About Us Trust Board

Trust Board

St Helens and Knowsley Teaching Hospitals NHS Trust is managed by a Board of Directors, consisting of Executive and Associate Executive Directors, who are full time managers and Non-Executive Directors who are independent and come from other walks of life.

It is the Trust Board's responsibility to lead the Trust and set the direction for delivering our vision '5 star patient care'. Their most important priority is to ensure that the services delivered to patients are safe and effective.

Please click link to view Trust Board structure

Trust Board

Ann Marr
Chief Executive
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The Chief Executive is the Trust's accountable officer with overall responsibility for the performance of the organisation. The Chief Executive is supported by the Executive Directors and other senior managers to deliver the Trust's corporate objectives.
Ann was born at Whiston Hospital and lives in the local area. She has worked in the NHS for over 30 years and was appointed Chief Executive of the Trust in January 2003.
Q & A with Ann Marr, Chief Executive
Ann, can you tell me about your career to date?
I started my career in the NHS as a junior clerk at the old regional health authority and have worked my way up through the ranks. I was given time off to study on day release and qualified as an accountant. Eventually, I progressed to Director of Finance at two neighbouring trusts before being appointed Chief Executive at the Liverpool Women’s Hospital. I worked there for two years, before joining this Trust.

Do you enjoy your job?
The great thing about this job is that you have the chance to make such a difference. If we achieve what we set out to, and provide really good care and a positive patient experience, then we know we have achieved something really worthwhile. It’s
even better to be able to do this in your own community. I also get to work with some amazing colleagues, and I can honestly say that there is plenty of variety – two days are never the same!

What would you say has been your greatest achievement so far?
The most important part of my job is to provide the right culture and environment for our staff to deliver high quality care. This means I need to put the right standards, policies, processes, systems and resources in place, but also lead by example.
However, it is also good that we can provide services to our patients in such excellent facilities. Much as we all loved our old Victorian buildings, they were not fit for purpose as 21st century hospitals. Now we have facilities that are modern, clean,
welcoming and properly functional. It was a big achievement to drive the whole project through from business case stage to opening our two new hospitals, and now seeing them operate so successfully.

So what’s next?
Continuous improvement – with the aim of providing the best care we possibly can for our patients and the local community.
Richard Fraser
Chairman
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The Chairman of the Trust Board is a non-executive appointment, and is responsible for leading the Board and ensuring that the Trust fulfills its legal and financial obligations.
Richard was born in Bellshill, near Glasgow, and has over 30 years’ experience as a board director of a number of large companies. He has lived in the North West for over 25 years.
Q & A with Richard Fraser, Chairman
Richard, tell us about your career before becoming Chairman?
I studied mechanical and civil engineering at university and my first senior job was site manager on the construction of oil tanks at the Stanlow Refinery.
It’s quite bizarre that I can now see the refinery out of my office window at Whiston Hospital; it’s like coming full circle. I have been involved in a number of major companies during my career. I worked for Motherwell Bridge Engineering Company LTD, which taught me a lot and allowed me to travel the world. I then went on to become Managing Director of a gas contractor in Preston for 18 years and latterly Managing Director at Enterprise PLC. After serving on the board of a number of companies, including being a Non-Executive Director at Lancashire Teaching Hospitals NHS Foundation Trust, I also became Chair of Warm Zones CIC, (Community Interest Company), a not for profit company.

What would you say has been your greatest achievement so far?
Well, I would have to say my beautiful family first and foremost, but professionally I am extremely proud of the work I have done for charities and not for profit organisations. It is important to make a real difference to the lives of those who need additional help and support. My work as a Trustee of the charity, National Energy Action, aims to help those who are affected by fuel poverty in the United Kingdom.

What is the most important thing for you as Chairman?
The NHS is the best health organisation in the world and I am passionate about free care at the point of access. It is importantto me that we provide the best care possible for patients. I believe that the people of St Helens and Knowsley have world-class facilities available in our two hospitals and that the Trust provides great care and services for our patients.

What plans do you have for the future?
I am extremely proud to be Chairman of this Trust and I want to use my knowledge and expertise to make a difference. I want myself and my fellow non-executive directors to be hands-on, to have a positive influence on staff right across the Trust in their day to day activities. Together, we have a wealth of experience that will benefit the organisation and help to make a difference
to staff, patients and their families.

