Northern Lincolnshireand Goole

NHS Foundation Trust

Governor Handbook

2017

Our vision and values mission statement

Caring, compassionate and respectful; some of the key traits staff at the Trust have pledged to offer their patients.

They form part of the Trust’s vision and values which strengthens its commitment to putting patients first.

‘Together we care, we respect, we deliver’ was created with the input of more than 400 staff members to reflect their shared values, ideals and principles.

For patients it sets out what they can expect from the Trust at every step of their journey; whether that is on the phone, in writing or face-to-face. For staff it represents a set of standards and ideals for them to work by with a renewed emphasis on teamwork.

The vision and values have been endorsed by the Trust Board, who have signed a public pledge to commit themselves to managing and delivering services in line with them.

Our values:

We care about quality and patient safety

We care about positive experiences for patients, carers and staff

… and we care about doing the right thing, each time, every time

TogWe respect the dignity and individuality of each person in our care

We respect the professionalism, diversity and skills of each person in our team

… and we respect the dedication and commitment of those delivering healthcare

Together we eliverWe strive to deliver first-class services through listening, learning, and empowering

We aim to deliver forward thinking healthcare services that set us apart from the rest

… and we will deliver safe, compassionate services to exceed our patients’ expectations

Contents 4. Welcome from the chairman

4. Introduction

5. What is a Foundation Trust?

7. Overview of Northern Lincolnshire and Goole NHS FT

8. Trust demographics

10. Meet the Board of Directors

14. Council of Governors

23. Governor role and responsibilities

24. Main duites and responsibilities

25. Meetings of the Council of Governors and sub-groups

Code of conduct

Statement of expectations

Conflicts of interest

26. Time

commitment

Willingness to act

Council of Governors’ engagement policy

Media guidance for governors

Protocol

Governor annual development reviews

Governor training and development programme

27. Governor election

process Expense claims

Identification badge

Trust membership - becoming a member

28. Levels of membership engagement

29. Constituencies

Membership strategy

Benefits of membership

External regulators

- Monitor

- Care Quality Commission

30. Role of the membership office

31. About the services we provide

32. Park and ride, site maps, bus timetables Site maps

33. Other sources of information

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Welcome from the Trust ChairWelcome to the Northern Lincolnshire and Goole NHS Foundation Trust. As a governor of our Foundation Trust, you have a very important role and contribution to make to the success of the organisation.You, as governors are invaluable in helping to determine the needs and views of Trust members and the public and linking them back to our Trust board members on issues such as service delivery, performance levels and financial status. In turn you will continually engage with Trust members and the public ensuring they are directly involved in the governance of the Trust and its’ services.We are most grateful to you for the commitment which you have shown to theTrust in seeking to become a governor. Hopefully this handbook will help you in fulfilling your responsibilities more effectively so that we can all work well together as a team.We believe in supporting and developing you as a Foundation Trust governor to enable you to enjoy and be confident in your role, helping us to best meet the needs of the people we are here to serve.The Trust is committed to embedding its shared vision and values across the organisation. They are: Together we care, we respect, we deliver. It is everyone’s responsibility no matter what role they provide within the Trust to ensure they are aware of what they mean to them. As governors you will be expected to support and act as advocates for these shared vision and values, which set out what our patients can expect from the Trust at each contact, whether that is on the phone, in writing or face-to-face. We hope you will find your term as a governor rewarding and look forward to working with you.Yours sincerely, Anne Shaw - Chair

7 Appointed stakeholder governorsClinical comissioning groups*

2

Local Authority** 4(shared seats over 4 LAs)

Hull York Medical School1

Trust management teamNon executive directors

Always majority to executive directors

15 Elected public governors from the following public constituencies

East & West Lindsey

2

Goole & Howdenshire

3

North Lincolnshire 5North East Lincolnshire 5

Board of DirectorsFocus on services

Chairman

Council of Governors (CoG) (26)Focus on communities

Executive directorsPlus chief executive

4 Elected staff governorsfrom staff constituency

What is a Foundation Trust?Foundation Trusts (FT) were created to devolve decision making from central government to local organisations and communities, with a strong and clear line of local democratic accountability.A new governance structure was designed specifically for Foundation Trusts, which ensures the direct participation of local communities, and provides and develops healthcare according to the core NHS principles of free care, based on need and not ability to pay.

The governance structure of all FTs is comprised of the following components:

Members: members of staff and the general public from the local community can join the Foundation Trust as members. Members vote to elect governors and can stand for election themselves.

Council of Governors: represents the interests of Foundation Trust members and partner organisations in the local community and holds the Board to account for the performance of the Trust. The composition of theCoG is set out in the Trust Constitution (and detailed below).

The Board of Directors: made up of executive and non-executive board members. It has a collective responsibility for the performance of the trust and exercises power onbehalf of the Trust. As required by law, the chair of the Board of Directors also acts as the chair of the CoG.

The diagram below demonstrates the public and staff constituencies and the governor representation on the CoG:

IntroductionThe Trust’s governors have an important role to play in representing the interests of Foundation Trust members and partner organisations in the local community in the development of the Trust.

Governors are the link between our members determining their needs and views on the delivery of services and directors who makedecisions about the services and hold responsibility for delivery.

Governors are responsible for conveying information from the Board of Directors to members about affordability, service plans and health improvement initiatives. In thisway the population served by the

Trust will be directly involved in its governance.

This handbook has been put together to provide our newly elected governors with a range of useful information, and as a reference guide for existing governors. It providesan overview of the Foundation Trust, the role and remit of the Council of Governors (CoG), the Trust membership and aims to help our governors in fulfilling their responsibilities effectively.

Governors hold the Trust Board to account for the performance of the Trust and also exercise statutory duties. In order for governors to undertake their expanded role and responsibilities in relation to the Health and Social Care Act 2012, appropriate training, development and support will be provided. The governors’ development review will form an important part of this process.

*Clinical Commissioning Groups

– North East and North Lincolnshire

**Local Authorities (LA)

- East Riding of Yorkshire, Lincolnshire, North East and North Lincolnshire

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Foundation Trust Membership Public

Members, staff and communityGovernors

Non-executive directors Executive directors

Those living in constituencies that are served by the Foundation Trust can become members, with the membership community being made up of public (including patients/carers) and staff members. From these members, governors are elected (Council of Governors) to represent members’ interests in the running of the organisation.

Members are therefore given a bigger say in the management and provision of services with the Foundation Trust. They are able to engage in establishing the direction of service provision and ensure that hospital services more accurately reflect the needs and expectations of local people.

