mid and south essex university hospitals · mid essex hospital services nhs trust, basildon and...

Mid and South Essex University Hospitals

Non-Executive Directors x 4

Candidate Information Pack

December 2019

Mid and South Essex University Hospitals Group Non-Executive Directors December 2019

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Contents

Advert ...................................................................................................................................................................... 3

About us................................................................................................................................................................... 5

Organisational Structure ......................................................................................................................................... 7

Our Strategic Objectives ........................................................................................................................................ 10

Our Approach ........................................................................................................................................................ 11

Role Description .................................................................................................................................................... 13

Person Specification .............................................................................................................................................. 18

How to Apply and Timetable ................................................................................................................................. 19

Equality & Diversity monitoring ............................................................................................................................ 20


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Advert

Mid and South Essex University Hospitals Non-Executive Directors x 4 £15,000 for up to 3.5 / 4 days per month Essex Mid Essex Hospital Services NHS Trust, Basildon and Thurrock University Hospitals NHS Foundation Trust and Southend University Hospital NHS Foundation Trust want to transform care for patients across Mid and South Essex. This is an exciting time for our group of hospitals as we progress towards a formal merger to create a new, single organisation in 2020 that will deliver patient centred care and experience across our sites.

The new organisation will operate from the existing sites, employ c14,000 staff and generate turnover in excess of c£945m. We have the opportunity to define and implement new clinical service models, whilst transforming our corporate and clinical support services for the benefit of patients. In pursuit of this goal, the Council of Governors seeks to appoint four new non-executive directors who will work as part of a unitary board, to provide appropriate oversight, governance and leadership to the Trust in the pursuit of its strategies to provide effective and high quality healthcare services.

Working alongside other non-executives, the Chair of the Trust and, the executive directors as equal members of the unitary Board, you can use your skills, knowledge and expertise to direct the work of the newly formed Trust. You will have an important part to play in forging strong links with the Council of Governors as the Council will be responsible for holding the non-executive directors to account both individually and collectively for the performance of the Board. You may also have the opportunity to chair a sub-committee of the Board, subject to your area of expertise.

The Council of Governors aim to appoint the new Shadow Board to be operational from February 2020, with a view to the new organisation being fully constituted in April 2020.

As a non-executive director, you will:

• Work as part of a unitary board, assist in developing its new vision, strategy and clear objectives which sets the direction and delivers clear organisational purpose and performance to exceed statutory and local standards.

• Have responsibility for strategic, financial, clinical and operational oversight the organisation through the board and its board committees.

• Scrutinise the performance of management in meeting agreed goals and objectives and monitor the Trust’s performance, providing support and advice appropriately.

• Act as an ambassador, building strong partnerships with patients and public, all staff, key partners and regulators.

• Observe the Secretary of State’s policies and priorities, including the personal behaviours, values, technical competence and business practices.

We are particularly keen to talk to candidates offering substantial board level senior leadership experience. This will have been gained through a varied executive career, ideally in a similarly large and complex organisation in either the public or private sectors, combined with sound experience of serving as a non-executive or chair of an NHS organisation - ideally within the acute sector. We seek candidates from a range of professional backgrounds offering backgrounds from any of the following areas:


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• Finance (CCAB / CIMA qualified

accountant), Audit, Commercial • Legal/ corporate governance • Organisational Development/Workforce • Clinical – experience of clinical leadership

at a strategic level

• Digital Transformation and Innovation/Information Governance

• Business Transformation of complex multi-site organisations

• Estates Management

We welcome candidates from diverse backgrounds who can apply their experience from different sectors, as well as from the health service, to this demanding role.

For further information, details on how to apply and eligibility criteria, please visit www.veredus.co.uk using reference 931300 and read the information pack, or for an informal discussion, please contact our retained consultant, Simon Potts on 07889 736 071 Email: [email protected] or, Reece D’Alanno on 07711 779022 Email: Reece.D'[email protected]

Closing date is 3rd January 2020. Interviews to be held on 31st January 2020.

http://www.veredus.co.uk/

mailto:[email protected]

mailto:Reece.D'[email protected]


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About us

Mid and South Essex health and social care organisations serve a population of around 1.2 million people. Within the health system currently, there are three acute hospitals trusts including Basildon & Thurrock University Hospitals NHS Foundation Trust, Mid Essex Hospitals NHS Trust and Southend University Hospital NHS Foundation Trust with a combined income of c£945 million. Recognising that greater collaboration across this part of Essex is required to solve long standing financial, quality and operational challenges, agreement was reached in a number of stages since 2017 to work in an increasingly collaborative way between the Trusts to undertake the reconfiguration of clinical services, supported by an “in common” governance and leadership structure. Since early 2017 we have benefitted from a single executive team across the three organisations. Since January 2019, all of our Trust Boards and our committees meet “in common” only as a matter of course.

