Induction for NHS non-executive members: guidance
Guidance on the updated approach to induction for non-executive members of health bodies following the blueprint for good governance.
Understanding your Role
NHS Boards are made up of a mixture of both Executive and Non-Executive Members and have a collective responsibility for the performance of the organisation and are accountable through the Board Chair to the Cabinet Secretary for Health and Sport.
The Non-Executive cohort includes both lay members and stakeholder members. Lay members are appointed through a process which is regulated by the Office of the Commissioner for Ethical Standards in Public Life in Scotland. Stakeholder members are nominated to be appointed to the Board and include, for example, Local Authority Councillors.
Non-Executive Members hold the Executive to account for the delivery of strategy, ensure value for money and that risks are managed and mitigated effectively.
Key roles of Non-Executive Members
Table 1 (adapted from the Blueprint for Good Governance 2018 and The Healthy NHS Board 2013: Principles for Good Governance pg 43-44)
| Chair |
Chief Executive |
Non-Executive |
Executive |
|
|---|---|---|---|---|
| Setting the Direction |
Ensures Board develops vision, strategies and clear objectives to deliver organisational purpose |
Leads strategy development process |
Brings independence, external perspectives, skills, and challenge to strategy development |
Takes lead role in developing strategic proposals - drawing on professional and clinical expertise (where relevant) |
| Holding to Account and Assessing Risk |
Makes sure the Board understands its own accountability for governing the organisation Ensures Board committees that support accountability are properly constituted Holds CE to account for delivery of strategy Leads the Board in being accountable to Scottish Ministers |
Leads in the delivery of strategy Establishes effective performance management arrangements and controls Acts as Accountable Officer |
Holds the Executive to account for the delivery of strategy Offers purposeful, constructive scrutiny and challenge Chairs or participates as a member of key committees that support accountability Account individually and collectively for the effectiveness of the Board |
Leads implementation of strategy within functional areas Manages performance within their area and deals effectively with poor performance |
| Influencing Culture |
Provides visible leadership in developing a health culture for the organisation, and ensures that this is reflected and modelled in their own and in the Board's behaviour and decision making |
Provides visible leadership in developing a health culture for the organisation, and ensures that this is reflected in their own and in the Executive's behaviour and decision making |
Actively supports and promotes a health culture for the organisation and reflects this in their own behaviour Provides visible leadership in developing a health culture so that staff believe Non-Executives provide a safe point of access to the Board for raising concerns |
Actively supports and promotes a positive culture of the organisation and reflects this in their own behaviour Nurtures good leadership at all levels, actively addressing problems impacting staff's ability to do a good job |
| Intelligence |
Ensures requirements for accurate, timely and clear information to Board are clear to the Executive |
Ensures provision of accurate, timely and clear information to the Board |
Satisfies themselves of the integrity of financial and quality intelligence including getting out and about, observing and talking to staff and patients |
Takes principal responsibility for providing accurate timely and clear information to the Board |
| Engaging Stakeholders |
Plays key role as ambassador and building strong partnerships with patients and public, staff, other stakeholders |
Plays key role as ambassador and building strong partnerships with patients and public, staff, other stakeholders |
Ensures Board acts in best interests of patients and public |
Leads on engagement with specific internal or external stakeholder groups |
Contact
Email: sarah.hildersley@gov.scot
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