NAZARETH CARE - UK REGION
REGIONAL BOARD RECRUITMENT
BACKGROUND INFORMATION FOR APPLICANTS
January 2018
Dear Applicant
Thank you for your interest in joining the Nazareth Care Charitable Trust Board.
This document provides some background information about Nazareth Care and the UK Region, and also explains how the Regional Board works. I hope that you find it answers most of your questions at this stage. If you have further questions before finalising your application, please get in touch – contact details are at the end of the document.
Nazareth Care and the Congregation of the Sisters of Nazareth
Nazareth Care Charitable Trust is a trading name used by the Congregation of the Sisters of Nazareth, an international congregation of Catholic women.
The Sisters’ principal work in the communities that they serve, both here in the UK and overseas, is focused around Nazareth Houses, providing residential and nursing care for older people, irrespective of their religious beliefs but based around Catholic principles and the Congregation’s core values – love, compassion, respect, justice, hospitality and patience.
The first such House – in Hammersmith, West London – was founded by a French nun, Victoire Larmenier, over 150 years ago and is now the Mother House of the international Congregation, where the Superior General and her General Council live and work. There are a further twelve Nazareth Houses in the UK Region:
- Birkenhead
- Bonnyrigg, outside Edinburgh
- Cardiff
- Cheltenham
- Crosby (Liverpool)
- Finchley, North London, which includes the Regional Office
- Glasgow, Care Home and Retirement Apartments
- Lancaster,which includes a nursery for pre-school children
- Manchester
- Northampton
- Plymouth Care Home and Retirement Village
- Southend
- Blackburn - Retirement Village
In addition, the Congregation has developed retirement villages at Blackburn and Plymouth along with retirement apartments at Glasgow.
For most of those 150 years, Sisters managed all Nazareth Houses themselves. In recent years, with the declining number of Sisters, lay managers were brought in where necessary. Despite this, the number of Nazareth Houses was falling worldwide: as a community of Sisters lives in each House, from time to time the Congregation had to combine communities and sell or otherwise dispose of Houses.
There was a radical strategic review of worldwide operations in an effort to stem the loss of Houses and to provide a more positive and hopeful future for the Congregation. All Sisters and a great many lay staff attended a series of conferences, responded to questionnaires and generally took part in this review. This has resulted in ownership of the review’s findings by everyone involved and a great spirit of optimism.
The key element in the review was to plan how best to use the gifts of lay people to complement the capabilities of the Sisters, whilst preserving the Congregation’s mission and core values and the Sisters’ ownership and control of their substantial assets.
The main structural elements arising from the review have now been put in place by the Congregation. These include the appointment of lay Regional Chief Executives, at team of regional staff and of lay General Managers to take on responsibility for the day-to-day running of each House. These senior staff form the backbone of what we now call Nazareth Care Charitable Trust, to distinguish the business activities of the Congregation from the Sisters’ religious work.
In parallel, the Congregation has reviewed the legal structures in each Region (America, Australasia, Ireland, Southern Africa and the UK) to place them on a common footing. Whilst the result of this work is far from uniform – reflecting different legal and regulatory environments in each Region – there are now common principles, of which the most fundamental is to divide control of the assets – properties and cash and investment reserves – which remain fully under the ownership of the Congregation, from the governance and management of the business operations, which are the responsibility of Nazareth Care Charitable Trust.
This re-structuring process has now been completed in the UK: at the start of April 2012, the operational management of the Region’s 14 Houses and the care village at Blackburn, together with the staff, transferred from The Congregation of the Sisters of Nazareth Charitable Trust (which retained the property assets) to Nazareth Care Charitable Trust. There are formal leases of the properties to Nazareth Care Charitable Trust, probably of 15 years but expected to roll over; these are currently in preparation.
Nazareth Care Charitable Trust now has a Board of nine: five Sister trustees and four lay trustees, with complementary skill sets. The Board is chaired by the Regional Superior, Sr Anna Maria Doolan.