In January 2018, the Trust Boards with support from commissioners and from our regulators including NHS Improvement, to pursue a merger of the three organisations. Subject to regulatory approval, we will merge in April 2020 to become Mid & South Essex University Hospitals – a new single organisation, having university teaching and NHS foundation trust status. The new organisation presents an ideal opportunity for you to take a leading and influential role both internally and externally within a health and social care system comprising:

FACTS USEFUL LINKS

Population: 1.2 million people

3 Local Authorities:

Essex;

Southend;

Thurrock

https://www.essex.gov.uk/

https://www.southend.gov.uk/

https://www.thurrock.gov.uk/

5 CCGs

Mid Essex CCG, Population: 373k, Health and care income: £693m

Basildon & Brentwood CCG, Population: 269k, Health and care income: £513m

Thurrock CCG, Population: 169k, Health and care income: £317m

Southend CCG, Population: 184k, Health and care income: £363m

Castle Point & Rochford CCG, Population: 179k, Health and care income: £347m

https://midessexccg.nhs.uk/

https://basildonandbrentwoodccg.nhs.uk/

https://www.thurrockccg.nhs.uk/

https://southendccg.nhs.uk/

https://castlepointandrochfordccg.nhs.uk/

https://www.essex.gov.uk/

https://www.southend.gov.uk/

https://www.thurrock.gov.uk/

https://midessexccg.nhs.uk/

https://basildonandbrentwoodccg.nhs.uk/

https://www.thurrockccg.nhs.uk/

https://southendccg.nhs.uk/

https://castlepointandrochfordccg.nhs.uk/


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3 acute trusts moving to a single organisation

Mid Essex Hospital Services NHS Trust

Basildon and Thurrock University Hospitals NHS Foundation Trust

Southend University Hospital NHS Foundation Trust

https://www.meht.nhs.uk/ http://www.basildonandthurrock.nhs.uk/

http://www.southend.nhs.uk/

2 community/mental health providers:

Essex Partnership University NHS Foundation Trust

NELFT NHS Foundation Trust

https://eput.nhs.uk/

https://www.nelft.nhs.uk/

System health deficit 17/18: £99.2m

http://www.nhsmidandsouthessex.co.uk/

https://www.meht.nhs.uk/

http://www.basildonandthurrock.nhs.uk/

http://www.southend.nhs.uk/

https://eput.nhs.uk/

https://www.nelft.nhs.uk/

http://www.nhsmidandsouthessex.co.uk/


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Organisational Structure


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Our Strategic Objectives

1. Objective 1 – Be a single, well-led, high performing and innovative organisation which joins up care for the people we serve;

2. Objective 2 – Deliver high quality, safe and responsive services shaped by best practice and our local communities;

3. Objective 3 – Be an employer of choice for a supported, engaged and high performing workforce; 4. Objective 4 – Be effective and efficient with all our resources, creating an organisation that residents

and staff can rely on for the long-term.

In turn these strategic objectives can be translated into core brand values that can be used to ensure the way we talk and present ourselves; these are:

Ambitious

We are ambitious and work together to change and improve our services to improve health and wellbeing for our communities. We embrace the new.

Safe and secure

Safety and security under-pins everything we do. We trust each other.

Professional

We take a professional approach to everything we do and, are committed to high standards. We know what we’re doing.

Essex and community

We celebrate our communities and our differences. Our diversity makes us stronger. We work together.


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Our Approach

• We are patient-focused, skilled and compassionate clinicians leading services, with professional operational and strategic management support.

• We are working across sites and helping other see how this can be done, so we understand the right issues and work smoothly across boundaries.

• Our clinically-led teams are provided with the right information about the quality and value of their services across the Hospital sites regularly for appropriate oversight and decision-making, allowing best patient outcomes.

• We all understand for each service or group of services the operating model in place, how the governance functions, and who does what.


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NON-EXECUTIVE DIRECTORS MID AND SOUTH ESSEX UNIVERSITY

HOSPITALS

ROLE PROFILE


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Role Description

Post title: Non-executive Directors (NEDs) x 4

Accountable to: Trust Chair and Council of Governors

Location: Mid and South Essex Hospitals

Salary: £15,000 pa

Term of Office: 3 years initial fixed term. Terms can be extended for a second term of 3 years subject to satisfactory annual performance appraisal and the approval of the Council of Governors

Time Commitment: 20 hours per month approx.

