Non-executive Director. Candidate brief. Closing date: 24 th October 2013 at noon

Transcription

1 Non-executive Director Candidate brief Closing date: 24 th October 2013 at noon

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3 Dear Candidate Non-executive director at UCLH Thank you for your interest in this crucial role. I wanted to take this opportunity to tell you more about UCLH and how as one of six non-executives you will share responsibility with the other board directors for the success of the Trust. As one of the first foundation trusts to be authorised, UCLH is known as one of the top performing hospitals in the country, at the leading edge of research and clinical care. With our vision to provide top-quality patient care, excellent education and world class research, our work as a founder member of UCLPartners firmly places UCLH in one of the top academic health science networks. Financial pressures on the NHS continue to be felt at all levels. We have delivered increasingly challenging efficiency and productivity savings, but need to do more. Through our quality, efficiency and productivity (QEP) programme we are thinking about innovative ways to improve care and have treated more patients during the year while maintaining the same levels of satisfaction. Led by the chief nurse and with the support of UCLH Charity we are part way through a campaign to transform the patient experience. Our aim is to provide the best experience possible for every patient and staff member, at every interaction, every day. Our numerous initiatives to improve experience, including for example; a patient welcome pack with the necessary items to make a stay in hospital more comfortable, are helping to deliver this ambition. Our strategy for the future concentrates on three clinical service priorities including specialising in the treatment of cancer. Last year, we opened the new Cancer Centre and together with The Christie Hospital recently won a bid to develop one of two Proton Beam Therapy Centres in the UK. We are also working with commissioners to improve the clinical outcomes and overall quality of care in cancer services, and in cardiovascular care, for the population of central and north east London. We believe that these developments come together to deliver a step change in the patient experience. To deliver our strategy we expect to be developing a number of projects many of which will require review by the Investment Committee prior to Board discussion. I very much hope that you feel excited by the challenges that lie ahead and would like to join our Board. If you are interested in the position and would like an informal discussion about the role, please contact Jeannette Field, my PA, on Yours sincerely Richard Murley Chairman 3

4 Contents Application Information.. 5 About the Trust.. 6 Role Summary including person specification 8 Terms and Conditions 10 Investment Committee Terms of Reference..12 4

5 Application Information The successful candidate for this post will join the UCLH Board of Directors It is anticipated the candidate will chair the Investment Committee of the Board; terms of reference of the committee are attached at the end of this pack. Tenure of office and time commitment The Governing Body determines the length of appointments, which will be for an initial period of three years and may be renewable for a second term. Candidates will be expected to devote approximately 3 days per month to the role. Remuneration Remuneration is 13, a year. In addition reasonable travel and subsistence expenses will be reimbursed. Application process Candidates wishing to apply should submit: - A detailed CV including the names and contact details of two referees (maximum 3 pages) - A personal statement which addresses how they meet the criteria set out in the person specification of no more than 2 sides of A4 in length Candidates must also complete a declaration form and equality monitoring form both of which have been sent with this pack. Applications and completed forms should be ed to viv.walton@dearden.co.uk or sent to the address on the back of the pack. Applications must be received by 24 th October 2013 at noon. All applications will be acknowledged by . Candidates will be shortlisted subject to confirmation that they are eligible to apply for the position. A selection panel made up of the Chairman, governors and non-executive directors will shortlist and interview selected candidates. Your CV and personal statement will be reviewed. The panel will select the candidates who best demonstrate that they meet the essential criteria of the person specification (see below). If there is a strong field of candidates the panel may then look at who in addition, meets any of the desirable criteria. We will advise you if you have been shortlisted by phone or (in the first instance) and also by letter of invitation for interview. If you are not shortlisted or are unsuccessful at interview we will notify you by a letter advising from whom you may seek feedback. The interview for shortlisted candidates will be held on 21 st or 22 nd November. If you cannot attend for interview on the date offered then an alternative date can only be offered at the discretion of the panel chair. The Governing Body makes the appointment. It will meet on Tuesday 26 th November to consider a recommendation from the panel. All interviewed candidates will be advised of the outcome by Thursday 28 th November. The successful candidate will be invited to take up the position from January 2014 or later by agreement with the Chairman. For information regarding the process contact viv.walton@dearden.co.uk 5

