The Good Governance Institute (GGI) Our Services · • Seek measurable improvement, which gives confidence that the effort and resources ... flexible and have an excellent grasp

GoodGovernanceInstitute

www.good-governance.org.uk

The Good Governance Institute (GGI)

Our Services

2

Good Governance Institute

GGI exists to help create a fairer, better world. Our part in this is to support those who run the organisations that will affect how humanity uses resources, cares for the sick, educates future generations, develops our professionals, creates wealth, nurtures sporting excellence, inspires through the arts, communicates the news, ensures all have decent homes, transports people and goods, administers justice and the law, designs and introduces new technologies, produces and sells the food we eat - in short, all aspects of being human.

We work to make sure that organisations are run by the most talented, skilled and ethical leaders possible and work to fair systems that consider all, use evidence, are guided by ethics and thereby take the best decisions. Good governance of all organisations, from the smallest charity to the greatest public institution, benefits society as a whole. It enables organisations to play their part in building a sustainable, better future for all.



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Introduction

The Good Governance Institute (GGI) is a leading provider of bespoke governance and board reviews and development programmes in the United Kingdom. Our experience covers health, education, the third sector, local government, sports, the arts and finance. Over the past two years, we have delivered well over 100 independent board and governance reviews across these sectors. We combine a sound knowledge of corporate governance best practice across the public sector with other skills, such as team and organisational development, stakeholder engagement, and thought leadership.

With roots back to the NHS Board Development Team in the NHS Clinical Governance Support Team (CGST), GGI is now an independent organisation comprising a small, specialist team of governance and organisational development professionals. GGI has 25 core team members, and draws on a larger group of over 30 associates for specialist input, providing both the breadth and depth of knowledge required to deliver large scale, complex projects.

As an institute, GGI is committed to further developing practical tools and resources, and frequently publishes Board Assurance Prompts (BAPs), challenge papers, research reports, and whitepapers that contribute to the expanding body of knowledge around governance and board leadership. GGI proactively creates opportunities for partners from across sectors to connect and share their experiences in order to build on shared learning.

Our unique, cross-sector experience enables us to draw on a broad range of expertise in delivering effective governance development programmes. GGI has a thorough appreciation of the governance, funding, and compliance challenges facing a broad range of organisations and sectors. We work in all four countries of the UK, drawing on the experience of the different local government, health, independent, education, and social care systems to develop best practice. This we publish and promote as part of our knowledge management work, building the Body of Good Governance Knowledge. Examples of this include our forthcoming paper assessing the role of organisational diversity in good governance, and the Integrated Governance Handbook: Developing governance between organisations1.

Andrew Corbett-NolanChief Executive,The Good Governance Institute

Tel: + 44 7912 113 730Email: [email protected]

www.good-governance.org.ukFollow the Good Governance Institute on Twitter @GoodGovernInst

1) Bullivant, J. Integrated Governance Handbook (2016)

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Our approachGGI adopts a methodology which transforms the traditional narrative around governance (structural, process driven, compliance-led) to something that is both dynamic and transformational and supports the innovation needed to allow organisations to evolve and ensure their long term sustainability.

Our main delivery model for achieving this comes from the following:

• The use of best practice matrices and tools• The use of highly skilled and experienced consultants• Looking beyond the ‘mechanics’ of governance• Ensuring governance is an enabler for the delivery of strategic objectives

Use of best practice resourcesAs an institute, GGI is committed to contributing to the ever-expanding body of knowledge around corporate and quality governance along with partners and clients. GGI frequently produces research documents and reports which support our partners from across sectors in achieving better standards of organisational governance. Before commencing any client-facing work, GGI will agree the most appropriate methodology, including what tools and resources our review team will use to benchmark (examples include Appendix 1 – Good Governance Maturity Matrix and Appendix 2 – STP matrix).

Not only does this provide the organisation we support with an independent review as to how mature the organisational governance is, but also what needs to be done in order to progress and continuously improve. These tools can be used as a benchmark for any future assessments.