Liaises with: Board members, non-executive directors, executive directors, governors, senior managers, Trust staff, service users, carers and the public, other NHS Board members and staff Skills Required – from

Any of the following: Finance/Audit/Commercial including at least one qualified accountant

Legal/Corporate Governance

Organisational Development/Workforce

Clinical – experience of clinical leadership at a strategic level

Digital Transformation and Innovation/Information Governance

Business Transformation of complex multi-site organisations

Estates Management

OVERALL PURPOSE

Non-Executive Directors are members of the Board of Directors (“the Board”) and as part of a unitary Board they carry equal responsibility to that of the Executive Directors for the success of the Trust. They are responsible for providing appropriate oversight, governance and leadership to the Trust in the pursuit of its strategies, to provide effective and high quality healthcare services.

Non-Executive Directors should scrutinise the performance of management in meeting agreed goals and objectives and monitor the Trust’s performance, providing support and advice where required. They should satisfy themselves as to the integrity of financial, clinical and other information, and that financial and clinical quality controls and systems of risk management are robust. They are responsible for determining the appropriate levels of remuneration of Executive Directors and have a prime role in appointing and, where necessary, removing Executive Directors, and in succession planning.

As members of the Board, Non-Executive Directors must commit to working to, and encouraging within the Trust; the highest standards of probity, integrity and governance and ensure that these conform to best practice and statutory requirements.


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A non-executive director will work alongside other non-executives, the Chair of the Trust, and the executive directors as equal members of the Board of Directors (part of the unitary Board). They will be expected to use their skills, knowledge and expertise to direct the work of the Trust. Non-executive directors will also be expected to forge strong links with the Council of Governors as the Council will be responsible for holding the non-executive directors to account both individually and collectively for the performance of the Board.

Non-executive directors may also chair selected sub-committees of the Board of Directors in accordance with the Standing Orders, Standing Financial Instructions and the Scheme of Delegation.

The Board of Directors is collectively responsible for the delivery of services and for directing and supervising the affairs of the Mid and South Essex University Hospitals Trust.

As we head towards merger we want to build on our existing successes and be recognised as one of the best trusts in the NHS. You will use your skills and experience to contribute to making this a reality. This includes ensuring:

• We continually develop the quality of service to service users; • We continually progress towards clinical excellence; • That national standards for the delivery of services are met; • The Trust has robust and effective systems and processes for all aspects of governance; and • The Trust continues to be a going concern by, for example, maintaining financial viability and

using resources effectively within appropriate financial controls.

Directors must also demonstrate high standards of corporate and personal conduct and the non-executive directors will bring independent and objective judgement to bear on issues of strategy, performance and resources.

Non-executive directors of an NHS Foundation Trust hold office under the Constitution of the Trust, which must comply with the NHS Act 2006, as amended by the Health and Social Care Act 2012 (and any future amendments), and will share responsibility with the Chair of the Trust and other directors of the Trust for the success of the organisation using the available resources to deliver healthcare and improve the health of local people.

MAIN DUTIES AND RESPONSIBILITIES

STRATEGY

• Work with fellow directors as part of a unitary Board to set the Trust’s strategic aims, ensuring that the necessary financial, commercial, service and workforce plans are in place for the Trust to meet its objectives, and that performance is effectively monitored and reviewed

• Provide independent judgement and advice on issues of strategy, vision, performance, resources and standards of conduct and constructively challenge, influence and help the Board of Directors develop proposals on such strategies


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• Work with fellow directors as part of a unitary Board to provide innovative leadership to the Trust within a framework of prudent and effective controls, which enable risk to be assessed and managed

• Work with fellow directors as part of a unitary Board to set and uphold the Trust’s values and standards and ensure that its obligations to its stakeholders and the wider community and taxpayers are understood and fairly balanced at all times

• Executive Director Development

• As a member of the Board’s committees, appoint, support, encourage, remove, senior executives

• Contribute to the determination of appropriate levels of remuneration for executive directors

GOVERNANCE

• In accordance with agreed Board procedures, monitor the performance and conduct of management in meeting agreed goals and objectives and statutory responsibilities, including the preparation of annual reports and annual accounts and other statutory duties

• Obtain assurance that financial and other performance information is accurate and that financial and other controls and risk management systems are robust and defensible