6 About the Trust University College London Hospitals NHS Foundation Trust (UCLH) is one of the most complicated and best performing NHS trusts in the UK, serving a large and diverse population. It has played a leading role in the reform of the NHS, and in 2004, was one of the first trusts to achieve foundation trust status. Our vision is to deliver top-quality patient care, excellent education and world class research. We achieve our vision through our values and annual objectives. Our values (below) guide everything we do: - We put your safety and wellbeing above everything - We offer you the kindness we would want for a loved one - We achieve through teamwork - We strive to keep improving University College Hospital (UCH) incorporating the Elizabeth Garrett Anderson Wing is the focal point of the Trust alongside the following specialist hospitals, all in central London: - University College Hospital Macmillan Cancer Centre (Cancer Centre) - Royal National Throat, Nose and Ear Hospital (RNTNEH) - Royal London Hospital for Integrated Medicine (RLHIM) - National Hospital for Neurology and Neurosurgery (NHNN) - Hospital for Tropical Diseases - Heart Hospital - Eastman Dental Hospital The provision of high quality specialist services, which attract patients from all over the UK, is balanced with that of highly rated services including accident and emergency, general medical and surgical services delivered to the people who live, work and visit central London. UCLH has a turnover of around 840 million and in 2012/13 had service contracts with more than 70 commissioning bodies. Our combined staff of over 7000 treated close to 150,000 inpatients or day cases and 870,000 outpatients. 120,000 patients also attended A&E. The Trust is closely associated with University College London (UCL), London s global, multi-faculty university, and has good links with London South Bank and City universities, and Kings College, London, which offer training and education for the doctors, nurses, midwives and associated healthcare professionals of tomorrow. In 2008, a new academic health science partnership, UCLPartners (UCLP) was formed. It brings together seven of the UK s medical research centres and hospitals and supports over 100,000 clinicians and academics located within the partnership. By pooling expertise, UCLP promises to bring enormous benefits to patients by delivering translational research from bench to bedside more rapidly than ever before. Last year we opened the Cancer Centre, in partnership with Macmillan Cancer Support, and with the support of UCLH Charity opened the Cotton Rooms, a patient hotel. The Cancer Centre offers some of the most advanced cancer services in the UK; the Cotton Rooms offer free comfortable accommodation for some of our patients and their close relatives who live further afield and need to be close to UCH. Also, the RNTNEH transferred from the Royal Free London to UCLH; this will enable UCLH to become a specialist centre in head and neck cancer services. 6

7 In 2012/13, UCLH met its challenging national performance targets except for a small excess of cases of infection with Clostridium difficile. Reducing hospital acquired infections remains a very high priority for UCLH and its patients alongside eliminating pressure ulcers and medication errors. We agreed our priorities for 2013/14 with the governors including focusing on improving the quality and efficiency of services and enhancing patient experience. We have also set out our long term strategy to be world class in neuroscience and cancer and, with an investment of 250m by the Government, have been chosen to develop one of two proton beam therapy centres in the UK. Governance of the Trust The Board of Directors is made up of fifteen statutory members including the Chairman and Chief Executive. It is collectively responsible for the strategic direction, for all aspects of performance including financial and for the overall running and general success of the organisation. The Governing Body (UCLH s council of governors) comprises four public members, 13 patient members and six staff members all elected from the Trust s membership alongside 10 representatives from local partner organisations. It holds the non-executive directors individually and collectively to account for the performance of the Board. The responsibilities of the Governing Body are defined in our Constitution and include amongst other things, appointing the non-executive directors. Both the Board and the Governing Body are chaired by the Trust Chairman which enables clear communication between both bodies. UCLH has a growing membership (c.17000) of London residents, patients and staff who are responsible for electing 23 of the governors to the Governing Body. The Executive Board (EB) is chaired by Chief Executive and comprises four medical directors and three corporate directors (Deputy CEO, Finance Director and Chief Nurse). Other senior staff attend the EB including the Workforce Director and the Directors of Planning and Performance, Strategic Development, QEP, and Corporate Services. The Trust has a clinical service management model for the delivery of its day-to-day operations. Three of the medical directors manage clinical boards which comprise the clinical divisions. - Medicine Board: Includes the divisions of clinical support, critical care, emergency services, infection, medical specialties and pathology. - Specialist Hospitals Board: Includes the Eastman Dental Hospital, Heart Hospital, paediatrics, Queen Square (NHNN & RLHIM), RNTNEH, and women s health divisions. - Surgery and Cancer Board: Includes the cancer, Gastrointestinal, imaging, surgical specialties, and theatres and anaesthetics divisions. Further information about UCLH, its strategic direction and hospitals can be found at Other useful documents including the Code of Governance, Risk Assessment Framework, and Your statutory duties: A reference Guide for NHS foundation trust governors can be found on Monitor s website 7