Use of highly skilled consultantsOur associate team comprises over 25 highly experienced and skilled consultants, all of whom have held senior Board positions (executive and non-executive) in a variety of industries. They range from senior executives from the health and care sectors to managing directors from global financial institutions. The depth, breadth, and variety of experience held within this team complements GGI’s best practice tools and matrices and provides the capability, competency, and capacity to deliver on projects and programmes of all sizes.

Our team commits to:

• Seek measurable improvement, which gives confidence that the effort and resources implemented have delivered tangible benefit; • Consider the unique context of the regulators, suppliers, customers and stakeholders;• Provide candid, independent advice and support. As professionals, we understand the importance of giving straight feedback when needed and to be able to back this up with evidence and example;• Be politically astute and sensitive to local needs.


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Looking beyond the ‘mechanics’ of governanceGovernance has traditionally been identified as a compliance-led practice, which primarily serves to prioritise stakeholders ‘doing things right’ as opposed to ‘doing the right thing’. This view of governance as being process heavy and bureaucratic can lead to a lack of engagement from staff and stakeholders, with an obvious detrimental impact on risk management and organisational effectiveness.

However, GGI and many of the executives we supports see governance as an enabler; a recognition that although the systems and structures need to be reliable, robust and resilient, it is critical that stakeholders engage with organisational governance in a manner that supports the strategic objectives of the business. GGI’s approach is to address both the ‘mechanics’ and ‘dynamics’ of governance, recognising that whole organisation engagement and culture are fundamental to embedding and sustaining robust assurance and probity. This includes considering the ‘dynamics’ of governance, how the organisation engages with the processes in place and how these enable transformation and innovation.

Ensuring governance enables delivery of strategic objectivesThe world is becoming more volatile, unstable, complex and ambiguous (VUCA) and stakeholders need assurances that organisations can be structured well enough to withstand any market forces but also agile enough to respond to these factors in an effective manner. In the context of an organisation, the goal of delivering the agreed strategic objectives must be both assured and held accountable by the existing governance structures and processes, but there must also be the agility and maneuverability to address anything that might hinder the delivery of those objectives.

This links with GGI’s distinction between the ‘mechanics’ and ‘dynamics’ of governance.

Review• GOvErnAnCE & THE BOArd• InvESTIGATIOnS• 360 dEGrEE rEvIEwS• wHISTLEBLOwInG• CAPACITy & CAPABILITy

DevelOp• LEAdErSHIP & BOArdS• STrATEGIC TrAnSfOrmATIOn PLAnS• OrGAnISATIOn & SySTEmS• COmmunICATIOn & BrAndInG• GOvErnAnCE & quALITy

SuStAiN• ASSurAnCE & AudIT• InduCTIOn & APPrAISAL• rEGuLATOr ACTIOn• InTErIm SErvICE MANAGEMENT• BEnCHmArkInG

eNgAge• STAff EnGAGEmEnT• COmmunITy & STAkEHOLdEr ENGAGEMENT• mArkET EnGAGEmEnT & dEvELOPmEnT

iNNOvAte• rESOurCES & EffICIEnCy• TAILOrEd TrAnSfOrmATIOn PrOGrAmmES• InTEGrATEd rEPOrTInG• knOwLEdGE & TOOLS

iNSpiRe• COACHInG & mEnTOrInG • GOOd GOvErnAnCE Tv• InTErnATIOnAL STudy TOurS • fESTIvAL Of GOvErnAnCE

“As our partners, GGI have delivered a capability and capacity review of the Board and executive of Heart of England NHS Foundation Trust as part of the University Hospitals Birmingham NHS Foundation Trust relationship. They are professional, flexible and have an excellent grasp of the challenges facing major acute trusts,

particularly in the complex and challenged political and operational environments”

rt. Hon. Jacqui Smith, Chair, university Hospitals Birmingham nHS foundation Trust

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Example Case Studies - Healthcare

Case Study 1 – governance Review

The Good Governance Institute (GGI) conducted a governance review of an acute NHS trust in the South East of England. The provider was instructed by the regulator (then the NHS Trust Development Authority or ‘TdA’) to rapidly improve its corporate and clinical governance function.