The diagram below demonstrates the relationship between the Foundation Trust and its serving communities:

Overview of Northern Lincolnshire and Goole NHS Foundation TrustNorthern Lincolnshire and Goole Hospitals NHS Foundation Trust was established as a combined hospital and community Trust on April 1 2001 and achieved Foundation Status on May 1 2007.North Lincolnshire community services transferred to the Trust in April 2011 under the Government’s Transforming Community Services, and we now provide community health services in North and North East Lincolnshire from a variety of locations. The Trust was renamed at the end of 2013 to Northern Lincolnshire and Goole NHS Foundation Trust to reflect this change.

The Trust runs the following hospitals:

Diana Princess of Wales HospitalScartho Road GrimsbyNorth East Lincolnshire DN33 2BATel: (01472) 874111

All Foundation Trusts have a duty to engage with their local communities and encourage local people to become members of the organisation ensuring that membership is representative of the communities that they serve. By this method, Foundation Trusts provide greater accountability to patients, service users, local people and NHS staff. The overriding principle is that Trust members have a sense of ownership of the services provided by the Foundation Trust.

As governors are elected/appointed by public and staff members they are accountable to those members. In turn, the non-executive directors are appointed and accountable to the governors and executive directors are appointed andaccountable to non-executive directors. This chain of interlocking relationships drives the performance of the organisation and is the mechanism of local accountability.

Each appoints next

Each answers to the previous

Scunthorpe General HospitalCliff Gardens ScunthorpeNorth Lincolnshire DN15 7BHTel: (01724) 282282

Goole and District HospitalWoodland Avenue GooleEast Riding of Yorkshire DN14 6RXTel: (01405) 720720

Governors face both directions. On the one hand they are the link between the local community and its needs and views on the delivery of services, and the directors making the decisions about services and the responsibility for delivery.

On the other hand governors need to transmit information from the Board of Directors to the local community about affordability and other constraints. The governors therefore, link the community and the Trust. The success of a Foundation Trust very much lies in the success of the governors’ role in linking the Trust to the community.

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Trust demographicsThe main centres of population in our region are Grimsby, Scunthorpe, Goole, Brigg, Immingham and Cleethorpes.

The Trust works in partnership with the Hull York Medical School and Sheffield Medical School providing comprehensive undergraduate teaching for year three, four and five medical students.

The Trust covers a population of approximately 443,000 people and employs around 7,000 staff.

In the table below are the Trust’s public constituencies and the minimum number of members required, together with the number of governor seats per constituency as per the Trust Constitution:

Name of the publicconstituency

Area of the public constituency by electoral wardsMinimum number of members

Number of governors to be elected

North Lincolnshire The wards of:

Ashby; Axholme Central; Axholme North; Axholme South; Barton; Bottesford; Brigg and Wolds; Broughton and Appleby; Brumby; Burringham and Gunness; Burton upon Stather andWinterton; Crosby and Park; Ferry; Frodingham; Kingsway/ Lincoln Gardens; Ridge; Town.

500 5

North East Lincolnshire The wards of:

Croft Baker; East Marsh; Freshney; Haverstoe; Heneage; Humberston and New Waltham; Immingham; Park; Scartho; Sidney; South; Sussex; Waltham; West Marsh; Wolds; Yarborough.

500 5

Goole and Howdenshire The wards of:

Goole North; Goole South; Howden; Howdenshire; Snaith, Airmyn and Rawcliffe and Marshlands.

200 3

East LindseyThe wards of:Binbrook; Grimoldby; Holton Le Clay; Legbourne; Louth North Holme; Louth Priory; Louth St Marys; Louth St Michaels; Louth Trinity; Ludford; Mablethorpe Central; Mablethorpe East; Mablethorpe North; Mablethorpe South; Marsh Chapel; North Somercotes; North Thoresby; Skidbrook with Saltfleet Haven; Sutton on Sea North; Sutton on Sea South; Tetney; Trusthorpe; Withern with Stain. 200 2

West LindseyThe wards of:Caistor; Gainsborough East; Gainsborough North; Gainsborough South West; Hemswell; Kelsey; Scotter; Thonock; Waddingham and Spital; Wold View; Yarborough.

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Meet the Board of DirectorsThe Trust Board of Directors has responsibility for the business functions of the organisation. It exercises its powers directly through sub-committees and through delegation to members of staff.The sub-committees of the Board include: audit, finance, remuneration and terms of service, charitable funds, local awards, Trust governance and assurance, quality and patient experience, infection control and mortality performance.

The Board of Directors meets monthly. Decisions typically made by the board include: approval, or otherwise of Trust policies; approval, annually of Trust business and financial plans; high level direct operational decisions (as defined in the Scheme of Delegation) and establishment of, and appointment to, sub-committees and working groups as required.

There is close co-operation between the Board of Directors and the governors to allow directors to appreciate the views of governors and members. In particular, directors routinely attend the meetings of the CoG. In addition, all sub-groups of the Council of Governors have at least one non-executive director member whose remit includes informing the Trust Board of discussions which have taken place and the decisions made.

Anne ShawTrust Chair

Anne heads up both our Board of Directors and Council of Governors. Anne is from the East Riding of Yorkshire but began her professional career as a staff nurse working in the A&E department at John Radcliffe Hospital, Oxford. It wasn’t long before she decided to move closer to home working as a staff nurse and ward sister in Hull. Her career took a different route when she moved to teaching nurses which opened new doors for her as she joined The Open University, teaching within the health and social care department for about a decade. Please see the Trust website for further details at http://www.nlg.nhs.uk/about/trust-board

Dr Karen DunderdaleActing chief executive and director of operationsKaren was appointed as substantive deputy chief executive in 2015 moving on from the post of chief nurse which she had held for four years. Born and brought up in Scunthorpe Karen qualified as a nurse in 1991 and worked on a general medical ward before moving to coronary care. She became a cardiac nurse specialist developing cardiac rehabilitation and heart failure services and became chief nurse in 2011. She has a PhD in Quality of Life in Chronic Heart Failure from York University and has contributed substantially to the development of cardiac nursing within the region.

Executive directorsMarcus HassallDirector of finance

Marcus was previously deputy director of finance at the Trust for three years, and has been at the Trust in a variety of finance roles since joining the previous Grimsby Health NHS Trust back in 1995. Marcus has spent his working career in NHS finance, having started as a finance trainee in Bradford.

