SOMERSET PARTNERSHIP NHS FOUNDATION TRUST CHAIRMAN S APPRAISAL FOR 2014/15 AND OBJECTIVES FOR 2015/16 1. PURPOSE 1.1 To provide the Council of Governors with feedback on the 2014/15 Chairman s appraisal and objectives for 2015/16. 2. BACKGROUND 2.1 The Chairman s appraisal process and objectives for 2014/15 were approved at the Council of Governors meeting held on 9 September 2014. 3. APPRAISAL PROCESS 3.1 The Chairman s appraisal process for 2014/15 followed a similar format to the appraisal process used in previous years and which has been approved by the Council of Governors. 3.2 The 360 degree feedback process sought the views on the Chairman s performance against each of the objectives from a number of stakeholders including: all Board members on an individual basis; all Governors (in place during 2014/15). 3.3 Performance was assessed using a scoring system of one to five with one being Poor and five being Exemplary. Directors and Governors were also given the opportunity to provide comments on the Chairman s overall performance. 3.4 The 360 degree feedback process was carried out between 29 May 2015 and 28 June 2015 and the scores against each of the objectives were discussed by the Chairman of the Nominations and Remuneration Committee, the Senior Independent Director and the Lead Governor on 7 July 2015. 360 degree feedback 3.5 Feedback was received from 11 Board members and 23 Governors and indicated that overall performance during 2014/15 had been good especially in view of the many challenges the Trust has faced. September 2015 Council of Governors - 1 -
3.6 The 360 degree feedback was discussed as part of the Chairman s appraisal meeting. Appraisal meeting 3.7 The Chairman s appraisal meeting was conducted on 15 July 2015 by David Allen, Chairman of the Nominations and Remuneration Committee, and Roger Powell, Senior Independent Director. Sheila Harvey, Lead Governor, attended the meeting as an observer. 3.8 The Nominations and Remuneration Committee discussed the summary of the appraisal meeting and concluded that the Chairman s performance during 2014/15 had been excellent. 3.9 The Chairman confirmed at the appraisal meeting that he continued to meet the Care Quality Commission s Fit and Proper Persons requirements and that he would confirm this in writing by signing the annual self declaration. The signed self declaration has been received. 4. OBJECTIVES FOR 2014/15 4.1 The draft objectives for 2015/16 are attached for approval. 5. CHAIRMAN APPRAISAL PROCESS FOR 2014/15 5.1 The Nominations and Remuneration Committee concluded that the appraisal process had been effective. However, feedback from Governors indicated that there was a need to review the appraisal process for 2015/16 as Governors had felt unable to provide feedback on performance against the wider Trust objectives. The Nominations and Remuneration Committee will be considering the appraisal process for 2015/16 and present a recommendation to the February 2016 Council of Governors meeting. 6. RECOMMENDATION 6.1 The Nominations and Remuneration Committee recommends that the Council of Governors: note the outcome of the appraisal process; approve the Chairman s draft objectives for 2015/16. DAVID ALLEN Chairman of the Nominations and Remuneration Committee September 2015 Council of Governors - 2 -
CHAIRMAN S OBJECTIVES 2015/16 The Partnership is working to a five-year strategy which looks to: put patients and carers first; maintain and improve the quality and safety of all services; achieve greater efficiencies in order to meet demanding financial targets; ensure the long-term sustainability of the Trust by winning new business and entering into mergers or acquisitions where appropriate, provided that the overriding purpose is always to improve patient care. 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, will aim to address the following: 1. The Board and The Council of Governors Ensure that the Board and Council of Governors are competent, cohesive, well-motivated and focussed on the challenges ahead: 1.1. Introduce new systems of appraisal for both the Board and Council of Governors and use these tools to set a benchmark to measure progress in future years. 1.2. Arrange a facilitated programme to encourage open and frank discussions across the Board in a collegiate atmosphere. 2. Board Capability Ensure that the Board is capable of meeting its obligations and safeguarding the reputation of Somerset Partnership as a provider of quality services. 2.1. Lead the recruitment of a new Director of Workforce and Organisational Development who is: a. able to work with the Director of Nursing and the Medical Director to positively address the recruitment challenges in respect of health professionals and reduce staff turnover (vacancy rates and staff turnover from 2015 to be used as a benchmark for future progress); b. able to work with the Chief Executive to address cultural issues in the Trust. The benchmark to be used to measure progress being the October 2015 staff survey and another more appropriate tool to be identified. 2.2. To lead the recruitment of a new Chief Executive with the skills to a. maintain and where possible improve the standard of care achieved by the Trust; b. improve the culture of the Trust (the benchmark to be used to measure progress being the October 2015 staff survey and another more appropriate tool to be identified); c. move the Trust towards financial sustainability (measured by increased turnover and/or growth in surplus); September 2015 Council of Governors - 3 -
