Annual Report and Accounts - The Great Western Hospital

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5.2.3 Length of appointments of Non-Executive Directors Listed below are details of the length of appointments of the Non-Executive Directors. Appointments are shown from 1 December 2008, being the date of Authorisation as a Foundation Trust. Name First Term Second Term Third Term Bruce Laurie (Chair) 01.12.08 – 31.01.12 01.02.12 – 31.01.14* Rowland Cobbold 01.12.08 – 31.12.10 01.01.11 – 31.12.11 01.01.12 – 31.12.12* Angela Gillibrand 01.12.08 – 30.06.12 01.07.12 – 30.06.14* Kevin Small 01.12.08 – 31.10.11 01.11.11 – 31.10.12* Roger Hill 01.12.08 – 30.04.12 01.05.12 – 30.04.15* Robert Burns 01.12.08 – 31.07.12 01.08.12 – 31.07.15* Liam Coleman 01.12.08 – 31.10.12 Note that the date of first term appointment is the date of becoming a Foundation Trust. However, with the exception of Liam Coleman, all had been appointed before this date and hence there is variation in their first terms of office. Non-Executive Directors are appointed by the Council of Governors. A Non-Executive Director or Chairman may be removed from office with approval of three-quarters of the members of the Council of Governors. As recommended by the Local Counter Fraud Service (LCFS), the names of all Trust Directors (Executive and Non-Executive) are cross-referenced with the Disqualified Directors Register on the Companies House website on an annual basis. No Trust Directors appeared on the Disqualified Directors Register (as of 14 March 2012). *These six Non-Executive Directors were re-appointed during 2011/12. The process involved assessment by a Joint Nominations Committee and the Governor Nomination and Remuneration Working Group. The following considerations were taken into account and matched against a job description and person specification in respect of each re-appointment: - • Skills and qualities identified as required; • Composition of the Board mapped against Directors; • Statutory and Code of Governance requirements; • Governors’ duties in considering re-appointments; • Views of the Chairman and Governors; • Independence; • Qualifications and experience requirements; • Annual performance appraisals feedback; • Board development feedback; • Refreshment of the Board; • Changes in significant commitments which could be relevant; • Time commitment for the role; and • Term of appointment. The re-appointments were approved by the Council of Governors. Page 67 of 211
5.2.4 Statement about the balance, completeness and appropriateness of the Board of Directors The Non-Executive Directors are all considered to be independent of the Foundation Trust and the Trust Board believes it has the correct balance, completeness and appropriateness in its composition to meet the requirements of an NHS Foundation Trust. Three Non-Executive Directors have served more than 6 years from the date of their first appointment but in each case, on reappointment the Trust considered that they remained independent in that, amongst other things, they continued to have a willingness to probe and challenge and there were no relationships which might create a conflict of interest. The Board is committed to reviewing its balance and composition in order to maintain its effectiveness. During 2011, the Trust mapped the refreshment of the Board, looking in detail at the skills and qualities needed now and in the future and mapped the composition of the Board against desired experience and knowledge on the Board. In addition, the Board recognised that Board development tools provide a framework for objectively assessing performance and in meeting our responsibilities. In 2011 an external agency was recruited to undertake development of the Board using the National Institute for Innovation and Improvement Board Development Tool for Foundation Trusts. Board development will continue in 2012/13. 5.2.5 Statement setting out that the Board of Directors undertakes a formal and rigorous evaluation of its own performance and that of its collective and individual directors In 2011/12 the Trust commissioned an independent formal review of its performance and effectiveness. This review involved an independent advisor attending and observing Board meetings, interviews with each Director and the Company Secretary and 360 degree questionnaires and feedback. The review looked at the performance of the Board and that of its collective and individual Directors with recommendations being made relating to the operation of the Board; Director’s roles; functions of the Board; Board engagement; strategy development and development generally. The Trust is continuing to use the independent advisor with further Board Development planned during 2012/13. For individual Non-Executive Directors, the Trust has in place a framework for their appraisal based on elements of the Hay Group work and best practice from other Foundation Trusts. In June 2011 a formal appraisal process for the Chairman and the Non-Executive Directors was undertaken by the Council of Governors. The evaluation of the Chair’s performance was led by the Senior Independent Director with input from the Lead Governor and the Chief Executive on behalf of the Executive Directors and having regard to the views of the other Non-Executive Directors. The Chief Executive and Non-Executive Directors’ performance was evaluated by the Chairman taking account of Governors and other Directors’ input. The Executive Directors’ appraisals were led by the Chief Executive in April 2012, through the Board Remuneration Committee following a formal appraisal process using Hay Group’s leadership competencies. All appraisals involve 360 degree evaluation and feedback. Page 68 of 211
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Great Western Hospitals NHS Foundat
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CONTENTS 1 Chair and Chief Executiv
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The Great Western Hospital became a
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Underpinning this, our values are t
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3.2 Principal activities of the Tru
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Further Companies Act Disclosures 3
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Business Review / Management Commen
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3. To ensure that staff are proud t
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6. To work in partnership with othe
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With funding received from the Depa
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3.13 Contractual arrangements The T
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Patient care 3.16 Development of se
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3.20 New or significantly revised s
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3.24 Complaints Handling For the Tr
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The Trust actively responds to feed
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3.25 Using patient experience to dr
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The table below shows the CQUIN res
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Action plans based on the Quarterly
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3.27 Development of services with o
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3.29 Health and Overview Scrutiny C
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3.32.5 Interests held by Directors
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4.3 Attendance at meetings of the R
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4.7 Board of Directors’ employmen
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Remuneration Name Title Salary (Ban
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4.8.4 Additional disclosures The Tr
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5.1.2 Elected Governors - Public Co
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5.1.4 Nominated Governors Name Nomi
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5.1.6 Lead and Deputy Lead Governor
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“Eyes and Ears” - An initiative