Steve VaughanInterim chief operating officer

Awaiting biography

Mr Lawrence RobertsMedical directorMr Lawrence Roberts is by background a consultant obstetrician and gynaecologist and was appointed medical director at the Trust in 2015.Mr Roberts has a wealth of experience having graduated from Charring Cross Medical School before being commissioned into the Royal Navy as a medical student on a short service commission. He worked as a ship’s medical officer and on an air-sea rescue squadron and was also attached to the Royal Marines. Please see the Trust website for further details at http://www.nlg.nhs.uk/about/trust-board

Tara FilbyChief nurse

Tara Filby has worked at the Trust since 1987 when she joined the Scunthorpe and Goole school of nursing. She qualified in 1990 and landed temporary nursing roles at the former Glanford and Brumby hospitals before being appointed to a nurse role on ward 3 at Goole hospital. Tara went onto become a ward sister and then in 2003 she was asked to open and run a new surgical treatment centre at Goole, which she did as well as later opening the ophthalmic suite, and managing the surgical wards at the hospital. Please see the Trust website for further details at http://www.nlg.nhs.uk/about/trust-board

Wendy BoothDirector of performance assurance & Trust secretaryWendy specialises in governance and risk management and is the lead for our complaints, legal, risk and quality assurance teams as well as our Foundation Trust office. She was appointed to her role in August 2012, having previously held the posts of head of governance and Trust secretary, assistant director of risk management and Trust risk manager.

Pam ClipsonDirector of strategy and planning

Pam has been with the Trust since starting out as an apprentice straight from school in 1995. Pam has held a number of roles in the finance directorate since then, most recently as assistant director of finance and performance, leading the Trust’s planning, contracting and information functions.

Jug JohalDirector of facilities

Jug joined the NHS in 2006 after working his way up from transport administrator to group operation manager in a private logistics firm. He has worked in a number of roles at the Trust including transport manager and general manager for hotel services beforebeing appointed to director of facilities in August 2014. Jug oversees our estates and hotel services which include catering, cleaning, transport, security, parking and portering. He is also chair of the British Parking Association Healthcare Special Interest Group and has won a number of awards including HefmA Project Manager of the Year.

Jayne AdamsonDirector of people and organisational effectivenessPrior to her appointment Jayne provided support as a specialist HR advisor and worked on Healthy Lives, Healthy Futures as the organisational development lead. Jayne has been an executive director in the NHS for seven years and prior to that has worked in the private sector with Smith & Nephew and Nestle.

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Non-executive directors

Neil GammonDeputy chairmanDuring a 37-year career in the engineer branch of the Royal Air Force, Neil served in a dozen UK locations and in Germany and Saudi Arabia. His final post saw him commanding Royal Air Force Cosford and the Defence College of AeronauticalEngineering, where he was responsible for training aeronautical engineers for the 3 Services. He left the Royal Air Force in 2009 and settled in Ashby cum Fenby. Neil has an Honorary Doctorate of Business Administration from the University of Lincoln, and he was appointed an independent member of Humberside Police Authorityin May 2010. Neil retains Royal Air Force links through his presidency of both the Grimsby and Cleethorpes Branches of the Royal Air Forces Association and Number 866 (Immingham) Squadron of the Air Training Corps.

Linda JacksonLinda Jackson is from Cleethorpes and studied hotel, catering and institutional management at Grimsby College before graduating with a Diploma in Management from the University of Reading. Her career in facilities management began in London where she secured a position of trainee manager for ISS Facility Services who provide facilities services across the NHS.Linda quickly worked her way up the ranks to hold positions including regional director providing facilities services across NHS organisations in the capital and became board director at the age of 38. In her last 10 years in the private sector she undertook a transformational change role responsible for implementing the company’s new business and initiatives nationally within the NHS.

Stan ShreeveA semi-retired businessman and qualified accountant with experience at board level as CEO, CFO and NED in both the public and private sectors Stan is used to working in change environments, with experience of evaluating, funding, integrating and reorganising businesses. He has worked extensively with venture capitalists and financial institutions. With VC backed Anker Stan gained experience of pan-European management and reorganisation within a culturally diverse business. He integrated acquisitions and reorganised businesses in most EU member states and has sector experience in FMCG, Food – including the management and development ofbrands, manufacturing environments including light engineering, service based IT and software businesses. Stan has worked in large multinational, SME and start up environments.

Sue CouslandSue trained in the Grimsby School of Nursing and qualified as a State Registered Nurse in 1981. During her 38 years’ experience in the National Health Service she has worked in a wide variety of clinical roles across the north of the country, before returning to Lincolnshire in 1997. Since then she has worked in both commissioning and senior managerial roles in Lincolnshire including Chief Nurse, Director of Operations and Deputy Chief Executive for Lincolnshire Community Health Services. Sue has retained her clinical qualification throughout her extensive career and continues to practice locally whilst also working for the

Nursing and Midwifery Council as a Registrant panelist.

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Anthony BramleyAwaiting biography

Sandra HillsAwaiting biography

Stakeholder John Barrett with public Governors Mo Dobson, Janthea Capitani, Paul Grinell and Jeremy Baskett

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Trust to ensure that the health services

Council of GovernorsEast and West Lindsey - Public governors

Goole and Howdenshire - Public governors

Jeremy Basket“I will use my many years of both clinical and managerial NHS experience to ensure the public voice is heard.” The next few years will see considerable changes in the NHS local service provision. With increasing demand on services and a tightening financial allocation for both the NHS and social care, we need to ensure continuing closer working between social and health care organisations to protect our local services.

I want to ensure the public voice for East and West Lindsay residents is heard loud and clear within the Hospital Foundation Trust to ensure that the health services we receive locally through the hospital trust are not diluted and that proposed changes to hospital services fully involve local people My wide experience in working in the NHS as a clinician and as a senior service manager has given me a very good understanding of both health and social care services.

Also my family are users of the local services so I have first-hand experience. In my NHS career I have worked in both the hospitals and community health services and been successful in bringing about service improvements and

passionate about the public being involved in decision making fortheir local NHS services. I am a good

Christopher Bayne“Local husband and father, keen to ensure quality of care is as good as it can be for all patients.” The next few years will see considerable changes in the NHS local service provision.With increasing demand on services and a tightening financial allocation for both the NHS and social care, we need to ensure continuing closer working between social and health care organisations to protect our local services. I want to ensure the public voice for East and West Lindsay residents is heard loud and clear within the Hospital Foundation

communicator, which I think is essential for the role together with broad mindedness and a high degree of inquisitiveness. These skills together with experience of managing and understanding NHS and social care finances will help

me to ensure local people’s views are heard.

we receive locally through the hospital trust are not diluted and that proposed changes to hospital services fully involve local people.

My wide experience in working in the NHS as a clinician and as a senior service manager has given me a very good understanding of both health and social care services. Also my family are users of the local services so I have first-hand experience. In my NHS career I have worked in both the hospitals and communityhealth services and been successful in bringing about service improvements and passionate about the public being involved in decision makingfor their local NHS services. I am a good communicator, which I think is essential for the role together with broad mindedness and a high degree of inquisitiveness. These skills together with experience of managing and understanding NHS and social care finances will help me to ensure local people’s views are heard.

Rob PickersgillRob is an economist and CCAB accountant and has held senior financial and managerial posts in Local Government, Further and Higher Education and the Financial Services sector. Rob is now Managing Director of a local manufacturing company. He is deeply concerned about potential changes to theNHS and wants to understand more fully the nature of the financial and structural challenges faced by the sector as a whole and by NLaG in particular.