In order to deliver these required changes, the trust commissioned an independent diagnostic exercise, based on the findings of a recent Care quality Commission (CqC) review in order to inform what improvements were needed to address the specific cases outlined in previous regulator reviews. This was conducted by GGI over a six-week period and was delivered by a programme team directed by a former NHS CEO.

GGI combined qualitative and quantitative research and evidence-gathering approaches in order to triangulate a clear and comprehensive assessment of the trust’s governance standing. These activities included a combination of interviews, structured observations, survey assessments, quality walkabouts, and documentation analysis.

The results of this review informed the development of a governance action plan for the trust which was consolidated into a report and presented back to the board. Utilising the GGI Governance Maturity Matrix, our action plan provided the trust with a development trajectory to recognise the improvements required.

Case Study 2 – Board Development programme

GGI worked with an acute provider in the North West of England throughout 2016, supporting them on a programme of board development. Given the strategic context of greater collaborative and integrated working, the trust board had identified a series of development needs.

following a Governance review of the trust conducted in 2015 (primarily looking at the trust’s internal systems and structures but also conducting a review of the trust’s ‘shadow’ council of governors), the trust wished to build on the findings to ensure the organisation was prepared to address the requirements of the emergent Sustainability and Transformation Plan (STP). Although at the discussion phase, there were already conversations about new organisational forms which would impact both sovereignty and assurance. The board identified the need to revisit their approach to risk and assurance in relation to these ongoing developments.

GGI designed a board development programme in collaboration with the Chair, CEO and Board Secretary to cover specific workshops dedicated to governance between organisations, risk and assurance, a 360 and skills audit of the board to identify any further development opportunities. The development programme also involved conducting interviews, observations and coaching with each board member to determine how the board could evolve to address forthcoming challenges and opportunities (including wider NHS policy change, acute performance etc.) while also remaining assured of ongoing strategic initiatives.

GGI worked closely with the board over a 14-month period to ensure they were closely aligned with their strategic direction, including having a thorough understanding and strengthened ownership of their risk appetite in relation to the STP and Accountable Care Organisation (ACO) discussions. GGI also supported the trust in the move towards a more thorough approach to governance and assurance throughout the trust (including programme management, strategic change and operational oversight).


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Case Study 3 – ACS Development programme

GGI supported a collaborative initiative in the North West, including 11 partners from health, local authorities and primary care, as they looked to transition from shadow Accountable Care System (ACS) towards becoming a full Accountable Care Organisation (ACO).

The collaborative was moving rapidly towards an ACO model of organisational form and was looking for support around how the governance between organisations should be structured and evolve as the partnership progressed from shadow ACS to ACS to ACO.

This programme was split into three phases:

• review – Assess current governance and structures and give recommendations for how these could be improved• develop – make recommendations regarding how the ACS/ACO could design a governance structure that supported the development of the organisation in its various forms• quality Assure – review and improve the structures as the ACS/ACO develops

Each phase consisted of a series of activities which supported the development of the partnership, including the governance and assurance of the service transformation programme.

Although the programme drew to a close following phase 1 (and aspects of phase 2), partners received support at Programme Board level around how the partnership could develop, what the governance should look like and what the Programme Board could consider to improve this process.

Case study 4 – Clinical and Quality governance transformation

GGI provided an extended programme of support to an East London nHS acute trust in order to enable them to avoid further regulator action by implementing rapid improvements in order to deliver assurances to both NHS Improvement (NHSI) and NHS England (NHSE).

The trust had a new executive team in place and was looking to make quick but considered improvements to the quality and clinical governance structures (specifically between sites) at the trust.

