Mid and South Essex University Hospitals

Chair

Candidate Information Pack

September 2019

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Contents

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

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

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

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

The Approach ................................................................................................................................................... 11

Job description ................................................................................................................................................. 13

Person specification.......................................................................................................................................... 15

How to Apply and Timetable ............................................................................................................................ 17

Equality & Diversity monitoring ....................................................................................................................... 18

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Advert

Chair £55,000 – on average, 2 to 3 days per week 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 which will deliver patient care and experience across our sites.

The new organisation will operate from the 3 current 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 a new Chair who will lead on the integration of the three current hospitals to deliver sector leading, accessible and efficient patient focussed services.

Subsequent to your appointment as Chair, the Council of Governors aim to appoint a new Shadow Board that will be operational from January 2020, with a view to the new organisation being fully constituted by April 2020. This will be a demanding, complex and challenging role requiring a highly motivated, influential individual offering the requisite drive, vigour and focus to successfully develop and lead the successful implementation of a range of clinical, financial and risk management strategies.

A key aspect of your work will be to ensure that the new organisation continues to play a pivotal role in the wider system and STP development as you lead the new organisation’s development whilst shaping service integration to the benefit of local patients and communities. This will be achieved through designing and delivering innovative early intervention services to help keep patients at home, whilst forming new clinical service pathways and expertise to support the right interventions at the right time – every time. In this role you will:

• Provide visible, values-based leadership in developing a healthy, well led, dynamic and inclusive culture for the new organisation, modelling this through your own and the Board’s behaviour and decision-making processes.

• Lead the Board 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.

• Ensure the Board understands its own accountability for governing the organisation through its board committees that support accountability and are properly constituted.

• Be the organisation’s ambassador, building strong partnerships with patients and public, all staff, key partners and regulators.

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

• Drive the Trust’s pursuit of excellence and innovation, maximising the potential of future opportunities to advance clinical and medical services, whilst positioning the Trust amongst other sector leading university hospitals to position it as an employer of choice.

We are particularly keen to talk to candidates offering substantial board level leadership and organisational transformation experience. This will have been gained through a varied executive career 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 a NHS organisation, ideally within the acute sector.

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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 931299 and read the information pack, or for an informal discussion, please contact our retained consultant, Simon Potts on 07889 736 071 E simon.potts@veredus.co.uk or, Reece D’Alanno on 07711 779022 E Reece.D’Alanno@veredus.co.uk Closing date is 14th October 2019. Interviews to be held w/c 4th or w/c 11th November 2019.

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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/

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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/

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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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CHAIR MID AND SOUTH ESSEX UNIVERSITY

HOSPITALS

ROLE PROFILE

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Job description Accountable to the Council of Governors, the Chair is responsible for leading the Board of Directors and the Council of Governors in setting the overall strategy, values and vision for the Foundation Trust; and is a key ambassador for the Foundation Trust, building and enhancing relationships with a wide range of stakeholders both locally and nationally. Healthcare is a highly regulated environment; the Chair must lead the Board to provide assurance to the regulators and to the wider range of stakeholders.

The Chair must ensure that high standards of integrity, probity and corporate governance prevail along with setting the right tone and values-based approach to leadership throughout the organisation.

You will be individually and collectively accountable with the other members of the unitary board for the success of the organisation and will have the responsibility to constructively challenge decisions and to help develop proposals on priorities, risk mitigation, values, standards and strategies. You must be, or become, a public member of the Trust.

Chair and Non-Executive Director appointments are made by the Council of Governors, taking into account the current and anticipated needs of the Board and the wider organisation.

Main Responsibilities Leadership • Promote and lead by example to develop a values-based culture of openness and transparency in

accordance with the Nolan Principles of Public Life;

• To lead the Board of Directors and the Council of Governors in setting the overall strategy and vision for the Foundation Trust, and in setting the Foundation Trust’s values and culture;

• To ensure that the Board of Directors and the Council of Governors are effective in all aspects of their role, and that the Board and Council agendas are appropriately focussed on their key responsibilities;

• Ensure that constructive relationships exist between the Board of Directors and the Council of Governors, that they work together effectively, and that in reaching its decisions, the Board of Directors takes into account the views of the Governors where appropriate;

• Develop a constructive, frank and open relationship with the Chief Executive and other Executive Directors and senior managers, providing support, challenge and advice, whilst respecting executive responsibility;

• To ensure the regulation and evaluation of the performance of the Board and its committees to provide robust and effective oversight of the organisation;

• Undergo regular individual and whole Board performance appraisal and commissioning and taking part

in any training or development activity highlighted through this process; • Promote and safeguard the good name and reputation of the Foundation Trust.

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Stakeholder relations

• Act as an ambassador for the Foundation Trust within its local community (including patients, members, clients and staff) and with its partners and stakeholders at local, regional and national levels;

• Ensure that the Foundation Trust works in partnership with other NHS bodies, local authorities and other relevant organisations with an interest in the local health and care system;

• Notwithstanding the complementary role of the Council of Governors in this area, ensure that the Board of Directors appropriately consults and involves members, patients, clients and the local community.