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Roy TaylorI have lived in the Goole area for more than 30 years. During the last 15 years I have been involved in youth work and with St John Ambulance. Along with other colleagues from the St John Ambulance I helped to start a door-to- door shopping service for the elderly and disabled citizens.

I strongly believe that our hospital is the best and the staff at the hospital are second to none.

Janthea Capitani“I can offer a balanced view as a retired nurse and member of the public and can see both perspectives.” I have concern for the care and wellbeingof the Goole and Howdenshire areas in view of recent changes directly affecting healthcare provision and the lack of information that local people are receiving. I feel I could help resolve some of these issues by speaking from both a public and professional perspective.

I want local people to be aware of what is occurring to their localhealth care needs – and I want to see this achieved with more clarity and openness and less use of confusing jargon. Having worked for many years on the front line of my chosenprofession I have some insight into the vagaries of the area and I feel I could adapt this knowledge for the benefit of the community.

I worked for 34 years as an enrolled nurse, staff nurse, sister and finally emergency nurse practitioner mainly in Goole and Scunthorpe. I also worked in medicine, prison services and Accident and Emergency. I

attained a B.Sc.. Having worked in most of Goole hospitals both hold and new I have a wide insight of past and present healthcare provision and feel I could make a contribution to our safer health care.

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North Lincolnshire - Public governors

The current composition of the CoG is detailed below (as per the Trust Constitution):

Paul GrinellI am a passionate supporter of the NHS nationally and our own Foundation Trust in particular. For the most part, our Trust delivers high quality healthcare to thecommunities of Northern Lincolnshire and Goole but there is always scope for improvement.

There are difficult times ahead, with a need to maintain and improve the quality of our care whilst making efficiency savings to keep our finances in order. I intend to work tirelessly with my fellow governors and the management of the Trust to achieve these joint aims.

I currently chair a number of our governor sub-committees and also sit on some Trust committeesdealing with operational matters. In addition, I enjoy an excellent working relationship with the executiveand non-executive members of the Board of Directors and with the Trust management in general. Thiscombination gives me considerable insight into the affairs of the organisation.

I was delighted to be elected by our members in North Lincolnshire for a third term of office in November 2015, and I was recently elected by my fellow governors to the role of lead governor.

Harpreet AtwalAs a Governor, I aim to work hard to ensure healthcare provision in our trust is improving, together with confidence and clarity. Being born and bred in Scunthorpe, and actually at this hospital, I understand how fantastic a job the care team do here. Healthcare provision is of paramount importance to our community, and I wanted to give something back and ensure the Trust are accountable and constantly improving.

My skills and experience in business help me understand how to communicate effectively and fairly to ensure the best possible outcomes.I believe in being fair and working for long term goals, with constant governance to ensure it’s fair andensure all interested parties are being treated equally. NHS is a truly world class organisation, and I’ll be working to ensure that it is using its’ skills and strengths in the best possible way. I have held several committee roles,at a local and national level, and I’m aware I can deliver clarity, confidence and an independent voice. I’ll bringa real local understanding of the issues that matter, and ensuring a fair representation on any meeting. I have many years’ experience working and developing Committees andorganising events. I have experience in representing groups, professional bodies and the dynamics of getting the best out of a group - and I thank

you for placing your trust in me.Robin PerryI am pleased to be able to help support the NHS as a Governor, and the people of North Lincolnshire. I believe in the NHS and would like to see it here for everyone who needs it.

I want to see the best use of NHS resources for the people of North Lincolnshire and to keep it open for all who live here to use. I have seen first-hand the service at A&E and the excellent service I received is a credit to the trust, which I wish to see this continue for everybody else in the future. I have served 3 times as a Town Counsellor and I was Mayor for Bottesford Town Council until May of this year.

I have also served as a school Governor, plus on the committees for the Scouts, Special needs groups, I have the ability to keep order in meetings, be diplomatic, see both sides, organising skills and good people skills.

Maureen DobsonI have 48 years’ experience working as a nurse in the NHS and as a nurseadvisor in the private sector providing occupational health and safety to industry.

I have seen the changes in nurse training and in hospital management at all levels and departments. Having experienced treatment as an inpatient and an outpatient at Scunthorpe, Goole and Grimsby hospitals I can see how things are on both sides of the fence.

Electing/appointing body No. of governors

Public constituency governors North East Lincolnshire constituency North Lincolnshire constituency East and West Lindsey constituency Goole and Howdenshire constituency

5

5

2

3

Staff governors 4

Partnership organisationsNHS North East Lincolnshire Clinical Commissioning Group (CCG)NHS North Lincolnshire CCGNorth East Lincolnshire GP Providers North Lincolnshire GP providersEast Riding of Yorkshire GP providers Lincolnshire GP providers

1

1

1

1

1

1

Qualifying local authority governors 2

Qualifying medical schoolsHull York Medical School 1

Total number of governors 28

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Vacancy

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with more members as I feel there are a lot of people who still do not know how the Trust works and operates.

North East Lincolnshire - Public governors

Brian PageBrian is semi-retired and has spent the last 24 years of his full-time working life in Senior Management roles in Training and Development, Workforce and Human Resource departmentsof the local council and latterly the NHS. Brian became a Governor so that he can assist in making ongoing improvements to the quality of provision in the NLaG Trust. Brian currently sits on the Parish Council for New Waltham.

Presently he runs a small business involved in supplying training and assessment within Social Care, Health and Well Being which also includes tai-chi and chair based exercise classes. Brian participates in weekly sessions as a volunteer for Older People’s Health & Well Being Collaborative and the Alzheimer’s Society, and also provides health improvement talks for older people’s groups.

Liz StonesI was born in Grimsby and worked in the local NHS for 43 years before retiring in 2011. I started my nursing career in 1968 and throughout mycareer I worked in the clinical field as a ward manager and matron.

Latterly I worked in managerial roles as the assistant divisional manager for surgery and critical care and my last role was the deputy directorfor patient services at the Grimsby hospital.

Since retirement, I have joined the management committee of CRUSE bereavement care in a voluntary capacity. Throughout my career, my main aim was always to ensure patient care was paramount.

My managerial role within the Trust has given me the experience within budgetary management, service delivery, managing change, problem solving, clinical governance and meeting local and government targets.

I feel I have good communication skills, empathy and integrity and I strongly believe the views of the service users should be soughtin helping determine patient satisfaction and good outcomes.

As a Foundation Trust I feel we have the ability to help mould thefuture for our area and I feel that my experience within the local NHS can help achieve this.