d. build relationships with the CCG, County Council and neighbouring Trusts and work towards more integrated service delivery; e. have the stature to occupy a position of leadership in the local health community and assist the Trust to take the lead in health delivery under COBIC. 2.3. The SID retires from the Board in May 2016. Lead the recruitment and induction of a new NED to take his place and appoint a new SID after consultation with the CoG. 2.4. Continue to work with the Chair of F&P to embed planning into the meetings of that committee. 2.5. Work with the Chief Executive to ensure planning capacity at the Board is maintained and if necessary improved. 2.6. Work with the Chief Executive to ensure business development capacity at the Board is maintained and if necessary improved. 3. Council of Governors Capability Ensure the Council of Governors is better able to exercise its democratic role in representing the needs of the population covered by the Trust. 3.1. The Lead Governor retires in May 2016. Work with the Governors to ensure they choose a new Lead in whom they have confidence, and support the appointee in understanding and taking on that role. 3.2. Explore opportunities for using social media, etc. to help the Public Governors communicate with their constituencies. 3.3. Continue to build a good relationship with staff governors and help them better to gather the views of staff. 3.4. Work with the Strategy and Planning Group to build on its role and standing amongst the CoG in order to assist the CoG in understanding the sustainability issue and assessing decisions on significant transactions. 4. Finance and sustainability Ensure the Partnership is focused on meeting its financial targets for 2015/16 and delivering services which meet the needs of the population as agreed with the commissioners. 4.1. Ensure Board focus remains on progress with IP2. 4.2. Continue dialogue with the Chair of the CCG and Chairs of neighbouring Trusts to ensure the demands of the commissioners are realistic and achievable. 4.3. Ensure that a Business Development Strategy is produced for the Trust that is consistent with the aspirations of the 5-year strategy and the changing commissioning landscape. 4.4. Continue to press for the acquirement of new business and mergers or acquisitions in line with the Business Development Strategy that will make the Trust more cost-effective and sustainable. September 2015 Council of Governors - 4 -
4.5. Move the Trust towards financial sustainability (measured by increased turnover or growth in surplus) 4.6. Encourage the Trust to establish a leadership role within the COBIC model. However, the key target is to ensure that COBIC works in the interest of the local community even if at the expense of the Trust. 5. Finance and sustainability Ensure the Partnership is focused on meeting its financial targets for 2015/16 and delivering services which meet the needs of the population as agreed with the commissioners. 5.1. Ensure Board focus remains on progress with IP2. 5.2. Continue dialogue with the Chair of the CCG and Chairs of neighbouring Trusts to ensure the demands of the commissioners are realistic and achievable. 5.3. Ensure that a Business Development Strategy is produced for the Trust that is consistent with the aspirations of the 5-year strategy and the changing commissioning landscape. 5.4. Continue to press for the acquirement of new business and mergers or acquisitions in line with the Business Development Strategy that will make the Trust more cost-effective and sustainable. 5.5. Move the Trust towards financial sustainability (measured by increased turnover or growth in surplus) 5.6. Encourage the Trust to establish a leadership role within the COBIC model. However, the key target is to ensure that COBIC works in the interest of the local community even if at the expense of the Trust. 6. Communications Ensure that the Trust s strategy is understood and effectively communicated at all levels. 6.1. Put in place better lines of communication with stakeholders. 6.2. Brief new MPs on the role of the Trust and ensure they remain informed about key issues. September 2015 Council of Governors - 5 -