4. Board engagement and involvement overview This section focuses on Board engagement and involvement, and specifically the following areas: 1.External Stakeholders 2.Internal Stakeholders 3.Board profile and visibility 4. Board engagement and involvement 4.1 External stakeholders The statutory duty of involvement and consultation commits ALBs to developing PPI consultation schemes. These schemes detail how the ALB will consult and involve service users in the planning and delivery of services. The statutory duty of involvement and consultation does not apply to, NISCC, NIPEC, BSO and NIFRS. However, the Department would encourage all ALBs to put appropriate and proportionate measures in place to ensure that their service delivery arrangements are informed by views of those who use their services. Under Section 75 (NI Act 1998) all ALBs have existing obligations and commitments to consult with the public, service users and carers in the planning, delivery and monitoring of services. Under Section 49a of the Disability Discrimination Act NI (1995) ALBs have a duty to promote the involvement of disabled people in public life. Red Flag Good Practice The development of the Business Plan has only involved the Board and a limited number of ALB staff. Where relevant, the Board has an approved PPI consultation scheme which formally outlines and embeds their commitment to the involvement of service users and their carers in the planning and delivery of services.
DoH at the November 16 planning day. Evidence Ref 1.3.1 BSO Corporate Strategy 2015-18 Ref 1.3.2 Report of Board Planning Day, November 2014 Ref 1.3.3 Board planning day agenda November 2016 Cross ref 1.1.1 BSO Standing Orders Cross ref 1.1.2 Board Minutes Cross ref 1.1.5 MSFM GP3 is a clear understanding of the roles of Executive officers and Board members. Assessment The Board has a clear understanding of the respective roles of officers and NEDs. Evidence Cross ref 1.1.1 BSO Standing Orders Cross ref 1.1.3 Job Descriptions of Directors Cross ref 1.1.5 MSFM Cross ref 1.1.6 Code of Conduct and Accountability GP4 The Board takes collective responsibility for the performance of the ALB. Assessment Workshop re Information needs being held September 2017
Assessment Deputising arrangements for Chair regarding Chairing meetings of the Board outlined. Deputising arrangements for Chief Executive in place. Evidence Cross ref 1.1.1 BSO Standing Orders ref 1.1.2 Board Minutes GP5 The Board has considered the skills it requires to govern the organisation effectively in the future and the implications of key Board-level leaders leaving the organisation. Accordingly, there are demonstrable succession plans in place for all key Board positions. Assessment DoH appoint NEDs. No evidence of formal skills assessment or succession planning arrangements in place within BSO. With regard to Executive members, there are a number of initiatives and training programmes to assist succession planning, including Leadership Training Programmes for BSO Senior Managers; Acumen Top Management Training Programme facilitated through HSC Leadership Centre and a Succession Planning Initiative led by DoH. Issue of succession planning for NEDs had been raised in Baseline Self-Assessment. DHSSPS response in Permanent Secretary’s correspondence of 28 November 2013 advised that “common issues such as PDPs, appraisal processes and succession planning have been discussed with Departmental colleagues who are now considering how best to progress these issues.”
Evidence ref 1.3.10 Copies of NED appraisals Cross ref 1.5.1 letter of appointment GP3 is a comprehensive appraisal process in place to evaluate the effectiveness of the Chair of the Board that is led by the relevant Deputy Secretary (and countersigned by the Permanent Secretary). Assessment Appraisal process of Chairman in place led by Permanent Secretary. Evidence Record of in-year meetings between Chairman and Permanent Secretary. Annual appraisal form for Chairman. Both documents held by DoH. GP4 Each Board member (including each Executive Director) has objectives specific to their Board role that are reviewed on an annual basis. Assessment Generic objectives for NEDs are set out in form completed as part of annual appraisal process. No evidence that each Board member has objectives specific to their role which are reviewed on an annual basis. Issue of appraisal process for NEDs had been raised in Baseline DHSSPS response in Permanent Secretary’s correspondence of 28 November 2013 advised that “common issues such as PDPs, appraisal processes and succession planning have been discussed with Departmental colleagues who are now considering how best to progress these issues.” NED appraisal process and are owned by DoH. Need guidance from DoH to comply with best practice.