Chair

Royal Berkshire NHS Foundation Trust

The closing date is 21 October 2024

Job summary

The Chair's main role is to provide clear leadership of the unitary Board, and create the development conditions for the Board to work effectively to deliver its unitary functions, demonstrate an ability to set the Board Agenda and lead the other Non-Executive Directors in supporting and holding the Executive to account for the satisfactory operation andmanagement of the Foundation Trust whilst at the same time ensuring the Board plays a full role in the determination and development of the organisation's strategy. The Chair will lead both the Board of Directors and the Council of Governors and is the Trust's representative within the local community. The Chair will demonstrate and ensure high standards ofprobity and governance prevail and that the Trust remains within the terms of its Provider Licence.

The Board of Directors collectively are responsible for the success of the Trust, by directing and supervising its affairs. This includes responsibility to maintain financial viability, using resources effectively within appropriate financial controls, ensuring high levels of probity and value for money and to deliver high standards of clinical governance, ensuring that allrelevant health standards are met.

Main duties of the job

The Chair of Royal Berkshire NHS Foundation Trust must devote sufficient time to ensure satisfactory discharge of their duties. This will be on average 3 days per week. This will comprise a mixture of set commitments (such as a board meetings and committee meetings) and more flexible arrangements for ad hoc events, reading and preparation. Most of the time commitment will be during the working day. However, some evening work will be required.

You should also note that this post is a public appointment or statutory office rather than a job and is therefore not subject to the provisions of employment law. To ensure that public service values are maintained at the heart of the National Health Service, Chairs are required to subscribe to the Code of Conduct and Standing Orders and Standing Financial instructions for the Foundation Trust.

As Chair you must demonstrate high standards of corporate and personal conduct. You will be required to declare any conflict of interest that arises in the course of Board business and also declare any relevant business interests, positions of authority or with other connections with commercial, public or voluntary bodies. These will be published in the annual report with details of all Board members' remuneration from NHS sources.

About us

The Royal Berkshire NHS Foundation Trust has a rich history of providing healthcare to the people of Reading, West Berkshire and South Oxfordshire, touching the lives of more than half a million of our residents every year. We are committed to innovation, always looking ahead to the challenges of the future, the health and wellbeing of the people we serve and developing and investing in our amazing staff.

This is a challenging time to be working in the NHS, but it is also one rich in opportunity and we know that we are in a strong position to deliver on our vision of working together to provide outstanding care for our community.

Date posted

30 September 2024

Pay scheme

Other

Salary

£50,000 a year actual salary, per annum

Contract

Fixed term

Duration

3 years

Working pattern

Part-time

Reference number

193-6685680CORP-CHAIR

Job locations

Royal Berkshire Hospital

Craven Road

Reading

RG1 5AN

Job description

Job responsibilities

To be able to take up appointment, the successful candidate must be a public member of Royal Berkshire NHS Foundation Trust. Details of how to become a member can be found on our website: https://www.royalberkshire.nhs.uk/about-us/governance/membership

This appointment will be for up to three years and will be subject to annual performance review.

A second three year term can be considered at the end of the first period of office subject to consistently good performance and the needs of the organisation. A degree of change is often sought on boards and there should therefore be no expectation of automatic re-appointment.

Establishing clear objectives to deliver the agreed plans and strategy to meet the terms of its Provider Licence and regularly review performance against those objectives.

Holding the Chief Executive accountable for the effective management and delivery of the organisations strategic aimsand objectives.

Ensuring the long term sustainability of the Trust.

Ensuring the effective implementation of Board of Director decisions by the Chief Executive, the Executive ManagementTeam.

Developing a close and constructive relationship with the Chief Executive, providing support and guidance whilerespecting executive responsibility including conducting a performance appraisal of the Chief Executive at least annually.

Running the Board of Directors and ensuring their effectiveness in all aspects of its role, including regularity andfrequency of meetings.

Setting the Board Agenda, taking into account the issues and concerns of all Directors, as appropriate.

The Agenda should be forward looking, concentrating on strategic and quality matters.

Managing the Board of Directors to allow sufficient time for the discussion of complex or contentious issues, ensuringthat Directors have appropriate time to consider critical issues, obtain answers to any questions or concerns they mayhave and are not faced with unrealistic deadlines for decision-making.

Ensuring that all Directors receive accurate, timely and clear information, including that on the Trusts currentperformance, to enable the Board of Directors to make sound decisions, monitor effectively and provide advice topromote the success of the Trust.

Ensuring that Directors are fully informed about all the issues on which the Board will have to make a decision.

Facilitating the effective contribution of Non-Executive Directors at Board and Committee Meetings and encouragingactive engagement by all Board Members.

Ensuring that there is appropriate delegation of authority from the Board of Directors to the Executive and SeniorManagement Team.

Ensuring effective and constructive relations are established and maintained between Executive Directors, Non-Executive Directors and Governors in furtherance of the goals of the Trust.

Implementing and maintaining effective communications strategy between the Board of Directors, Governors, Members, the media and wider stakeholders.