Our structure and committees

The Audit Committee is responsible for establishing and maintaining an effective system of integrated governance, risk management and internal control across the organisation, in a way that supports the organisation’s objectives. It achieves this by:

• Ensuring there is an effective internal audit function that provides appropriate independent assurance to the Committee, the Chief Executive and the Board of Directors
• Reviewing the work and findings of the Trust's external auditor
• Reviewing the findings of other significant assurance functions, both internally and externally
• Reviewing the work of other committees within the organisation
• Requesting and reviewing reports and positive assurances from directors and managers on the overall arrangements for governance, risk management and internal control
• Reviewing the annual report and financial statements before they are submitted to the Board
• Ensuring that the systems for financial reporting to the Board, including those around budgetary control, are subject to review in order to be sure that they are complete and accurate.

Throughout the year, the Audit Committee considers external audit reports, internal audit reports, and counter-fraud progress reports. All audit outcomes are overseen by monitoring the delivery of internal and external audit report recommendations.

The Committee considers the Board Assurance Framework, Annual Report, Quality Report, Annual Governance Statement and progress with internal and external audit plans. It also regularly receives updates on losses and compensation payments, exit payments, hospitality and sponsorship, tenders and waivers, debtors and clinical audit. The Committee also considers governance and compliance documents.

The Committee assesses the effectiveness of the external audit process by undertaking a self-assessment each year and by meeting with auditors in private. Auditors attend every meeting of the Audit Committee, and the Trust’s compliance with the audit plan approved by the committee is monitored.

The Finance and Performance Committee oversees all aspects of financial management and operational performance on behalf of the Board. This includes:

• Detailed oversight of financial performance, forward projections and the assumptions that underpin forward plans
• Scrutiny of reports on performance
• Workforce budgets
• The cost-improvement programme
• A review of the Trust’s capability and capacity to meet the commercial and marketing requirements of potential business opportunities

• Assurance on health and safety and emergency planning.

The Mental Health Act Committee regularly reviews the patient activity under sections of the Mental Health Act.

A key role is to consider matters of good practice in accordance with the requirements of the Code of Practice and the Mental Health Act (1983 and 2007).

The Committee meets quarterly, and is generally attended by some of the Non-Executive Directors. 

The role of the People and Culture Committee is to support the organisation to achieve a well-led, values-driven positive culture. The Committee is to provide assurance to the Board that the appropriate structures, processes and systems are in place to ensure an effective capable workforce to meet the Trust's current and future needs by:

• Overseeing the development and implementation of an effective People Plan which supports the Trust Strategy 
• Ensuring that the People Plan and associated plans are aligned and focused on meeting the needs of the organisation 
• Overseeing compliance with requirements of equality and diversity legislation and development of a culture which supports and embeds equality and diversity for staff, service and patients 
• Achieving a well-led values-driven positive culture at all levels of the organisation 
• Ensuring a systematic approach to the management of change to deliver an empowered, high-performing workforce 
• Ensuring workforce plans are ‘fit for purpose’ and have sufficient flexibility to meet the changing needs of the Trust 
• Having an understanding of the current and future capability required and developing a robust process to inform workforce plans 
• Ensuring there are robust performance processes in place for the effective management of the workforce to ensure the Trust meets its priorities 
• Driving a positive culture and high staff engagement 
• Ensuring the learning and education needs of the organisation are understood and met. 

The Quality and Safeguarding Committee seeks assurance that high standards of care are provided and that adequate and appropriate governance structures, processes and controls are in place to promote safety and quality in patient care. The Committee monitors risks arising from clinical care and ensures the effective and efficient use of resources through evidence-based clinical practice.

The Committee is responsible for agreeing terms of reference and annual work programmes for its supporting sub-committees. It enables the Board of Directors to obtain assurance that the Trust is providing high standards of care. In relation to safeguarding, this Committee sets the Safeguarding Quality Strategy, providing quality governance to all aspects of the safeguarding agenda.

It provides assurance to the Board that the organisation is effectively discharging and fulfilling its statutory responsibility for safeguarding to ensure better outcomes for children and vulnerable adults. The Committee leads the assurance process on behalf of the Trust for the following areas: Children Act, Care Act (2014), counter-terrorism legislation. It provides a formal link to the Local Authority Safeguarding Children and Safeguarding Adults Boards and promotes a proactive and preventative approach to safeguarding. 

The Remuneration Committee decides and reviews the terms and conditions of the Trust’s executive directors and senior managers. It also plays a key role in the appointment of executive directors, sometimes using the services of an expert search and recruitment agency.

The Remuneration Committee takes account of the latest Monitor guidance on executive pay and looks at benchmarking data with other trusts, as well as considering external market comparisons.