Industrial Relations Committee

Transcription

1 Industrial Relations Committee reference title author status summary & recommendations IR(16)17 Governance Review Jo Hampton and Mark Monaghan For discussion In December 2016 the Council agreed to initiate a fundamental review of CSP governance, focusing on the Council and the Council s committees. Council agreed that the review would be led on its behalf by a small short-life working group, the Governance Working Group (GWG). Committee members are invited to discuss their thoughts on the review. The GWG also invites committee members to consider the supporting structures around Council. Committee members are invited to discuss their thoughts on the Governance Review and to consider what support the CSP Council needs. 1. Background and status of governance review In December 2016 the Council agreed to initiate a fundamental review of CSP governance, focusing on the Council and the Council s committees. The review is a response to particular issues as well as responding to good corporate practice to periodically governance arrangements to make sure they are fit for purpose. Council is responsible for overseeing work to ensure that the CSP operates efficiently and effectively and delivers a good service to its members. Part of this role is to make sure the CSP s decision making structures and processes are modern and represent value for money, particularly as the austerity agenda focuses more attention on governance. Current development of the CSP s relationship with members, encouraging and enabling greater member engagement, is likely to result in greater scrutiny and challenge from members and external stakeholders. By reviewing governance Council will be able to respond to this interest in a positive and open way. In 2015 the assessment of CSP decision making structures and processes identified weaknesses and issues with current arrangements around limited member engagement, silo working and blurred lines of accountability. Key issues include: Council composition and membership the CSP Council is relatively large (up to 27 members) and this has consequences for the quality of discussion, J Hampton 26/05/16

2 collective decision making and creating a shared sense of responsibility. Tensions exist between Council members roles in representing particular groups of members and their duty to act in the physiotherapy profession s best interests. Some existing policies create particular issues e.g. members can serve 12 years on Council, prioritising continuity over fresh perspective and challenge on the governing body. Honorary Officers and Vice Presidents the roles and responsibilities of the Chair, Vice Chair and Treasurer are not clear, leading to inconsistent understanding and approaches. These have been defined for the Vice Presidents but over time custom and practice mean the role has evolved without clear authority. Council committees the structure is complex, roles and responsibilities of committees are not clear, leading to scope creep, inconsistencies, work gaps and duplications. Committees have large memberships, with all the issues that brings. Appointment via costly election means that members expertise might not be best used or committee skills gaps filled. Culture there s a strong sense of continuity and tradition. It s important to respect the CSP s heritage but this needs to be balanced with the need for continuous improvement. Custom and practice takes priority, some of this being passed down by word of mouth, rather than systematic recording and periodic review of policies and practices. Council agreed that the review would be led on its behalf by a small short-life working group, the Governance Working Group (GWG). The GWG aims to reflect wider Council views by working with the Council and with committees throughout the review to reflect Council perspectives and priorities. Council agreed that the governance review would be guided by 4 principles, to ensure that governance structures and processes: Promote and progress the CSP vision and strategic priorities Support member engagement Enable appropriate strategic decision making Reflect good practice and value for money. A project brief and project timeline was agreed by Council in March. The main stages and timings of the review are listed below A project brief and project timeline was agreed by Council in March. The next steps in the review are noted in section 4 below. Details about the governance review including an FAQ are available on CSP s website at 2

3 TASK 1: Governance review your expectations The GWG are looking for an honest assessment from committee members about their thoughts on the review. The group need to know if members have any concerns that an issue or area is being missed or not valued appropriately or that a particular opportunity is being missed. This short session has been included in the workshop because no committee members have approached any of the members or staff involved in the GWG with particular issues or questions, despite regular prompting and invitation since the group was established six months ago. A similar exercise is taking place at the Council meeting in June to encourage Council members to raise particular concerns ACTION: Committee members should come to the meeting prepared to talk about their expectations, including one positive element and one negative element or concern, they have about the governance review. 3

4 2. Council considerations at its June meeting At their meeting on 22 June Council will discuss/discussed the Governance Review. Their focus will be on the GWG s benchmarking exercise. The GWG is looking at how other organisations are run. This aims to: Learn from others and best practice to get new ideas Have data to assess CSP current arrangements against; Ensure that the governance review considers the widest range of options as possible; and Ensure CSP structures and processes are fit for purpose, proportionate and modern. Council will consider/considered briefings on how other organisations are governed and on changes they have made to governance arrangements. They will work/worked in groups to identify the strengths, weaknesses, opportunities and threats each of the models poses and seek to draw learning or principles from them to inform the Governance Review. 3. Committees role in shaping the governance review Committees have a valuable and important role to play in the Governance Review. Committee members are part of the strategic leadership of the CSP and bring a wide range of knowledge and experience. Through discussions in autumn 2015 committees contributed to the assessment of the CSP s current governance arrangements, commenting on works well as well as identifying areas of weakness or development. These discussions informed the paper containing the results of the governance assessment presented to Council in December The GWG is carrying out a fundamental review of the governance structure of the CSP; the starting point is based on principles rather than the current committee structure. Committee members are encouraged to use their knowledge and experience of committee work at the CSP as well as wider experience to contribute to this discussion. 4

