TRUST CORE POLICY
StandingOrdersoftheTrust
Author / Deputy DirectorofFinanceVersion / 1.0
VersionDate / December 2015
Implementation/approvalDate / December 2015
ReviewDate / December 2016
ReviewBody / TrustBoard
PolicyReferenceNumber / 207/HUH/SO
INTRODUCTION
1.TheTrust’sStandingOrdershavebeencompiledinaccordancewiththe requirementsandprovisionsofTheNHSandCommunityCareAct1990, HealthandSocialCare(CommunityHealthandStandard)Act2003, Health and Social Care Act 2012 and theNHSTrusts(MembershipandProcedure)Regulations,SINos. 1990/2024 and 1990/2160.
2.TheStandingOrders,togetherwithStandingFinancialInstructions, ConstitutionofHomertonUniversityHospitalNHSFoundationTrust, Scheme ofDelegation,StandardsofBusinessConductand StaffDisciplinary,AppealsandGrievanceProceduresmakeup theTrust’sArticles of Corporate Governance.
STANDING ORDERS
3.StandingOrderssetoutthecompositionandresponsibilitiesoftheBoard ofDirectorsandthecodeofconductwithwhichitshouldcomply.Theyalso setouthowBoardbusinessshouldbeconductedandcontaintheTrust’s rules in relation to procurement and Research Development.
4.Anumberofdecisionsinrelationtotheoperationandmanagementofthe TrustarereservedfortheBoardofDirectors(theBoard),andStanding Orderssetoutwhattheseare.Itisthereforeimportantthatallstaffshould atleastbeawareofthecontentofStandingOrdersandindeedtheTrust’s StandingFinancialInstructions,toensuretheydonotbreachthese importantdocuments.
STANDINGORDERSOFTHETRUST
CONTENTS
Introduction Interpretation
PartIComposition and responsibilities of the Board of Directors
Paragraph
1Membership
2Tenure of Office
3DisqualificationasaDirector
4ExecutiveDirectors
5Responsibilities
Part IIMeetingsand Proceedings
6CallingMeetings
7NoticeofMeetings
8Admissibility of Papers
9Conduct ofMeetingsAdmissionof PublicPress
10Limitation ofDebates
11DeputyChair
12ChairofMeeting
13Quorum
14Minutes
15Interest of Directors inContracts and OtherMatters
16FailuretoDeclare anInterest
Part IIICommittees
17CommitteesandSub-Committees
18ConfidentialProceedings
19Exercise andDelegationofFunctions
Part IVThe Custodyof Seal and Sealing of Documents
20CustodyofSeal
21SealingofDocuments
PartVStandardsof Business Conduct
22TheTrust’sPolicy
23Pecuniary Interests ofOfficers
24CanvassingAppointments
25Relatives ofDirectors or Officers
26Acceptanceof Gifts
PartVIMiscellaneous Provisions
27SuspensionofStandingOrders
28Waiver,VariationandAmendmentofStandingOrders
29StandingOrdersto be giventoDirectors
30Signature ofDocuments
31StandingFinancialInstructions
32UrgentDecisions
33StaffDisciplinaryandGrievanceProcedures
34PetitionsandDeputations
35Interpretation ofStandingOrders
36Report of Trust Performance & Activity
PartVIICommunications Reporting
AppendixACode of Conduct for NHS Boards AppendixBCessationof Disqualification AppendixC Motions
AppendixDSealing of Documents
INTRODUCTION
TheTrust’sStandingOrdersofHomertonUniversityHospitalNHSFoundation Trusthavebeencompiledinaccordancewiththerequirementsandprovisions oftheTrustConstitution,andthe Health and Social Care Act 2003.
Thesemaybevaried orrevoked,inlinewiththeorganisation’sConstitution.
Otherdocumentsthatshould bereadinconjunctionwiththeseStandingOrdersare: StandingFinancialInstructions
ReservationsofPowerandSchemeofDelegation
ConstitutionofHomertonUniversityHospitalNHSFoundationTrust StandardsofBusinessConduct
Fraud and Corruption Policy
StaffDisciplinary,Appeals andGrievanceProcedures ApprovedListofFirms
CodeofConductforNHSBoards
CodeofGovernance
AnnualReportingManual(ARM)
TheGuideto thetenderingof goodsandservices MedicalDevicesandEquipmentPolicy InvestmentApprovalPolicy
INTERPRETATION
Saveasotherwisepermittedbylaw,atanymeetingtheChairoftheTrustshallbethe finalauthorityontheinterpretationofStandingOrders(onwhichhe/sheshouldbe advisedbytheChiefExecutiveor the Head of Corporate Governance.
AnyexpressiontowhichameaningisgivenintheHealthandSocialCare(Community HealthStandards)Act2003andotherActsrelatingtotheNationalHealthServiceorin theFinancialRegulationsmadeundertheActsshallhavethesamemeaninginthis interpretationandin addition:
a)"Trust”meansHomertonUniversityHospitalNHSFoundationTrust.
b)"Council"meansCouncilofGovernorsofHomertonUniversityHospitalNHS FoundationTrust.
c)"Board"meansTheBoardofDirectorsoftheTrust.
d)"Chief Executive" means The ChiefAccounting Officer of the Trust.
e)"Director"meansaNonExecutiveoranExecutiveDirectoroftheTrustBoard andincludesTheChair.
g)"Executive Director"meansaDirectorwhoisanemployee oftheTrust.
h)"Officer" or"Staff" means any employee of the Trust.
Whereverpossiblereferencestogenderincorporatebothmaleandfemale.Any referencestoonegenderalonearemadeforeaseofreferenceonlyandshouldberead to apply to either male or female persons.
i)NonExecutiveDirectormeansaDirectorwhoisnotanExecutive Director.
PARTICOMPOSITION AND RESPONSIBILITIES OF THETRUSTBOARD
1.Membership
1.1TheBoardshallconsistofExecutiveandNonExecutiveDirectors:
a)aChairappointedbytheCouncilofGovernorsataGeneral Meeting.
b)at least five but notmorethansixotherNonExecutiveDirectors who areappointed(andremoved)bytheCouncilof Governors at a GeneralMeeting.
c)aChiefExecutive(whoistheaccountingofficer),whoisappointed(and removed)bytheChairandNonExecutiveDirectors,andwhose appointmentissubjecttotheapprovalofamajorityofthemembersofthe CouncilofGovernorspresentand votingatameeting.
d)upto seven other Executive Directors appointed (andremoved)bya committeeconsistingoftheChair,ChiefExecutiveandtheotherNon ExecutiveDirectors.ThesemustincludeaFinanceDirector,aregistered medicalpractitioner orregistereddentist(within themeaningofthe DentistsAct1984)andaRegisteredNurseorMidwife.
