Non-Executives – Next Steps Sir William Wells Chair NHS Appointments Commission

1. Non-Executives – Next StepsSir William WellsChair NHS Appointments Commission

2. Thankyou

3. Synopsis • What’s changed • The new PCT board • Supporting the new PCTs • Operational issues

4. The Role of the new PCTs • Central to the success of the NHS • Being accountable to SHAs for the effective use of the bulk of the NHS budget • Ensuring effective commissioning • Changing the pattern of provision

5. Changing the Role of the PCT Board • Need to change the way the board approaches the patient interface • And concentrate more on its commissioning, finance and market management functions.

6. Changing Role of PCT non-executives • Less representative of patients and the community • More skills needed to add value to the PCTs business

7. The Purpose of non-executives “Non-Executives are custodians of the governance process” Derek Higgs which means • they increase corporate accountability • their expertise contributes to business success

8. Expertise and Competencies • All non-executives need a set of competencies to enable them to contribute to the work of the board. • They also need the expertise gained from their other activities to contribute to the success of the business.

9. The Competencies • Personal Qualities • Self Belief and Drive • Intellectual Flexibility • Patient and Community Focus • Integrity • Governing Abilities • Strategic Direction • Holding to Account • Team Working • Effective Influencing and Communication

10. Expertise - PCT The overall experience of the non-executive team will be: Voluntary sector or community service experience. (Individuals would be expected to have community experience in regeneration and/or community development in disadvantaged areas, or experience in service provision for a disadvantaged group.) Finance experience in a large and complex organisation either in the public or private sector. (At least one individual should have this skill to chair the audit committee – probably but not necessarily a qualified accountant.)

11. Expertise – PCTs (cont’d) Governance experience in a large and complex organisation, either in the private or public sector. (Individuals would bring experience of strategic planning, performance management and risk management.) Senior level commercial (Individuals would bring The above governance skill-set but from a private Sector viewpoint and with the addition of commercial skills.)

12. Expertise – PCTs (cont’d) Specific expertise related to the work of the board e.g. consumer relations/customer service, community relations, local authority work, practical patient-related skills, commissioning, market management, contract management, change management and economic analysis.)

13. Supporting the new PCTs • Induction • Whole Board Development • Fitness-for-Purpose • New Board tools • Assurance Framework • The Intelligent Board

14. Operational Issues 1. New remuneration Chairs £30 - £40k NEDs £7,500 Audit chair additional £5,000

15. Operational Issues (cont’d) 2. Timetable for recruitment (excluding London) Chairs Advertised on 19.3.06 To be appointed by mid-July NEDs Advertised in mid-May At least 2 appointed by 1st October

16. Operational Issues (cont’d) 3. Timetable for recruitment (London) Chairs Advertised in September To be appointed in December NEDs Advertised in November To be appointed in February/ March

17. The Future • Smooth transition for the new bodies • Retain corporate memory • Retain some non-executive expertise PLEASE APPLY!

18. Thankyou