A third body has also been established in the UK, known as the Congregation of the Sisters of Nazareth Generalate. This is the legal vehicle from which Sr Mary, the Superior General, and her General Council oversee the worldwide Congregation. The bulk of the Congregation’s central reserves of cash and investments sit within this charity.
In this way, the skills and experience of lay people have been brought into play at various levels across the business activities of the Congregation, complementing the expertise built up by Sisters over 150 years. But this has been done without threatening the Sisters’ control of their Congregation and its work.
Mission leads business: ‘the Nazareth Dance’
Throughout the strategic review, the Superior General has emphasised how closely integrated must be the Congregation’s mission with its business activities.
She said: ‘Balancing the mission of Nazareth with the pressures of business and financial viability is critically important. This can be a source of tension; but we must live within both. Mission and business – one serves the other; one motivates the accomplishment of the other; they must work together. But one partner leads: and the leading partner is the Mission of Nazareth. Mission is our first priority – it guides who we are, what we do and why, based on “God is here”.’
Nazareth Houses
Many of the UK Region’s Houses were originally built over a century ago, but several were rebuilt in the 1960s and 1970s. Most were designed as children’s homes, the main focus of the Congregation’s work until the 1970s, when UK public policy moved away from such facilities. The Region has since focused on its other main form of provision – residential and nursing care for older people. However, there remain two nurseries, at Cardiff and Lancaster, catering for pre-school children.
Whilst many of the older Houses are magnificent buildings, their age and design are of a bygone era. The good ratings awarded by the Care Quality Commission reflect the quality of care provision, in spite of these unhelpful physical surroundings. The buildings are well maintained day by day but have lacked planned maintenance programmes and a strategic view of how they might be adapted and extended to improve the facilities they offer until recent years when a radical review and upgrade programme has commenced.
The Congregation is addressing these issues in the UK in two ways.
Care villages
First, in December 2006, the Congregation signed a Memorandum of Understanding with a leading private sector developer and manager of care villages in the UK. Four Nazareth Houses were identified for an ambitious programme of remodelling and redevelopment with the aim of creating care villages. These would generally take the form ofupgraded care homes surrounded by high quality apartments, largely for sale to older people in need of support (provided by an on-site care team) but who remain capable of independent living and who therefore do not need the level of care provided in a traditional Nazareth House.
Since the original Memorandum of agreement, the organisation has moved away from working with a private developer to a series of in-house development companies. This has seen the development of a RetirementVillage in Blackburn and Plymouth along with RetirementApartments in Glasgow.
Our first such projects commenced in 2007, on the site of Nazareth House, Blackburn, where the existing care home, closed and vacated by Sisters, was remodelled into 39 flats for sale or rent to older people. Despite the difficult market conditions, all the flats wereoccupied by December 2011.
On the back of this success, work startedduring the summer of 2012 on Phase 2A, involving 33 new build apartments on the site, this building is now complete and apartments are in the process of being sold. Blackburn does not include a care home but in the future such developments will retain their Nazareth Houses.
Next up wasPlymouth, where the care home has had a total remodelling,the construction of the care village has now been completed and all apartments have been sold.
Other sites
The other two care village sites identified in the Memorandum of Understanding are at Southend-on-Sea and Bonnyrigg, just outside Edinburgh. The selection of sites at the time was more on the basis of suitability as care villages, including an assessment of the local market and values, than in terms of which Nazareth Houses were of highest priority for refurbishment.
Plans for Southend have been expanded and are currently under discussion and plans for Bonnyrigg have since been put on hold asother factors have been taken into account, in particular the condition of all the Region’s Houses. In 2008/09, a comprehensive survey of the condition of the remaining UK properties was undertaken with a view to the creation of a planned maintenance programme, to be dovetailed into remodelling or redevelopment plans for each House. Priorities have consequentlybeen re-assessed and the Region is putting the finishing touches to a comprehensive capital expenditure programme for the next five years, including how this might be funded.