• Commit to working to and encouraging within the Trust the highest standards of probity, integrity and governance and contribute to ensuring that the Trust’s internal governance arrangements confirm with best practice and statutory requirements

• Scrutinise the performance of management in meeting agreed goals and objectives

• Chair (or participate) in committees established by the Board of Directors to exercise delegated responsibility

• Obtain assurance that the Trust has appropriate processes and procedures to deliver high standards of professional, clinical, administrative and personal behaviour across the trust

• Be aware of and understand relevant regulatory and central government policies

• Provide assurance to the Council of Governors (by whatever means may be determined) as to how the non-executive directors (both individually and collectively) have held the executive directors to account for the performance of the Board

• Participate in ‘walkabouts’ and other processes of engagement with staff and patients to help identify issues and provide assurance about the effectiveness of the Board’s leadership of the Trust

• To act as a Trustee of the charitable funds

• One of the independent non-executive directors will also be appointed as the Senior Independent Director; and

• The role of Deputy Chair is a developmental role and would be undertaken by a non-executive director appointed to this role as ratified by the Council of Governors, for a period which would be agreed by the Council of Governors.


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COMMUNICATIONS AND RELATIONSHIPS

• Bring independent judgement and experience based on commercial, financial, legal or governance expertise from outside the trust and apply this to the benefit of the Trust, its stakeholders and its wider community;

• Engage positively and collaboratively in Board discussion of agenda items and act as an ambassador for the Trust in engagement with stakeholders including the local community, dealing with the media when appropriate;

• Act as an ambassador to the Trust with external stakeholders;

• Uphold the values of the Trust, be an appropriate role model, and as a member of a unitary Board ensure that the Board promotes equality and diversity for all its service users, carers, governors, staff and other stakeholders; and

• Set an example on all policies and procedures designed to ensure equality of employment. Staff, service users, carers, governors and members of the public must be treated equally irrespective of any protected characteristic.

BOARD ACTIVITIES

• Participate fully and collaboratively in the work of the Board, taking responsibility for building constructive relationships with fellow Board members.

• In addition to Board meetings, attend and Chair Board committee meetings and other meetings of the main Board, as allocated by the Trust Chair.

• Participate fully in Board Induction and any training that is provided for Board members.

• Participate fully in the individual appraisal process and any Board performance appraisal as determined by the Chair, and undertake any training or development activity identified as a result.

• Assist and support the Senior Independent Director with the annual performance evaluation of the Chair, in line with the process agreed by the Council of Governors, reporting back to the Council of Governors.

• Support the Chair in ensuring effective working relationships between the Board and the Council of Governors, and have due regard of the opinions of the Governors.

EDUCATION

• Identify own training and development needs and undertake appropriate training / education as required

• Participate in an annual individual performance review process where objectives will be agreed, performance monitored and personal development needs discussed

• Attend all statutory and compulsory training as determined appropriate for NEDs as and when required


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• Act responsibly in respect of colleague’s health, safety and welfare following safe work practices and complying the Trust’s Health and Safety Polices

• Adhere to all Trust policies as applicable to the role of NEDs.

DISCLOSURE AND BARING SERVICE (DBS) CHECK

Non-executive directors may occasionally have access to children and vulnerable adults through their work for the Trust. To safeguard service users by identifying unsuitable candidates any appointment will be dependent upon the satisfactory completion of a standard disclosure through DBS. Checks will be carried out by the Trust after appointment and before the individual takes up full duties. There will be a requirement to join the DBS update service. FIT AND PROPER PERSON REQUIREMENTS

All organisations regulated by the Care Quality Commission need to ensure that successful candidates meet the Fit and Proper Persons Requirement (Regulation 5 of the Health and Social Care Act 2008 (Regulated Activities) Regulations 2014). This means that the care provider must not appoint a director unless:

• The individual is of good character

• The individual has the qualifications, competence, skills and experience which are necessary for the relevant office or position or the work for which they are employed or appointed

• The individual is able by reason of their health, after reasonable adjustments are made, to properly perform tasks which are intrinsic to the office or position for which they are appointed or to the work for which they are employed

• The individual has not been responsible for, been privy to, contributed to or facilitated any serious

misconduct or mismanagement (whether lawful or not) in the course of carrying on a regulated activity or providing a service elsewhere which, if provided in England, would be a regulated activity

• None of the grounds of unfitness specified in Part 1 or Schedule 4 apply to the individual (e.g.

bankruptcy, sequestration and insolvency, appearing on barred lists and being prohibited from holding directorships under other laws).