Cheryl GeorgeI care about what happens locally and feel that my public health expertise coupled with my local knowledgewill add value to the existing board members. I work around health care/social care commissioning and understand the current pressures on our services in terms of increased need and reduced financial inputand the need to work differently. I am used to ensuring that the services we commission are both based on local need, strong evidence base of what works and the latest guidance.

This includes service mapping, reviews, patient pathway development and leading a managed clinical network in Nottinghamshire towards the attainment of fluid health services across community, primary, secondary and acute care. I am very familiar with working across partnerships to facilitate a wide range of input and expertise is included in local planning and prioritisation, and I greatly value to added value that can be achieved through effective partnership working towards the attainment of improved local service provision and reducing inequalities and inequities in services. I also value being able to input from a user of local services.

I have a range of experience of board

level working at national, regional and local levels and would very much like to work with our local NLAG members and I have a real passion to make a difference.

Jeff ShawI have always lived in North East Lincolnshire and was employed by the ambulance service for more than 30 years in various positions. I retired last year from my position as patient services manager; I feel this has given me a lot of experience and knowledge of the NHS to bring with me.

I am standing for a further term as I feel I still have a lot offer the Trust. My main aim would be to try and engage

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Ann MaggsBiography to follow.

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Staff governors

Makani HemadriI want to work in a trust that is thriving. In the event of illness I want to be in a safe hospital, which I wish for my patients too. Those are the aims I will pursue as a governor.

I have technical skills and strategic understanding of mortality, harm, patient safety, clinical leadership, clinical engagement, innovation and quality improvement.

As a Fellow of the NHS Institute for Innovation and Improvement I gained international exposure to the best in healthcare quality improvement. I have taught many of these skills to the benefit of NLaG and others. I have engaged successfully with national organisations including Health Foundation (Leaders for Change award), Kings Fund (Top Managers Programms), Royal College of Surgeons (SAS surgeon’s and Patient’s Liaison Group) British Association of Physicians of Indian Origin (Executive Committee Member), Clinical Human Factors Group (advocate) amongst many others.

I look forward to contributing to the technical and engagement skills of the board of governors.

Tony WhyteI work in our Trust’s Occupational Health department across our 3 hospital sites. In my role I have the opportunity to work with staff through many of the areas of services provided which has given me an understanding of some of the stresses and issues affecting my colleagues across the board.

It provides me with the opportunity to see what staff members believe is working well in the processes they areinvolved in and what can be improved. I feel privileged to have this insight into the workings of the Trust, which is why I feel I will be able to truly represent Staff, the Trust and the Community we serve: to deliver our‘Vision and Values’.

I qualified as a physiotherapist 18 years ago and have worked in NHS, private healthcare, industry

and elite sport settings. I have developed excellent communication skills, work in a logical manner, am used to timescales, and have strong prioritisation skills, all of which have been enhanced with my journey into fatherhood.

Additional roles I have held in the past include being a Harassment Contact Officer and Manual Handling Trainer. I have a holistic approach to problem solving and am always open to others ideas.

I am confident to ask questions, keen to receive constructive criticism, resilient enough to stand up for what I

believe in, and enjoy a challenge! Tim MawsonAs a staff Governor I am passionate about assisting the Trust to provide the best, safest and most up to date patient healthcare.

I have been in healthcare the vast majority of my working life and I am passionate about providing the best possible quality of care to our local community. I believe staff have a pivotal role in ensuring this happens. As a staff Governor I will be well-placed in my working life to relate strategic issues to staff and also communicate the concerns and thoughts of the staff to other Governors.

I am very proud of our Trust and am pleased to be more involved with this excellent organisation as a Governor. Having worked in Radiology for23 years, the last 13 years being at Grimsby hospital where I manage the General Radiology Department providing x-ray and interventional imaging for the hospital and local community. I have been involved in many large equipment replacement projects and also participatein the Clinical support services Governance and Business meetings. I am Chairman of the Trusts MedicalExposures Committee which oversees all Trusts legal radiation issues. I lead the Radiology national benchmarking scheme which compares statistical information across 100 different Trusts and I am also a voluntary Technical Assessor for the United KingdomAccreditation Service.

Mr Sid GoelMr Goel qualified as a doctor in 1996 and went onto specialise inophthalmology, training and working in centres across the country and abroad. He has presented at various national and international events and has had his work published. He has also won national and international awards for his work.

He has worked as a consultant ophthalmologist at Grimsby hospital since 2008 and has a special interest in cataract and refractive surgery; laser and non-laser glasses corrective surgery; oculofacial plastic surgery and corneal/anterior segment surgery.

Mr Goel is regularly invited as an expert speaker and has earned the respect of his peers and hospitals that he works with. He has been elected/ selected for the following national/ regional roles:

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Member of Medical Advisory Committee for St Hughs hospit

al, Grimsby since 2014

• Committee member of UK and Ireland

Society of Cataract and Refractive Surgery since 2013

• Lead

for operating theatres at DPoW since 2013

• Member of theat

re board for the NLaG since 2013

• Member of Clinical Governance Committee for the NLaG since 2013

Mr Goel’s practice is modern, efficient and yet caring, putting his patients interests always in front of everything else.

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Stakeholder governors

Councillor John Barrett,

East Riding of Yorkshire CouncilAwaiting biography.

Councillor Melanie Dickerson

North East Lincolnshire CouncilAwaiting biography.

Vancancy

North Lincolnshire Council

Awaiting biography.

Governor roles and responsibilitiesRole of the GovernorsA governor forms part of the Council of Governors and represents the interests of local communities, partners and Northern Lincolnshire and Goole NHS Foundation Trust staff in the development of the organisation.They provide the link between our members and directors who make decisions about the services.

NHS foundation trust governors have been given additional responsibilities and powers under the Health and Social Care Act 2012 in order to monitor effective governance at Foundation Trusts.

Governors have three main roles

Eddie McCabe

North East Lincolnshire Clinical Commissioning Group.

Awaiting biography.

Richard Young

North Lincolnshire Clinical Commissioning Group.

Awaiting biography.

Vacancy

Hull York Medical School

Awaiting biography.

As an advisorGovernors are a key community and staff link for the Trust. They provide a steer on how the Foundation Trust should carry out its business in ways consistent with the needs of members and the wider community.

Public and staff governors are responsible for feeding back to the Trust, via the CoG, the views and ideas of the members they represent.

Governors will develop membership in two ways: by overseeing the development and implementation of the membership strategy and by direct engagement with

As a guardianThe CoG has strategic stewardship responsibilities and must ensure that the Trust conducts its business in a way that reflects its purpose.Part of this role is making sure that the views and interests of the Trust’s members, and of people who use the Trust’s services, are taken into account when plans for services are being developed.

The CoG is also expected to hold the Board of Directors to account and would be expected to inform Monitor (the Foundation Trust regulator) if it has any concerns about the performance of the Board of

As a critical friendGovernors will help plan and steer the direction of the Trust. This includes working with the Board of Directors to set longer term direction and priorities forimprovements and effective policy setting. In this role governors will act as ‘critical’ friends, who should support, challenge and ask.

