In my experience
Kathryn Larkin-Bramley talks about her experience as a new non-executive director at County Durham and Darlington Acute Hospitals NHS Trust.
Kathryn is a chartered accountant and part-time business management and finance college lecturer. She was appointed to the trust last August - just two months after the launch of Governing the NHS - the guide to board governance.
'The best thing about being a non-executive for me is participating in establishing the strategic direction of the trust. It really is something to have a deep insight into how the trust is operating on a range of levels.'
As this is her first appointment as a non-executive director, the guide has proved invaluable.
Kathryn said: "What it does for me, and for other non-executives, is clearly define our role. It recognises that there can be a narrow divide between operational and strategic business and that, if we deviate from our core duties, it can detract too much from the governance of the organisation.
"It reminds me to manage my time effectively and devote my time to the appropriate tasks to maximise the effect of my role."
"It also gives us direction and focus and in a new role this is invaluable. The two and a half days a month time commitment on trust matters helps to reinforce the importance of good governance and strategic leadership at a time of major reform in the NHS."
Kathryn, 44, is particularly interested in the NHS from a professional and personal perspective.
In 2002 she took voluntary redundancy from her job as a manager at KPMG to become the primary carer for her son Thomas, who had been diagnosed with leukaemia. She is able to fit in her teaching at New College in Durham and non-executive role around his care.
"There is a lot of work for us to do at the trust .The board has sat down, taken a step back and really looked at our key roles and how we can achieve what we set out to,"
she said.
"The best thing about being a non-executive for me is participating in establishing the strategic direction of the trust. I enjoy the whole role and feel privileged to be doing it. It really is something to have a deep insight into how the trust is operating on a range of levels."
Kathryn added: "Partnership working is essential at all levels across the whole health economy. What I would like to see more of at non-executive level is proactive thinking rather than reactive. With a mass of complex issues confronting us daily, we should also take time out to think about where we want to be and if we are doing the right things to enable us to get there.
"I have worked for many businesses both in the UK and the US and my role in the NHS ranks as one of the most interesting, stimulating and challenging that I have ever had."