AllBoardmembersshallsubscribetotheCodeofConductforNHSBoards(See AppendixA).
1.2TheBoardshallelectoneoftheNonExecutiveDirectorstobeDeputyChairof theBoard.IftheChairisunabletodischargetheirofficeasChairoftheTrust,the DeputyChairoftheBoardshallbeactingChairoftheTrust.
1.3TheTrustshallhavea Head of Corporate Governance who fulfils the role of Secretary.TheSecretarymay notbeaCouncilMember.The SecretaryshallbeaccountabletotheChiefExecutiveandtheirfunctionsshallbe aslistedintheConstitution.
2.Tenure ofOffice
2.1ThetenureofofficeforDirectorsshall be:
a)Chair-as determined bytheCouncilofGovernors.
b)NonExecutiveDirectors-asdeterminedbytheCouncilofGovernors.
c)ChiefExecutiveandDirectorofFinancefortheperiodoftheiremployment inthoseposts.
d)Otherexecutivemembers-forsuchperiodasspecifiedbytheAppointing AuthorityoraslongastheyholdapostintheTrust.
2.2Anyre-appointmentofaNonExecutiveDirectorbytheCouncilofGovernors shallbesubjecttoasatisfactoryappraisalcarriedoutinaccordancewith proceduresapproved bytheBoard.
2.3TheChairoraNonExecutiveDirectormayresignhis/herofficeatanytime duringtheperiodforwhichtheywereappointedbygivingnoticeinwritingto the CouncilofGovernors.
2.4WhereaNonExecutiveDirectorisappointedtobetheChairoftheTrust,his tenureofofficeasaNonExecutiveDirectorshallterminatewhenhisappointmentas Chair takes effect.
3.Disqualification asaDirector
3.1A personmay not become or continue asa Director of theTrust if:
a)theyareamemberoftheCouncilofGovernors;
b)theyhavebeenadjudgedbankruptortheirestatehasbeensequestratedand ineithercasethey have notbeendischarged;
c)theyhavemadeacompositionorarrangementwith,orgrantedaTrustdeed for,theircreditors and have notbeendischargedinrespectofit;
d)theyhavewithintheprecedingfiveyearsbeenconvictedintheBritishIslands ofanyoffence,andasentenceofimprisonment(whethersuspendedornot) foraperiodofthreemonthsormore(withouttheoptionofafine)was imposed;
e)theyarethesubjectofadisqualificationordermadeundertheCompany DirectorsDisqualification Act 1986;
f)inthecaseofaNonExecutiveDirector,theyarenolongeramemberofone ofthepublicconstituencies;
g)theyareapersonwhosetenureofofficeasaChairorasamemberor Directorofahealthservicebodyhasbeenterminatedonthegroundsthat theirappointmentisnotintheinterestsofthehealthservice, for non attendanceatmeetings,orfornon-disclosure ofapecuniaryinterest;
h)theyhavehadtheirnameremoved,byadirectionundersection46ofthe 1977ActfromanylistpreparedunderPartIIofthatAct,andhavenot subsequentlyhadtheirnameincluded onsuchalist;
i)theyhavewithintheprecedingtwoyearsbeendismissed,otherwisethanby reasonofredundancy,fromanypaidemploymentwitha healthservicebody;
j)inthecaseofaNonExecutiveDirectortheyhaverefusedtofulfilanytraining orappraisalrequirementestablishedbytheBoard;
k)theyhavefailedtosignanddelivertotheHospitalSecretaryastatementin theformrequiredbytheBoardconfirmingacceptanceoftheCodeofConduct for Directors; or
l)they fail to meet the requirements of the “fit and proper person” test for directors (as detailed in the Health and Social Care Act 2008 (Regulated Activities) Regulations 2014).
3.2Forcessationofdisqualificationsee AppendixB.
4.ExecutiveDirectors
4.1ExecutiveDirectorsarenormallyemployeesoftheTrust.Howeveraperson holdingapostinauniversityorapersonsecondedtoworkfortheTrustmaybe appointed asanExecutiveDirector.
4.2ExecutiveDirectors(apartfromtheChiefExecutiveandDirectorofFinance)may beremovedfromtheBoardif,intheviewoftheappointingcommittee,itisnotin theinterestoftheTrustforthemtocontinueasaDirector.IfanyExecutive DirectorissuspendedfromhispostwiththeTrusthewillalsobesuspendedfrom beingaDirectorfortheperiodofhissuspension.
4.3Job-sharers
Twopeoplewhojob-sharemaybeappointedasExecutiveDirectorsoftheTrust butshallcountasoneDirectorforthepurposeofSO1.Bothmayattend meetingsoftheTrustbuttheyhaveonevotebetweenthemandcountasone personforthepurposeofaquorum,whethereitherorbothattend.Intheeventof disagreementbetweenthetwoDirectorsnovotemay becast.
5.Responsibilities
TheBoardisheldaccountablebyMonitor, theIndependentRegulatoronbehalfofthe Secretary of State, for the followingkey functions:
•Tosetthe strategic directionof theTrust withinthe overall policiesand prioritiesoftheGovernmentandtheNHS,definetheTrust'sannualand longertermobjectives andagreeplanstoachievethem;
•Tooverseethedeliveryofplannedresultsbymonitoringperformanceagainst objectives andensuringcorrectiveaction istakenwhere necessary;
•Toensureeffectivefinancialstewardshipthroughvalueformoney,financial controlandfinancial planning andstrategy;
•Toensurethathighstandardsofcorporategovernance,controlsassurance andpersonalbehaviouraremaintainedintheconductofthebusinessofthe Trust;
•Toensurethathighstandardsofclinicalgovernanceandpersonalbehaviour aremaintainedinthe deliveryoftheTrust’sclinical services;
•Toappoint,appraise andremunerateseniorexecutives;and
•ToensurethatthereiseffectivedialoguebetweentheTrustandthelocal communityonitsplansandperformanceandthattheseareresponsivetothe community'sneeds.
PART IIMEETINGSAND PROCEDURES
6Calling Meetings
6.1Saveinthecaseofemergenciesortheneedtoconducturgentbusiness,the Head of Corporate GovernanceshallgivetoallDirectorsatleastfourteendayswrittennotice ofthedateandplaceofeverymeetingoftheBoard.