Executive Directors

Anne-Marie Stretch
Deputy Chief Executive and Director of Human Resources
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Anne-Marie has over 25 years’ experience in the NHS, she is Director of Human Resources and was appointed Deputy Chief Executive in 2003.
Q & A with Anne-Marie Stretch, Deputy Chief Executive and Director of Human Resources
Anne-Marie, can you tell us, about your career to date?
I have worked in the NHS for over 25 years prior to which I worked in the Civil Aviation Authority. Early in my NHS career, I developed a keen interest in staff relations and the impact and value having happy, healthy, motivated staff can bring to an organisation. I love everything about people and the values of the NHS are very important to me, I would not want to work anywhere else.

What changes have you seen over the years?
I absolutely believe that staff are every organisation’s greatest asset, and over the years I have seen how the NHS consistently asked staff to adapt to changes, often in very difficult circumstances and staff have always risen to these challenges. There has been a great investment to develop staff at all levels and disciplines, providing them with opportunities to expand their skills and progress their careers and I have benefitted from the NHS university personally.

What are your main responsibilities?
As Deputy Chief Executive, I work closely with the Chief Executive, Trust Board members and my executive colleagues to implement the Trust’s objectives across the organisation. As Director of Human Resources, I am responsible for ensuring the Trust has a full and highly skilled workforce; providing adequate and safe staffing levels to meet patient's needs.

What is important to you?
I feel it is important that staff are recognised for the tremendous job they do. I regularly see examples of staff going above and beyond the call of duty. I want every member of staff to feel valued and part of a team that has patients at the centre of everything they do.
Sue Redfern
Director of Nursing, Midwifery and Governance
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Sue was appointed Director of Nursing, Midwifery and Governance in 2013 and has over 30 years nursing experience.
Q & A with Sue Redfern, Director of Nursing, Midwifery and Governance
Sue, tell us about your career.

I started my nursing career at South Sefton School of Nursing in 1978, before moving to Aintree Hospital. I specialised in Infection Prevention and Control and was appointed ward manager of the Infectious Diseases Unit in 1997. I progressed to the role of Matron and then Divisional Nurse Director for Medicine and Lead Nurse for Infection Prevention and Control, before being appointed Deputy Director of Nursing at the Royal Liverpool University Hospital in 2011. I joined this Trust as Director of Nursing, Midwifery and Governance in May 2013.

What are your main priorities as Director of Nursing, Midwifery and Governance?

I am passionate about patient care and making sure we get it right the first time, for every patient. Safety is the priority and it is important that we follow the correct processes and systems to ensure safe quality care. Infection prevention is a key part of this. Development of nursing and midwifery staff is key through on-going learning and education. A close working relationship between nursing, medicine and operational colleagues is essential to ensure we work together for the benefit of our patients.

What is important about being a nurse or midwife?

Caring for patients is a privilege and takes a great deal of commitment. We provide comfort to people when they are most vulnerable and people put their trust in us to do what is best for them. I want our nursing and midwifery staff to be confident in their everyday roles and have the courage to do the right thing for the people we care for. I encourage open communication and effective team working, both between staff and through the involvement of patients in decisions about their own care.

What do you enjoy most about your job?

I enjoy working with a fantastic group of staff, I believe we have a really engaged workforce that genuinely cares for their patients. Every day I go to see patients on the wards and in departments and I enjoy hands-on patient care, listening to their views and learning from their experiences.
Rowan Pritchard Jones
Medical Director, Consultant Plastic Surgeon
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Rowan trained in Bristol as a Plastic Reconstructive Surgeon with a special interest in skin cancer, Rowan has worked all over the world, earning his Fellowship in the United States and working with the US Army Trauma Team, performing cleft reconstruction in the Nepalese Himalayas, to serving as a British Military Surgeon.
Q & A with Rowan Pritchard Jones, Medical Director, Consultant Plastic Surgeon
Rowan, tell us how you became Medical Director.
I've worked at the Trust for over 12 years including 6 years as Consultant. I am proud to take on the position and i'm very much looking forward to continuing recent success at the Trust.
What are you main responsibilities as Medical Director?
Rowan said: “STHK is a superb organisation and 2019 has been an outstanding year in so many ways. I look forward to meeting lots of my colleagues and exploring the huge potential we have to innovate, collaborate and drive ambitious change. I can’t think of a better place to do this, or better people to work with.”
Nikhil Khashu
Director of Finance and Information
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Nik has 18 years’ experience in the NHS and was appointed Director of Finance in 2015
Q & A with Nikhil Khashu, Director of Finance and Information
Can you tell us about your career to date ?
I joined the NHS as a National Financial Management Graduate Trainee in 1997 based in the North West region. During my career I have been privileged to work in organisations such as Salford Royal FT, Alder Hey FT, North West SHA and more recently as the Deputy Director of Finance for St Helens and Knowsley Teaching Hospitals NHS Trust before moving to Director of Finance/Deputy CEO at Calderstones Partnership Foundation Trust. Getting the chance to come back and be the Director of Finance at this Trust was just a fantastic opportunity I could not miss!

