1. business and industrial

Trustees
Appointment Brief | April 2015
Introduction from
Roger Paffard, Chair
Thank you for your interest in becoming a
Trustee at Sue Ryder.
Sue Ryder is a large and complex charity delivering over
3 million hours of care in the UK each year from our
community services and 13 care centres. We are also
now the country’s second largest provider of specialist
end-of-life care and a leading provider of complex
neurological and long-term condition care.
2015 will be another momentous year for Sue Ryder,
as we enter the third full year of our five year growth
strategy, within which we will witness a significant
expansion of our end of life services, and the dramatic
repositioning of our neurological services through the
delivering of two ‘Centres of Excellence’. We have just
realised our new fundraising structures - the new national
- local split - which will enable us to meet our fundraising
challenges and support the delivery of the vision for our
services.
Sue Ryder delivers services through our people:
3,200 staff and 12,000 volunteers, service users,
supporters (those who donate stock to our shops,
participate in our events, donate funds and promote
us positively in the community), commissioners (large
government organisations through to private individuals),
and those who we lobby to influence government policy
or raise issues on behalf of our service users.
Trustees | April 2015
Our current Board is balanced and experienced and
benefits from a stable executive team of able and
ambitious professionals and a Trustee Council who bring
considerable and varied expertise across a wide range of
disciplines.
In order to achieve our plans we now require the support
of three new trustees – one with investment expertise,
another with marketing, digital and public affairs expertise,
and one with expert specialist knowledge and experience
of the service users voice and how best to represent
them, to help us navigate these tricky waters successfully.
Within the rest of this pack you will find information about
our work, our values, our structure and our plans for the
future. You will also find specific details on our current
requirements and information on how to apply for these
exceptional opportunities.
I very much hope that you will seriously consider this
opportunity and take the time to contact our retained
consultant, Philip Nelson on 020 7691 1920 or via email
at [email protected] for an initial
discussion.
Yours sincerely
Roger Paffard
Chair
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About us
OUR VISION, MISSION AND VALUES
Vision
We aspire to create a world where everyone has access
to personalised and compassionate care.
Mission
To provide incredible care for people with life-changing
illness and end of life care needs, and campaign to
improve the lives of everyone living with the conditions.
Our Values
At Sue Ryder we’re passionate about giving people the
care the they want, that’s why we:
• push the boundaries
• do the right thing
• make the future together
WHERE WE ARE TODAY
2013-2015 saw us deliver the first two years of our
ambitious five year plan. Thanks to the hard work and
efforts of our staff and volunteers, as well as the amazing
support we’ve received from local communities across the
country, we’ve taken some great strides towards achieving
our goals. However, we appreciate that there is so much
more to do.
Change in leadership
After seven years as our Chief Executive Officer (CEO),
Paul Woodward retired at the end of 2013. After a
competitive recruitment process, Heidi Travis was
appointed our new CEO, and took over the operational
day-to-day management from Paul on 30 September
2013. Heidi originally joined Sue Ryder in March 2010 as
our Director of Retail. Since then she has revolutionised
our retail business, which now delivers a contribution in
excess of £11.2 million a year.
Trustees | April 2015
We also said goodbye to our Director of Health & Social
Care, Steve Jenkin, in the summer of 2013 and our
Director of Finance, Jeanette Wilkins, in the spring of
2014. We welcomed Mike Smeeton, who joined Sue
Ryder in March 2014, as our new Director of Health &
Social Care and Phil Oldfield joined us as our Interim
Director of Finance in October 2013, taking on the
permanent role in March 2014.
Our aim over the past year, for the coming year and
beyond is to grow and develop our range of services.
We will achieve this by using our experience in
neurological and palliative care services and by giving
more ownership and control to our neurological care
centres and hospices so they can maximise their local
opportunities. We have restructured our Health & Social
Care Leadership Team, replacing the Regional Manager
roles with Assistant Directors for Palliative, Neurological
and Scottish Services. This will provide us a structure
that utilises sector, and health care economy expertise
to enhance care delivery and development.
Incredible people
Our people – both staff and volunteers – are the driving
force behind our care. We are proud of their dedication
and continued achievements. We have also grown our
voluntary activities and are now supported by over
12,000 incredible volunteers.
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Our strategy
In our 5 year plan to 2018 we’ve set
our 6 key roles:
1. We will deliver an increased range of highquality, flexible and responsive care services.
Our ambition is to increase our range of high quality,
flexible, and responsive end of life care services so
that everyone gets the right care. We want to offer
new services and expand existing services into the
communities to give our patients and carers more choice
and control over how and where they are supported.