8 UCLH - Non-executive director role Role Summary Non-executive directors make an important contribution to the effective running of the Trust. Their role is to provide effective oversight of the agreed Trust plan in pursuit of its vision to provide top-quality care, excellent education and world class research. Nonexecutive directors should help develop strategy and scrutinise performance and satisfy themselves as to the integrity of clinical, financial and other information presented to them. In carrying out that role, non-executive directors must promote an ethical climate, encouraging the highest standards of corporate governance to ensure compliance with statutory obligations. A non-executive director is an ambassador for the Trust and will have a key role providing leadership inside UCLH. Role specification To ensure the Trust promotes high quality care and shows a genuine interest in patients, the local community and the NHS; a) To take corporate and personal responsibility as a Board member; b) To support the Chairman, Chief Executive and executive directors in the leadership of UCLH including to promote the Trust s values; c) To contribute to the development of strategy ensuring the necessary resources are in place to meet Trust objectives; d) To scrutinise thoroughly and regularly review performance against agreed goals and objectives; e) To offer constructive challenge to the executive members of the Board whilst respecting executive responsibility; f) To ensure strategies and actions approved by the Board are implemented effectively by the management team; g) To share responsibility for communicating decisions of the Board; h) To be a member of, and in some cases chair, at least one Board committee; i) To develop an understanding of the external environment in which the Trust operates; j) To promote equality of opportunity and recognise diversity when dealing with patients, staff and stakeholders; k) To strengthen and maintain engagement with the community, patients and stakeholders and represent the Trust externally; l) To establish and develop a constructive relationship with Governors and the Governing Body, having due regard to their opinions, as appropriate; m) To determine the levels of remuneration for the executive directors, be responsible for the appointment of the Chief Executive, and have a role in the appointment of other executives; and n) To develop and refresh knowledge and skills. 8

9 Person specification It is anticipated the post holder will chair the Investment Committee (see page 12 for terms of reference); candidates must therefore be able to demonstrate that they have the qualities, skills and experience to meet the essential criteria below, be confident in a senior Board environment and in their ability to constructively challenge and probe investment proposals. Essential criteria 1. Proven senior management/board level experience with a strong understanding of corporate governance and financial, risk and performance management; 2. Proven strategic decision making skills and a record of achievement in a large and complex organisation; 3. The ability to consider, absorb and interpret complex data and information to reach informed and impartial judgements; 4. Awareness of healthcare issues, including the needs of patients and the community which UCLH serves, and a personal commitment to NHS values; 5. Highly developed interpersonal and communication skills with the ability to work in a constructive way and listen sensitively to the views of others; and 6. A clear understanding of the responsibilities of a non-executive director. Desirable criteria 7. Previous experience of having worked in an organisation that is customer focussed, and delivers high quality and efficient services which meet the demands of the client; and 8. Strong external networks relevant to UCLH. Your personal statement should address each and every one of these criteria, illustrating clearly how you meet them using examples. Previous Experience There are a range of different sectors from which candidates will be able to draw on the full breadth of their experience to contribute to the success of the UCLH Board for example, a senior financial director or general manager in a private, public or voluntary sector organisation or an individual with a background in commercial or financial professional services. Eligibility To be eligible for the role you must be a public or patient member of UCLH or live in London or have been a patient of UCLH within the past three years. (See the declaration form). Diversity and equality of opportunity We are committed to equality of opportunity for all and our appointments are made on merit. We particularly want to hear from black and minority ethnic backgrounds because of under-representation on the Board. This role is not intended to be exhaustive. There will be other accountabilities not specified here that would be expected from a non-executive director 9

10 Terms and Conditions Basis for appointment Non-executive directors hold office under the Constitution of UCLH. The Governing Body make the appointment. Your appointment will be for an initial period of three years, unless otherwise terminated earlier, by and at the discretion of either party upon three months notice. The Governing Body may renew your appointment for a second term subject to continuing satisfactory performance and the needs of UCLH. All appointments are subject to a maximum term of seven years. If during your period of directorship you are appointed as Trust Chair your tenure as a non-executive director will be terminated. The post is a public appointment and not a job and is therefore not subject to the provisions of employment law except where discrimination is alleged. It is subject to satisfactory references and we will carry out a bankruptcy and criminal records check. Performance review The Chairman will review your performance annually. In the event of a non-executive director s performance not being acceptable the Governing Body can terminate the appointment. Remuneration Remuneration is approved by the Governing Body. Remuneration will be reviewed annually. The current remuneration is a year. Remuneration is taxable under schedule E and subject to Class I National Insurance Contributions. It is not pensionable. In addition, reasonable travel and subsistence expenses incurred necessarily on Trust business can be reimbursed where properly documented evidence is presented. Conflicts of Interest It is accepted that a non-executive director may well have external interests and will declare any conflicts of interest in respect of relevant business interests or other appointments or connections with commercial, local authority, voluntary or NHS bodies. The Standing Orders of the Board of Directors require a non-executive director to make a declaration on appointment, annually, and at any time during the execution of UCLH business where a conflict arises that is relevant or material or could be perceived to be so. The register of interests is published annually. Governance matters A non-executive director is required to subscribe to the NHS FT Code of Governance and to comply with the UCLH Constitution as approved by the UCLH Board and Governing Body. A non-executive director is required to declare immediately to the Chairman if they are ever arrested or cautioned and required to declare if they have any pending prosecutions or convictions (excluding speeding or parking fines) and any cautions, or if they have ever been arrested. Failure to disclose any of these facts may result in termination of your contract by the Governing Body. All information a non-executive director acquires during their appointment must remain confidential to UCLH and must not be released, either during appointment or following termination (by whatever means), to any unauthorised person or persons. 10

