- Leads the board and is responsible for its overall effectiveness and governance.
- Sets the board agenda and ensures sufficient time for strategic discussion.
- Promotes a culture of openness, constructive challenge, honesty and debate.
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Ensures effective relationships between executive (and senior management) and
non-executive directors.
- Ensures directors receive accurate, timely and clear information.
- Supports board development, induction and effectiveness reviews.
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Ensures responsibilities are clearly defined and governance arrangements are
effective.
- Maintains the distinction between board leadership and executive management.
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Collectively responsible for the performance, strategy and long-term
sustainability of the trust.
- Sets the organisation's vision, values and strategic direction.
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Oversees quality, safety, clinical governance, financial stewardship and risk
management.
- Ensures compliance with statutory and regulatory obligations.
- Promotes culture, integrity and accountability across the organisation.
- Oversees internal controls, audit and assurance arrangements.
- Holds executive directors to account for delivery and performance.
- Ensures appropriate systems, resources and governance processes are in place.
- Shares collective responsibility for all board decisions.
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- Acts as a sounding board and support for the Chair.
- Serves as an intermediary for directors where required.
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Leads appraisal of the Chair by the non-executive directors (overseen by NHS
England).
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Provides an additional route for concerns that cannot be addressed through the
Chair or Chief Executive.
- Supports board effectiveness and independent challenge.
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Leads the executive management of the trust and is responsible for operational
delivery.
- Implements the strategy and policies agreed by the board.
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Acts as the trust's accounting officer with responsibility for stewardship of
public resources.
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Ensures effective management of performance, workforce, finance and service
delivery.
- Provides leadership to staff and promotes organisational culture and values.
- Advises the board on operational matters, risks and performance.
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Works in partnership with the Chair while maintaining a clear separation between
governance and management responsibilities.
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Ensures the board receives accurate and timely information to support
decision-making.
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The Audit and Risk Committee is responsible for overseeing, monitoring and
reviewing corporate reporting, the adequacy and effectiveness of the governance,
risk management and internal control framework and systems and areas of legal
and regulatory compliance at the Online NHS Trust and the external and internal
audit functions.
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The Committee provides the Trust Board with a means of independent and objective
review of financial and corporate governance, assurance processes and risk
management across the whole of the Trust's activities both generally and in
support of the annual governance statement.
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The duties and responsibilities of the Committee are more fully described in
Appendix A, section 7.
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The Nominations and Remuneration Committee is responsible for identifying and
appointing Executive Director positions on the Trust Board and for determining
their remuneration and other conditions of service.
- Nomination: composition of the Board, succession planning,
appointment process, continuation in office of Executive Directors, significant
commitments and conflicts of interest.
- Remuneration: remuneration policy, individual remuneration
packages, levels of remuneration, terms and conditions of office of the Trust's
Executive Directors, performance targets, expenses claims, severance payments.
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The duties and responsibilities of the Committee are more fully described in
Appendix B, section 7.
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- Delivery oversight: overseeing day-to-day delivery of the
programme against agreed milestones, deliverables and timelines and agreeing
corrective actions where delivery is off track.
- Strategic alignment: ensuring the programme remains aligned to
agreed strategic objectives.
- Resource allocation: reviewing resource requirements,
prioritising deployment and resolving resource constraints that impact delivery.
- Issues and risk management: resolving issues and managing risks,
escalating to the Board as appropriate.
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