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Main duties and responsibilities

In the case of NLaG, the lead governor role has always included regular scheduled meetings with

Code of ConductGovernors are ambassadors of the

Conflict of InterestsWhilst undertaking your role as a

Individual duties and responsibilities:• To abide by the code of conduct

• To uphold the values of the Trust

• To comply with the policies and procedures of the Trust including the authorisation and Constitution

• To attend meetings of the CoG, its committees and sub-committees

• To ensure effective communication and engagement with members, and to regularly feedback information aboutthe Trust, its vision and its performance to the constituencies and stakeholder organisations that either elected or appointed them.

Collective duties and responsibilities as part of the Council of GovernorsThe inclusion of members and governors in the Foundation Trust model sets organisations apart from other public service providers and enables them to operate as locally accountable and autonomous. As part of their overall role in scrutinising the performance of the Trust and representing members, governors are required to fulfill the following statutory duties:

Legal responsibilities:• To give a response when

consulted by the Board of Directors

• To approve the procedures for appointment and removal of the

chair and non-executive directors

• To appoint and, if appropriate, remove the chair and non- executive directors

• To approve the procedures for appraisal of the chair and non- executive directors

• To set the pay levels and conditions of employment for chair and non-executive directors

• To approve the appointment of the chief executive. However, the council will not appoint the chief executive

• To receive the Trust’s annual accounts and the auditor’s report on them and the annual report

• To appoint and, if appropriate, remove the Trust’s external financial auditors

• To agree with the Board of Directors a procedure for dispute resolution between the governors and the Board

• To agree the removal from office of governors.

Other responsibilities:• To represent the interests of

the local community, including the people who use the Trust’s services and their carers

• To act as a Trust representative in the community providing and/or facilitating talks to local groups and at community events

• To act as a source of ideas about how the Trust can provide its services in a way that meets the needs of the communities it serves

• To receive agendas and minutes from the Board of Directors

• To discuss, advise and support the Board of Directors in setting the longer-term vision and strategy for the Trust

• To oversee the Foundation

Trust’s membership strategy and encourage membership

• If invited, to advise on staff appointments

• To be involved in strategic working groups, as appropriate

• To be potentially part of key committees, such as the Appointment and Remuneration Committee (ARC).

For further information please refer to the governor role requirements document.

Lead governorAll NHS Foundation Trusts are required by Monitor (the sector regulator of health services in England) to nominate a lead governor who is required to act as a point of contact between Monitor and the Council of Governors when required. The need for this might arise where Monitor has concerns about the leadership provided to an NHS Foundation Trust by the Board of Directors, or in circumstances where it would be inappropriate for the Chair of a Trust to contact them (or vice versa), eg issues concerning the appointment or removal of the chair.

The statutory framework which governs NHS Foundation Trusts requires that the lead governor be elected by the full Council ofGovernors, but it does not empower the person holding the office to“lead” the Council of Governors or assume greater power or responsibilitythan other governors. However, Monitor recognises that many NHS Foundation Trusts have broadened the original intention of the role by giving greater responsibilities to

their lead governor, and they accept that individual Trusts are at liberty to do so.

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the chairman and the trust secretary in order to facilitate the flow of information between the Board of Directors/Trust management and the Council of Governors. More recently (2013), informal meetings with the deputy chairman and other non- executive directors have commenced with the objective of deepening the relationship between the board and the council.

Paul Grinnel, public governor for North Lincolnshire was elected to the lead governor position in May 2013 and will hold the position until the end of his term of office in November 2018.

Meetings of the Council of Governors and sub-groupsCouncil of Governors (CoG) – As a governor you will be invited to four full meetings of the CoG, due to take place each January, April, July and October with an additional annual review of the CoG meeting in June and the Annual Members’ Meeting in September.

In addition to the full CoG meetings, there are various sub-groups which meet quarterly as follows:

• Steering group meetings• Steering group and

HealthWatch meetings• Governors training

group meetings• Governor membership

working group meetings• Governor and members’ forum

meetings – across each site (being Goole, Grimsby and Scunthorpe)

• Quality and patient experience committee meetings

• Governor quality group - is about to be established

• Appointment and renumeration committee (ARC).

Foundation Trust and must at all times comply with the CoG code of conduct which sets out the standards and behaviour that the Trust expects ofits CoG (individually and collectively), when acting on behalf of the Trust.

Where a governor conducts him or herself in a manner that breaches the code of conduct, or otherwise brings the Trust into disrepute, adversely affects public confidence in, or prejudices the work of the Trust, they will be in breach of the terms of their office.

Information relating to patient records, diagnosis and/or treatment of patients, staff records, or information concerning contracts, tenders and other commercially sensitive matters are consideredto be confidential and must not be divulged without prior authority other than in accordance with the provisions of the Trust’s policy on raising concerns about health care services. Breaches of confidentiality will be dealt with as a breach of the terms of office under one or more of the criterion set out above, and the CoG shall be entitled to dismiss a governor in breach of their obligation as set out in this section.

Please see the Governors’ Code of Conduct for further information.

Statement of expectationsA governor Statement of Expectations document provides information on what governors can expect from the Trust to assist them in fulfilling their role and forms an important partof the Trust’s corporate governance framework. Please refer to the governor Statement of Expectations for further details.

governor you may be faced with a conflict of interest. This could be a situation in which your personalinterests or responsibility may, or may appear to, influence your ‘governor’ decision making or contribution to a discussion.

Upon appointment, and at least annually, you will be invited to complete a declaration of interest form. This document should also be updated where a material change occurs. A register of interests will be maintained by the trust secretary, will feature as a standing item on the agenda of each meeting of theCouncil of Governors and will also be made available to the public.

Please refer to the conflict of interests policy for governors which provides guidance on identifying and managing such conflicts of interest and aims to protect both the Trust and the individuals involved from any appearance of impropriety. It should be read in conjunction with the Trust Constitution, the code of conduct for governors and the seven principles of public life known as the Nolan Principles. The seven principles include:

• Selflessness• Integrity• Objectivity• Accountability• Openness• Honesty• Leadership

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Time commitmentIt is difficult to gauge the time commitment which will be required from governors and, in part, this will depend on how much time governors can devote to the role.

The CoG has to meet a minimum of three times per year (as per theStanding Orders for CoG meetings). There will also be other meetings, for example constituency meetings to enable engagement with members, the Annual Members’ Meeting and a CoG annual review meeting.

It is likely that a governor will be expected to attend between seven and 12 meetings per year depending on the number of committees they wish to join. In addition, governors will be expected to attend ward reviews (preferably one per site) and a number of briefing sessions/training events.