6.2Meetings of the Board of Directors shall be open to members of the public. Members of the public may be excluded from a meeting for special reasons by resolution of the Board of Directors on the grounds that publicity would be prejudicial to the public interest by reason of the confidential nature of the business to be transacted or for other special reasons stated in the resolution and arising from the business or nature of proceedings.
6.3MeetingsoftheBoardarecalledbytheHead of Corporate Governance,orbytheChair,orby fourDirectorswhogivewrittennoticetotheHead of Corporate Governancespecifyingthe businesstobecarriedout.TheHead of Corporate Governanceshallsendawrittennoticeto allDirectorsassoonaspossibleafterreceiptofsucharequest.TheHead of Corporate Governanceshallcallameetingonatleastfourteenbutnotmorethantwenty-eight days’noticetodiscussthespecifiedbusiness.IftheHead of Corporate Governancefailsto callsuchameetingthentheChairorfourDirectors,whicheveristhecase,shall callsuchameeting.
7.Notices of Meetings
7.1BeforeeachmeetingoftheBoardanoticeofthemeeting,specifyingthe businessproposedtobetransactedshallbedeliveredorsentbyposttoevery Directorathisusualresidentialorbusinessaddress,toarrivebeforethemeeting by at least threeclear days.
7.2Thevalidityofameetingshallnotbeaffected,however,bylackofserviceof noticeon anyperson.
7.3DetailsofBoardmeetingswillalsobedisplayedthroughouttheTrustatleast threecleardaysbeforethemeetingor,ifthemeetingisconvenedatshorter notice,thenatthetimeitisconvened.
8.Admissibilityof papers
8.1Boardpapersmust:
•bewritteninBoardformat;and
•besubmittedtotheBoardSecretary,fordispatch,7cleardaysbeforethe dateoftheBoardmeeting,tofacilitatethetimelydistributionofpapers.
8.2TheBoardSecretaryhasthedelegatedauthorityoftheBoardtoremoveanitem fromthe agendaifitisnotreceivedintimeortoasuitablestandard.
9.Conduct of Meetingsand Admission of Public and Press
9.1MeetingsoftheBoardshallbeconductedinthewaythattheBoardshalldecide.
TheChair or a majority of the Directorshave the right to follow the formal procedurescontainedinAppendixCiftheyconsiderthisappropriate.
9.2TheBoardSecretaryshallattendthemeetingsoftheBoard,itsCommitteesand Sub-Committees.He/shewillbepermittedtoparticipateindiscussionsbutwillnot beentitledtovote.TheSecretarywillberesponsibleformaintainingthe records ofsuch meetings.
9.3ObserversinvitedtoattendmeetingsoftheBoardshallreceivean agendaandmaybepermittedtospeakbyinvitationfromtheChair,butnottopropose motions nor to vote.
9.4MeetingsoftheBoardofDirectorsshallbeopentomembersofthepublic unlesstheBoardofDirectorsdecidesotherwiseinrelationtoallorpartofa meeting.TheChairmayexcludeanymemberofthepublicfromanopenmeeting oftheBoardofDirectorsiftheyareinterferingwithorpreventingtheproper conductofthemeeting. ThepublicshallbeaffordedfacilitiestoattendtheAnnual GeneralMeetingoftheBoard.
9.5ArrangementsforthepublictoattendtheBoardmeetingshallnotbeconstrued asallowingthemanyrighttospeakatthemeeting.However,atthediscretionof the ChairandwiththeagreementofDirectors,individuals,including representativesoftheprofessionalbodiesandthosewithanexpertpointofview, maybeinvitedtocontributeviewsonspecificmatters.
9.6FollowingpublicationoftheAnnualReport,theBoardwillholdaPublicmeetingin accordancewiththeconstitutionoftheTrust andanysubsequentamendments.
10.Limitation of Debates
10.1TheChairmaymakeanyappropriatearrangementstolimitthelengthoftimeofa meetingoftheBoard,theamountofdiscussiononanindividualitemorthelength ofspeech deliveredbyaDirector.
10.2Wherealimitisplacedonameetingordiscussion,anditemsontheagendaare notdealtwithinthetimeallowed,thesematterswillbedealtwithatthenext scheduledmeetingoftheBoardoratanextraordinarymeetingconvened especiallyto considerthem.
11.DeputyChair
11.1TheBoardmayappointoneoftheNonExecutiveDirectorsasDeputyChair.
Theappointmentmaybeforanyperiodoftimeuptooruntiltheendofthe DeputyChair'sterminofficeasaDirectoroftheTrust.IftheChairisabsentfor
anyreasontheDeputyChairshouldtakeonalltheChair'sdutiesinrelationto
meetings. References to the Chair in these standing orders, in relation to meetings,shallbetakentoincludetheDeputyChair.
11.2AnyDeputyChairappointedmayresignfromofficebygivingwrittennoticetothe ChairandtheBoardmayappointanotherNonExecutiveDirectorasDeputy Chair.
12.Chair ofMeeting
12.1AtameetingoftheBoardtheChairshallpreside.IftheChairisabsent,the DeputyChairshallpreside.IfboththeChairandDeputyChairareabsent,those DirectorspresentshallchooseaNonExecutiveDirectortopreside.AnExecutive DirectorcannottaketheChair.
13.Quorum
13.1NobusinessshallbetransactedataBoardmeetingunlessatleastfiveDirectors includingnotlessthanthreeExecutiveDirectors(oneofwhomustbeeitherthe ChiefExecutiveorFinanceDirector),andnotlessthantwoNonExecutive Directorsareinattendance.TheBoardmayagreethatitsmemberscan participateinmeetingsbytelephone,videoorcomputerlink.Participationina meetinginthismannershallbedeemedtoconstituteattendanceinpersonatthe meeting.
13.2Ifafter15minutesfromthetimeappointedforameetingoftheBoardtotake placenoquorumispresent,thenthereshallbenomeeting.Likewise,ifduringa meetingtheChairaftercountingthenumberofDirectorspresent,declaresthatthereisnoquorum,themeetingshallstandadjournedtoatimearrangedbythe ChairortothenextordinarymeetingoftheBoard.
14.Minutes
14.1TheMinutesoftheproceedingsofameetingshallbedrawnupandapprovedat thenextmeetingoftheBoard,andenteredinabookkeptforthatpurpose.
