The Chair welcomed
Jeremy Vanes , Chair of the Royal Wolverhampton NHS Trust to the
meeting. Mr Vanes introduced the
Deolitte Report and outlined the
context within which the review had been carried out. Mr Vanes explained that the Trust was run by a
unitary board which consisted of 7 voting non-executive directors
and 5 voting executive directors. The purpose of the Board was to
set strategy, influence the culture, deal with higher level
accountability and intelligence gathering. A review was carried out approximately every 2 to
The recent report
showed that performance was considered to be sound at the Royal
Wolverhampton NHS Trust but that following an inspection by the
QCC the previous year that improvement
could still be made in some areas. Mr Vanes confirmed that the
Trust was still making a surplus. The Trust currently employed over
8000 staff, covered over 20 sites and 3 hospitals and had a
turnover in excess of half a billion pounds.
Mr Vanes stated
that several of the directors had been interviews more than once
and that he had faced around 5 hours of interviews. External
stakeholders had also been interviewed including MPs,
representatives from Health Watch and previous Trust employees.
The report was on
the whole very positive and included good feedback in relation to
both the Chairman and the Chief Executive. Mr Vanes highlighted the
fact that the report praised the high level of clinical involvement
and engagement in the trust which was not seen across other
organisations and which influenced the overarching culture,
strategy and awareness. The report also
highlighted the extensive training opportunities and awareness
training carried out by the trust.
weaknesses the report did refer to the fact that the non-executive
members were not as visible across the organisation as the
executive members. Mr Vanes stated that this was in part because
the non-executive members were often part time but that he was
looking into this matter.
Mr Vanes stated
that the Trust was also looking to include more non executive members on sub committees to increase
their participation in policy development and that the Trust was
looking to keep non executive members
for longer terms and looking to create some new associate
non executive posts (including a post
for a GP if possible). Mr Vanes did consider that the Trust needed
to consider succession planning as the current Chief Executive was
one of the longest serving in the country.
Members thanked Mr
Vanes for his presentation.
A comment was
raised in relation to page 49 of the report which referred to
partnership working and training. Mr
Laughton stated that the trust was currently dealing with 2 STP
plans and therefore there needed to be partnership working. Mr
Laughton stated that his primary concern was for the people of
Wolverhampton and that some of the criticism in the report stemmed
from the fact that this priority could be seen as detrimental to
residents in other areas. Mr Laughton stated that he was not
view the full minutes text for item 5.