What are your main responsibilities as Director of Finance ?
I believe the Director of Finance has, in general, three main responsibilities each equally as important. Firstly, to ensure there are the right controls, processes and governance arrangements in place to manage the public money we receive and spend. Secondly, to be an effective member of the Trust Board by contributing to its strategic direction and ensuring the Trust discharges its duties appropriately. Finally, by being a champion for my department by supporting their training/development needs, supporting our staff to help them perform well and to be a leader they are proud of.

What has been the biggest achievement in your career so far ?
At Calderstones FT I was part of a new executive team which within 2 years successfully tackled cultural and governance issues which had been present for a long time. Being part of the new leadership team that made demonstrable and clear improvement to the vulnerable service users we cared for was why I joined the NHS.

What do you most enjoy about your role ?
I really enjoy working with our services to seek out continuous improvements for the patients we serve. We have world class facilities and wonderful staff that give us the best chance to meet the challenges the NHS faces.

Non-Executive Directors

Gill Brown
Non-Executive Director
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Gill is Chair of the Quality Committee and a member of the Audit Committee and Remuneration Committee.
Gill is Chair of the Quality Committee and a member of the Audit Committee and Remuneration Committee
Q & A with Gill Brown, Non-Executive Director
I’ve had a varied career, primarily in the NHS, but also in the housing, charity, education and the not-for-profit sector.
Gill, tell us about your career to date?
I’ve had a varied career, primarily in the NHS, but also in the housing, charity, education and the not-for-profit sector. More recently, I was Chief Executive of Healthwatch Lancashire, Governing Body Lead for Patient and Public Engagement with NHS Southport and Formby Clinical Commissioning Group and a Group Board Member with Jigsaw Homes Group - one of the largest housing groups in England. I am also a mentor with the Housing Diversity Network where I support individuals to achieve their aspirations to become board members in the housing sector.

What do you enjoy most about being a Non-Executive Director?
Throughout my entire NHS career, my ethos was to provide safe, compassionate and high-quality care responsive to service users’ needs and expectations. I am delighted to have the opportunity to be able to continue to use my clinical, research and governance experience and skills to contribute to the work of the Trust by providing support, independent oversight and constructive challenge as a non-executive member of the Trust Board.

What will be your focus in your first year with the Trust?
I’m sure it’s going to be a busy year getting to grips with my new role and learning how I can best support the Trust. I’m particularly looking forward to listening to the views and comments of our patients and staff, who I’m sure will provide me with valuable insight.
Ian Clayton
Non-Executive Director
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Chair of the Audit Committee and a member of the Finance & Performance and Remuneration Committee
Ian is Chair of the Audit Committee and a member of the Finance and Performance Committee and Remuneration Committee.
Q & A with Ian Clayton, Non-Executive Director
Ian, tell us about your career to date?
I’ve been a Finance Director for around 30 years, initially in industry and commerce and then moving into the not for profit sector in 2002. Since then, I’ve worked in a variety of roles in health, housing, education and sport. Currently I am working part time as a Finance Director, am a board member of Mosscare St Vincent’s Housing Association, and in a voluntary capacity sit on the board of Greater Manchester Cancer and other subcommittees.

What do you enjoy most about being a Non-Executive Director?
I like being part of a team that delivers excellent performance, strives for high standards and welcomes constructive challenge.

What is the most important thing for you as a Non-Executive Director?
I always try to remember that I am using my skills and experience to help deliver the best possible outcomes and experience for our patients.
What is your main focus for the next year?
As someone coming into an NHS governance role for the first time, I’ll try to learn as much as possible to equip me to be an effective Board member, hopefully for a number of years.
Val Davies
Non-Executive Director
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Member of Quality and Charitable Funds Committee
Member of Quality and Charitable Funds Committee
Q & A with Val Davies, Non-Executive Director
Val, tell us about your career to date?

Most of my career has been spent in the Media – newspapers, magazines and television. In 2006, I became a self-employed business consultant, and I support small to medium sized businesses to develop strategy and put together business/action plans. I have experience of the public sector through previous roles on the Merseyside Police Authority and Liverpool Community Health Trust, and I am currently a trustee of Sefton Carers and a Princes Trust mentor.