14.2Nodiscussionshalltakeplaceupontheminutesexceptupontheiraccuracyor where theChairconsidersdiscussion appropriate. Any amendmenttotheMinutesshallbe recordedandagreedbytheBoardatthenextmeeting.
15.InterestofDirectorsinContracts and Other Matters on account of pecuniary interests
15.1AnyDirectorwhohasamaterialinterestinamatterasdefinedbelowshall declaresuchinteresttotheBoardofDirectorsand:
a)shallnotbepresentexceptwiththepermissionoftheBoardofDirectorsin any discussionofthe matter,and
b)shallnotvoteontheissue(andifbyinadvertencetheydoremainandvote, theirvoteshallnot becounted).
15.2AnyDirectorwhofailstodiscloseanyinterestrequiredtobedisclosedunderthe precedingparagraphmustpermanentlyvacatetheirofficeifrequiredtodosoby amajorityoftheremainingDirectors.
15.3A material interest is:
a)any directorshipofacompany;
b)anyinterest(excludingaholdingofsharesinacompanywhosesharesare listedonanypublicexchangewheretheholdingislessthan2%ofthetotal sharesinissue)heldbyaDirectorinanyfirmorcompanyorbusinesswhich, in connectionwiththematter,istradingwiththeTrust,orislikelytobe consideredasapotentialtrading partnerwiththeTrust;
c)anyinterestinanorganisationprovidinghealthandsocialcareservicestothe National HealthService;
d)apositionofauthorityinacharityorvoluntaryorganisationinthefieldof healthandsocialcare;anyaffiliationtoaspecialinterestgroupcampaigning onhealthorsocial care issues.
16.FailuretoDeclareanInterest
16.1IfaDirectoroftheBoardfailstodeclareaninterest,orisfoundtohaveusedtheir positionorknowledgeforprivateadvantage,disciplinaryactionwillbetakenby theBoard,whichcouldleadtoremoval. The matter may also be referred to the Local Counter Fraud Specialist and may lead to a criminal investigation being commenced.
PART IIICOMMITTEES
17.Committees and Sub-Committees
17.1The BoardwillestablishaRemunerationCommitteeandan AuditCommittee.
Membershipwillconsistofat least threeNonExecutiveDirectors.TheRemunerationand AuditCommitteesarecommitteeswhichwillhaveaNonExecutiveDirector as Chair.
17.2TheBoardmayappointfurthercommittees(includingacommitteeofthewhole Board)toexercisefunctionsonits behalf.Suchcommitteesmayconsistwhollyor partlyofDirectorsorwhollyofpersonswhoarenotDirectors.Wherefunctions arebeingcarriedoutbycommitteesorsub-committees,theirmembers,including thosewhoare notDirectors,are acting onbehalfoftheTrust.
17.3AcommitteeappointedunderSO17.2mayappointsub-committeesconsisting whollyorpartlyofmembersofthecommittee.
17.4Eachsuchcommitteeshallhavesuchtermsofreferenceor powersasapprovedbytheBoard.Suchtermsofreferenceshallhaveeffectasif incorporatedinto Standing Orders.
17.5Committeesmaynotdelegatetheirpowerstoasub-committeeunlessexpressly authorisedbytheBoard.
17.6TheappointmentofDirectorstocommitteesandsub-committeesoftheTrust comes to an endon the termination of their terms of officeas Directors.
17.7StandingOrder15relatingtopecuniaryinterests,appliestomembersof committeesandsub-committeesoftheTrustwhetherornottheyareDirectorsof the Trust itself.
17.8ExecutiveDirectorsmaynotbeappointedtoanycommitteeorsub-committeeset upto carryoutthefunctionsof"managers"undertheMentalHealthAct1983. Most importantoftheseisthehearingofappealsbydetainedpatientsunder section23(3)(c)Schedule9ofthe1990Act.
18.Confidential Proceedings
18.1ADirectororofficeroftheTrustshallnotdiscloseamatterconsideredbythe Board oracommitteeinconfidence,withoutitspermissionuntiltheBoardor committee hasconsideredthematterinpublicorhasresolvedtomakethe matter public.
19.Exerciseand Delegation of Functions
19.1TheBoardmaymakearrangementsfortheexerciseofitsfunctionsbya committee,sub-committee,orjointcommitteeappointedbyvirtueofparagraph
17.2or17.3above,subjecttosuchrestrictionsandconditionsastheBoard thinksfittoimposeandtothosesetoutintheReservationofPowers.
19.2DelegationtoOfficers-ThosefunctionsoftheTrustwhichhavenotbeen retainedasreservedbytheBoardordelegatedtoanexecutivecommitteeor sub-committee,shallbeexercisedonbehalfoftheBoardbytheChiefExecutive. TheChiefExecutiveshalldeterminewhichfunctionshe/shewillperform personallyandshallnominateofficerstoundertaketheremainingfunctionsfor which he/shewillstillretainaccountability to the Board.
19.3TheChiefExecutiveshallprepareaSchemeofDelegationforapprovalbythe Board.TheSchemeofDelegationliststhosefunctionswhichhavebeen delegatedbytheBoardtoparticularmembersofstaff.Anyamendmenttothis delegationoffunctionsmustbe approvedbytheBoard.
19.4NothingintheSchemeofDelegationshallimpairthedischargeofthedirect accountabilitytotheBoardoftheDirectorofFinanceorotherexecutivedirector
toprovideinformationandadvisetheBoardinaccordancewithanystatutory requirements.
19.5ThearrangementsmadebytheBoardassetoutintheReservationofpowers anddelegationoffunctionsshallhaveeffectasifincorporatedintheseStanding Orders
PART IVTHE CUSTODY OF THE SEALAND SEALING OF DOCUMENTS
20CustodyofSeal
20.1Thecommonseal oftheBoardshall bekeptbytheHead of Corporate Governance.
21Sealing of Documents
21.1TheBoardoftheTrusthasdelegatedresponsibility for the use of the Trust’s Seal totheChiefExecutiveandHead of Corporate Governance.However,intheabsenceofeitherof thetwoofficers,theChair(oranotherDirectordulyauthorisedbyhim)mayattest theuseoftheSeal.
21.2Whereadocumentneedstobesealed,thesealshallbeaffixedinthepresence oftheaboveofficersandshallbeattestedbythem(seeAppendixD).Any documentrequiringtheuseoftheSealshallbereportedtotheBoardfor ratificationandrecordedintheMinutes.
21.3Documentsrequiringaseal(seeAppendixD).
