The Trust Board has overall responsibility for the operational and strategic direction of the Trust and is accountable, through its Chair, to NHS Improvement, the regulator of Foundation Trusts. The safety and
quality of care provided at our hospitals is regulated by the Care Quality Commission.
The general range of services are commissioned by Morecambe Bay
Clinical Commissioning Group.
To find out how the Trust fits in with the wider NHS structure, take a look at NHS Choices for more information.
The key functions of the Board can be described as:
- To set the strategic direction, define objectives and agree plans
- To monitor performance and take corrective action where appropriate
- To ensure financial balance
- To ensure high standards of corporate and clinical governance
- To appoint, appraise and remunerate executives
- To work in partnership with external bodies and the local community
The Board has the following sub committees - for details click on the relevant committee for the terms of reference:
- Audit Committee
- Corporate Trustee Committee
- Finance Committee
- Infection Prevention Control Committee
- Quality Committee
- Remuneration Committee
- Workforce Committee
Due to the wide geographical spread and complexity of the Trust, the management structure has been arranged to support multi-site working. The departmental (divisional) management structure provides specific skills and knowledge to a wide variety of clinical and non-clinical areas. These are as follows:
Clinical Care Groups
- Critical Care and Surgery
- Women and Children's
- Core Clinical
- Integrated Community
Read our Care Group Guide to see more.
Corporate Care Groups
- Corporate Management (further sub-divided into:)
- Trust Headquarters
- Clinical Governance
- Nursing and Midwifery
- Human Resources
- Finance, Information and Supplies
- Facilities (Buildings and Estate Management)
The Trust’s business is governed by two key documents: Standing Orders (SOs) and Standing Financial Instructions (SFIs). These two documents are accompanied by the Scheme of Delegation, a Schedule of Delegated
Powers and the budgetary rules. Staff within the Trust are expected to comply with both the SOs and the SFIs.
The Trust requires comprehensive risk management systems to be in place, this system needs to be underpinned by clear accountability arrangements throughout the management organisational structure.
Corporate Governance requires that the Trust publicly demonstrates how the organisation manages risk.