What is the most important thing for you as a Non-Executive Director?

The health economy is facing challenges on all sides and this is driving the need for significant change. The Trust is embracing this new reality as an opportunity, and I believe that my most important responsibility is to be a ‘critical’ friend, supporting, challenging and championing the Trust as it moves forward on its journey.

What do you enjoy most about your work?

The opportunity to make a difference in an organisation whose services are so fundamental to the health and wellbeing of the community, and that is an employer of so many wonderful and passionate people.

What is your main focus for the next year?

To keep learning and to be effective in helping to develop an integrated care system that continues to offer 5-star patient care.
Jeff Kozer
Non Executive Director
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Chair of Finance & Performance. Member of Audit Committee, Remuneration Committee.
Jeff has recently been appointed as a Non-Executive Director at the Trust. He is Chair of Finance & Performance and a member of the Audit Committee and Remuneration Committee.
Q & A with Jeff Kozer, Non Executive Director
Jeff, tell us about your career to date?

I have had a varied and interesting career to date. I started as a Quantity Surveyor and rose to director level at some of the UK’s major construction companies. I was then appointed at United Utilities where I started up a new business to outperform industry standards. Once this was achieved I was asked to use the systems we had developed to improve performance and customer services in two other companies. After retiring, I worked with several small to medium size enterprises to help them focus on strategy and performance.

What is the most important thing for you as a Non-Executive Director?

Working with the rest of the Board and management to set the strategy and goals of the Trust to improve safety and performance for the benefit of staff, patients and their families. It’s also important as a Non-Executive to bring your experience to benefit Executive Directors to act as a sounding-board and mentor.

What do you enjoy most about your work?

Seeing results where patients benefit from the work we do. Also, seeing the people I work with develop.

What is your main focus for the next year?

As a new member to the Trust Board, I need to understand how the Trust works and bring my six years’ experience at another Trust to benefit ours. Then, it’s to make sure that the direction we have set for the Trust is being achieved to improve patient experience.
Paul Growney
Non-Executive Director
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Paul is Chair of the Charitable Funds Committee and a member of the Finance and Performance Committee and the Remuneration Committee.
Paul is Chair of the Charitable Funds Committee and a member of the Finance and Performance Committee and the Remuneration Committee.
Q & A with Paul Growney, Non-Executive Director
Tell us about your career before you joined the Trust?
I started my career studying a degree in Psychology at The University of Liverpool, upon completion I was one of the first graduates nationwide accepted on a pioneering Social Care Management Scheme sponsored by the Department of Health. I have spent the past 10 years working in a variety of roles within the charitable sector focussed on community development and health / social care.

For the past 2 years, I have been the CEO of a Knowsley based social care provider organisation specialising in home care services for local vulnerable groups. I am very passionate about health and social care management and the provision of high quality sustainable care for Knowsley residents. I am looking forward to supporting the Trust in further engaging with the local community with a specific focus on inspiring the next generation of Trust staff.

What do you enjoy most about your work?
As a lifelong Knowsley resident I am very proud to be part of an organisation which is fundamental to improving the health and wellbeing of my local community. The ability to be involved in decisions which can help improve and develop the Trust’s work is very motivating.

What about the future?
I think the current health landscape provides a number of challenges and opportunities for the Trust. Key to this will be working to develop solutions for the increasing pressures on secondary care and support in developing / growing the workforce.

What is your main focus for the next year?
As a new board member, the next year will be learning and identifying areas in which I can support the Trust’s work.
Lisa Knight
Non-Executive Director
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Lisa is an Associate member of the Trust Board. She is a member of the Quality Committee and the Charitable Funds Committee and an associate member of the Remuneration Committee.
Lisa is an Associate member of the Trust Board. She is a member of the Quality Committee and the Charitable Funds Committee and an associate member of the Remuneration Committee.
Q & A with Lisa Knight, Non-Executive Director
My clinical background is in mental health, but I have worked across the wider health and social care system to support transformation. I have helped to drive improvement programmes with the aim of improving the quality of services and organisations.
Lisa, tell us about your career to date?
My clinical background is in mental health, but I have worked across the wider health and social care system to support transformation. I have helped to drive improvement programmes with the aim of improving the quality of services and organisations. I am Trustee and Chair of Relate Cheshire, Merseyside and Greater Manchester alongside my role as Teaching Fellow at Lancaster University, focussing on Medical Leadership and Quality Improvement in healthcare.