5 TASK 2: Committee workshop The GWG invites committee members to consider the supporting structures around Council. This discussion will: give the GWG a set of themes that are important to good governance it can test models against as it develops and benchmarks them; make sure the GWG considers all options and does not predetermine any solutions based on the CSP current approach and structures; and ensure that committee members expertise and views feed into the review led by Council. For the purposes of the discussion, a useful definition of governance is: Governance is the way that an organisation is directed and controlled. It is the toolkit for the processes and the oversight which drives the highest standards of leadership, accountability and behaviour. Strong governance helps boards and organisations to achieve their goals by acting appropriately and fairly. ICSA: The Governance Institute, the professional body for governance: The Council is the CSP s governing body and has overall control and legal responsibility for the Society s management and administration. Council sets and safeguards the Society s overarching vision, values, strategy and reputation (see Annex 1 Working as part of the CSP Council to provide good governance and leadership: the role and responsibilities of a Council member). What support does Council, as the CSP s governing body, need in order to fulfil its roles and responsibilities? 5

6 4. Governance Review next steps During summer 2016 the GWG will pulling together evidence from Council and committee discussions and the benchmarking exercise. In September Council will discuss the report from the benchmarking exercise. During the autumn the GWG will be developing models based on the outcome of benchmarking work and the Council discussion in September. The GWG will discuss these with committees in their autumn meetings. At their December meeting Council will discuss possible models of governance. Working as part of the CSP Council to provide good governance and leadership: the role and responsibilities of a Council member The Council is the Chartered Society of Physiotherapy s ( the Society ) governing body and has overall control and legal responsibility for the Society s management and administration. Council sets and safeguards the Society s overarching vision, values, strategy and reputation. Council is made up of 27 members who together form the leadership of the physiotherapy profession, working in the best interests of the profession and the long term sustainability the Society. Members must make every effort to attend Council and relevant committee meetings. To work as an effective governing body Council members must collectively and individually provide good governance and leadership by: 1. Understanding their role a) Ensure the Society works to further the Society s objects and upholds the provisions of the Royal Charter and supporting governing documents; b) Provide effective stewardship of the Society s assets so resources are used effectively and efficiently to further the Society s objects; c) Understand the external professional and political environment the Society operates in to inform and support good decision making; d) Understand the structure of Society, including membership and stakeholder networks; and e) Support staff and members as appropriate, respecting staff operational responsibilities to implement Council agreed strategy. 2. Ensuring delivery of the Society s objects Council members must work effectively both as individuals and collectively to: a) Develop and agree a long term strategy and strategic priorities; b) Agree high level operational plans and budgets to further the strategy; c) Monitor performance and performance against high level plans d) Ensure income and expenditure are properly accounted for against the agreed budget, any investments are prudently made and budget and audited 6

7 accounted are presented to the membership at the Annual General Meeting ; and e) Evaluate results, assess outcomes and impact, review and/or amend the business plan and budget as appropriate. 3. Exercising effective control a) Make sure the Society complies with all legal and regulatory requirements that apply to it as a professional body and a Special Registered Body (Trade Union); b) Ensure that the Society has good internal financial and management controls; c) Regularly consider risks facing the Society, identifying and reviewing the major risks to which the Society is exposed and ensure that robust systems to manage them are in place; d) Delegate Council work to committees, working groups, staff and members appropriately, making sure the use of delegated authority is properly supervised. 4. Behaving with integrity a) Safeguard and promote the organisation s reputation through their work, decisions and behaviour; b) Act according to high ethical standards in line with the Society s Council and Committees Code of Conduct; c) Identify, understand and manage perceived conflicts of interest and loyalty; and d) Be held to account for Council work. This shared corporate responsibility means that all members must respect, support and promote Council decisions regardless of any conflicting personal beliefs. 5. Being open and accountable. a) Manage their roles as individuals elected by a particular group ( constituency ) of Society members with their collective responsibility to act in the best interests of physiotherapy as a whole; b) Reflect on and respond to Society member feedback when making strategic decisions in Council meetings; c) Welcome open exchange and communication with Society members, including positive challenge and questioning to explain and promote Council strategic priorities and decisions, including attendance at local and national events and meetings as appropriate; d) Represent the Society externally as requested or agreed by the Chair, seizing opportunities to inform potential members and other stakeholders about the Society and its work; e) Work with members and other stakeholders to ensure appropriate consultation on significant issues. Jo Hampton Head of Governance 7