Chief Executive

• Accountable Officer
• ensuring good governance – Corporate, Clinical, Research, Employment, Statutory, Regulatory
• sustaining a “going concern”
• ensuring service provision and delivery to optimal standards and in the public interest
• ensuring good internal and external relations
• providing organisational leadership of staff and patients.

Finance Director

• Leads the Finance function
  • Financial Services, Income, Financial Management
• Ensures financial governance
  • Annual Accounts production
  • Standing Orders, SFIs, etc.
• Responsible for Financial Planning
• Responsible for Financial Reporting
  • Internally to various audiences
  • Externally to Monitor (risk ratings)
• Charitable Funds
• Manages the IM&T department

Medical Director

• Advises the Executive Team and the Board of Directors on all clinical issues
• Leads a team including Deputy Medical Director (MD), 5 Assistant MDs, each with a portfolio of responsibilities
  • Particular responsibilities
    • Clinical Governance (Quality of care)
    • Risk Management / Patient Safety
    • Audit
    • Staff Management
    • Patient and Public Involvement
    • Use of Information
    • Education and Training
    • Clinical Effectiveness
      • New Procedures/Drugs
• Performance and Disciplinary Issues in Medical Staff
  • Professional Conduct
  • Capability
  • Health problems
  • Doctors in difficulty
• Efficient use of resources
  • Job planning
  • Remuneration
  • Working patterns
  • Service redesign

Nursing and Patient Services Director

• Professional accountability (nursing, midwifery and allied health professions)
• Professional leadership (as above)
• Guardian of Nursing & Midwifery Council standards
• Safety / quality of patient care
• Efficiency and value for money
• Practice development
• Oversight of Patient Services inc. Complaints & Litigation, Medical Records
• Rehabilitation, Resuscitation, Patient Services Co-ordinators and bed management, Hospital at Night, Nurse Bank
• Executive lead for: Emergency Care, Infection Control, Safeguarding, Patient & Public Involvement, Equality & Diversity, Education & Training (with Medical Director), Clinical Governance & Risk (with Medical Director)

Chief Operating Officer

Organisational Excellence:

• Achievement of existing and new national targets
• Establishing and achieving local business targets
• Review/update and operate improved planning process
• Choose & Book
• Extend and develop performance reviews
• CHKS Benchmarking Club
• National Studies
• Theatre data

Maximising Our Potential:

• Understand and Develop capacity
• Enhance capacity utilisation
• Maximise value for money
• TNH Project oversight
• Embracing innovation
• Service Improvement
• Planning & Performance
• Projects

Non Executive Directors

• Contribute to the setting and achievement of strategic objectives, including liaison and working with the Governors of the Trust to achieve uniformity of purpose;
• Ensure that the highest standards of corporate and clinical governance are maintained;
• Constructively challenge and contribute to the development of strategy;
• Scrutinise the performance of management in meeting agreed goals and objectives, monitor the reporting of performance and contribute corporately to the work of the Board;
• Satisfy themselves that financial information is accurate and that financial controls and systems of risk management are robust and defensible;
• Determine the appropriate levels of remuneration of executive directors and have a role in the appointment, and where necessary removal, of senior managers and in succession planning;
• Ensure that the Board acts in the best interests of the public and is fully accountable to the public for the services provided by the public and the public funds it uses;
• Help to ensure that the Trust promotes equality of opportunity in its treatment of staff and patients.