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3. Promoting values for the whole organisation and demonstrating the values of good governance through behaviour 

 

Organisational Values

3.1 

NHS Lanarkshire will work in partnership with the people of Lanarkshire to fulfil a commitment to improving health, reducing health inequalities and building trust and confidence in our relationships with the public, staff and organisations with whom we work. In support of this commitment, the Board has developed a set of Organisational Values through meaningful public and staff consultation.

The Board will manage the balance between public and staff aspirations for the NHS with its responsibility and accountability for the proper stewardship of resources. The Values will exert significant influence over Strategy Development, Redesign and Modernisation of Clinical Services, and over the Board’s priorities and performance in striving for continuous improvement in the health status of our resident population and as an exemplar employer. In pursuit of improvement, the Board will value:

  • Quality, patient-focussed services
  • Quality, healthcare environment
  • Continuous improvement
  • Involvement
  • Communications
  • Respect
  • Fairness and Consistency
  • Competence and continuous learning

3.2 

The details of the Organisational Values are published on the NHS Lanarkshire Public Website.  They are also accessible to staff on the Intranet, and are in evidence in NHS Lanarkshire premises across the organisation.

Code of Conduct for Board Members

3.3 

NHS Board Members are encouraged to behave in ways that uphold and exemplify effective governance. They are required to operate in accordance with the published Code of Conduct for Board Members, which itself is set in the context of the Model Code of Conduct produced by the Standards Commission for Scotland.

Each NHS Board Member is provided with a copy of the Code of Conduct, and is required to complete a Declaration of Interests following the Guidance within the Code on Registerable Interests. The Code of Conduct and Board Members’ Registration of Interests are posted on the NHS Lanarkshire Public Website. The Code of Conduct and Members Declarations of Interests are reviewed annually and updated accordingly.

3.4 

Board Members, individually and collectively, are required to adhere to the seven Principles of Public Life. These are:

  • Selflessness,
  • Integrity,
  • Objectivity,
  • Accountability,
  • Openness,
  • Honesty,
  • Leadership.

3.5 

NHS Board Members are expected to attend regularly and be actively involved in decision-making; inform themselves and prepare for decision-making; make contact with other organisations and forge and maintains links with the world outside the organisation; and engage willingly and actively with the public, service users and staff, within an agreed communication framework.

Communications and Engagement

3.5 

In early 2008, the NHS Board commissioned a Communications and Engagement Audit, to gauge the public’s views on the way the organisation communicates and engages. 

The survey results were considered in detail by the NHS Board in March 2008, and are accessible with other Board papers on the NHS Lanarkshire Public Website.

The survey results provide key indicators from the public on how they wish to be kept informed of what is happening in NHS Lanarkshire and also the ways in which they want to be involved in developing services. 

The results were presented to the Public Partnership Forums within the Acute Division and in the North and South Lanarkshire Community Health Partnerships, and were publicised to staff and members of the public.

The Board has established a Stakeholder Engagement Group with a remit to oversee levels of Engagement with key stakeholders, including the public, about Strategy Development, and Service Design or Redesign. The Stakeholder Engagement Group, which operates as part of the Modernisation Board arrangements, developed a programme grid to identify actions to address each of the key survey results. These actions recognise established areas of Good Practice, plans already under development and new initiatives. 

The NHS Board has an overarching Communications Strategy, and each piece of Strategy development and Service Design or Redesign work includes a Communications Plan, with the aim of ensuring that genuine communication, involvement and engagement is a feature of how work in these key areas is taken forward.