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

 

Board Effectiveness

5.1 

The NHS Board contributed to work on the National Board Effectiveness Project, developing a Board Effectiveness Tool which includes assessment questions for Board Members, around: the Board’s strategic intent, Board dynamics; holding to account; engaging strategic stakeholders; and Board Leadership. 

The NHS Board will complete the assessment and will publish the results, including a Board Development Plan, on the NHS Lanarkshire Public Website.

Appointment of Non Executive Directors

5.2 

Other than the Board Member representatives from North and South Lanarkshire Councils, the Chair of the Area Clinical Forum and the Employee Director, all other Non Executive Directors are appointed by the Cabinet Secretary for Health and Wellbeing. 

The selection of Non Executive Directors is through processes taken forward by the Public Appointments Unit within the Scottish Government. Whilst the Public Appointments Unit has the lead role, the NHS Board Chair is involved in the selection of Non Executive Directors and has, thereby, an opportunity to identify candidates with the skills and experience necessary or desirable in new appointments. The selection process includes an Independent Assessor appointed by the Public Appointments Unit. 

Skills for a Balanced Board

5.3 

There is a skills matrix which lists the skills required to maintain a balanced Board, as follows:

  • Understanding of Government Health Policies, including how they impact locally.
  • The ability to work as part of a team, which has both Executive and Non Executive Members.
  • The ability to analyse and review complex issues, weigh-up conflicting opinions and reach your own decisions.
  • The ability to explain both orally and in writing reasons for arriving at sensitive and sometimes difficult decisions.
  • Leadership and Motivation Skills.
  • Understanding of Strategic Planning.
  • Understanding of Resource Management.
  • Commitment to engaging positively and openly with patients and the public.
  • The ability to undertake effective public presentational/ representational work.
  • The highest standards of integrity and honesty.
    A strong personal commitment to the NHS.

There is, also, an additional skill set that individual members may have, which brings balance to the Board:

  • Specialist skills or knowledge relevant to the NHS Board, viz: Financial; Legal; Media Skills; Procurement.
  • Knowledge of the Voluntary Sector, particularly in an organisation which links to the Health Sector.
  • Knowledge gained from being active in the local community, local Government or some other position.
  • Management skills gained in the Voluntary, Public or Private Sectors.

Board Member Induction, Training and Development

Non-Executive

5.4 

On appointment, Non Executive Board Members are given access to a comprehensive Induction Programme, which includes: An introduction to the local environment and the sector, the organisation’s relationships with other bodies, such as the Local Authorities, and the context for the organisation’s Strategy. They also have the opportunity to meet with individual Executive Directors to understand their role in the organisation. 

On an ongoing basis, Non Executive Directors are given access to training and development opportunities, through access to relevant courses and training provided by external organisations, and internal training and development opportunities through Board Seminars, which are a key feature of the Board’s annual business cycle. 

Annually, Non Executive Directors have one-to-one meetings with the NHS Board Chair, where their performance is assessed, including assessment against the aforementioned skills matrix. The product of this exercise helps to inform further training and development needs.