GGI developed a series of detailed recommendations (88 in total) following a comprehensive review into clinical governance at the trust. GGI then worked with clinical governance teams at the trust to implement the recommendations while ensuring staff engagement and ownership including:

• Clinical governance communications programme – raising the profile of clinical governance functions and teams, clarifying roles and responsibilities across clinical and corporate teams• monthly patient safety summits chaired by the medical director• frequent learning and innovation summits to share best practice in quality improvement• development of a divisional governance maturity matrix to aid continued improvement and self- assessment

This programme was delivered over a nine-month period and involved an extensive team to support delivery and ensure the sustainability of the trust. GGI implemented a handover period whereby knowledge and resources developed over the course of the programme were embedded in clinical governance teams for further development by the trust.

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Case study 5 – whistleblower investigation

GGI was invited by the regulator (then the nHS Trust development Authority or ‘TdA’) to conduct an investigation into whistleblowing allegations at a trust, and to determine whether there was a case for disciplinary action.

The allegations were in relation to a number of recent incidents, including a negative Care quality Commission (CqC) report which suggested that patients had been held in unsafe conditions; the recent departure of A&E consultants due to concerns about patient safety and well-being; and accusations of bullying and harassment among senior members of the executive team.

GGI conducted an intensive three-month review, which included reviewing case files, interviewing whistleblowers, reviewing corporate information and evidence, and building a case to determine whether the TdA should enforce disciplinary action and consider relieving members of the board/executive due to performance issues.

The report was made publically available and resulted in senior members of staff and board members having disciplinary action taken against them.

Case study 6 – practice and public engagement programme

GGI was commissioned by a Clinical Commissioning Group (CCG) to conduct a public engagement programme, specifically focuss on finding the views of the third sector (and other public facing organisations) on health services commissioned in the area. Every year, CCGs have to publish their commissioning intentions in an open forum for members of the public as well as partners and providers. This is not only to promote external understanding of the process and services but also to allow providers and partners to plan and co-design services which they could be commissioned to deliver.

As part of this process, CCGs are encouraged to engage stakeholder groups (including the public) in order to secure their views regarding services that are currently commissioned and how these services are delivered (and to what quality). This input goes directly into the published document and allows external stakeholders to inform CCG commissioning intentions.

GGI conducted research into each of the 200 public facing bodies (charities, social enterprises and community groups) in order to identify key organisations and contacts. we then approached those identified and conducted a series of face-to-face interviews, workshops, focus groups and observations in order to gain feedback into the quality of health services delivered in the area.

The exercise culminated in a report which was shared with the CCG in order to inform commissioning intentions for the next publication.

The CCG was able to understand the views of public facing organisations, specifically addressing issues related to social care provision and funding, community engagement and the strategic importance of co-designing services.

“The GGI clearly understand both the leadership issues we face within today’s NHS and the political context in which these leadership issues are being played out. Their work is valued by my Board for its quality, practicality and relevance

and I have no hesitation in recommending them”

kevin mcGee, Chief Executive Officer, East Lancashire Hospitals nHS Trust


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Meet the team

Andrew Corbett-Nolan, Chief Executive, GGI

Andrew has worked in healthcare since joining the NHS in 1987. He specialises in board development work, and some of the more complex governance reviews that GGI undertakes.

Andrew has led many of the important programmes of work undertaken by GGI, including the development of the new governance arrangements for Clinical research networks, the review of the welsh Healthcare Specialist Services Commissioning, the development of the Good Governance Handbook and the development of governance review tools for NHS England.

David Cockayne, Managing Director, GGI

David is widely recognised across the health and social care sector for bringing innovation, commercial acumen and extensive communication skills to the roles that he undertakes.

He has worked closely with a wide range of boards undergoing transformation, particularly those experiencing growth and expansion across health, education and the third sector to help them meet their strategic goals through good and innovative governance.

david maintains good relationships with the regulators in these sectors, and has led on a range of GGI’s large scale transformational governance programmes.

darren Grayson, regional director, GGI

Darren has 28 years experience in the NHS, with nearly 14 years as a CEO of both commissioning and provider organisations. As both a commissioner and provider he has led major strategic change programmes across large and complex health and care systems including reconfigurations of acute services and mental health services.