2. We will use the experiences of our service
users to develop our national voice and
campaign to improve the lives of everyone
living with end of life and complex conditions.
The knowledge and expertise we have comes from
many years of supporting our service users. We listen to
people, providing the care they tell us they want. All of this
knowledge informs our campaigns, which will influence
the development of services across the whole healthcare
sector. We will use the experiences of our services users
to push for personalised care to be available to everyone.
3. We will support our international partners.
We have continued to grow our profit in retail, and build
on the relationships we have with our customers and we
will continue to develop and use our networks to inspire
and engage our supporters.
5. We will be a great place to work
The process of inspiring and engaging our supporters
starts with inspiring and engaging our staff and
volunteers, so we can all help to build understanding
of the important work we do.
We have incredible people working for Sue Ryder, they
are the driving force behind our care and we are proud of
their dedication and continued achievements. We have
once again grown our voluntary activities this year and
for the first time exceeded 12,000 volunteers, who have
contributed the of value of almost £30m.
6. We will ensure all our systems and processes
are effective and efficient.
Ensuring all our systems and processes are effective
and efficient, will allow our staff to focus on what’s really
important. We will give people the tools they need to do
their job, removing the duplication and inefficiency that
can often get in the way. We are already planning
a broader rollout going forward.
We work with independent partners who provide services
in Malawi and Albania. We support them to continue
to provide care, and help them build their capacity to
become self-reliant.
4. We will develop and use our networks to
inspire and engage our supporters to grow
income.
Morrisons staff voted for Sue Ryder to be their new charity
partner, and this partnership could potentially last up to
three years. Our ultimate aim for the partnership is for
everyone to have access to the care they need at the end
of their lives. The partnership could generate more than
£7m and has the potential to be transformational for both
our fundraising and the expansion of our end of life care
services.
Trustees | April 2015
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FINANCIAL STRENGTH
LOOKING AHEAD
For the financial year to 31 March 2014 total incoming
resources were in excess of £90 million, an increase of
£6.7 million on the previous year, which was driven mainly
by an increase in retail income of £6.2 million as a result
of the opening of new stores.
We have developed a plan which both stretches and
challenges us, which will help the organisation to move
forward and grow over the next three to five years.
There will be challenges for all the teams but Centre
Directors have been proactive in discussing ways to
increase income, particularly in our neurological centres,
to ensure we are paid appropriately for the great care we
provide. Retail will focus on reaching and exceeding their
targets whilst managing costs wisely.
Income from healthcare increased by £0.8 million to
£26.9 million, income from retail operations increased
from £41.9 million to £48.1 million, donations and other
voluntary income increased from £5.7 million to £6.9
million as a result of a capital appeal and grant income
increased from £0.1 million to £1.2 million. At the same
time operating costs for the year increased by £7.6
million from £82.6 million to £90.2 million, largely due to
operating more retail shops.
Overall the net movement of funds after investment gains
was a surplus of £0.9 million, compared with the previous
year’s surplus of £2.5 million. Despite the tough economic
climate, the charity delivered net incoming resources
of £0.4 million and continues to benefit from a strong
reserves position, with total funds at the end of the
last financial year standing at a figure in excess of
£45 million.
Trustees | April 2015
Fundraising will look at embedding and driving business
as usual income around our hospices, using detailed
activity plans, continuing the momentum of the Thorpe
Hall Capital Appeal, now that we have started the build
of the new hospice, and developing the partnership with
Morrisons.
We are proud of our history, our people and the incredible
care we provide. We need to and are conscious of the
fact that we must continue to adapt to the changing
environment we operate within and build greater
collaboration across the charity we know that by working
together we will be able to improve the lives of everyone
living with life-changing illnesses.
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Our people
Our Chief Executive Officer, CEO
Michael Attwood
Heidi Travis, CEO
Mike has spent over 25 years as an NHS leader. He took on
the leadership of the Total Place Programme for Coventry
Solihull and Warwickshire in December 2009 and from
there was asked to lead the wider collaborative “better for
less” transformation programme across 15 public sector
organisations on the patch. Mike joined Coventry PCT
as Joint Chief Executive in June 2005 and was previously
Chief Executive at Slough Teaching Primary Care Trust
from 2001 to 2005. At Coventry PCT Mike took the
organisation through a financial turn around and worked
closely with Coventry City Council to establish a newly
funded, innovative Health Improvement Partnership
as well as agreement on plans for a major city centre
health facility.
