance. 9. Under English Law the key duties of Directors include (i) (ii) (iii) (iv) (v) (vi) Acting at all times in good faith and honesty, and in the Trust s best interests, and not for any ulterior purpose or to benefit themselves or others at the Trust s expense Avoiding a conflict of interest between their personal interests and their duties to the Trust Exercising reasonable skill and care in carrying out their duties commensurate with their knowledge and experience Having regard to the interests of employees; and Ensuring that the Trust does everything that is required of it by law and regulation e.g. by maintaining a system of effective internal control and ensuring the preparation of accounts which give a true and fair view of the state of affairs in the Trust at the end of each financial year. There is also a duty to comply with the obligations in terms of good character under the fit and proper person test as set out in the Health and Social Care Act 2008 (Regulated Activities) Regulations As well the fit and proper person requirements under the Trust s Licence conditions. Specific to Non-Executive Directors Non-Executive Directors bring an external perspective to Board discussions and have specific roles to play in the following: 10. Bringing an external perspective to the scrutiny of performance in meeting agreed goals, targets and objectives and monitoring the reporting of performance 11. Applying judgement to the business of the Board, using their knowledge of the Trust and their external experience and expertise for the benefit of the Trust. 12. Satisfying themselves on the integrity of financial and performance information and that financial controls and systems of risk management are robust and defensible 13. Determining the appropriate levels of remuneration for the Chief Executive and Executive Directors and having a prime role in appointing and, where necessary, removing the Chief Executive and Executive Directors and in succession planning for these positions 14. Complementing the experience and skills of the Executive Directors, in particular by bringing to bear a different range of knowledge, experience and insight from the private sector, other parts of the public sector and from the professions Page 5 of 8

6 15. Supporting the Chair in building a constructive and effective relationship with Governors In carrying out these duties, the Board endorses the view of the Higgs Report that the specific role of non-executive directors is (a) Constructively challenge and contribute to the development of strategy (b) Scrutinising the performance of management in meeting goals and standards, and monitoring the reporting of performance and service quality (c) Satisfying themselves that financial information is accurate and that internal systems and controls are robust and defensible (d) Satisfy themselves that the board acts in the best interest of the public and other stakeholders and is fully accountable for the services provided and the public funds used. Role Requirements 1. Time commitment; a Non-Executive Director will be expected to commit at least four days a month to the role, other roles on the Board such as Chair, Senior Independent Director and Chair of Audit Committee require greater time commitment. 2. Attendance; attendance at all Board and Board Committee meetings is expected unless exceptional circumstances prevail. Meetings will be arranged with sufficient notice to allow this 3. Independence; maintenance of own independence is expected, whilst operating corporately to support Board decisions 4. Conflict of Interest; takes all reasonable action to avoid potential conflicts of interest and discloses any that may arise. Key Competencies and Behaviours 5. Helps shape corporate strategy High performance indicators: Is well informed about the Trust and the external environment, bringing that knowledge to bear in the development of Trust strategy Raises relevant strategic issues influencing the shaping of Trust strategy Effectively contributes to the evolution of the corporate strategy and assists in its implementation through advice and counsel Uses relevant experience to add value to all strategic discussions. Page 6 of 8

7 6. Demonstrates independence of judgement High performance indicators Willing to stand up for and defend own beliefs and values in the face of opposition Able to challenge effectively outside own area of expertise Demonstrates the courage to take a stand and challenge others assumptions, beliefs or viewpoints as necessary for the good of the Trust. 7. Questions intelligently, debates constructively, challenges rigorously and decides dispassionately High performance indicators Asks searching questions which are focused on the key issues facing the Trust Willing to challenge openly and rigorously, without leading to unnecessary conflict Takes difficult decisions dispassionately whilst also being aware of the political implications Able to deal effectively with complexity and assimilates knowledge quickly. 8. Has the trust and respect of other members of the Board High performance indicators Immediately commands the respect of Board colleagues Comments and observations are valued by Executive Directors and management alike Is seen as even-handed in all dealings with the Board and management Supports executives in their leadership of the Trust whilst monitoring their conduct and performance. 9. Effective member of the Board team High performance indicators Demonstrates openness to being challenged on assumptions, beliefs, viewpoints and is willing to re-examine them in order to reach new conclusions Will participate in robust and rigorous debates and then work with peers to arrive at new solutions Page 7 of 8

8 Listens sensitively to the views of others, inside and outside the Board. 10. Uses networks of contacts effectively Is always alert to how network of contacts may be utilised for the benefit of the Trust. 11. Wider contribution to the work of the Trust Is able to make an effective contribution to the wider operation of the Trust through, for example, taking an interest in sponsoring a specific service or part of the Trust, chairmanship of committees and attendance at other events such as official openings, visits and hearings. Page 8 of 8

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