What do you enjoy most about being a Non-Executive Director?
Being part of an organisation that has a clear focus on delivering high quality services, and supporting the Trust as it moves forward in a time of significant change within the health economy.

What is the most important thing for you as a Non-Executive Director?
I originally trained as a nurse over 20 years ago, and I have always maintained a desire to ensure that when individuals need support, it is delivered in a safe, accessible, effective and efficient manner. Within my role as NED, I strive to challenge and provide support that facilitates this goal.

What is the main focus for the next year?
To work alongside my colleagues to set the direction of the organisation, and further enhance safety, quality and performance for all staff and patients.

Associate Executive Directors

The Associate Executive Directors support the Trust Board in delivering the corporate objectives

Christine Walters
Director of Informatics
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Christine has 20 years’ experience in the NHS and was appointed Director of Informatics in 2015
Q & A with Christine Walters, Director of Informatics
Can you tell us about your career to date ?
I have over 34 years’ experience in informatics and started my career as a computer programmer. For a large numbers of years I was a Director and shareholder in a small private company which developed IT solutions for the food wholesale industry. I also worked for the Co-operative Group for 5 years in several IT roles, including business relationship management, programme management and service management. Then I heard about the NHS’ big IT project, which sounded as if it was likely to come with plenty of challenges and excitement. I joined Salford Royal NHS Foundation Trust in 1995, where I spent 2 years as deputy director of IM&T and then 3 years as Associate Director of IM&T, before joining Pennine Acute Hospitals as Associate Director of IM&T before being promoted to the Director of IM&T in 2013.

What are your main responsibilities at the Trust?
My main responsibility is to lead and develop an effective Health Informatics Service for the Trust as well as for the other NHS organisations that are part of the wider informatics shared service across the local health economy. To also ensure that the informatics team supports the organisation’s vision to be one of the best healthcare trusts in the country and that the patient is placed at the centre of everything that my team do.

What has been the biggest achievement in your career so far ?
Securing over £4.8 million pounds from NHS England’s “Safer Hospitals, Safer Wards Technology Fund” for IT projects for my last trust. The funds helped to implement a number of transformational projects including ePrescribing and Medicine Administration, a Document Management Solution, Electronic Handover of Care Communications between the hospital and GPs, and the implementation of major new infrastructure based on modern technologies. This resulted in the Trust progressing in a 6 month period from 77th to 25th out of 160+ Trusts on NHS England’s Clinical Digital Maturity model.

Why is Informatics so important in the NHS ?
Over the past decade health informatics has moved from a supporting role in hospitals to one that is mission-critical. It has been a long time coming, and not without great angst, but today’s patient care is being driven by technology. New treatments, procedures, medications and technologies are being developed at a pace never seen before, and clinicians are expected to incorporate them into their daily working practices. Clinicians are also expected to remember each individual patient's history, complaint and current condition, and communicate quickly with patients and other clinical colleagues to ensure that their patients receive optimum care. In the past, meeting these expectations has often been difficult because systems to organise, store, and retrieve patient and medical information were not available. However, today computer systems exist that can help clinicians meet each of these challenges and the electronic patient record has become an essential clinical tool in enabling healthcare professionals to provide timely and safe care to patients.

What do you most enjoy about your role ?
Coming into the NHS is the best thing I ever did. The satisfaction I get from working with colleagues and suppliers in delivering IT solutions that really do support the delivery of safe patient care is immense. I get a real “buzz” from my doing my job, knowing that as part of a team I am making a real difference and doing something to really help better people’s outcomes.
Rob Cooper
Director of Operations
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Rob has over 20 years’ experience in the NHS, he was appointed Director of Operations & Performance in December 2016.
Q & A with Rob Cooper, Director of Operations
Q&A with Rob Cooper, Director of Operations and Performance
Rob, tell us about your previous experience.
I commenced my nursing career in the NHS in 1997 as a student. My first nursing role was as a staff nurse on the vascular ward in Arrowe Park Hospital, Wirral. Since then, I have worked in a variety of nursing roles, progressing through to senior nursing positions, before taking an operational management position as Divisional Manager for the Department of Medicine for Older People at the same hospital. Over the course of the following 5 years, I managed various specialties within the division of medicine before moving into the post of Head of Urgent Care, which encompassed managing the acute areas of medicine including; Accident and Emergency, critical care, stroke, frailty and the medical assessment units.
In 2015, I was appointed to the post of Assistant Director of Operations at the Trust, before taking up the position of Director in 2016.