However, where possible, these will be combined with meetings of the Council of the Governors.

For further information please refer to the governor role requirementsdocument, or the section on meetings.

Willingness to ActOn appointment, you will be asked to complete a willingness to act form which states that you are able tomeet the time commitments required for the governor role, that you are eligible to act as a governor and will perform your role in accordance with the Trust’s code of conduct.

For further information please refer to the willingness to act document.

Council of Governors’ engagement policyThe engagement policy outlines the mechanisms by which governors and directors will interact and communicate with each other and takes into account the expanded role of governors, set out in the National Health Service Act 2006 as amended by the Health & Social Care Act 2012 (the Act), including the new dutyto hold the non-executive directors individually and collectively to account for the performance of the Board of Directors.

The policy describes the methods by which governors may engage with the board when they have concerns about the performance of the Board of Directors, compliance with the Terms of Authorisation (or in the future the Monitor licence) or the welfare of the NHS Foundation Trust.

The policy also provides details of the monitor panel for advising governors of Foundation Trusts in their new role and to whom governors may refer a question as to whether the Trust has failed or is failing to act in accordance with its Constitution.

For further information please refer to the engagement policy.

Media guidance for governorsIf a governor is approached by the media for a statement they should always refer it to the Trust’s communications and marketingteam, or seek their assistance and co- ordination to be able to make a formal response. This helps to ensure that the communications team is aware of all media enquiries and that the governor involved is fully informed of the subject in question and has the latest information available to them.

Any enquiry that asks for the view of the CoG should be formulated by the CoG as a whole, and then issued on their behalf by the communications and marketing team.

ProtocolThe Trust’s communications strategy governs relations with the media.All contact between staff and governors with media and vice versa should be channeled through the communications and marketing team.

Please contact the communications team on 01724 387739 for further information or support.

Governor annual development reviewsMembers of the Council of Governors are individually expected to undertake an annual governor development review with the chairman to assess and identify areas for future development and training.

Governor training and development programmeIn order for governors to be effective in performing their legal duties and responsibilities, it is essential that individuals, and the council as a whole, are aware of the nature of the work of the Trust and its operating environment.

In order to prepare and support governors, the Trust provides a comprehensive induction and ongoing development opportunities, in line with the statement of expectations.

Individual governors are invited to speak to the chairman and/or trust secretary about any further information or training needs.

The training and development activities are facilitated both internally by the Trust, and by external providers to ensure that all governors are supported in their role.

The Trust also operates a buddying system whereby existing governors are paired with newly appointed/ elected governors to develop a swift understanding of the more informal aspects of the work of the council.

Information on the buddying system is provided by the membership manager at induction.

Governor election processGovernor elections are held each year and usually close in early November. Timetables for the governor elections and progressive information is published on the Trust website.

Governor expense claimsGovernors receive no remuneration but any expenses they incur whilst engaged in Trust business will be refunded as follows:

• Travel including car parking and alternative transport arrangements when necessary at the public transport rate (thisis 45p per mile and 5p passenger miles when a private car is used)

• Receipted costs for caring arrangements at rates of up to £10 per hour

• Expenses of a companion or carer required to enable the individual to participate.

Expense claim forms can be obtained from the Foundation

Trust membership office.

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Identification badgeBadges are issued for the duration of your time as a go

vernor and are issued by the ESR bureau. When youare issue

d with an identity badge you must either wear it or carry

it with you at all times whilst undertaking governor busin

ess.

Trust membershipWho is eligible to be a member?Anyone aged 16 years or above can become a member of the Foundation Trust. All members are eligible to stand for election to the Council of Governors. The Trust will actively encourage all eligible people to become members of the Trust andto develop as broad a membership as possible, thus, fully reflecting the diversity of the communities served.

Awaiting photo

Panel for advising NHS Foundation Trust GovernorsThe Panel was introduced by the Health and Social Care Act 2012 and their role is to answer questions from NHS foundation trust governors about whether atrust has failed or is failing to act in line with:

• its constitution;

• Chapter 5 of the NHS Act 2006.

A Governor can refer a question to the Panel if more than half of the members of the CoG voting agree to the referral. Governors must give the Panel evidence of this voting process before they can consider a question.

The panel are not able to answer operational questions or act as an independent arbitrator between a CoG and the Trust Board.Governors should always seek to resolve questions internally with

Level one– as little as:• Receiving newsletters an• Receiving invites for me• Receiving voting papers f

NHS discountsDid you know that as a member of the Foundation Trust you could save money thanks to massive great deals on the Health Service Discounts website?It is a great place to browse to find exclusive discounts, brilliant deals and money-saving offers. It is totally free and simple to join.All you need to do is register for free at healthservicediscounts.com and then sit back and enjoy accessing a comprehensive range of discounts, benefits and money off vouchers.You can make great savings on weekly shopping, major purchases and holidays. You can also compare deals on such things as gas, electricity, broadband, bank accounts and much more.Other discounts include days out at family attractions, the Apple store, well known stores, holidays, clothes and much more.

Levels of membership engagementSome members will choose to have a very active membership, while others will choose to only receive a newsletter. The level of engagement is up to the individual and they can choose their level ofengagement with the Trust, such as:

123

d regular updatesmbers’ events and meeting

or the governor elections.

Level two– as above and a little more:• Participating in surveys and questionnaires• Attending members’ events• Attending and participating in the

quarterly governor and member meetings• Voting for a governor to represent them in the

election process.

Level three– as per levels one and two,

plus:• Standing for election as a

governor• Attending Council of

Governor meetings.

ConstituenciesThe Foundation Trust has a membership community made up of public and staff members aged 16 years and over who live in the area. The public constituencies are defined on the basis of one or more local government electoral areas and comprise of patients, carers and members of the public. They aim to be representative of the communities of the Trust.

The staff constituency is made up of people employed at the Trust who have been permanently employed for acontinuous period of at least 12 months or have a contract of employment with a fixed term of at least 12 months. The Trust can allow members who have carried out functions for the Trust but are not employed by the Trust, i.e. volunteers, academic staff, nurses and doctors who are employed by a recruitment agency. However to be eligible they must havecarried out these functions at the Trust for at least 12 months.

Membership strategy – engagement and recruitmentBenefits of membershipIn line with the terms of the Trust Constitution, members of the Trust will have the following rights and benefits to:

• Receive regular information about our activities, such as newsletters

• Provide opinions and be kept informed of plans for future developments

• Be involved and consulted on issues such as changes and improvements to services

• Attend member events• Recruit new members• Utilize a dedicated area on the Trust website for

members• Be able to elect governors• Be able to stand as a governor• Act as an ambassador for their community or interest

group.