He has also had spells working for Strategic Health Authorities directing large scale change programmes and in 2006 he was part of a team that conducted a review of the implementation of Public Service Agreements across Whitehall for the No 10 Delivery Unit.

As CEO Darren led a large integrated community and acute services trust and believes that integrating primary, community and secondary health and care services can deliver significant benefits for patients.

Mark Butler, Director, GGI

mark is an independent expert in organisational strategy, governance and change, calling on over 25 years’ experience as chair, chief executive and director in health and social care, in the arts, in higher education, and in senior government roles.

After an early career in the NHS, including four years as a hospital Chief Executive, Mark joined the Scottish Government to lead on public sector change, pay reform and organisational development. For four years he was director of Human resources for the nHS, and subsequently joined the first minister’s Performance and Innovation Unit.

mark left the Civil Service to join the university of St Andrews as its Secretary and registrar.

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Appendix 1 – Good Governance Maturity Matrix

PRO

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okin

g ris

k sy

stem

is in

pla

ce fo

r the

bo

ard

iden

tifyi

ng b

oth

thre

ats

and

oppo

rtun

ities

. Q

ualit

y im

pact

is

embe

dded

in s

yste

ms.

Risk

app

etite

for k

ey

issu

es s

uch

as s

afe

staf

fing

leve

ls is

kno

wn

and

built

into

pla

ns/B

AF.

Con

tinui

ty p

lans

and

‘w

hat i

f?’ s

cena

rios

are

regu

larly

test

ed to

re

spon

d to

mat

eria

l is

sues

and

opp

ortu

nitie

s.

The

boar

d is

con

fiden

t it

can

both

ant

icip

ate

and

resp

ond

to a

cr

isis

/opp

ortu

nity

in

timel

y fa

shio

n. T

he

orga

nisa

tion

can

prov

ide

case

stu

dies

of s

ucce

ssfu

l es

cala

tion

and

inte

rven

tion.

The

boar

d is

abl

e to

m

easu

re a

nd

dem

onst

rate

risk

ap

prec

iatio

n by

avo

idin

g or

rapi

dly

resp

ondi

ng to

pr

edic

tabl

e in

cide

nts.

The

boar

d ha

s a

succ

essf

ul a

nd

dem

onst

rabl

e ris

k m

itiga

tion

trac

k re

cord

. O

rgan

isat

iona

l sys

tem

s re

spon

d w

ell t

o un

know

ns a

s th

ey o

ccur

.

No

QUA

LITY

, RIS

KAN

D A

GIL

ITY

AU

GU

ST 2

017

WW

W.G

OO

D-G

OVE

RNA

NC

E.O

RG.U

K‘G

ood

is on

ly go

od u

ntil y

ou fin

d be

tter’

– M

atur

ity M

atric

es ®

are

pro

duce

d un

der l

icenc

e fro

m th

e Be

nchm

arkin

g In

stitu

te.

Augu

st 2

017

© G

GI L

imite

d. F

urth

er c

opies

ava

ilabl

e fro

m in

fo@

good

-gov

erna

nce.

org.

ukIS

BN: 9

78-1

-907

610-

43-1

GO

OD

GO

VERN

AN

CE

MA

TURI

TY M

ATR

IXN

HS

TRU

ST B

OA

RD


11

PRO

GRE

SS L

EVEL

S

KEY

ELEM

ENTS

BA

SIC

LEVE

LPr

inci

ple

acce

pted

1BA

SIC

LEVE

LA

gree

men

t of

com

mitm

ent a

nddi

rect

ion

2EA

RLY

PRO

GRE

SS IN

DEV

ELO

PMEN

T

3FI

RMPR

OG

RESS

IND

EVEL

OPM

ENT

4RE

SULT

SBE

ING

ACHI

EVED

5M

ATUR

ITY

Com

preh

ensi

veas

sura

nce

6EX

EMPL

AR7

No0

The

boar

d un

ders

tand

s an

d re

cogn

ises

the

valu

e of

qua

lity

assu

red

proc

esse

d da

ta. B

oard

re

port

s ar

e ac

cura

te a

nd

timel

y.