Heidi took on the role of Chief Executive in September
2013. She joined Sue Ryder in March 2010 as our Director
or Retail. Previously, Heidi worked as a business consultant
developing small businesses and during this time worked
with the Sue Ryder New Goods operation. Before that she
had spent a total of 25 years at Marks & Spencer, most
recently as an executive in group planning and strategy,
as well as managing a buying group.
Members of the Nominations
Committee
Roger Paffard, Chair of Trustees,
Chair of Nominations Sub Committee
Roger Paffard’s career has spanned the business,
public and voluntary sectors in a variety of chief executive
and non-executive roles. He has been a chief executive
of Alberto toiletries, Staples office superstores and
Thornton’s chocolates. In the last decade he has worked
in the public and voluntary sectors - initially as Chief
Executive of Remploy and then as Chief Executive of
United Lincolnshire NHS Trust.
Over this period Roger has also been a Trustee and
Policy Advisor for Marie Curie Cancer Care, a Trustee for
WRVS, a Strategy Consultant and Trustee for a number
of educational and funding charities.
Mike is also a Trustee of the Myton Hospices in the
West Midlands, a leadership coach and public service
Organisational Development consultant.
To view the biographies of our Trustees
and Members of the Senior Leadership
Team, please visit www.sueryder.org/
about-us/our-people
Keith Cameron,
Chair Commercial Sub Committee (in rotation),
Chair Remuneration Sub Committee, Director of
Sue Ryder Direct Limited
Keith Cameron brings a wealth of experience at a senior
level within high street retail management to the Council
of Trustees. Keith was previously the Chief Operating
Officer for The Burton Group plc/Arcadia Group plc and
latterly HR Director for Marks and Spencer plc.
Keith is currently a Non Executive Director of the Work
Group plc, Affinity Trust Ltd, Imperial War Museum Trading
Co Ltd and Chairman of Nickleby & Co Ltd.
Trustees | April 2015
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Role profile
This is a pro bono appointment which brings rewards other than money. If you would
welcome the opportunity to make a difference in our world, this is a great opportunity
to bring your skills, knowledge and experience to help us deliver our mission. Travel
expenses directly incurred in the role of Trustees on official business are reimbursed.
Board meetings are held at various locations across the UK, with Committee meetings
held in London.
Trustees are appointed for an intial three year term with
the opportunity to extend for two further three year
periods, subject to board performance reviews.
2.2 Management Effectiveness
The time commitment is approximately twelve days per
year, comprising of five Council meetings, two Strategy
Away Days and Committee meetings. We also encourage
Trustees to become more involved with specific projects
and to visit our centres. Trustees are expected to join one
of the charity’s Committees.
• monitor management’s performance against the
1. Role
• play an active part in the recruitment of Chief
• Trustees, acting together, govern Sue Ryder,
safeguarding its assets and applying them as
efficiently and effectively as possible to further
the charity’s objects as set out in its governing
document
2. Responsibilities
2.1 Strategy and Policy
• develop the strategy and over-arching policies
• provide an independent challenge of the key
assumptions and assess whether the strategy is
reasonable in relation to the risks involved, the
resources required and the benefits to be achieved
• satisfy itself that management is implementing
appropriate strategic planning and policy
development processes
• agree the parameters on which the budget is
• constructively question, test and challenge
management’s views and proposals
agreed strategy and objectives
• establish, and from time to time review, clear
written terms of reference setting out the decisionmaking authority that is delegated to the Chief
Executive
Executives, monitor their performance against
specified goals, set their remuneration and,
if necessary, dismiss them
2.3 Internal Control and Management
Information Systems
• ensure that management has implemented
effective internal control systems and management
information that enable it to evaluate operational
effectiveness and efficiency, compliance with
legislation and regulations, compliance with the
charity’s own policies and procedures, and the
reliability of management and financial information
2.4 Risk identification and management
• ensure that management has implemented an
effective process to identify, minimise (where
appropriate and possible), monitor and manage
the potential risks facing the charity
based and agree a budget and reserves policy
that supports the strategy
Trustees | April 2015
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Role profile
2.5 A
ccountability and Communication
with Stakeholders. • constructively work with commissioners of services,
donors, users of services and their carers, disease
specific campaign groups and supporters of the
charity
• determine the way in which the organisation will
communicate with its stakeholders, the kind of
information it will make available and under what
conditions information will be disclosed
• determine to whom it will delegate authority to
