Would you like to support the delivery of the best possible health and well-being outcomes for the people of Lancashire, South Cumbria, and the Fylde Coast? Then consider joining us on the Board of Blackpool Teaching Hospitals NHS Foundation Trust as a Non-Executive Director.
Blackpool Teaching Hospitals NHS Foundation Trust is situated on the West Coast of Lancashire and provides a comprehensive range of health and care services to the residents and visitors to the region. The Trust is a specialist in tertiary care for cardiac and haematology services and delivers a range of acute and community health services. We also host the National Artificial Eye Service, providing services across England.
We serve a population of around 1.6 million and an estimated 18 million visitors to the seaside town of Blackpool. We employ over 8,000 staff and our turnover is the region of £665 million.
Working towards exceptional standards of health and care across the local population, we work in close partnership with health and care partners. As part of the Lancashire and South Cumbria Integrated Care Partnership, we collaboratively strive to improve health and care for people living in the area.
Despite challenges, the Trust is in an exciting position, working towards its ambitious vision to be high-performing organisation, operating as part of an integrated care system that provides high-quality, safe, and effective care across its communities.
The Trust is looking to recruit a Non-Executive Director to bring experience of operating at, or near, board level in a large, complex, and regulated organisation, with a sound understanding of governance and risk. We have a particular need to recruit the following skills to the Board (A qualified accountant with senior financial leadership experience).
The new Non-Executive Director will be highly collaborative team player who will participate and contribute to the Board bringing independent thinking, objectivity and take shared responsibility for decisions, outcomes and activities delegated by the Board.
With the wide-ranging changes in healthcare provision, the Non-Executive Director will be prepared and able to make complex decisions, maintain an independent mindset and challenge constructively. Having a commitment to continuous improvement and the delivery of high-quality service will be key.
Passionate to work together across the Board, our Non-Executive Directors will show a strong commitment to the local community, be able to engage effectively with a range of stakeholders and have a strong focus on the best interests of all patients and service users, as well as the well-being of all staff.
Vision -to improve the lives of people who live, work and volunteer on the Fylde Coast and beyond.
Mission -To deliver safe, effective, sustainable care for everyone, every day.
Values -The Trust’s values "Caring, Safe and Respectful" help to represent the culture of the Trust and to communicate who the Trust is and how they do things. They also play an important part in encouraging people to come and work and be part of the Trust themselves.
Our Five-Year Strategy 2022-2027
In January 2022 we invited staff, patients, carers, the local community, and key partners to be involved in the development of our 2022-2027 strategy.
Following this engagement, we developed the strategy to clearly indicate our vision - to improve the lives of people who live, work and volunteer on the Fylde Coast and beyond. The approach we took to do this was key and shows that we are committed to listening to our staff and actively engaging patients in how we deliver safe, effective, sustainable care for everyone, every day.
Together, our engagement community told us what’s important to them:
• Being an employer of choice.
• Recruiting and retaining staff, especially from local areas.
• Growing excellence through training, education, research and innovation.
• Health promotion and prevention.
• Improving our impact on the environment.
• Creating safe, healthy environments to work and receive care in.
Formulate plans and strategy
Contribute to the setting of the Trust’s strategic aims and objectives, ensuring that the necessary financial, quality, commercial, service and workforce plans are in place for the Trust to meet its objectives and that performance is effectively monitored and reviewed.
Contribute to the setting of the Trust’s strategic aims and objectives, ensuring that the necessary financial, quality, commercial, service and workforce plans are in place for the Trust to meet its objectives and that performance is effectively monitored and reviewed.
Hold Executive Directors to account for the effective management and delivery of the Trust’s strategic aims and objectives. Ensure the effective implementation of the Board of Directors’ decisions by the Chief Executive and Senior Management Team.
Provide independent judgement and advice to the Board of Directors and offer constructive scrutiny and challenge.
Participate in constructive debate on the strategic development of the Trust, and any other significant issues facing the Trust, and ensure appropriate consultation with key stakeholders.
Ensure that Governors are enabled and have opportunity to influence the Trust’s strategic direction
Assurance and accountability
Contribute to ensuring that the Trust’s governance arrangements conform with best practice and all statutory requirements for NHS Foundation Trusts
Obtain assurance that financial and other performance information is accurate and timely and that financial and other controls, and systems of risk management, are robust
Obtain assurance that that the Trust has appropriate processes and procedures in place to deliver high standards of professional and personal conduct across the Trust
Provide assurance to the Council of Governors as to how the Non-Executive Directors have held the Executive Directors to account for the performance of the Board
Ensure that the Trust meets its commitments to patients, service users and carers with regard to service delivery and quality of care
Challenge discrimination, promote equality of opportunity and respect and protect human rights.
Shape culture and capability
Ensure that patients and service users are treated with dignity and respect at all times, and that the patient is central to trust decision-making.
Actively support and promote a healthy culture
Ensure that the organisation values diversity in its workforce and demonstrates equality of opportunity in its treatment of staff and patients and in all aspects of its business.
Provide visible leadership in developing a healthy culture so that staff believe non-executive directors provide a safe point of access to the board for raising concerns.
As a member of board committees, appoint, remove, support, encourage and where appropriate ‘mentor’ senior executives.
Mentor less experienced non-executive directors where relevant.
Governance
Commit to working to, the highest standards of probity, integrity and governance and contribute to ensuring that the trust’s internal governance arrangements conform with best practice and statutory requirements.
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
Ensure that financial information is accurate, that financial controls and risk management systems are robust and defensible, and that the board is kept fully informed through timely and relevant information (you may be asked to sit on the audit committee on behalf of the board).
Provide analysis and constructive challenge to information on organisational and operational performance.
Additional information Relations with the Council of Governors
The Council of Governors (the Council) and the Board of Directors (the Board) have a corporate responsibility to uphold, safeguard and promote the organisation’s values, particularly relating to ethics, integrity, and social responsibility.
The Council represents the local community, staff, stakeholders and has a strategic and advisory role, as well as a statutory duty to hold the Board of Directors to account. The Trust has 28 Governors in total, five of whom are Staff Governors, seven are Appointed and the remaining 16 are Public Governors.
The Trust operates with a unitary board which is accountable for ensuring the Trust operates effectively, efficiently, and economically.
The Chair is responsible for leading both the Board and the Council to ensure they work effectively together so that the highest standards of probity and governance are maintained, and that the Trust remains within the terms of its Licence, Constitution, and statutory obligations at all times.
The Board of Directors operates with two statutory committees – Audit and Remuneration Committees. Additional formal assurance committees have been established to include:
• Finance and Performance Committee
• Quality Assurance Committee
• Workforce Assurance Committee
Non‐Executive Directors should:
Attend meetings of the Council of Governors with sufficient frequency to ensure that they understand the views of Governors on the key strategic and performance issues facing the NHS Foundation Trust;
Take into account the views of Governors to gain a different perspective on the NHS Foundation Trust and its performance;
Have an on-going dialogue with the Council of Governors on the progress made in delivering the NHS Foundation Trust’s strategic objectives, the high level financial and operational performance of the NHS Foundation Trust; •
Receive feedback from the Council of Governors regarding performance and ensure that the Board of Directors is aware of this feedback.
This advert closes on Friday 22 Nov 2024
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