Board Structure and Function
The board of directors
Membership and process
The Board consists of executive directors, one of whom is the Chief Executive, and non executive directors, one of whom is the Chairman. The Board of Airedale NHS Foundation Trust comprises:
Andrew Gold (Acting Chairman), Bridget Fletcher (Chief Executive), Karl Mainprize (Medical Director) Andrew Copley (Finance Director), Jill Asbury (Director of Nursing), Helen Bourner (Associate Director of Strategy and Partnership), Nick Parker (Director of Human Resources and Workforce), Stacey Hunter (Chief Operating Officer), Jeremy Cross (Deputy Chairman), Professor Anne Gregory (Senior Independent Non Executive Director), Maggie Helliwell (Independent Non Executive Director), Lynn McCracken (Independent Non Executive Director). The Company Secretary acts as secretary to the Board.
The Board has adopted a schedule of matters reserved for its decision and formal terms of reference for its committees.
Matters which are not specifically reserved to the Board and its committees under their terms of reference, or to the Council of Governors and their sub committees, are delegated to the Chief Executive or otherwise delegated in accordance with the scheme of delegation approved by the Board.
The Board receives regular reports on performance against the Annual Plan and periodic business reports from Directors and senior management. Directors are briefed on matters to be discussed at meetings by papers distributed in advance of Board and committee meetings.
The Board’s Role and Purpose
The principle purpose of the Trust is to ‘provide goods and services for the purposes of the health service in England’.
The Board of Directors is a unitary board, which means that within the Board of Directors, the Non Executive Directors and Executive Directors make decisions as a single group and share the same responsibility and liability. All Directors, Executive and Non Executive, have responsibility to constructively challenge during Board discussions and help develop proposals, risk mitigation, values, standards and strategy.
The Board of Directors also has a framework of local accountability through its Council of Governors and Members. The Governors are responsible as a Council for holding the Non Executive Directors, individually and collectively for the performance of the unitary board.
The Board leads the Trust by undertaking three key roles:
- formulating strategy;
- ensuring accountability by holding the organisation to account for the delivery of the strategy and through seeking assurance that systems of control are robust and reliable; and
- shaping a positive culture for the Board and the organisation.
The Trust’s Board, has a duty to promote the success of the organisation so as to maximise the benefits for the Members of the Trust as a whole and for the public who will be treated by the Trust.
Each director also has a duty to avoid conflicts of interest and not to accept benefits from third parties (as well as to declare interests in proposed transactions or arrangements with the Trust).
The practice and procedure of the meetings of the Board, and of its committees, are described in the Board’s standing orders.