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5.1.12 Nominations and Remuneration
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Rowland Cobbold, Non-Executive Dire
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Lyn Hill-Tout, Chief Executive (unt
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5.2.3 Length of appointments of Non
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5.2.6 Attendance at meetings of the
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5.3 Audit Committee 5.3.1 The Audit
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5.4 Directors’ responsibility for
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Note: Angela Gillibrand and Rowland
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The Mental Health Act / Mental Capa
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The Trust has a wide range of staff
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5.8.6 Membership Strategy To encour
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5.9 Code of Governance Disclosure S
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6 QUALITY REPORTS Part 1 - Statemen
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Part 2 - Priorities for improvement
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6.3.1 Review of services and partic
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The trust chose not to contribute t
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No. Audit Title Reconstruction Audi
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The reports of 273 local clinical a
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No. Audit Title 15. Non Invasive Ve
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No. Audit Title Antibiotic Prescrib
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No. Audit Title 50. NICE CG111 - No
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Part 3 - Other Information 6.4 Over
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GRAPH - Clostridium Difficile WCHS2
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GRAPH - Medicine incidents by type
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Harm from falls WCHS: It was not po
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• Rolling educational programme w
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CHART - Relative risk SW Acute Trus
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Following the Trust’s merge in Ju
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Priority 7: Participation on the Re
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All the guidelines have been dissem
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This has been achieved by: • Mont
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• As a result of complaints and c
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CHART - National Sentinel Stroke Au
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Priority 16: To ensure patients are
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6.5 Care Quality Commission (CQC) I
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6.7 Statement of Directors’ respo
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a Quality Account and the opportuni
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Overall, the Trust has good plans t
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Graph 1 - GWH carbon footprint (ton
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The Trust is working with local bus
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Graph 9 - Total tonnes of waste pro
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The Trust will be working towards a
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Detailed below is a summary of the
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Wiltshire Community Health Services
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providers. Feedback obtained across
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The Musculoskeletal Disorder team a
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10.2.2 Governance risk rating The t
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11 OTHER DISCLOSURES IN PUBLIC INTE
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13 AUDITOR’S OPINION AND CERTIFIC
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14 ANNUAL GOVERNANCE STATEMENT 14.1
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• the key controls to mitigate ag
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14.4.6 Organisation Culture The Tru
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14.5 Review of economy, efficiency
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Process Board Role and Conclusions
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15 GLOSSARY OF TERMS BARS - Blood A
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16 FOREWORD TO THE ACCOUNTS 16.1 Fo
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1 CHAIR AND CHIEF EXECUTIVE’S REP
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2 OUR TRUST 2.1 Vision - Your healt
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3 DIRECTOR’S REPORT General Compa
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3.3.2 The Brunel Treatment Centre O
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14 In relation to the use of financ
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Page 235 and 236: Enhanced Quality Governance Reporti
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Page 243 and 244: What patients and service users hav
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Page 263 and 264: 5 NHS FOUNDATION TRUST CODE OF GOVE
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The three top serious incident caus
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West conference call in August 2011
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Priority 9: To review the clinical
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Priority 12: To undertake nutrition
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• A regular ongoing training prog
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Community: • Q1 Performance April
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The survey results demonstrate that
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6.6 Performance against key nationa
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6.8 Statements from Primary Care Tr
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6.8.4 Wiltshire Primary Care Trust
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6.9 Independent Assurance Report to
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7 SUSTAINABILITY REPORTING 7.1 Stro
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Graphs 3 and 4 show energy consumpt
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Graph 7 - Water consumption in WCHS
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8 EQUALITY REPORTING 8.1 Equality d
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9 STAFF SURVEY REPORT 9.1 Our staff
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It was agreed that we would focus o
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Appraisal rates. The overall rate f
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A quarterly “Voluntary Service Ma
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10 REGULATORY RATINGS REPORT 10.1 M
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10.3.2 Explanation for differences
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12 STATEMENT OF ACCOUNTING OFFICER
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14.4 The risk and control framework
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Risk Licence to operate (compliance
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The governors and wider stakeholder
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Steps which have been put in place
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14.8 Conclusion I have not identifi
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Annual Report and Accounts - The Great Western Hospital

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