BOARD DEVELOPMENT PROGRAMME 2015/16. The purpose of this report is to propose to the Board an Annual Programme of Board Development for 2015/16.

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1 BOARD MEETING 24 JUNE 2015 AGENDA ITEM 2.7B BOARD DEVELOPMENT PROGRAMME 2015/16 Report of Paper prepared by Purpose of Paper Action/Decision required Link to Health and Care Standards : Link to Health Board s Corporate Plan The purpose of this report is to propose to the Board an Annual Programme of Board Development for 2015/16. The Board is asked to:- APPROVE the Board s annual programme of Board Development for 2015/16. Governance, Accountability and Leadership Striving for Excellence Acronyms and abbreviations Page 1 of 6

2 BOARD DEVELOPMENT PROGRAMME 2015/16 Introduction The behaviour and culture of a Board are key determinants of the Board s performance. Good Board governance cannot be legislated for but can be built over time. Sonnenfeld (2002) suggests four characteristics of effective Boards are: A focus on strategic decision-making. Board members who trust each other and act cohesively/ behave corporately. Constructive challenge by Board members of each other. Effective chairs that ensure meetings have clear and effective processes It is important for all who serve on Boards to recognise that part of their job is to evolve their effectiveness and impact over time. Because of the size and complexity of public service organisations, it is not possible to have everybody who needs to serve on the Board join as a fully fledged, experienced and skilled Board member. Nor is it reasonable, given the importance of the work of the organisation and its significance to the people it serves, that Boards do not strive with some urgency to evolve their abilities as far as possible in their lifetime and that of their organisation. It is important that the whole Board creates opportunities to reflect on its own performance and effectiveness. This should include a formal and rigorous annual evaluation of its own performance and that of its committees. Some Boards choose to periodically supplement self-assessment with views obtained from a range of internal and external stakeholders who do not sit on the Board but nonetheless experience its impact. This could include external partners and stakeholders including service user groups and partner organisations. It is important for Boards to develop a framework of knowledge, skills and competencies that fit their organisational requirements and context and can serve as the basis for whole Board and individual Board member appraisal. Alongside whole Board performance evaluation, Board members should undergo an annual appraisal of their individual contribution and performance. This appraisal should focus on the member s contribution as a member of the corporate Board; in the case of executive directors this is distinct from their functional leadership role. The appraisal of the Chief Executive by the Chair is particularly important because the effective performance management of the Chief Executive is critical to the success of the organisation and sets the benchmark for other senior managers. The pre-requisites of effective and continuous Board development are: Chair and CEO commitment Board appetite for development Good appraisal and personal development planning processes Objectives of the Programme The Board Development Programme is designed to meet the following objectives:- 1. Enhance knowledge and awareness of Board Members on the principles and practices of good governance; Page 2 of 6

3 2. Ensure effectiveness of the Board collectively and Board members individually in meeting core duties of the Board:- meeting legal duties; thinking strategically; formulating policy and understanding risk; scrutinising and supervising management actions to gain assurance; exercising stewardship and accountability to all stakeholders; building a culture that drives continuous improvement. 3. Support collective and individual learning on how boards function effectively and how board members can improve their contribution; 4. To develop Board members with a clear sense of how to:- formulate and inform the Board agenda ask the right questions for effective Board level scrutiny and challenge use data intelligently and develop clear insight from the data understand and ensure improvement in patient experience respond to the employee voice ensure strategic engagement with partners. This programme relates to Board Development, i.e. skills, knowledge, individual and team development, governance and Board processes. It is intended to hold five Board development sessions a year to support this activity. Matters relating to discussion of strategic business topics will be taken in a separate session. This Programme relates to the work of the Board as a whole. Additional work will be needed to support Board members to be effective Chairs/members of Board Committees. Proposed Programme Elements The Programme will have the following key elements:- Building Board Capacity and Capability Undertaking skill mapping of Board members to ensure knowledge, skills and expertise of the Board are well understood and used optimally in Board Committees and by the organisation more widely. Skill mapping will serve to identify gaps and facilitate succession planning with respect to Independent Members. An informed structured induction plan for all Board members will also be introduced. Achieving Good Governance a series of development activities, including reflective learning and self-assessment, to support Board members individually and the Board collectively in discharging core functions and effective decision-making in accordance with the principles of good governance. This will also assist Board members in enhancing their personal contribution and in ensuring team effectiveness. This will be a bespoke programme procuring support from external facilitators as well as using available tools such as the Monitor Well Led Framework. Core Knowledge Sessions to develop the personal and collective knowledge and awareness of Board members in respect of their responsibilities. Board members will be required to complete any outstanding Page 3 of 6

4 personal statutory and mandatory training requirements (Appendix A) (support and signposting to courses, e-learning etc. will be provided) and in addition there will be sessions for the Board relating to its collective responsibility/legal duties, e.g. Equalities Masterclass (Thematic) Sessions opportunities for in-depth learning and discussion on key topics, e.g. strategic development and decision making, NHS Wales Finance. Personal Development arising from Appraisal all Board members will have an annual appraisal, informing development needs for the Board as a collective as well as individually. Chairs Meeting The Chair will meet routinely with the Independent Members as a group to discuss development needs and areas for improvement. Executive Team Development the Executive Team is currently undertaking a programme of work to support personal and team effectiveness. NHS Wales Board Development (Academi Wales) The Two at the Top programme, designed to support organisations to work collaboratively on critical service issues as well as enhancing relationships in order to bring out a step change in organisational effectiveness, will be undertaken by the Chair and Chief Executive. The Board as a collective will participate in the NHS Wales Board Development Programme. This Programme is delivered over three sessions and participants will engage in a series of experiential activities based on the Harvard Kennedy School real time study model. The Board will use the experiences of actual public board meetings to engage in learning focused on effective behaviours, leadership qualities, influencing and personal authority and impact. Delivery The Board Development Programme will be delivered with appropriate external support and facilitation, as well as building on tools available to the NHS for reflective learning and self assessment. The Health Board has also secured development support from Academi Wales. A schedule of development sessions has been prepared as follows:- AM PM July 2015 Board Development Informal briefing session September 2015 Board Development Informal briefing session November 2015 Board Development Informal briefing session January 2016 Board Development Informal briefing session March 2016 Board Development Informal briefing session This schedule will be populated with specific items following discussion by the Board and once populated will be included into the Board s Annual Programme of Business. Page 4 of 6

5 Recommendation The Board is asked to:- APPROVE the Board s annual programme of Board Development for 2015/16. Report prepared by: Rani Mallison Presented By: Rani Mallison Background Papers Financial Consequences Other Resource Implications Consultees The Good Governance Guide for NHS Wales Boards Academi Wales Development Programme Page 5 of 6

6 APPENDIX A Statutory and Mandatory Training Fire Safety Induction Information Governance Treat Me Fairly Health & Safety Violence and Aggression Manual Handling Module A - Theory Improving Quality Together (IQT) - Level 1 Level 1 Level 1 Levels 1 & 2 Module B Level 1 Bronze Level ½ Hour 1 Hour 1 Hour ½ Hour ½ Hour 1 hour 2 Hours Annual Once Page 6 of 6