21.4AsummaryrecordofeachsealingshallbekeptinaRegisterofSealingand signed bythoseofficersattestingtheuseoftheSeal.
PARTV-STANDARDS OF BUSINESS CONDUCT
22.The Trust’s Policy
StaffmustcomplywiththeTrust’s‘StandardsofBusinessConduct,whichis basedonGuidanceissuedbytheDepartmentofHealth(HSG(93)5).This guidance has been superseded, in part, by the Bribery Act 2010.The following provisionsshouldbereadinconjunctionwiththisdocument.
23.PecuniaryInterestsofOfficers
23.1IfitcomestotheknowledgeofaDirectororanofficeroftheTrustthatacontract inwhichhehasanypecuniaryinterestnotbeingacontracttowhichheishimself aparty,hasbeen,orisproposedtobe,enteredintobytheTrusthe/sheshall,at once,give noticeinwritingtotheChiefExecutiveofthefactthathe/sheis interestedtherein.Inthecaseofmarriedpersons[orpersons]livingtogetheras partners,theinterestofonepartnershall,ifknowntotheother,bedeemedtobealsotheinterestofthatpartner.
23.2AnofficermustalsodeclaretotheChiefExecutiveanyotheremploymentor businessorotherrelationshipofhis,orofacohabitingspouse,thatconflictsor mightreasonablybepredictedcouldconflictwiththeinterestsoftheTrust.
24.Canvassing Appointments
24.1CanvassingofDirectorsoftheTrustormembersofanycommitteeoftheTrust directlyorindirectlyforanyappointmentwithintheTrustshalldisqualifythe candidateforsuchappointment.Thecontentsofthisparagraphshallbeincluded inapplicationformsorotherwise broughttotheattentionofcandidates.
24.2ADirectoroftheTrustshallnotsolicitfororrecommendanypersonforan appointmentwithintheTrust.However,a Directormayprovideawritten testimonialofacandidate’sability,experienceorcharacterforsubmissiontothe Trust.
24.3Informal discussion outside appointments panels or committees, whether solicited orunsolicited,shouldbe declaredtothepanelorcommittee.
25.RelativesofDirectorsorOfficers
25.1Candidatesforanystaffappointmentshall,whenmakingapplication,disclosein writingwhethertheyarerelatedtoanyDirectorortheholderofanyofficeunder theTrust.Failuretodisclosesucharelationshipshalldisqualifyacandidateand, ifappointed,renderhim/herliabletoinstantdismissal.
25.2TheDirectorsandeveryofficeroftheTrustshalldisclosetotheChiefExecutive anyrelationshipwithacandidateofwhosecandidaturethatDirectororofficeris aware.It shallbethedutyoftheChiefExecutivetoreporttotheBoardof Directorsanysuchdisclosuremade.
25.3Onappointment,Directors(andpriortoacceptanceofanappointmentinthecase of ExecutiveDirectors)shoulddisclosetotheTrustwhethertheyarerelatedto any other Director orholder of any office underthe Trust.
25.4WheretherelationshipofanofficeroranotherDirectortoaDirectoroftheTrustis disclosed,theStandingOrderheaded‘DisabilityofDirectorsinproceedingson accountofpecuniaryinterest’(SO15)shall apply.
26.Acceptance of Gifts (SeeStandardsofBusinessConduct)
26.1Staffshouldnotacceptgiftsinanyform,whetherfrompatients,patients'relativesorfrom potentialsuppliers,otherthanasprovided below.
26.2Itisinorderforstafftoacceptsmalltokenstoavalueof£25buttheirsenior officermustbeinformed andarecordmade.
26.3Under nocircumstancesshould staff solicit gifts of any kind.
26.4Moneyshouldneverbeacceptedasapersonalgiftandshouldberefused.If, however,anindividualofferstomakeagiftofmoneytotheTrust,he/sheshould bereferredtotheHead of Corporate Governance.
26.5Anydonatedsumsofmoney,chequesorgiftvouchersgiventoamemberofstaff must bepassed tothe manager of the service for onward transmission to theSpecialTrustees.Areceiptshouldbeissuedandletterof thankssent.
26.6Wherethedonorspecifieshowthemoneyistobespent,his/herwishesmustbe followed.
26.7Any suspected breach of this policy will be reported to, and investigated by, the Local Counter Fraud Specialist and may lead to a criminal investigation being commenced.
26.7RegisterofInterests
RegisterofInterests–TheChiefExecutivewillensurethataRegisterof InterestsisestablishedtorecordformallydeclarationsofinterestsofBoard Directorsandofficers.InparticulartheRegisterwillincludedetailsofall directorshipsandotherrelevantandmaterialinterestswhichhavebeendeclared bybothboardDirectorsandofficers.TheRegistershallalsocontainthenamesof allmembersoftheBoardofDirectorsincludingthosewhohavenointerests.
Thesedetailswillbekeptuptodatebymeansofanannualreviewofthe Registerinwhichanychangestointerestsdeclaredduringtheprecedingtwelve monthswillbeincorporated.
TheRegisterwillbeavailabletothepublicandtheHeadofCorporate Governancewilltake reasonablestepstobringtheexistenceoftheRegistertotheattentionofthe localpopulation andtopublicise arrangementsforviewingit.
PART VIMISCELLANEOUS PROVISIONS
27Suspension of Standing Orders
27.1Exceptwherethiswouldcontraveneanystatutoryprovisionsoranydirection madebytheSecretaryofState,anyoneormoreoftheStandingOrdersmaybe suspendedatanymeetingprovidedatleastfiveDirectorsincludingnotlessthan threeExecutiveDirectors(oneofwhomustbeeithertheChiefExecutiveor FinanceDirector),andnotlessthantwoNonExecutiveDirectorsarein attendance.
27.2AdecisiontosuspendStandingOrdersshallberecordedintheminutesofthe meeting.Aseparaterecordofmattersdiscussedduringthesuspensionof StandingOrdersshall bemadeandshallbeavailabletotheDirectors.
27.3TheAuditCommitteeshallreview everydecisiontosuspendStandingOrders.
28Waiver, Variation and Amendment of Standing Orders
28.1TheseStandingOrdersshallnotbe waivedor variedexcept:
a)uponanoticeofmotionundertheguidanceinAppendixC,paragraph 1 and,
b) thatatleastfiveDirectorsincludingnotlessthanthreeExecutiveDirectors (oneofwhomustbeeithertheChiefExecutiveorFinanceDirector),andnot lessthan twoNonExecutiveDirectorsarepresentatthemeeting,and,
c)thatany variationoramendmentdoes notcontraveneastatutoryprovision.
