Local induction for new chairs and non-executive directors

(0)

Sets out considerations for running an effective local induction programme to support the success of new chairs and non-executive directors. Individual providers can determine how they deliver the programme depending on local circumstances.

Meeting key people

It is important that your new chairs and non-executive directors meet key people at the trust as soon as possible. You should arrange for non-executive directors and chairs to meet each other and have one-to-one meetings with the executive directors. They should also meet the rest of the non-executive team and key members of your senior team.

You should also consider arranging for the new chair or non-executive director to meet:

  • NHS partners and stakeholders including commissioners and other service providers
  • representatives from staff and patient groups, HealthWatch, volunteers and hospital charities
  • MPs, councillors, press and other local influencers   
  • community leaders including those representing the diverse social, economic, ethnic demographics  

If you can't arrange a meeting or you don't believe it is is necessary for your all non-executive directors, you should provide a full briefing on the key people and organisations, and their relationship with the trust instead.

Key activities

It will be important for new chairs and non-executive directors to understand the range and complexity of your trust. You should consider arranging for them to do the following:

  • undertake a tour of the major sites of the trust and meeting frontline staff and patients
  • engage in established local networking opportunities with colleagues from other NHS organisations
  • work with the board secretary to gain a thorough understanding of the trust’s internal governance structures as well as the trust’s strategic and business plans
  • be briefed on the trust’s internal policies and procedures, including dignity and respect at work, whistleblowing, equality and diversity, risk management and disciplinary procedures
  • take advantage of any statutory and relevant training offered by your trust or partner organisations

Considerations for new chairs and non-executive directors

When you are in your post, you should start by asking the following questions:

  • What are the key challenges facing the trust?
  • What barriers need to be removed to meet these challenges?
  • What are the key opportunities for the trust and what’s being done to maximise those opportunities?
  • How is the organisation implementing the recommendations from both the Bruce Keogh and Mid Staffordshire reports?
  • Does the organisation have an open and inclusive culture? What role are the board and its members playing in making sure they engage with staff, patients and local community?

Useful websites

Is there anything wrong with this page?

Help us improve this website

Do not include any personal, sensitive or confidential information.