Governance

• With the support of the Trust Secretary, promote the highest standards of corporate and clinical governance in compliance with the NHS Foundation Trust Code of Governance and other regulatory requirements and best practice;

• Ensure that the Foundation Trust understands and operates as required by its legal and regulatory framework, in particular its License as a Foundation Trust;

• Set the tone and style of the Board of Directors and Council of Governors discussions, which supports effective decision-making, encourages open and constructive debate and challenge, and that ensures that Executive Directors are held to account for the performance of the Trust;

• Ensure that Directors and Governors receive high quality, accurate, concise, objective, timely and clear information and explanation that is appropriate for their respective duties and relevant to the decisions they have to make; and to ensure that good information flows between the Board, the Council of Governors and Committees, between directors and governors, and between executive and non-executive directors;

• Facilitate constructive relationships between executive and non-executive directors and ensure that all directors are able to make an effective contribution;

• Ensure that the Board of Directors, the Council of Governors, and their committees, are provided with sufficient resources to undertake their duties and that they have access to independent advice from inside and outside the organisation as required;

• To take an active role in the appointment of the Chief Executive, other executive and non-executive directors;

• To attend committees of the Board of Directors and of the Council of Governors as agreed.

Performance

• Ensure that new directors and governors receive an induction that is tailored to their needs upon joining the Trust;

• Ensure that directors and governors continually update their skills, knowledge and familiarity with the Foundation Trust, to fulfil their role both on the Board/Council and on committees;

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• To lead a formal and rigorous annual evaluation of the Board of Directors and of the Council of

Governors, in terms of their own collective performance and that of their committees. This will include assessing the skills, experience and behaviour of members of the Board against the values, strategic and operational requirements of the organisation;

• Agree with the Chief Executive and other executive directors a process for evaluating their performance; conduct a formal performance appraisal of the Chief Executive at least annually; and ensure that the Chief Executive conducts annual appraisals of the other Executive Directors;

• Agree with the Council of Governors and the Non-Executive Directors a process for evaluating the performance of the Non-Executive Directors, which aims to demonstrate whether each individual continues to contribute effectively to the performance of the Board and the Trust and to demonstrate ongoing commitment to the role; conduct a formal appraisal of each Non-Executive Director at least annually. Following this process, to confirm to the Council of Governors that, following formal performance evaluation, any Non-Executive Director proposed for re-appointment at the end of a term of office continues to be effective and to demonstrate commitment to the role;

• To act on the results of performance evaluation by recognising the strengths and addressing the weaknesses of the Board, designing and/or commissioning individual and collective development programmes and, where appropriate, proposing new members be appointed to the Board or seeking the resignation or removal of Directors.

Person specification

The successful candidate will have substantial Board level leadership experience gained in a large, complex organisation which operates in a highly regulated environment. Experience gained as either non-executive or Chair of a large complex NHS organisation, ideally in the acute sector, is essential. He/she will have the, gravitas, presence and interpersonal skills to carry out the role successfully, building and enhancing relationships within the Foundation Trust, in the local community and at senior levels, including political levels, in the wider local, regional and national communities.

Specifically, the successful candidate will demonstrate the following attributes:

• Vision, drive and imagination to successfully lead the future strategy of the new Foundation Trust, taking account of the continuing transformation of the Mid and South Essex STP;

• Strong proven leader with clear vision, strong inter-personal skills and effective political and cultural awareness, emotional intelligence and diplomacy;

• Ability to understand complex strategic issues, analyse and resolve difficult problems;

• A behaviour set which is calm, measured, sound, wise, respectful, stimulating and able to build consensus wherever possible, and to resolve conflicts where consensus is not achievable;

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• Strong leadership, negotiating and interpersonal skills, able to engender respect from others and to

work effectively as part of a team; able to manage board members to work together to meet common goals and ensure their skills are harnessed for the benefit of the Foundation Trust;

• Very strong organisational, business, commercial and leadership skills, with a demonstrable track record of success in board-level leadership and an ability to develop enterprise and innovation within the team;

• Accustomed to a high level of accountability, including financial accountability, and to taking accountability in public; and comfortable operating in a complex, highly regulated high-risk environment;

• Experience of working in or across different highly regulated sectors of the economy (private, voluntary and public sectors) and of working in a competitive market environment;

• Strong commitment to the NHS and an interest in healthcare issues both locally and nationally, together with an appreciation of the role and aims of Foundation Trusts; and the issues facing the NHS now and in future;

• Well-developed political awareness, able to develop a positive working relationship with local political leaders and be able to appreciate the implications of national government policy and priorities for the NHS;

• Able to understand, respond to and where appropriate reconcile the differing needs and perspectives of multiple stakeholders;

• Exceptional communication skills, comfortable presenting in a variety of contexts and able to deal with the media;

• Sound understanding of corporate governance issues and an understanding of, and willingness to embrace, the legal duties and liabilities of a member of the Foundation Trust Board of Directors;

• A good understanding of the regulatory framework of the NHS and the need to be sensitive to the ongoing changes to this framework in a dynamic health and care system;

• Experience of working with a Board of Directors to provide the best possible environment for patient care and leading governance and risk management systems and processes which would meet and exceed the expectations of regulators and stakeholders.

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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 date for application is 7th October 2019 but if you have missed this date, please contact Veredus, as it may be possible to consider late applications.

Element Date

Closing date 14th October 2019

Preliminary Interviews On going

Shortlist meeting w/c 21st October 2019

Final selection interview w/c 4th or w/c 11th November 2019

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

Chair for MSEUH 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 veredushealthteam@veredus.co.uk quoting ref 931299

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 simon.potts@veredus.co.uk Reece D’Alanno on 07711 779022 or reece.d’alanno@veredus.co.uk

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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.