29.Standing Orders to be given to Directors
29.1TheChiefExecutiveshallgiveacopyoftheStandingOrderstoeachDirectorof theBoard,andto appropriateofficers.
30.Signatureof Documents
30.1Whereanydocumentwillbeanecessarystepinlegalproceedingsonbehalfof theBoard,itshall,unlessanyenactmentotherwiserequiresorauthorises,be signedbytheChiefExecutive,orbyanyotherofficeroftheBoardappointedfor thispurpose.
31.Standing Financial Instructions
31.1StandingFinancialInstructionsadoptedbytheBoardinaccordancewiththe FinancialRegulationsshallhaveeffectasifincorporatedintheseStanding Orders.
32.UrgentDecisions
32.1TheChiefExecutive(or,inhisabsence,hisnominatedofficers)maytakesuch urgentactionashemaythinkfitinrespectofanymatterwhichwouldnormallybeconsideredbytheTrustBoardprovidedthat,priortotakingsuchaction,hehas consultedtheChairoftheBoard(or,inhisabsence,theDeputyChair)andthe takingofsuchactionissubsequentlyreportedatthenextmeetingoftheBoard.
33.Staff Disciplinaryand GrievanceProcedures
33.1Disciplinary,AppealsandGrievanceProceduresadoptedbytheBoardshallhave effectasifincorporatedintheseStandingOrders.
34.Petitions and Deputations
34.1Petitions
PetitionspresentedtotheBoardshallbereceivedbytheChairontheBoard's behalf.ThesubjectmatterwillbereferredimmediatelytotheChiefExecutivefor comment andadvice orforreporttotheBoard.
34.2Deputations
TheChairoftheBoarduponreceivingarequesttoreceiveadeputation,shall determinewhetherornottoacceptarequesttoreceiveadeputation.
35Interpretation of Standing Orders
35.1TheChairoftheBoardshallbethefinalauthorityintheinterpretationofStanding OrdersinwhichheshallbeadvisedbytheChiefExecutiveand,inthecaseof StandingFinancialInstructions,bytheDirectorofFinance.
PART VIICOMMUNICATIONS AND REPORTING
36.Report of the Trust Performance and Activity
TheBoardwillpublishannuallyareportandaccountsoftheTrustperformance andactivitiesthathasbeenreceived bytheCouncilofGovernors.Thiswill includeastatementoftheannual accounts andthe annual governance statement, as detailed in the NHS Foundation Trust Annual Reporting Manual.
APPENDIXA
CODEOFCONDUCTFORNHSBOARDS
1.PUBLIC SERVICEVALUES
PublicservicevaluesmustbeattheheartoftheNationalHealthService.High standardsofcorporateandpersonalconduct,basedonarecognitionthat patientscomefirst,havebeenarequirementthroughouttheNHSsinceits inception.Moreover,sincetheNHSispubliclyfunded,itmustbeaccountableto Parliamentfortheservicesitprovidesandfortheeffectiveandeconomicaluseof taxpayers'money.
Therearethreecrucialpublicservicevalueswhichmustunderpintheworkofthe healthservice.
Accountability-everythingdonebythosewhoworkintheNHSmustbeableto standthetestofparliamentaryscrutiny,publicjudgmentsonproprietyand professional codes ofconduct.
Probity-thereshouldbeanabsolutestandardofhonestyindealingwiththe assetsoftheNHS:integrityshouldbethehallmarkofallpersonalconductin decisionsaffectingpatients,staffandsuppliers,andintheuseofinformation acquiredinthecourseofNHS duties.
Openness -thereshouldbesufficienttransparencyaboutNHS activitiesto promoteconfidencebetweentheNHSauthorityortrustanditsstaff,patientsand thepublic.
2.GENERALPRINCIPLES
PublicservicevaluesmatterintheNHSandthosewhoworkinithavea responsibilitytorespondtostaff,patientsandsuppliersimpartially,toachieve valueformoneyfromthepublicfundswithwhichtheyareentrustedandto demonstratehighethicalstandardsofpersonalconduct.Thesuccessofthis Codedependsonavigorousandvisibleexamplefromboardsandthe consequentialinfluenceonthebehaviourofallthosewhoworkwithinthe organisation.Boardshaveaclearresponsibilityforcorporatestandardsof conductandacceptanceoftheCodeshouldinformandgovernthedecisionsand conductofall boardmembers.
3.OPENNESS AND PUBLIC RESPONSIBILITIES
Healthneedsandpatternsofprovisionofhealthcaredonotstandstill.There shouldbeawillingnesstobeopenwiththepublic,patientsandwithstaffasthe needforchangeemerges.Itisessentialthatmajorchangesareconsultedupon beforedecisionsarereached.Informationsupportingthosedecisionsshouldbe madeavailableandpositiveresponsesshouldbegiventoreasonablerequests for information.
NHSbusinessshouldbeconductedinawaythatissociallyresponsible.Asa largeemployerinthelocalcommunity,NHStrustsandauthoritiesshouldforge anopenrelationshipwiththelocalcommunityandshouldconductadialogue abouttheserviceprovided.NHSorganisationsshoulddemonstratetothepublic thattheyareconcernedwiththewiderhealthofthepopulationincludingthe impactoftheorganisation'sactivitiesontheenvironment.
Theconfidentialityofpersonalandindividualpatientinformationmust,ofcourse, berespectedatalltimes.
4.PUBLIC SERVICEVALUES IN MANAGEMENT
ItisunacceptablefortheboardofanyNHSorganisation,oranyindividualwithin the organisation forwhich the boardis responsible, to ignorepublic service valuesinachievingresults.Chairmenandboardmembershaveadutytoensure thatpublicfundsareproperlysafeguardedandthatatalltimestheboard conducts’itsbusinessasefficientlyandeffectivelyaspossible.Proper stewardshipofpublicmoniesrequiresvalueformoneytobehighontheagenda ofallNHSboards.Accounting,tenderingandemploymentpracticeswithinthe NHSmustreflectthehighestprofessionalstandards.Publicstatementsand reportsissuedbytheboardshouldbeclear,comprehensiveandbalanced,and shouldfullyrepresentthefacts.Annualandotherkeyreportsshouldbeissuedin goodtimetoallindividualsandgroupsinthecommunitywhohavealegitimate interestinhealthissuestoallowfullconsiderationbythosewishingtoattend publicmeetings onlocalhealthissues.