Reso

urce

s ar

e al

igne

d to

su

stai

nabl

e ta

rget

s,

stan

dard

s an

d lo

cal

prio

ritie

s. A

ll bo

ard

pape

rs in

tegr

ate

activ

ity,

cost

, qua

lity

and

tran

sfor

mat

ion

agen

das.

th

e B

AF

and

boar

d re

port

ing

rela

te.

The

boar

d ha

s ag

reed

pu

blic

repo

rtin

g fo

r so

cial

, eco

nom

ic a

nd

envi

ronm

enta

l im

pact

/

oppo

rtun

ities

(int

egra

ted

repo

rtin

g).

Hea

lth im

prov

emen

t /

harm

redu

ctio

n ta

rget

s ar

e ag

reed

. Sys

tem

atic

ou

tcom

e-re

late

d re

port

ing

to b

oard

and

st

akeh

olde

rs is

in p

lace

. Th

e bo

ard

is c

onfid

ent i

t un

ders

tand

s ho

w it

de

ploy

s its

cap

ital.

Ann

ual r

evie

w o

f the

bo

ard

dem

onst

rate

s ca

ndid

sel

f aw

aren

ess

and

prog

ress

aga

inst

ag

reed

act

ion

plan

s /

deliv

erab

les.

The

boar

d sy

stem

atic

ally

re

ceiv

es re

port

s fr

om

stak

ehol

ders

pro

vidi

ng

feed

back

of i

mpa

ct o

f pl

an im

plem

enta

tion.

The

orga

nisa

tion

benc

hmar

ks a

s a

natio

nal

lead

er in

term

s of

po

sitiv

e im

pact

on

loca

l he

alth

eco

nom

y.

No

MEA

SURE

MEN

TAN

D IN

TEG

RATE

D

REPO

RTIN

G

An

inte

grat

ed a

udit

com

mitt

ee is

in p

lace

, w

ith a

n an

nual

cyc

le o

f bu

sine

ss a

gree

d. T

he

boar

d as

sure

s its

elf t

hat

its A

ssur

ance

Fra

mew

ork

is b

alan

ced

and

can

refle

ct c

hang

ing

prio

ritie

s.

Con

trol

mec

hani

sms

are

in p

lace

for t

he e

ntire

B

AF.

The

boa

rd h

as

iden

tifie

d, a

gree

d an

d ow

ns a

ssur

ance

s. A

nnua

l re

view

of t

he a

udit

com

mitt

ee a

nd o

f co

mm

ittee

cyc

les

of

busi

ness

agr

eed

by th

e bo

ard.

Inde

pend

ent a

ssur

ance

is

syst

emat

ical

ly s

ough

t th

roug

h in

tern

al a

nd

clin

ical

aud

it. A

ll re

gula

tory

com

plia

nces

, te

sts

and

actio

ns m

et o

r ex

plai

ned.

The

boar

d an

nual

ly

dele

gate

s /

conf

irms

tole

ranc

e le

vels

for

assu

ranc

e to

su

b-co

mm

ittee

s. T

he

boar

d ca

n de

mon

stra

te

robu

st s

crut

iny.

The

orga

nisa

tion

is a

ble

to in

vest

sig

nific

ant

reso

urce

s de

rived

from

its

own

savi

ngs

/ se

rvic

e ch

ange

to c

omm

unity

w

ellb

eing

, res

earc

h,

inno

vatio

n an

d st

aff

deve

lopm

ent.

The

boar

d is

con

fiden

t it

has

evid

ence

bas

ed,

inte

llige

nt a

naly

sis

and

assu

ranc

e of

all

syst

ems

and

driv

ers

acro

ss th

e he

alth

eco

nom

y.