speak publicly on behalf of the charity
• determine the way in which stakeholders should be
consulted and feedback information to the charity,
and how that information should be used
• be accountable to stakeholders for the ways in
which it has used the charity’s assets
3. Duties
3.1 Statutory
• ensure that the Charity complies with the Charities
Act 1993 as amended by the Charities Act 2006
and all legislation relevant to the charity’s work
and activities
3.2 Legal
• be aware of and understand the charity’s objects
and the powers of the trustees, as set out in the
charity’s governing document
• ensure that all the charity’s activities are within its
objects and within the law and relevant statutory
regulations
• ensure that the charity’s resources are applied
exclusively for the purposes set out in the
governing document and applied with fairness
between persons properly qualified to benefit
from it
Trustees | April 2015
• act in the best interests of the present and future
beneficiaries, setting aside personal views and
prejudices and the interests of any section, group,
region or nation where the charity has a presence
• keep the charity’s mission and purpose under
review, up-to-date and relevant to the needs of the
beneficiaries
• safeguard the good name, ethos and values of the
charity
• take professional advice when required by the
Charities Acts or on other major issues when the
expertise required is not possessed by the trustees
or staff and when doing so or employing agents
to set out, in writing, clear guidelines within which
their advisers and agents must act
• avoid conflicts of interest and where a potential
conflict arises absent themselves from any
discussion where Trustees are required to make
a decision that affects their personal or other
interests
• serve gratuitously and not receive any benefit
from the charity, unless this is explicitly allowed
by the governing document or Charities Acts
• attend a minimum of four Trustee Board meetings
a year and to participate in corporate decision
making
3.3 Financial
• ensure that the charity keeps proper financial
records, prepares annual accounts in accordance
with the Charities Acts and the Charities SORP,
to have the accounts audited and to make them
available to the public on receipt of a written
request
• safeguard the charity’s assets by ensuring that it
receives all sums due, takes reasonable precautions
to safeguard against fraud and dishonesty and
invests prudently
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Role profile
3.4 Duties as employers
• discharge their responsibilities as good employers
and to ensure that management has implemented
appropriate human resource policies, systems and
procedures and promotes equal opportunities in all
aspects of the charity’s work
• participate in grievance and disciplinary panels
relating to the Chief Executive and members of his/
her Executive Leadership Team
3.5 Board and its Sub-committees
• set out in writing the authority delegated to
Sub-committees and task groups
• monitor the Committees’ and task groups’
compliance with delegated powers of
decision-making
• hold Committees and task groups accountable for
the way in which they have discharged the authority
delegated to them
• agree, implement and review an open process
for selecting new Trustees and Committee
Members
• periodically review the Board’s performance
and that of its Sub-committees
• represent the Board’s position when speaking
publicly and to speak publicly in the name of the
charity, comment to the media or write letters
on behalf of the organisation only with the prior
consent of the Chair of the Board of Trustees
• abide by the Code of Conduct for Trustees
of Sue Ryder
Trustees | April 2015
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Person specification
Skills and Experience
• experience of working with a Board, either as an
executive or board member in the charity, public or
private sector
• high level governance experience; strategic planning/
financial risk/ performance management expertise
• experience of managing through change, business
development and/or organizational development
• excellent communication skills and the ability to listen
sensitively to the views of others, gaining trust and
respect from other Board Members
• ability to represent the charity internally and externally
• evidence of personal credibility and integrity with
strong influencing and negotiating skills practiced
at board/senior level
• evidence of robust judgment and the ability to seek,
challenge, assimilate and analyze information quickly
in order to debate complex issues at a high level and to
inform decision making
• commitment to and understanding of diversity and
equality
Personal Attributes
• understanding and acceptance of the legal duties,
responsibilities and liabilities of trusteeship
• demonstrate Nolan’s seven principles of public life:
selflessness, integrity, objectivity, accountability,
openness, honesty and leadership
Specific Requirements
Service User Voice Trustee
The Trustee responsible for the promotion of the service
user voice will help to ensure that, in all parts of Sue
Ryder’s services and operations, the service user voice is
heard and that opportunities are created and protected
for the service users and their carers in the work of the
charity.