5.PUBLIC BUSINESSANDPRIVATEGAIN
Chairmenandboardmembersshouldactimpartiallyandshouldnotbe influencedbysocialorbusinessrelationships.Nooneshouldusetheirpublic positiontofurthertheirprivateinterests.Wherethereisapotentialforprivate intereststobematerialandrelevanttoNHSbusiness,therelevantinterests shouldbedeclaredandrecordedintheboardminutes,andenteredinto a registerwhichisavailabletothepublic.Whenaconflictofinterestisestablished, theboardmembershouldwithdrawandplaynopartintherelevantdiscussionor decision.
6.HOSPITALITYANDOTHEREXPENDITURE
Boardmembersshouldsetanexampletotheirorganisationintheuseofpublic fundsandtheneedforgoodvalueinincurringpublicexpenditure.Theuseof NHSmoniesforhospitalityandentertainment,includinghospitalityat conferencesorseminars,shouldbecarefullyconsidered.Allexpenditure on theseitemsshouldbecapableofjustificationasreasonableinthelightofthe generalpracticeinthepublicsector.NHSboardsshouldbeawarethat expenditureonhospitalityorentertainmentistheresponsibilityofmanagement andisopentobechallengedbytheinternalandexternalauditorsandthatill- consideredactionscandamagerespectfortheNHSintheeyesofthe community.
7.RELATIONS WITH SUPPLIERS
NHSboardsshouldhaveanexplicitprocedureforthedeclarationofhospitality andsponsorshipofferedby,forexample,suppliers.Theirauthorisationshouldbe carefullyconsideredandthedecisionshouldberecorded.NHSboardsshouldbe awareoftherisksinincurringobligationstosuppliersatanystageofa contractingrelationship.TheDepartmentofHealthhasissuedguidancetoNHS trusts andauthorities about standards of business conduct(ref.:HSG (93)5)This guidance has been replaced, in part, by the Bribery Act 2010.
Suppliersshouldbeselectedonthebasisofquality,suitability,reliabilityand valueformoney.
8.STAFF
NHSboardsshouldensurethatstaffhaveaproperandwidelypublicised procedureforvoicingcomplaintsorconcernsaboutmall-administration,breaches ofthisCodeandotherconcernsofanethicalnature.TheboardandNon ExecutiveDirectorsinparticularmustestablishaclimatethatenablesstaffto haveconfidenceinthefairnessandimpartialityofproceduresforregisteringtheir concerns.
9.COMPLIANCE
Boardmembersshouldsatisfythemselvesthattheactionsoftheboardandits membersinconductingboardbusinessfullyreflectthevaluesinthisCodeand, asfarasis reasonably practicable,thatconcernsexpressedbystafforothersare fullyinvestigatedandactedupon.AllboardmembersofNHSauthoritiesand trustsarerequired, on appointment,tosubscribetotheCodeofConduct.
Any suspected breach of this code of conduct will be reported to, and investigated by, the Local Counter Fraud Specialist and may lead to a criminal investigation being commenced.
APPENDIXB
CESSATION OF DISQUALIFICATION
1.Whereapersonisdisqualifiedbyreasonofhavingbeenadjudgedbankruptthis disqualificationshallceaseif:
a)thebankruptcyisannulledonthegroundthatheoughtnottohavebeen adjudgedbankruptoronthegroundthathisdebtshavebeenpaidinfull,the disqualificationshallceaseon thedateofthe annulment;
b)heisdischargedwhenthedisqualificationshallceaseonthedateofhis discharge.
2.Whereapersonisdisqualifiedbyreasonofhishavingmadeacompositionor arrangementwithhiscreditors,ifhepayshisdebtsinfullthedisqualificationshall ceaseonthedateonwhichthepaymentiscompleted.Inanyothercaseitshall ceaseintheexpiryoffiveyearsfromthedateonwhichthetermsofthedeedof compositionorarrangementarefulfilled.
3.Subjecttoparagraph4wherepersonisdisqualifiedasanemployeehemay, aftertheexpiryperiodofnotlessthantwoyears,applyinwritingtotheSecretary ofStatetoremovethedisqualificationandtheSecretaryofStatemaydirectthat disqualificationshallcease.
4.WheretheSecretaryofStaterefusesanapplicationtoremoveadisqualification nofurtherapplicationmaybemadebythatpersonuntilexpirationoftwoyears fromthe dateoftheapplication.
5.WhereapersonisdisqualifiedasaChairorDirectorbyreasonofappointments.
Wheresuchappointmentshavebeenterminated,thedisqualificationshallcease ontheexpiryofaperiodoftwoyearsorsuchlongerperiodastheappointing
authorityspecifieswhenterminatinghisperiodofofficebuttheSecretaryofState mayonapplicationbeingmadetohimbythatpersonorbythatappointing
authority,reducetheperiodofdisqualification.
(Section12;StatutoryInstrument 1990No.2024)
APPENDIXC
MOTIONS
1.Notice ofMotion
SubjecttotheprovisionofStandingOrder6,aDirectoroftheBoardwishingto moveamotionshallsendanoticeatleasteightcleardaysbeforethemeetingto theChiefExecutivewhoshallinsertinthemeetingagendaallnotices soreceived thatareinorder.ThisStandingOrdershallnotpreventanymotionbeing withdrawnormovedwithoutnoticeonanybusinessmentionedontheagendafor themeeting.
2.Motion to Rescinda Resolution
Noticeofamotiontorescindanyresolution(orthegeneralsubstanceofany resolution)whichhasbeenpassedwithintheprecedingsixcalendarmonths, shallbearthesignatureoftheDirectorwhogivesitandalsothesignatureoftwo otherDirectors.Whenanysuchmotionhasbeenproposedandseconded,each Directorshallhaveonlyoneopportunitytospeaktothesubjectunderdiscussion, expectattheChair'sdiscretion.
3.Motions
3.1Themoverofamotionshallhavetherightofreplyatthecloseofanydiscussion onthemotionor any amendmentthereto.
