Bevan Healthcare CIC (BHC) exists to tackle and reduce health inequalities. Our aim is to reach and help those often forgotten within healthcare. We are a social enterprise delivering a range of high quality health care services for vulnerable people who often struggle to engage with mainstream services. These include refugees, asylum seekers, homeless people, sex workers and those with mental health and substance misuse problems.

Our motto is Health, Hope and Humanity. Innovation and flexibility are key to our work. We have developed creative partnerships with local authority, voluntary sector and service users to deliver services, recognising that health and social wellbeing are inextricably linked.

Since becoming an independent Social Enterprise in 2011, our varied achievements include

  • Setting up one of the first Street Medicine Teams in the UK
  • Developing a hospital in-reach service and an intermediate care facility for homeless people on discharge from hospital
  • Buying and refurbishing new premises in Bradford City Centre
  • Opening a Health and Wellbeing Centre at our Bradford premises with National Lottery funding offering a wide range of services to improve health in the broadest sense
  • Running programmes to improve the mental health of refugee children
  • Starting a regular evening clinic for street sex workers

In 2017 our main Bradford APMS Contract was renewed for 5 years, and we were awarded the contract to run and develop the York Street medical Practice in Leeds. We now care for more than 6,400 registered patients across 2 major cities. Our Bradford service was rated outstanding in all areas by the CQC in 2017 and our Leeds service as good earlier this year. We employ a total of 59 employees including 31 clinical and 28 non-clinical staff. Annual turnover in 2017 - 18 was £2.4 million.

We are involved in medical student, nurse and GP training. We have presented papers about our work at national and international conferences. We have won several awards for the service we provide which also includes our Managing Director being named as one of the first 15 Honorary Fellows of Social Enterprise UK in 2017.

Our status as a Social Enterprise (Community Interest Company) sets us apart from mainstream primary care in a number of important ways. It gives us an obligation to work for social good, and to use any surplus that we generate for the benefit of the people we serve. It gives us access to funding streams and support not available to traditional GP partnerships. And crucially it gives us access to the talent, experience and support of our Board of Directors to oversee our corporate governance, the development and implementation of our strategy and mission.

Our Board

The BHC Board currently has 10 members.

Executive team members are:

Gina Rowlands - Managing Director,

Colin Gornall – Director of Operations, Business & Enterprise Development;

John Connolly - Clinical Director;

Alison Gardner – Head of Finance;

Gemma Wilcock - Company Secretary

With additional support provide by our experienced Practice Manager, Karen Naylor and our newly appointed HR Manager, Karima Sheikh-Altaf.

There are 5 non- executive directors who bring a variety of experience to the Board from business, accounting, finance, primary care and health service management. 3 have been members since BHC was formed in 2011.

Our non-executive Chair recently resigned after being promoted to a much more senior role at his company. He remains on the Board as a non-executive director.

The Board has a Finance and Remunerations Subcommittee. We are still to find the best way to represent staff and service user interests at Board level.

We need to appoint a new Chair to move the Board forward, release the creativity of all its members and ensure that BHC is in the strongest possible position to grow, develop and meet the challenges of the years ahead.

The role of the Chair

Vision, values and strategy

  • Act as guardian of the BHC vision
  • Lead the Board in shaping BHC's mission, strategy and policy objectives
  • Confirm that the necessary resources and financial support are in place to achieve agreed goals

Board Leadership

  • Set the agenda, style and tone of Board discussions to promote effective decision making and constructive debate
  • Manage the Board to ensure sufficient time is allowed to consider critical and complex issues
  • Build an effective and cohesive Board with the diversity of skills, expertise and perspectives needed to drive forward BHC's mission and strategy
  • Oversee the recruitment, induction, on-going training and appraisal of non-executive members; and the training and development of the Board as a whole
  • Ensure that Board members receive accurate, relevant, timely and clear information to enable the Board to take sound decisions and provide effective oversight of the executive team
  • Monitor the implementation of Board decisions

Governance

  • Uphold the highest standards of integrity and probity
  • Work with the Managing Director (MD) to ensure that BHC is fully compliant with all relevant legislation, and that all necessary governance protocols and processes are fulfilled and kept up to date
  • Lead the Board in its fulfilment of all its statutory duties, including full and accurate accounting, auditing and reporting of financial dealings
  • Establish a clear structure for and effective running of Board committees
  • Ensure that the Board monitors and improves the performance, safety and quality of BHC's services
  • Review the performance, role and structure of the Board and its committees regularly, and ensure that all non-executive members satisfactorily fulfil their roles

Relationship with Managing Director

  • Nurture a constructive working relationship with the MD that balances providing support, coaching and acting as a sounding board with challenge, scrutiny and holding to account
  • Respect the distinction between the Chair's non-executive governance role and the MD's leadership and management role
  • Support the MD to implement BHC's strategy and budget, monitoring progress regularly
  • Conduct an annual appraisal of the MD
  • Ensure that a succession plan is in place for the MD and any other critical roles

Wider relationships

  • Act as ambassador for BHC, using skills and contacts to promote the organisation externally, develop strategic partnerships, and support agreed plans for organisational development and growth.
  • Foster constructive relationships between Board and BHC staff and service users, ensuring that they have a meaningful voice in the development of BHC and that the Board is aware of their most important concerns
  • Enable the Board to understand and respond effectively to the concerns of all key stakeholders

How much work is involved?

It is anticipated that the role will require 2 - 3 days work each month, paid at the rate of £400 per day.

The appointment will be for a period of 3 years with the possibility of further extension. There will be an initial period of 6 months mutual assessment.

Links

Our website: www.bevanhealthcare.co.uk

A "Look North” documentary about us: https://www.youtube.com/watch?v=eXKHYsovoaA

CQC Report on our Bradford service: https://www.cqc.org.uk/sites/default/files/new_reports/AAAF1675.pdf

CQC report on our Leeds service: Awaiting publication

Further details:

Click here for the full person specification.

If you would like an informal chat about the post, please contact Gina Rowlands, Managing Director on 01274 379865. Or [email protected]

For further details on the application process, please contact our HR Manager, Karima Sheikh-Altaf on 07562 977631.