Opening of the Blue Sky imaging unit

External regulatorsNHS IMPROVEMENT - is responsible for overseeing foundation trusts and NHS trusts, as well as independent providers that provide NHS-funded care. We offerthe support these providers need to give patients consistently safe, high quality, compassionate care within local health systems that are financially sustainable. By holding providers to account and, where necessary, intervening, we help the NHS to meet its short-term challenges and secure its future.

CARE QUALITY COMMISSION (CQC) – is theindependent regulator for all health and social care services in England. The CQCs purpose is to make sure health and social care services provide people with safe, effective, compassionate and high-quality care an to encourage care services to improve. Its role is to monitor, inspect and regulate services to make sure they meet fundamental standards of care. For further information about the CQC visit their website at www.cqc.org.uk.

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016Meet The Team

Alison HurleyMembership managerZoe HinsleyMembership officerSerena Mumby

(centre)

(left)

(right)Membership officer (Part time)

2August 2016 Karen Jackson Chief Executive

Dr Karen Dunderdale Deputy Chief Exec and Director of Operations

Tara Filby Chief Nurse

Wendy Booth Director of Performance Assurance and Trust SecretaryMarcus Hassall Director of Finance Mr Lawrence Roberts Medical Director

Jayne Adamson Interim Director of People and Organisational Effectiveness

Jug Johal Director of Estates and FacilitiesPam Clipson Director of Strategy and Planning

Central Operations, Community and Therapy Services, Clinical Support Services, Medicine, Surgery and Critical Care, Women and Children’s , Path Links, Medicine Reconciliation, Patient Administration

Patient experience, Quality and Safety, Chaplaincy, Dementia, Quality Matrons, Clinical Nurse Specialists, Specialist Palliative Care Nurses, Tissue Viability, Infection Control, Professional Development, Research, Safeguarding, Voluntary ServicesComplaints and PALS,Membership office, Legal Services and Claims, Health and Safety, Quality Assurance, Performance Management, Innovation, Improvement and Audit, Emergency Preparedness, Information Governance Risk Management, Sustainability, Clinical Admin Review, Decontamination

Accounting, Payments, Income, Compliance, Audit, Counter Fraud, Payroll and Pensions, Procurement, Financial ManagementRevalidation.

Medical Education. Medical Staffing Mortality Performance, Director of Infection, Prevention and Control

Human Resources, Recruitment, Occupational Health, Communications and Marketing, Organisational Development , engagement, Workforce Planning, Workforce Strategy, Training and Development, E-rostering and Staff Bank

Facilities: Estates, Capital, Maintenance, Grounds and Gardens.Logistics: Transport, Distribution Portering Hospital Support Services: Catering Cleaning Laundry Car parking Security, Directorate Assurance

Contracting and Planning, IT, Systems Development (including WebV and EPR)Systems Implementation Reprographics, Telecoms, Information and Coding, Capacity and Demand

Council of Governors Governor elections

Membership Office

Membership recruitment, engagement, communication and managementGovernor induction and development programme

Administrative resource for governors

In-house membership database management and development

Payment of governor expenses

Facilitate communications between governors and members

Register of governor interests

Role of the membership officeThe membership office deals with all services for members of the Trust – both public members and staff members. This includes management of the membership database, making arrangements for elections and the distribution of newsletters, and providing a point of contact for members with the Trust and with governors.

About the Trust and the services we provide

Executive team structure

We can be contacted by ringing (01724) 387946 or alternatively email us on: nlg.tr.foundationtrustoffice@nhs.net.

An important function of the membership office is to support the activities of governors on behalf of the Trust.

A range of secretarial services are provided, including the arrangement

of venues for meetings, support for sub groups of the Councilof Governors and provision of information and training.

All the resources for support of governors are administered through the office.

The diagram below illustrates some of these functions performed by the membership office team:

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1 Fenton St, Scunthorpe, North Lincolnshire, DN15 6QX

Transport – how to get out and about between hospital sitesWhen travelling between sites on Trust business, governors can book a seat on the Hospital Link shuttle bus by ringing the transport desk on (01724) 282282extension 8444, Option 3, the Option 3 again at Scunthorpe. The shuttle runs between Grimsby hospital and Scunthorpe hospital departs each site at the following times Monday to Friday:

8am, 9am, 10am, 11am, Noon, 1pm, 2pm, 3pm, 4pm, 5pm.

Pick-up/Drop-off Points

Scunthorpe hospital - outside the Butterwick House side entrance. Grimsby hospital - bus stop located outside the canteen area.

How to get there:

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Park and Ride at Scunthorpe hospitalTake the Park and ride service for just 50p each way. Park your car for free in the top two floors of the Parishes multi-storey car park in the town centre and catch the Hornsby no. 9 bus from stand N in the bus station. Buses run from 7am to 7pmMonday to Friday with a final bus leaving the hospital at 8pm. The service also operates on Saturdays. Please see timetable below.

Please note: patients and visitors need to register their car registration number with the shopmobility office on the ground floor of the Parishes car park. Disabled userscan park anywhere within the Parishes car park and do not need to register with the shopmobility office.

The buses stop outside the outpatients entrance on Cliff Gardens and the main entrance on Church Lane. Normalconcessions apply: bus passes accepted and under 5s are free.

For further information visit: http:// www.nlg.nhs.uk/hospitals/scunthorpe/ parking/

Further information:NHS Providers - www.nhsproviders.org/members/governors

Independent Panel for Advising Governors - www.monitor.gov.uk/governorpanel

Care Quality Commission - www.cqc.org.uk

HM Treasury - www.hm-treasury.gov.uk

NHS Improvement (now incorporating Monitor) - www.improvement.nhs.uk

The Healthy NHS Board 2013 - Principles for Good Governance

CQC Guidence for Governors

Monitor publications for reference:• Annual Plan: Advice for NHS Foundation Trusts

• Audit Code for NHS Foundation Trusts

• Compliance Framework

• Current practice in NHS Foundation Trust member recruitment and engagement

• Director-governor interaction: a best practice guide for boards of directors (June 2012)

• Guide to Monitor for NHS Foundation Trust governors

• Model Core Constitution

• The NHS Foundation Trust Code of Governance (July 2014)

• NHS Foundation Trust Annual Reporting Manual

• Representing the Interests of Members and the Public - Examples and guidance for NHS Foundation Trusts and Governors (January 2015)

• Survey of NHS Foundation Trust Governors 2014/15

• Your duties: a brief guide for NHS Foundation Trust Governors (March 2014)

• Your statutory duties: a reference guide for NHS Foundation Trust Governors

Sources of further information on the Trust’s Governance Arrangements:• Trust Terms of authorisation

• Trust secretary (or equivalent)

• Fellow Governors

• Trust’s website

Sources of further information on the Trust’s performance:Financial information:

• Monitor’s financial risk ratings

Clinical performance:

• Care Quality Commission

• Hospital guides

• Department of Health

Governance information:

• Monitor’s governance risk ratings

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