3.2ShouldaDirectorproposetomovetheadoptionofamotionitshouldbesigned bythemoverandsubmittedinwriting,atleastfourteen(14)cleardays(including weekendsandpublicholidays)beforethemeetingtotheChair.Shouldamotion arisespontaneouslyoutofdiscussionatameetingitshallnotbediscussed unlessithasbeenproposedandseconded.
a)TheChairmayexcludefromthedebateathisdiscretionanysuchmotionof whichnoticehasnotbeengivenonthenoticesummoningthemeeting(other thanamotionrelatingtothereceptionofareport,considerationofanitemof businessbeforetheBoard,theaccuracyofminutes,thattheBoardproceeds tonextbusiness,adjourn,orthatthequestionbenowput.)
b)Amendmentstothemotionshallbemovedandshallnothavetheeffectof negatingthemotionbeforetheBoard.Onlyonesuchamendmentshallbe consideredatatime.Theamendedmotionshallbecomethesubstantive motionbeforethemeetinguponwhichanyfurtheramendmentmaybe moved.
c)SubjecttoParagraphs(d)and(e)below,whenamotionoramendmenthas beenproposedandseconded,eachDirectorshallhaveonlyoneopportunity tospeaktothesubjectunderdiscussion,exceptattheChair'sdiscretion.
d)A motionoramendment may be withdrawn. The moverofan amendment may replytothedebateonhis/heramendmentimmediatelypriortothemoverof theoriginalmotion,whoshallhavetherightofreplyatthecloseofdebateon theamendment,butmaynototherwisespeakonit.
e)Whenamotion is underdebatenomotionmaybemovedotherthan:
i)An amendment ofamotion.
ii)Theadjournmentofthediscussion.
iii)Thatthemeetingproceedtothe nextbusiness.
iv)Theappointmentofanadhoccommitteetodealwithaspecificitemof business.
v)Thatthequestionbe now put.
vi)Thata member be not further heard.
vii)AmotionunderSection1(2)orSection8ofthePublicBodies(Admission to Meetings) Act, 1960 resolving to exclude the public (including the
press).(SeeStandingOrder9).
Ifmotions(iii)and(v)arecarried,theChairshouldgivethemoverofthe substantivemotionunderdebatearightofreplyandshallputthematterto vote.
f)TheBoardhasadutytoobservetheStandingFinancial Instructions. All Directorsshallthereforepaydueregardtothisrequirementindiscussionsat theBoard andintheformulationofproposals andmotions.
4.Chair's Ruling
ThedecisionoftheChairofthemeetingonquestionsoforder,relevancyand regularity(includingprocedureonhandlingmotions)andhisinterpretationofthe StandingOrders,shallbefinal.Inthisinterpretationheshallbeadvisedbythe ChiefExecutiveandinthecaseofStandingFinancialInstructionsbytheChief Finance Officer.
TheproceedingsoftheTrustshallnotbeinvalidatedbyanyvacancyinits membership or by anydefects inaDirector'sappointment.
5.Voting
5.1Everyquestionatameetingshallbedeterminedbyamajorityofthevotesofthe Directorspresentandvotingonthequestion.Inthecaseofanequalityofvotes, thepresidingChairshallhaveasecond orcastingvote.
5.2Allquestionsputtothevoteshall,atthediscretionoftheChair,bedeterminedby oralexpressionorbyshowofhandsprovidedthat,uponanyquestiontheChair maydirect,oritmayproposed,secondedandcarriedthatavotebetakenby paper ballot.
5.3IfatleasttwoDirectorssorequest,whenavoteistaken,thevotingonany questionmayberecordedtoshowhoweachDirectorpresentvotedordidnot vote.
5.4IfaDirectorsorequests,hisvoteshallberecordedbyname.
5.5InnocircumstancesmayanabsentDirector votebyproxy.
APPENDIXD
SEALINGOF DOCUMENTS
1.Form of Attestation
Anappropriateformofattestationfordocumentsis"TheCommonSealHomerton Hospital NHS Trust was unto here affixed in the presence of ...... "
2.UseoftheSeal
RefertoNationalServiceandCommunityCareAct1990schedule2,paragraph 28.
2.1Thesealisacorporatesignature.Itmaybeinterchangeablewiththewords"for andonbehalfoftheTrust"fordocumentsofminorimportanceand/orvalue.The useofthesealindicatesthatthedocumentisimportantand/orvaluable.No commonlawexistsregardinganyfinanciallimitswhichrequireaseal;however,a sealmust beusedintheconveyancingofland.
2.2IftheTrustgivesanundertaking,thesealingofadocumentimposesan obligation.Asignaturedoesnotreducetheobligation,butasealreaffirmsthe obligationexpressedwithinthedocument.IncaseswheretheTrustisuncertain, asignaturecouldbeoffered'forandonbehalfoftheTrust'andifthisisrefused, theseal canbeused.
2.3TheTrustoritsofficersmaydecidethatadocumentshallbesealed,withinthe provisions of the NHSActs.
2.4Thefollowingdocumentsshould besealed:
a)LandConveyances
b)Shares orbondtransfersandsales
2.5Thefollowingdocumentsmaybesealed:
a)Legalagreementsandlicences
b)Whenasealisrequestedbytheother party.
PolicySubmissionForm
1 / Detailsofpolicy1.1 / TitleofPolicy: / StandingOrdersoftheTrust
1.2 / LeadExecutiveDirector / DirectorofFinance
1.3 / Author/Title / DeputyDirectorofFinance
1.4 / LeadSubCommittee / AuditCommittee
1.5 / ReasonforPolicy / Standing Orders set out the composition andresponsibilitiesoftheBoardofDirectorsandthecodeofconducttowhichitshouldcomply.
1.6 / Whodoespolicyaffect? / AnumberofdecisionsinrelationtotheoperationandmanagementoftheTrustarereservedfortheBoardofDirectors(theBoard),andStandingOrderssetoutwhat
theseare.Itisthereforeimportantthatall
staffshouldatleastbeawareofthecontentofStandingOrdersandindeedtheTrust’sStandingFinancialInstructions,toensuretheydonotbreachtheseimportantdocuments.
1.7 / Arenationalguidelines/codesofpracticeincorporated? / Yes
1.8 / HasanEqualityImpactAssessmentbeencarriedout? / Yes
2 / InformationCollation
2.1 / WherewasPolicyinformationobtainedfrom? / TheTrust’sStandingOrdershavebeencompiledinaccordancewiththerequirementsandprovisionsofTheNHSandCommunityCareAct1990,HealthandSocialCare(CommunityHealthandStandard) Act 2003, Health and Social Care Act 2012 and the NHS Trusts
(Membership and Procedure) Regulations,
SINos.1990/2024and1990/2160.
3 / PolicyManagement
3.1 / Istherearequirementforaneworrevisedmanagementstructureifthepolicyisimplemented? / No