beta

You're viewing our new website - find out more

Publication - Publication

Induction approach: what NHS non-executive directors can expect from induction

Published: 9 Apr 2018
Part of:
Health and social care
ISBN:
9781788517638

This resource provides a standard approach to induction for non-executive directors of health bodies.

20 page PDF

297.7kB

20 page PDF

297.7kB

Contents
Induction approach: what NHS non-executive directors can expect from induction
Induction Approach Framework

20 page PDF

297.7kB

Induction Approach Framework

Engaging stakeholders and making accountability real

Adapted from original by OPM and CIPFA 2004 ©

The induction approach for Non-Executive Directors has been mapped to the principles of the Good Governance Standard for Public Services. This provides a framework for measurement for improvement.

1. Focusing on the organisation’s purpose and on outcomes for citizens and service users

Area

Background reading/reference/other

Meetings to be arranged

Additional training/ information

Government/ Sponsor Division

  • Framework agreement/Sponsorship agreement

Invite sponsor to speak to Non-Executives to outline role and responsibilities/role of Cabinet Secretary/other sponsor divisions
CMO
CNO

Review of Scottish Government website

Organisation

Legislation

  • The National Health Service (Scotland) Act 1978
  • The Health Boards (Membership and Procedure) (Scotland) Regulations 2001
  • Public Services Reform (Scotland) Act 2010
  • Public Bodies (Joint Working) (Scotland) Act 2014

Chairman Chief Executive Executive Team Members

1:1 meetings with other key stakeholders (or as relevant to a Non-Executive Director’s area of interest/experience)

Strategy

  • Local Delivery Plan
  • Corporate Plan
  • Other key documents

Performance

  • LDP Performance reporting
  • Finance/Value for Money
  • Financial Plan

Workforce

  • Workforce Plan

Parliament

  • Parliamentary bulletin
  • Consultations/Bills
  • Parliamentary Committees

Invite someone to outline role of the government and parliamentary areas which impact on the NHS Board

Attendance at a Parliamentary Committee meeting

Emerging Issues

2. Performing effectively in clearly defined functions and roles

Area

Background reading/reference/other

Meetings to be arranged

Additional training/ information

Governance

  • Code of Corporate Governance
  • Board and Governance Committee meeting dates
  • Board and Executive Team/Directorate organisational structure
  • Review of health board membership and biographies
  • Roles and responsibilities including Chairman/Chief Executive/Directors
  • Governance Committee membership/role

Governance committee chairs (as relevant to the Non-Executives’ committee membership)

Other Non-Executives

Meetings with Chairman and Chief Executive/Governance Committee lead officers

Observe Governance Committee meetings

Attend ‘On Board’ or equivalent programme

Attend any required training sessions in relation to Governance role eg ‘Effective Audit Committee’

Internal Controls

  • Governance statement
  • Risk Management Strategy/Corporate Risk Register
  • Role of External and Internal Audit
  • Audit Committee
  • Executive Remuneration Committee
  • Code of Conduct for Board Members
  • Register of Interests
  • Register of Gifts and Hospitality
  • Information Governance

Director of Finance & Corporate Services

Corporate Governance Manager

Information Technology

  • Set up and management of e-mail accounts
  • IT governance

Corporate Governance Manager

Individual training

Human

Resources

  • Remuneration
  • Expenses
  • Additional expenses and/or remuneration
  • Car insurance
  • Travel and subsistence
  • Mandatory training

Corporate Governance Manager

Meeting with Human Resources

Social Media

  • Social Media Policy
  • Webex
  • Twitter
  • Facebook

Communications Manager

3. Promoting values for the whole organisation and demonstrating good governance through behaviour

Area

Background reading/reference/other

Meetings to be arranged

Additional training/ information

Conduct/ Compliance

  • Model Code of Conduct for Members of Public Bodies
  • Code of Corporate Governance
  • Employee Code of Conduct
  • Whistleblowing Policy
  • Bribery Act

Corporate Governance Manager

Values and Behaviours

  • Values and behaviours statement

4. Taking informed transparent decisions and managing risk

Area

Background reading/reference/other

Meetings to be arranged

Additional training/ information

Board Administration

  • Business planning schedules
  • Criteria and rationale for scheduling of Board and Governance Committee meetings
  • Corporate templates

Corporate Governance Manager

Governance

  • Code of Corporate Governance
  • Minutes of meetings

Corporate Governance Manager

Risk Management

  • Risk Management Strategy
  • Corporate Risk Register
  • Operational Risk Register

Corporate Governance Manager

5. Developing the capacity and capability of the governance body to be effective

Area

Background reading/reference/other

Meetings to be arranged

Additional training/ information

Performance

  • Skills Matrix
  • Appraisal Process (mid-year and annual)
  • Terms of Service
  • Board Evaluation

Chairman

Induction

  • Induction Programme Outline

Will be arranged following discussion with Non-Executives

Development Opportunities

  • Individual discussion

Chairman/Organisational Learning and Development Manager

6. Engaging stakeholders and making accountability real

Area

Background reading/reference/other

Meetings to be arranged

Additional training/ information

Staff Governance

  • Staff governance standard
  • Value and behaviours

Employee Director (Non Executive Director)

Internal Engagement

  • Internal Communications Strategy
  • Organisation Structure Charts

Walkround and introductions to staff

Head of Communications

External Engagement

  • Map of NHS Boards in NHSScotland
  • External Engagement Strategy

Meetings with other Non Executive Directors

Head of Communications

Direction to SHOW website


Contact