Publication - Publication

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

Published: 9 Apr 2018

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

20 page PDF

297.7 kB

20 page PDF

297.7 kB

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

20 page PDF

297.7 kB

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