11 Role and responsibilities The specific requirements of the role are set out in the role specification received on application. Non-executive directors have the same general legal responsibilities as any other director. In addition to those responsibilities, a non-executive director may be invited to chair a committee of the Board and be asked to chair Consultant Appointment Panels. You will be expected to attend at least one Board committee. The Trust will indemnify you against personal liabilities which may occur in certain circumstances whilst carrying out your duties. Time commitment and location You will be expected to devote approximately 3 days per month to your Board responsibilities which will include some time during the working day and in the evening. The Trust will provide a tailored induction; it will include site visits and meetings with senior management. UCLH Trust Headquarters is at 2 nd Floor Central, 250 Euston Road, London NW1 2PG. Termination of contract Paragraph 9.10 of the Constitution sets out the circumstances that disqualify an individual from holding a directorship, should any of these circumstances become applicable to the position holder their appointment will be terminated. 11

12 Investment Committee - Terms of reference Objectives The Investment Committee (Committee) will be responsible for advising the Board of Directors on investment planning, appraisal and monitoring. The following investment decisions shall be subject to review by the Committee: All capital schemes (including leased assets) with an investment value in excess of 1m; All business case proposals with a cost implication in excess of 5m over five years; All proposed asset disposals where the value of the asset exceeds 1m. In addition, the Committee shall: Take lead responsibility on behalf of the Board for the review of long-term investment strategy (including the financial and economic aspects of the estate strategy as proposed by the Executive Board). Review the annual capital investment plan prepared by the Executive Board prior to its consideration by the Board of Directors. Set a framework and relevant criteria for evaluating capital investment proposals, including expected rates of return, payback, risk factors, strategic fit, value for money and affordability. Consider proposals from the Executive Board on behalf of individual scheme managers for additional resources for existing schemes if these proposals require more than 100k or 10% of scheme value Review any post-implementation investment audits performed by other subcommittees of the Board. Membership & Attendance at Meetings The Committee will comprise two Non-executive members of the Board of Directors (including the Committee Chair) and the Finance Director. The Chair of the Committee will be appointed by the Chair of the Board of Directors. Other Executive or Non-executive Directors or other members of staff may be invited to attend for specific agenda items as appropriate. In particular it is anticipated that the Chief Executive and the Director of Capital Investment will be major contributors to the work of the Committee and will normally be invited to attend its meetings. The Committee is authorised to seek any information it requires from any employee and to obtain professional advice where it considers appropriate. Quorum A quorum shall comprise a minimum of one Non-executive Director (including the Chair) and the Finance Director (or the finance director s nominated representative). 12

13 Frequency and Form of Meetings Meetings will normally be held bi-monthly, but ad-hoc meetings may be arranged to discuss specific issues at short notice, although as investment decisions and evaluation are part of a longer-term investment cycle, such ad hoc meetings should be infrequent and exceptional. Agenda and Reporting Procedure The Agenda items will be agreed by the Chair of the Committee in consultation with the Finance Director. The Secretary shall circulate a set of the agenda papers (and subsequently minutes) for each meeting of the Committee to all members of the Committee and, for information, to the Chair of the Board of Directors and the Chief Executive. A report of the meeting together with any recommendations will be considered by the Board of Directors at the following meeting of the Board of Directors. The Committee will ensure that discussions which are relevant to the work of the Finance and Contracting Committee or the Audit Committee are brought to their attention. Terms of Reference approved by the Board Terms of Reference reviewed Terms of reference due for review in 2013 March 2009 March 2011 no changes made 13

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