What are your main areas of responsibility at the Trust?
My primary role is to ensure that all the clinical services we provide for our patients are safe, efficient and readily accessible. This is accomplished through working closely with both the clinical and operational leaders and the Executive Team.
On a day to day basis, what is the most important aspect of your role?
My role covers a wide variety of services, all of which are continually striving to further develop and improve.
One of the most important aspects of my role is to listen to the people involved in delivering services to ensure we are doing the right thing for our patients. It is then up to me to ensure that appropriate actions are completed in order to support the continued delivery of the Trust’s vision of 5 star patient care.

What do you enjoy most about your job?
The people I work with are fantastic to be around and I continue to be inspired by the level of dedication from the staff who work within the organisation.
Everyone puts the patient at the centre of all that we do and goes the extra mile to ensure the care we provide is the best it can possibly be.
Tiffany Hemming
Director of Transformation
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Tiffany served in the British Army for more than 20 years in Defence Medical Services, before her appointment as Director of Transformation in 2017.
Q & A with Tiffany Hemming, Director of Transformation
Tiffany, tell us about your previous experience
During my Army career, I worked all over the world including postings to the USA, Germany, Bosnia, Kosovo and Afghanistan as well as visiting several other countries. I became a specialist in medical intelligence and defence policy for Defence, worked in policy and strategy in Whitehall, and was involved in most areas of procurement with large budgets, as well as working as a senior operational medical manager.
The best Army role I had was deploying a large team to Afghanistan where we provided the primary care, pre-hospital emergency care, dentistry, mental health care, physiotherapy and associated medical operational planning across the country, wherever there were British troops.
We also supported other nations’ troops (including Afghanistan) and the local civilian populace. This was incredibly rewarding despite the challenges of the situation and environment.

What are your main areas of responsibility at the Trust?
My primary role is to engage with stakeholders outside of the Trust in the local boroughs, CCGs and neighbouring NHS providers. My aim is to seek greater integration across the health and social care system around the Trust through ever closer working, collaboration and service transformation.
I also work closely with Director of Operations and my Executive Director colleagues to identify opportunities for change within the Trust in collaboration with stakeholders external to the Trust, for example in admission avoidance or timely discharge.
On a day to day basis, what is the most important aspect of your role?

One of the most important aspect of my role is to listen to all the stakeholders (internally and externally) and ensure that their views and ideas are incorporated, wherever possible, into the service transformation that we are seeking to achieve.

What do you enjoy most about your job?
I really enjoy coming to work, engaging with people who truly care about our patients and residents and working with many of the amazing people employed here at the Trust. I feel that together we are making a difference and I derive a great deal of personal and professional satisfaction from that.
Nicola Bunce
Director of Corporate Services
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Nicola has worked in the NHS in a variety of different roles for nearly 30 years. She was appointed to the substantive role of Director of Corporate Services in January 2018.
Q & A with Nicola Bunce, Director of Corporate Services
Nicola, tell us about your previous experience.
I spent the first 10 years of my career as a Human Resources Manager, working in both acute and specialist hospital settings in Sheffield, Birmingham and Merseyside. I then moved to roles that involved strategic and business development, including capital and estates planning across the North of England.
I was part of the team at the Department of Health that worked with this Trust to achieve business case approval for the development of the new hospitals at Whiston and St Helens.
Following this I have had roles in community and acute Trusts across Merseyside, where I have led on organisational development and planning, governance and setting up new services.
I joined St Helens and Knowsley Hospitals NHS Trust in 2013 as a Programme Director and have undertaken a number of different projects in support of the Trust Board and development of the organisation.
What are your main areas of responsibility at the Trust?
My primary role is to ensure that the Trust has an effective governance structure to enable the Board to deliver its statutory duties, for example producing the annual report and accounts each year.
I am the official Company Secretary, which means I support the Chairman and have responsibility for ensuring the smooth running of the Trust Board and its Committees, so that there is an effective flow of information to and from the Board that enable it to make effective decisions.
I work closely with the Chief Executive and my other Executive Team colleagues to collectively undertake the day to day management of the organisation and ensuring the Trust meets the requirements set by its external regulators such as NHS Improvement and the Care Quality Commission.
What do you enjoy most about your job?
My role is varied, offering different challenges every day; it brings me into contact with a wide range of staff and patients, which I find very motivating.
The commitment and dedication of staff at all levels in this Trust is inspiring and I feel very privileged to be part of the team.