Essential
• able to give an independent view on possible internal
conflicts of interest
• demonstrable understanding of the local arrangements
for listening and responding to the voices of patients,
service users and carers
• passionate about championing the service user voice
and improving the service user experience
• identify with, be motivated by, and demonstrate
commitment to Sue Ryder’s purpose and values
• track record of successfully involving service users,
their carers and the public in the work of a charitable
organisation
• evidence real and present interest in improving care for
vulnerable people in the community with either health
or social care needs
• understanding of effective involvement and
engagement techniques, and how these can be applied
in practice
• think innovatively, creatively, critically, independently,
and strategically, with the ability and a proven track
record of translating strategy into operational plans
• experience or knowledge of palliative or complex
neurological care such as to enable them to express
informed views about the discharge of the charities
functions so that they are able to act as a champion
for service user, carer and public involvement
• demonstrate a healthy understanding of risk, its
benefits and have entrepreneurial instincts
• command the respect of fellow Trustees, the Chief
Executive and the wider Senior Leadership Team
• competent and experienced to chair meetings
• willingness to speak their mind and be constructive
• experience of best in class service user voice
mechanisms in a person centred health & social
care environment
• demonstrate a consultative and supportive style, and
the ability to work effectively as a member of a team
Desirable
• capacity and willingness to devote the necessary time
and effort
Trustees | April 2015
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Person specification
Futures Funding Trustee
The Trustee with specific expertise in funding will help
to ensure that Sue Ryder has appropriate funding
mechanisms to meet its present and future needs
and obligations, as well as help inform and advise on
appropriate vehicles to fund its aspirations, using their
robust and sound business judgement.
Marketing, Digital & Public
Affairs Trustee
The Trustee with expertise in marketing, digital & public
affairs will help to ensure that Sue Ryder builds a strong
and well understood brand with the development of a
clear voice and by the well structured implementation
of its strategies in marketing, digital and public affairs.
Essential
Essential
• senior level board experience, extensive experience
of capital markers as a lender or as a borrower
• strong background and experience in communications,
public affairs and marketing
• senior level experience of investment appraisals
(business cases) and funding mechanisms
• understanding national markets and cause related
marketing
• experience of evaluating business cases and the risks
associated with them
• strong background in developing and facilitating
successful political and stakeholder relationships,
and representing a company’s interest before HM
Government, political audiences and other relevant
stakeholders
• demonstrable strategic financial management track
record
• experience of governance and risk management
Desirable
• demonstrable experience of investment and capital
funding of health & social care initiatives and hospital/
health centre builds
• an insight into at least one of the specialist areas in
which the charity operates – palliative, neurological
and long-term conditions, retail and fundraising
• strong political networks, a track record in sucessful
relationship building an political influencing
• significant expertise in repositioning and launching
a national brand that reflects current trends in digital
and social media
• knowledge of the not for profit arena
• acting as a brand champion at a senior board/
strategic level and engaging with key internal and
external stakeholders to optimise and drive brand
related opportunities
• experience of public/private partnerships and other
funding structures in healthcare
• track record of success in managing a strategy to
increase profile and awareness globally
• experience of developing social media content and
campaigns globally
Desirable
• experience in social medial marketing and digital
strategy
• detailed knowledge and understanding of the UK
health and social care economy
Trustees | April 2015
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How to Apply
To apply in confidence to become a Trustee of Sue
Ryder, please forward your CV or an extended biography
together with a supporting statement and a list of any
directorships or trusteeships that you currently hold.
Please ensure that your application fully addresses the
requirements for the role to which you are applying.
Timetable
You should provide the names, positions, organisations
and telephone contact numbers of two referees, relevant
to this role. References will only be taken once your
express permission has been granted.
Final panel interviews:
PR and Digital Marketing Trustee - Wednesday 1st July
Service User Voice Trustee - Wednesday 8th July
Futures Funding Trustee - Friday 10th July
We ask that you complete the equal opportunities
information online when you submit your application via
our website. The information collected will be treated as
confidential, used for statistical purposes only and will not
be treated as part of your application.
Finally please ensure that you have included mobile, work
and home telephone numbers, as well as any dates when
you will not be available or might have difficulty with the
indicative timetable.
Applications should be submitted via our website:
www.prospect-us.co.uk/executive/job/hq00156337
Applications may also be posted to: Sarah Hill, Prospectus,
20-22 Stukeley Street, London, WC2B 5LR
Trustees | April 2015
Published advert closing date: Thursday 14th May
Preliminary interviews at Prospectus:
weeks commencing 25th May and 1st June
Centre visits: From Thursday 25th June
These dates may be subject to change and candidates
will be advised in advance should this happen.
Recruitment Process
You will receive feedback within seven working days of the
closing date. Shortlisted candidates may be required to
undertake additional assessment prior to the interview.
If you have any questions on any aspect of the
appointment process, need additional information
or wish to have an informal discussion, please contact
Philip Nelson on 020 7691 1920 or via email at
[email protected]
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Prospectus Ltd
020 7691 1925
www.prospect-us.co.uk
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