One of the issues that faces the Regional Board, in approving the capital expenditure programme, will be the extent to which the Region is able to undertake multiple major projects of this sort simultaneously.
The availability of bank finance for such developments has been curtailed by the economic conditions – few lenders are in the market and those that are will lend far below the 100% of cost that VLF secured for Blackburn Phase 1. The Congregation has already made substantial contributions from its reserves but these are finite and the Generalate has all five Regions to consider, so funding and cash flow will be key issues.
Major works relating to a Nazareth House require the consent of the Superior General, routed via the Regional Superior and her Council. Similar consent is required if funding is sought from central reserves. In practice, the Region is expected to work closely with the small central staff within the Generalate, headed by the Chief Executive – Nazareth Care (who reports to the Superior General and General Council) so that plans can be developed with confidence.
The Regional Board
The Board of Nazareth Care Charitable Trust is expected to meet at least quarterly, although this will be for the Board to determine.
The Board may decide to establish Committees, but to date this has not been deemed necessary. Clearly, the input of time required of Board members will depend on the number and frequency of Board meetings.
Role description and the recruitment process
The role description for a Regional Board member and a person specification is below.
We want to appoint onelay Board member with financial skills to complement those already in place. Sisters will clearly be fully familiar with the Congregation, but lay Board members too must empathise with our mission and values and recognise and support the key role that Sisters will continue to play in the Region and in Houses, even if they are no longer directly involved in the management of the Congregation’s business.
In keeping with the tradition of 150 years, the Congregation welcomes applicants from all parts of the community, of any faith or none. The key criterion is to find people best suited to the role, by expertise, experience and empathy with our work and who are able to understand and value the added dimension brought to it by the Sisters.
To apply to for this Trustee role, please send an up to date CV and a cover letter explaining why you are interested and what you think you will bring to our Consultant, Jocelyn Ridley at JMR Consultants. Her email address is and her contact telephone number is 07976 395688. If you have any questions about the role, do please contact Jocelyn. The closing date for applications is Friday 23 February.
Should you be short-listed, we would be happy to provide other background material, such as the Congregational and Regional Plans 2012 – 2018.
Sister Anna Maria Doolan Regional Superior/Chair of Trustees
Larmenier Centre
162 East End Road
East Finchley
London N2 0RU
Email:
Nazareth Care UK Board Member SelectionPage 1 of 9
NAZARETH CARE - UK REGION
REGIONAL BOARD RECRUITMENT
BACKGROUND INFORMATION FOR APPLICANTS
Board members should work in partnership with other Board members, the Regional Chief Executive and other senior staff, in the Region and in the Generalate, in order to:1. Provide clear strategic direction for the Region and focus on achieving it. This means that:
1.1 / the Region has a clear strategic plan agreed by the Regional Board
1.2 / there is a common understanding of the strategic plan amongst Board members and staff
1.3 / House plans support the Region’s strategic priorities
1.4 / the Regional Chief Executive’s objectives and targets support the achievement of the strategic priorities
1.5 / Board policies support the strategic priorities
1.6 / there are effective mechanisms:
- to review the external environment for changes that might affect the Region
- to listen to the views of current and future beneficiaries and their families
- from time to time, to re-assess the services provided within the Region and to consider other services that the Region could provide
- to review regularly the Region’s strategic plans and priorities
2. Ensure that the Region performs well. This means that:
2.1 / the Congregation’s values and guiding principles are articulated and built into policies, practices, staff training and documentation for public consumption throughout the Region
2.2 / the Regional Board has agreed policies
2.3 / a method has been agreed for measuring objectively the Region’s progress in relation to its strategic objectives and priorities, business plan and annual targets
2.4 / regular reports on Regional performance are received and critically reviewed
2.5 / views of beneficiaries and their families on the Houses’ performance are regularly gathered and considered by the Board
