There is currently little NHS provision for the development of NHS non-executive directors (NEDs) beyond the initial induction and briefing they receive on appointment. Our research reveals that NEDs would strongly value a development opportunity. In response to this demand and a focus group to determine the focus, style and content we are staging a two-day advanced NEDs programme.
The programme will help NEDS explore their contribution to NHS boards in the context of the development of STP/ICS working and the inevitable tensions arising from that.
This NED development programme is highly suitable for all NEDs (including chairs) of NHS organisations. It is also appropriate for NEDs of Community Interest Companies (CICs) and elected leaders of Local Authorities.
Programme dates & times:
- Wednesday 8th May, 10.00 – 16.00 at South West House, Taunton
- Tuesday 4th June, 10.00 – 16.00 at South West House, Taunton
Participants are expected to attend both days.
The learning content and outcomes:
- Explore the current landscape of change in the NHS through the lens of a non-executive director. Understanding todays context is a core element of senior leader’s work.
- Reflect on the importance of independent perspective provided by NEDs on the statutory, strategic and cultural integrity of NHS Organisations. Given the NHS systemic change underway NEDs can be both powerful and effective in ensuring local citizens are appropriately involved in the new ways of delivering services.
- Explore the range of attributes required of a NED for a public organization
- Improve understanding of group dynamics on the social processes inherent in effective board functioning. This includes examining in detail the behaviours and skills required for effective and constructive challenge and improving the quality of NEDs presence on the board
- Consider the ripple effect of board behaviours on NHS organizational culture using real life examples from the last decade including “how it can all go wrong without anyone apparently noticing”
- Examine the tension between governing sovereign organizations and contributing to the local health and social care economy via STP and ICS frameworks
- Bring pertinent questions and themes in a safe environment for fellow participants to consider and discuss
- Examine the nature and role of relational leadership, key relationships and relationship building on the board – with executive directors, CEOs and chairs, and other organizational stakeholders
- Look at the tensions inherent across the key duties of strategic direction, statutory oversight, monitoring risk and performance evaluation
- Build a helpful network of NED contacts in the South West to support systems change work
Martin spent 18 years at the Kings Fund before setting up as an independent consultancy. He has worked with non-executives and Boards for over 25 years. He ran development programmes for non-execs for the Kings Fund, designed and ran the first leadership programme for non-execs and elected members from the same geographical patch and has run BME non-exec development programmes for Arts and Business. Most of his work is OD and often involves facilitating Board meetings through complex decision processes. Martin has a strong systems focus and has done a lot of work with Boards on genuine partnership models/integrated care and the governance implications of working collaboratively. Martin has run numerous CEO and Director programmes and has a deep understanding of how the ‘other half’ of the Board experience the role.
Jim founded Exeter Leadership Consulting in 2010 and has directed, designed and delivered leadership development programmes every year since on behalf of the NHS Leadership Academy. He coaches senior leaders across all types of NHS organisations and consults and provides OD solutions on executive and board development. He is currently working with a few STP/ICS health economies on senior team organizational development and governance framework issues. He has previously run master classes on board dynamics for chairs and CEOs in the NHS. His formative business experience was in the private sector which included Unilever and Norsk Hydro. He is qualified in board dynamics through the Tavistock Institute, has an MA in Leadership Studies and is a fully qualified member, by examination, of the I.C.S.A: The Governance Institute. He has a wide range of other licenses and accreditations which he uses in the service of his clients
Applications for this offer are closed.