Good character is measured by the criteria set out in Part 2 of Schedule 4 of the Regulations:

• Whether the person has been convicted in the UK of any offence or been convicted elsewhere of any offence which if committed in any part of the UK would constitute an offence

• Whether a person has been erased, removed or struck off a register maintained by a regulator of a

health or social work professional body. This Trust will carry out appropriate checks to ensure that NEDs are on appointment and continue to be ‘fit and proper’ in accordance with the CQC regulation.


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Person Specification Key skill, knowledge or competency area Essential Desirable Method of

assessment At least two years’ experience of working at Board level or equivalent in a complex, changing organisation.

Application

Relevant NHS experience Application / interview

Ability to read and critically appraise complex board papers. Application / interview

Experience of change management / improvement methodology.

Application / interview

Able to be independent in judgement and character and to challenge appropriately.


Understanding of the components of a complex organisation and the processes of planning, financial control, performance management and assurance that deliver its objectives.


Excellent diplomatic, interpersonal and communication skills, with the ability to engage a wide-ranging audience and network effectively with a variety of organisations/individuals within and outside the NHS.


Passionate about health care; achieving the best for service users; having a ‘customer focus’ with regard to patient experience and involvement.


Commitment to areas of service user and staff diversity; human resources and workforce development recruitment and retention strategies; reputation management and service user safety and recovery.


Commitment to NHS values. Application / interview

Good understanding of corporate responsibility


Politically astute, with the ability to grasp relevant issues think creatively and understand relationships between interested parties.

Interview

Sound knowledge of and commitment to corporate governance.


Strong business and financial acumen.


Must meet the Fit and Proper Person requirements as set out in the Constitution, Provider Licence and the CQC regulations.

Background checks / interview

Evidence of availability and commitment to personal development.


Eligible to be a member of the Trust. Application Flexibility regarding time commitment and the ability to travel.

Application

Awareness and understanding of the requirements of the NHS system


A strong personal commitment to public service values (Nolan Principles) of accountability, probity, openness and equality of opportunity.


Clear understanding of the legal duties, liabilities and responsibilities of Non-executive Directors.


Evidence of continuing professional/personal development. Application


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How to Apply and Timetable

All applications will be acknowledged. Candidates are encouraged to submit their applications as soon as possible; preliminary interviews will begin as soon as expressions of interest begin to be received. The latest dates for applications is 3rd January 2020 but if you have missed this date, please contact Veredus, as it may be possible to consider late applications.

Element Date

Closing date 3rd January 2020

Preliminary Interviews On going

Shortlist meeting 17th January 2020

Final selection interview 31st January 2020

Long listed candidates will be invited to preliminary interview with Veredus at our London Office. Please note you will be asked to bring to your preliminary interview: evidence of your identity; right to work; and original certificates relating to any qualification that you reference in your CV, and to complete a form enabling us to check these at source.

To apply, please send:

• A full CV which demonstrates your ability to meet the criteria contained in the person specification; • A short (no more than 2 pages) supporting statement highlighting your motivation for the role of Non-

Executive Director for the Mid and South Essex University Hospitals Group and how your experience matches the requirements of the position;

• Names, positions, organisations and telephone contact numbers and email addresses for at least two business referees. If you do not wish referees to be approached without permission, please indicate this.

Finally, please ensure you include your telephone contact numbers and email address, as well as any dates when you will not be available.

Applications should be emailed to [email protected] quoting ref 931300.

If you have any queries on any aspect of the appointment process, need additional information or wish to have an informal and confidential discussion, please contact our advising consultants Veredus:

Simon Potts on 07889 736 071 or [email protected] Reece D’Alanno on 07711 779 022 or Reece.D'[email protected]



mailto:Reece.D'[email protected]


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Equality & Diversity monitoring

You are invited and encouraged to complete the Equality and Diversity Monitoring Form which can be found by accessing this link. This will help our client to follow the recommendations of the Equality and Human Rights Commission, that employers should monitor selection decisions to assess whether equality of opportunity is being achieved. Veredus is accredited by the Investors in Diversity and the information collected is important to us as a means to ensuring continued best practice in the promotion of diversity. The information on the form will be treated as confidential, and used for statistical purposes. The form will not be treated as part of your application.

https://forms.office.com/Pages/ResponsePage.aspx?id=g63aHu-yPUiB8SxIaC9A7PkZZr2j89VBkUR-U6jv6zJUN1g0N0FZN0g4T0s2WVhQUE9aSlM0Q0pYVy4u

mid and south essex university hospitals · mid essex hospital services nhs trust, basildon and...

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