The

orga

nisa

tion

benc

hmar

ks a

s a

natio

nal

lead

er in

term

s of

su

stai

nabl

e ou

tcom

es

and

impa

ct a

gain

st

reso

urce

s.

No

ASSU

RAN

CE A

ND

ST

EWAR

DSH

IP

Stan

dard

s of

Con

duct

for

the

boar

d ar

e ex

plic

it an

d ac

cept

ed. P

lans

are

in

pla

ce to

man

age

conf

licts

of i

nter

est.

Our

con

flict

s of

inte

rest

sy

stem

incl

udes

boa

rd

and

seni

or s

taff,

is

up-t

o-da

te a

nd re

cord

s ac

tions

.

The

boar

d ha

s th

ird p

arty

ev

iden

ce o

f its

repu

tatio

n an

d st

andi

ng. R

isk

appe

tite

thin

king

incl

udes

re

puta

tion.

Prob

ity is

exp

ecte

d of

all

part

ners

, sup

plie

rs a

nd

prov

ider

s an

d th

is is

w

ritte

n in

to c

ontr

acts

.

Repu

tatio

nal r

isk

is

cons

ider

ed in

sce

nario

an

d ‘w

hat i

f?’ e

xerc

ises

. Re

puta

tiona

l ris

k ap

petit

e is

agr

eed.

The

orga

nisa

tion

seek

s an

d ac

quire

s go

od

gove

rnan

ce re

cogn

ition

by

inde

pend

ent

auth

ority

.

The

orga

nisa

tion

is a

ble

to d

emon

stra

te h

ow it

s hi

gh s

tand

ing

bene

fits

achi

evem

ent o

f the

st

rate

gy in

clud

ing

recr

uitm

ent a

nd

part

ners

hip

wor

king

.

No

PRO

BITY

AN

D

REPU

TATI

ON

Dec

isio

n-m

akin

g in

clud

es a

ppro

pria

te

cons

ulta

tion

and

optio

n/im

pact

app

rais

al.

Info

rmat

ion

proc

essi

ng

and

anal

ysis

is fo

cuss

ed

on e

vide

nce.

The

boa

rd

and

com

mitt

ee a

gend

as

refle

ct m

ater

ialit

y.

Inte

grat

ed in

form

atio

n,

audi

t, as

sura

nce

and

risk-

asse

ssm

ents

are

use

d by

boa

rd.

The

boar

d co

nsis

tent

ly

take

s de

cisi

ons

base

d on

m

ater

ialit

y an

d ev

iden

ce.

We

can

evid

ence

that

the

boar

d an

d st

aff a

re

conf

iden

t tha

t dec

isio

ns

are

take

n in

a ro

bust

, tr

ansp

aren

t man

ner.

Ass

uran

ces

are

mad

e av

aila

ble

to s

take

hold

ers.

The

audi

t com

mitt

ee h

as

revi

ewed

the

key

deci

sion

s of

the

boar

d an

d de

lega

ted

com

mitt

ees

for

robu

stne

ss a

nd

alig

nmen

t.

The

boar

d is

abl

e to

su

cces

sful

ly to

influ

ence

na

tiona

l dec

isio

n ta

king

on

pol

icy

and

prio

ritie

s.

No

DEC

ISIO

N-

MAK

ING

AND

DEC

ISIO

N-

TAKI

NG

An

enga

gem

ent p

olic

y an

d st

rate

gy is

in p

lace

ba

sed

on s

take

hold

er

map

ping

.

Serv

ice

user

, sta

ff, p

ublic

an

d pa

rtne

r eng

agem

ent

is re

cogn

ised

as

a re

sour

ce to

focu

s, d

esig

n an

d de

liver

ser

vice

im

prov

emen

t.

Mem

bers

hip

targ

ets

met

an

d a

boar

d of

gov

erno

rs

/ us

ers

pane

l in

plac

e w

ith o

wn

deve

lopm

ent

plan

s.

