NHS Boards play a key role in shaping the strategy, vision, purpose and culture of the organisation. They hold the organisation to account for service delivery, quality and safety, performance, value for money and strategic development and implementation. They are also responsible for ensuring that risks to the organisation, staff and the public are effectively managed. Led by an independent Chair and comprised of a mixture of both Executive and Independent Members (Prof. Helen Sweetland, Paul Deneen, Philip Robson, Shelley Bosson, Louise Wright, Katija Dew, Richard Clark, Pippa Britton, Dafydd Vaughan, Iwan Jones), the Board has a collective responsibility for theperformance of the organisation. Independent Members work alongside Executive Directors as equal members of the unitary Board. They share responsibility for the decisions made by the Board and for the success of the organisation in leading the improvement of healthcare for people who use their services.
Key ResponsibilitiesTo support the Chair and Chief Executive whilst exercising personal responsibility and accountability in relation to:
Strategy• Contribute to constructive debate regarding strategic development and other material and significant issues facing the organisation;• Provide independent judgement and advice on issues of quality, strategy, vision, performance, resources and standards of conduct;• Constructively challenge, influence and work with the Executive Directors develop proposals on such strategies;• Together with other Board members, provide leadership within a framework of prudent and effective controls, to ensure the long-term sustainability of the organisation;
Planning• Scrutinise the organisation’s three year medium term (or annual) plan, ensuring that it establishes clear objectives to deliver the strategy; encompasses the necessary quality, workforce, operational and financial resources for theorganisation to meet its objectives and regularly review performance against the plan.
Performance• Receive, review and apply appropriate scrutiny to safety, quality, performance, workforce and financial data and information to compare achievements against targets and, where necessary, support the implementation of remedial action;• Seek out challenging objectives for improving performance;• Ensure effective control and, where relevant, commissioning arrangements are in place to secure the financial viability of the organisation.
Culture and Behaviour• Demonstrate the Seven Principles of Public Life (also known as the Nolan Principles) of selflessness, integrity, objectivity, accountability, openness, honesty and leadership;• Support a culture that encourages staff, patients, families and the public to raise concerns that are then appropriately addressed;• Embrace and promote equality, diversity and inclusion for the organisation’s population, patients, staff and stakeholders;• Demonstrate and encourage the highest standards of probity, integrity and governance, ensuring that the organisation’s governance arrangements comply with best practice and statutory requirements;• Provide visible compassionate leadership in supporting and promoting a healthy culture for the organisation and reflect this, and the values of the organisation, in their own behaviour;• Embrace and promote the importance of Welsh language bilingualism and culture on all organisational activities;• Bring past experience, knowledge and influence to the work of the Board to promote innovation, curiosity, and to challenge norms;
Engagement• Be expected, with support, to understand the business of the organisation through active involvement;• Build and maintain strong partnership relations between the organisation’s partners and stakeholder groups to promote the effective operation of the organisation’s activities;
Governance• Scrutinise the organisation’s commitment to the highest standards of governance, such that it acts in the interests of the population and partners it serves and is seen to be accountable for the services provided and the resources used;• Seek assurance that internal controls and systems of risk management are robust and well governed;• Analyse and interpret information provided to the Board, seeking clarification, further assurances and triangulation of information, wherever possible;• Ensure the organisation complies with its Standing Orders, policies and relevant legislation and regulations;
Board Activities• Participate fully in the work of the Board and Committees, including pre- and postmeeting engagement and annual evaluations to support good governance;• Attend, and where relevant, chair Board Committees and other ad hoc meetings of the Board;• Attend Board development sessions and other internal and external training and development opportunities;• In conjunction with the other Board Members and where applicable, discharge their duties in relation to the Charitable Fund, of which the Board acts as the corporate trustee.• Assume and promote the role of a champion in areas of focus which are either set by the Welsh Government or assigned by the organisation;• Undergo an annual personal performance appraisal, participating in any additional training and development highlighted as a result of the evaluation process to ensure personal objectives are delivered.
Aneurin Bevan University Health Board was established in October 2009 and achieved ‘University’ status in December 2013. The Health Board’s principal role is to ensure the effective planning and delivery of our local NHS system, within a robust governance framework, to achieve the highest standards of patient safety and public service delivery, improve health and reduce inequalities and achieve the best possible outcomes for our citizens, and in a manner thatpromotes human rights. To fulfil this role, we are required to work with our partners and stakeholders in the best interests of the population we serve. As a Health Board, we serve the population of Gwent which reflects the five localauthority areas: Blaenau Gwent, Caerphilly, Monmouthshire, Newport and Torfaen. The demographics of Gwent are varied and include rural countryside areas, urban centres and the most easterly of the south Wales valleys. The Health Board employs 12,276 whole time equivalents (WTE) which translates to 13,306 staff and is the largest employer in Gwent. Our workforce is ageing, as is the demographic profile of our population and the healthinequalities of our population are also found within our workforce. 80% of our staff live within our communities. Therefore, it is essential that staff health and wellbeing is a key priority and a feature of our preventative plans.
The Health Board has an annual budget from the Welsh Government of just under £1.6 billion per year from which we plan and deliver services for the population of Gwent. The Health Board, as well as providing services locally, works in partnership to seek to improve health and well-being in the area, particularly through our partnership arrangements to respond to the Social Services and Well-Being (Wales) Act 2014 and the Well Being of Future Generations (Wales) Act 2015. The Grange University Hospital in Cwmbran opened in November 2020 and provides critical and specialist care to residents in Gwent and South Powys. Three enhanced Local General Hospitals continue to provide a range of inpatient and outpatient services; these are the Royal Gwent Hospital in Newport; Ysbyty Ystrad Fawr in Ystrad Mynach and Nevill Hall Hospital in Abergavenny. There are also a range of other hospitals and facilities across Health Board area. For more information on Aneurin Bevan University Health Board please visit the Health Boards Website.
This post is regulated by the Commissioner for Public Appointments. For more information, please refer to the
Commissioner’s website 