Item 8 - Sheffield Health and Social Care

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Service User artwork at Moncrieffe RoadThe Trust continued to respond to and engage withmembers’ issues by holding three very successfulmembership events on eating disorders, alcoholand dentistry plus dental phobias to which over 400people attended in all. A programme of events willcontinue throughout 2013/14, again to reflect theissues members have told us are important to them.As well as keeping a public profile, the Trust’sprimary focus of communication is through Involve,our membership magazine. Both governors andmembers sit on the editorial group to make surethat it keeps its focus on those issues that areimportant to members. The editorial group alsomakes sure that the magazine gives informationon all aspects of the Trust’s services.The Trust website also provides members withupdated information and ensures that they caneasily communicate with both the Trust andgovernors if they want to.If you want to contact your governor,you can telephone (0114) 2718825,email governors@shsc.nhs.uk or write to:The Council of GovernorsFREEPOSTSHSC NHS FOUNDATION TRUSTSECTION 7.0Board of Directors61
7.0 Board of Directors7.1 The Role of the Board of DirectorsThe responsibility for exercising the powers of theTrust rests with the Board of Directors. These powersare set out in the National Health Service Act, 2006and are subject to the restrictions set out in theTrust’s terms of authorisation.The Board is responsible for:• Promoting the success of the Trust by directingand supervising the organisation’s affairs• Providing proactive leadership of the Trust withina framework of prudent and effective controlswhich enable risk to be assessed and managed• Setting the Trust’s strategic aims and ensuringthat the necessary financial and humanresources are in place for the organisationto meet its objectives• Overseeing the organisation’s progress towardsattaining its strategic goals• Monitoring the operational performance ofthe organisation.The Board may delegate any of the powersconferred upon it to any Committee of Directors orto an Executive Director. The Standing Orders of theBoard of Directors provide for the manner in whichthe Board may arrange the delegation of its powers.The ‘Scheme of Reservation and Delegation ofPowers’ (which forms part of the Board of Directors’Standing Orders) sets out, in detail, those powerswhich the Board has reserved to itself and those ithas delegated and to whom.The Chair of the Trust presides over the meetingsof the Board of Directors and the Council ofGovernors. The Chair is responsible for:• Providing leadership to the Board of Directorsand the Council of Governors• Ensuring that the Board of Directors and theCouncil of Governors work effectively together• Enabling all Board members to make a fullcontribution to the Board’s affairs and ensuringthat the Board acts as an effective team• Leading the Non-Executive Directors through theBoard of Directors’ Remuneration and NominationsCommittee in setting the remuneration of the ChiefExecutive and (with the Chief Executive’s advice) theother Executive Directors.The Senior Independent Director is responsiblefor leading the Non-Executive Directors in theperformance evaluation of the Trust Chair. The TrustChair is responsible for carrying out the performanceevaluation of the Non-Executive Directors. Bothprocesses are overseen by the Council of Governors’Nominations and Remunerations Committee.During 2012/13, the Board met every month (exceptAugust) in meetings which were open (in part) tomembers of the public and the press. Elements ofthe Board’s business that were of a confidentialnature and/or commercially sensitive weretransacted in private, and the Board hasbeen very open about the need to do this.7.2 Composition of theBoard of Directors7.2.1 Non-Executive teamThe Board comprises six Non-Executive Directors(including the Trust Chair). During 2012 3 Non-Executive Director’s terms came to an end. Followinga formal recruitment process, the 3 outgoingNon-Executive Directors were appointed to serve afurther term of 3 years. Further information on therecruitment process can be found in Section 5.5 ofthis report.7.2.2 Executive teamFive Executive Directors (including the ChiefExecutive) make up the Board’s Executive team.There are also two Associate Directors, in place tosupport the effective functioning of the Board.There have been several changes within