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plook
Advanced Member
United Kingdom
895 Posts |
 Posted - 06 May 2010 : 7:17:44 PM
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Managers of NHS Trust get performance related pay, which to me is a disgrace as this is on top of their salary for which I assume is paid to them for doing their job. Below is the objectives of the committee or quango that oversees senior managers performance:
NHS East Riding of Yorkshire Page 1 of 2
V:\ERYPCT\Chief Executive's Office\Board\ERoY Board 2010 - Public\6 May 2010\INTERNET DOCUMENTS\Item 9v - Executive
Remuneration & Performance Committee Annual Review 2009 10.docx
EXECUTIVE REMUNERATION AND PERFORMANCE COMMITTEE
ANNUAL REPORT: APRIL 2009 – MARCH 2010
1. INTRODUCTION
All NHS bodies are required to have a Remuneration Committee. Established under EL(94)40, the NHS East Riding of Yorkshire Executive Remuneration and Performance Committee advises the Board about appropriate remuneration and terms of service for the Chief Executive and Directors and other senior managers of the Trust and appoints the Chief Executive.
The Committee comprises the Board Chairman and all Non Executive Directors.
2. PURPOSE
Listed below are the key roles of the Committee:
To advise the Board on all aspects of salary for the Chief Executive and Directors (including performance related pay elements, bonuses and allowances), provision for other benefits including pensions and cars as well as arrangements for termination of employment and other contractual terms and conditions.
To appoint the Chief Executive and with the Chief Executive appoint other Directors and the Clinical Executive Chairman.
To advise the Board on the remuneration, allowances and terms of service of other senior managers (those directly accountable to and reporting to Chief Executive/Director) and Clinical Executive Members as appropriate, to ensure they are fairly rewarded.
To monitor and evaluate the individual performance of the Chief Executive, Directors and the Chair of the Clinical Executive Committee.
To advise the Board on and oversee appropriate contractual arrangements for such staff including the proper calculation and scrutiny of termination payments taking into account national and other guidance as appropriate.
To ensure there is an effective plan to manage talent and succession planning.
To report to the Board that this Committee has met and performed its function, within recognised national guidelines related to the last year’s published reports and performance.
3. WORK COVERED THIS YEAR
The Committee meets as required, but must meet at least three times in any accounting year. Since April 2009 it has met 5 times: 9th June 2009, 10th September 2009, 2nd November 2009, 14th January 2010 and the 26th March 2010. The additional meetings were held to: Agree the appointment and remuneration for a new Clinical Executive Chairman (Sept 09) Review the roles and functions of the medical director and company secretary (Jan 10).
The routine work of the Committee during the other 3 meetings included: Reviewing the Terms of Reference, agreeing an annual work plan, and agreeing an annual report for the Committee, all of which were subject to Board approval.
Supporting the CE in reviewing the senior management structure and making changes to it, i.e. recruiting and appointing a director to a new commissioning directorate titled “Joint Commissioning”, and reviewing the function of and recruiting to the role of Director of Strategy and Market Management.
Reviewing the performance and effectiveness of the Company Secretary role Reviewing the performance of the Chief Executive, Directors and ClE chairman, both annually and at mid-year and in relation to the VSM annual bonus scheme. Reviewing the current mechanism for awarding the VSM annual bonus scheme and revising it for 2009/10 to provide a clearer reward structure for exceptional performance, both individually and organisationally. This has since been superseded in March 2010 by national and regional directions on senior manager pay per se. Receiving an update on talent management and succession planning prior to the work being completed and presented to the Board in January 2010. Noting progress made on the CE’s plans to reduce the management cost envelope by 30% as per the national guidance. Reviewing the senior management capacity for delivering Transforming Community Services.
4. SUMMARY
The Committee has had a very busy but productive year.(who for?) The members have worked well together bringing skills and experiences from very different walks of life.
To ensure its effective functioning it has been very ably supported by the Associate Director for HR who has provided members with accurate, timely, relevant HR advice in line with NHS and Employment law requirements.
Karen Knapton
Chairman
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Performance Related Pay