2.6 / the Regional Chief Executive is properly appointed (in conjunction with the Chief Executive – Nazareth Care), his/her terms and conditions set and the Region invests in the Regional Chief Executive’s ongoing professional development
2.7 / regular reports are received from the Regional Chief Executive on progress towards agreed strategic priorities and planned targets
2.8 / the Regional Chief Executive is held to account for the management and administration of the Region
2.9 / the Regional Chief Executive receives regular, constructive feedback on his/her performance
2.10 / the Regional Chief Executive develops a learning organisation and all staff, both paid and unpaid, review their own performance and regularly receive constructive feedback
2.11 / there are mechanisms for beneficiaries, employees, volunteers, other individuals, groups or organisations to bring to the attention of the Board members any activity that threatens the integrity or good name of the Congregation
3. Ensure that the Region complies with all legal and regulatory requirements. This means that:
3.1 / Board members are aware of all legal, regulatory and statutory requirements
3.2 / Board members maintain familiarity with the rules and constitution governing the Congregation and the Region, to ensure that the Region complies with its governing instruments
3.3 / levels of delegated authority are agreed and recorded in writing by means of minutes, terms of reference for Board committees, job descriptions for honorary officers, Board members and key staff etc
3.4 / there are clear reporting procedures which are also recorded in writing and complied with
3.5 / the responsibilities delegated to the Regional Chief Executive are clearly expressed and understood and that directions given to him/her come from the Board as a whole
3.6 / the Regional Chief Executive is required to confirm compliance with all legal and regulatory requirements
4. Be stewards of the Congregation’s Regional assets, both tangible and intangible, taking all due care over their security, deployment and proper use. This means that:
4.1 / the major risks to which the Region is exposed are reviewed at least once a year and that systems and procedures have been established to mitigate or minimise these risks
4.2 / the Region has rigorous control systems and procedures for holding in trust for the beneficiaries all monies, properties and other assets and that these systems and procedures are constantly maintained through regular evaluation and improvement in the light of experience
4.3 / the Regional Board exercises effective overall control of the Region’s financial affairs, ensuring that the way in which the Region is administered is not open to abuse by associates, staff or volunteers
4.4 / the Board is accountable for the Region’s solvency and continuing effectiveness and for the preservation of its endowment, ensuring that all income due is received, all tax benefits are obtained and all rating relief due is claimed
4.5 / the Region’s property assets are maintained, protected and utilised and that their real value is safeguarded
4.6 / the Region’s income and property is applied for the purposes set out in the Congregation’s constitution and for no other purpose, with complete fairness between persons who are properly qualified to benefit
4.7 / monies are invested to the maximum benefit of the Region, within the constraints of the law and ethical and other policies laid down by the Board
4.8 / intangible assets such as the Congregation’s good name and reputation, organisational knowledge and expertise or intellectual property are properly valued, utilised and safeguarded
4.9 / Board members act reasonably, prudently and collectively in all matters and always in the interests of the Congregation
5. Ensure that the Region’s governance is of the highest possible standard. This means that:
5.1 / the Region’s governance structure is appropriate, enabling the Board members to fulfil their responsibilities
5.2 / each year, the Regional Board reflects annually on its collective performance and each Board member on his/her own performance
5.3 / the Board has the skills required to govern the Region well and has access to relevant external professional advice and expertise
5.4 / there is a systematic, open and fair procedure for the recruitment or co-option of Board members
5.6 / Board members participate in their own and collective development and training
5.7 / Board members abide by the code of conduct and take full account of Generalate Guidance Notes and other Congregational policy and practice guidance, especially in areas for which the Superior General’s consent is required under the Congregation’s constitutions or canon law
5.8 / major decisions and Regional Board policies are made by the Board members acting collectively and all Board members subsequently support them in word and deed
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