theExecutive team during 2012/13.Mr Mick Rodgers, Deputy Chief Executive andExecutive Director of Finance, retired on the 28thFebruary 2013. Mr Rodgers had worked for theTrust since 1970, starting off as an AccountancyAssistant at Lodge Moor Hospital and working inseveral roles in the Finance Department over thefollowing years. He became the Director of Financein 1989, and added to this the role of Deputy ChiefExecutive in 2002.The Board wishes to thank Mr Rodgers for hisunfailing hard work, support and dedication to theNHS over his 42 years of service, he really will bemissed. The Board would also like to welcomeMr Paul Robinson, who was appointed to the roleof Executive Director of Finance and took up post on1st March 2013 following a handover period, andlooks forward to working with him in the future.Due to Mr Rodgers’ retirement, changes to othermembers’ roles within the Executive team havetaken place:• Clive Clarke (previously Executive Director ofOperational Delivery and Social Care) becameDeputy Chief Executive Designate in November2012 and then Deputy Chief Executive from1st March 2013Mick Rodgers’ retirement event• Liz Lightbown (previously Executive Directorof Nursing and Integrated Governance)became Chief Operating Officer/ChiefNurse in November 2012.All Board members use their expertise, experienceand interest to help set the strategic direction ofthe Trust, as well as to monitor its management andperformance. A full list of all the Directors who haveserved on the Board during 2012/13, including theirattendance at the Board’s meetings, is set out on thefollowing page.6364
Page 1: ANNUAL REPORT AND ACCOUNTS2012 - 20
Page 6: 2.0 Directors’ Report2.1 Foundati
Page 9 and 10: • The directorate manages beds fo
Page 11 and 12: • Changes in demand are starting
Page 13 and 14: 2.5 An overview of our arrangements
Page 15 and 16: This development is an important st
Page 17 and 18: 2.16.5 Sickness AbsenceThe Trust re
Page 19 and 20: 2.17.7. Key financial risks and cha
Page 21 and 22: SHSC Headquarters at Fulwood House3
Page 23: B) Pension benefitsAs Non-Executive
Page 26 and 27: Governors at the Annual Members mee
Page 28 and 29: Number ofseats2 YoungService user/C
Page 30 and 31: 6.0 MembershipFoundation Trust stat
Page 34 and 35: Name Position Term Number of meetin
Page 36 and 37: 7.3.4 Remuneration and Nominations
Page 38 and 39: Paul RobinsonACMA, CGMAExecutive Di
Page 40 and 41: 8.0 Staff SurveyThe Trust employs a
Page 42 and 43: Art therapy session on ward G1In ad
Page 44 and 45: 10.0 Sustainability ReportOur appro
Page 46 and 47: Part 2A: A review ofour priorities
Page 48 and 49: How did we do?We believe we are mak
Page 50 and 51: How did we do?We have made positive
Page 52 and 53: 101How do our structures help ensur
Page 54 and 55: Improving the management of Violenc
Page 56 and 57: National audit of psychological tre
Page 58 and 59: Part 3: Review of ourquality perfor
Page 60 and 61: Drug and alcohol servicesThe servic
Page 62 and 63: 3.3 Service user experienceComplain
Page 64 and 65: Memory servicesSurveys have led to
Page 66 and 67: It was harder for the Committee to
Page 68 and 69: This report, including the conclusi
Page 70 and 71: 13.0 Annual Governance Statement13.
Page 72 and 73: of the systems of internal control.
Page 74 and 75: • Reports from External Audit;•
Page 76 and 77: We are not required to assess, nor
Page 78 and 79: The Accounts of Sheffield Health an
Page 80 and 81: SUPPORTING NOTESTO THE ACCOUNTSNote
Page 82 and 83:
Revaluation gains and lossesIncreas
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of all assets less the value of all
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3.4 Operating income by type compri
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The aggregate of remuneration recei
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No assets were held under finance l
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13. Cash and cash equivalents15. Tr
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A provision of £729,000 relates to
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The value of transactions with boar
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Actuarial gains and losses are reco
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17.0 ContactsSheffield Health and S
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Item 8 - Sheffield Health and Social Care

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