Stak

ehol

ders

con

firm

the

orga

nisa

tion

effe

ctiv

ely

enga

ges

with

them

and

th

is is

refle

cted

in

stra

tegi

es a

nd p

lans

. G

over

nors

’ con

trib

utio

n is

va

lued

.

Gov

erna

nce

betw

een

orga

nisa

tions

issu

es

regu

larly

test

ed w

ith

part

ners

.

Part

ners

, ser

vice

use

rs

and

the

loca

l pub

lic tr

ust

orga

nisa

tion.

The

or

gani

satio

n is

see

n as

em

ploy

er o

f cho

ice.

The

orga

nisa

tion

reco

gnis

ed a

s a

natio

nal

lead

er in

effe

ctiv

e en

gage

men

t with

st

akeh

olde

rs.

No

STAK

EHO

LDER

EN

GAG

EMEN

T

The

audi

t com

mitt

ee’s

ro

le is

dev

elop

ed to

take

on

the

inde

pend

ent

scru

tiny

func

tion.

C

omm

ittee

str

uctu

re

conf

irmed

by

last

ann

ual

boar

d re

view

.

The

boar

d se

cret

ary

or

othe

r hol

ds c

ompl

ianc

e an

d tr

acki

ng ro

le fo

r all

assu

ranc

e is

sues

of t

he

boar

d. A

SID

has

bee

n ap

poin

ted

from

the

NED

s.

Wor

kloa

d an

d ag

enda

s fo

r com

mitt

ees

have

be

en p

lann

ed a

nd ta

sk

grou

ps h

ave

time-

limite

d ex

iste

nce.

The

audi

t com

mitt

ee is

m

eetin

g at

leas

t ‘fir

m

prog

ress

’ aga

inst

the

audi

t com

mitt

ee m

atrix

. In

tern

al a

nd e

xter

nal

audi

tors

and

adv

isor

s al

igne

d to

age

nda

and

role

.

The

annu

al c

ycle

of b

oard

bu

sine

ss is

revi

ewed

at

year

-end

, pla

nned

ac

tiviti

es a

re c

ompl

eted

an

d de

velo

ped

role

s ar

e re

fres

hed.

The

over

all t

ime

inve

stm

ent i

n bo

ard

and

com

mitt

ees

is re

duce

d th

roug

h or

gani

satio

n ef

fect

iven

ess.

The

boar

d’s

syst

ems

adop

ted

by o

ther

s as

ex

ampl

es o

f goo

d go

vern

ance

pra

ctic

e.

No

BOAR

D S

UPPO

RTS

AND

CO

MM

ITTE

E ST

RUCT

URES

Boa

rd m

embe

r rol

es a

re

unde

rsto

od a

nd e

xplic

it.

A b

oard

indu

ctio

n an

d de

velo

pmen

t pro

cess

is

in p

lace

and

wor

king

. An

annu

al b

oard

revi

ew h

as

been

con

duct

ed a

nd

actio

ned.

Third

par

ty v

iew

s ar

e in

clud

ed in

the

annu

al

boar

d re

view

pro

cess

. Th

e ch

air r

evie

ws

boar

d co

ntrib

utio

n of

all

the

exec

utiv

es.

Ann

ual r

evie

w a

nd

dire

ctor

app

rais

al h

as

info

rmed

cur

rent

boa

rd

deve

lopm

ent p

rogr

amm

e w

hich

is c

lear

ly a

ctio

ned.

Syst

emat

ic fe

edba

ck is

so

ught

on

the

adde

d va

lue

of b

oard

. Exi

t in

terv

iew

s ar

e al

way

s of

fere

d.

The

boar

d is

reco

gnis

ed

as a

ddin

g va

lue

by C

EO

and

stak

ehol

ders

.

The

boar

d is

reco

gnis

ed

‘as

publ

ic a

ppoi

ntm

ent o

f ch

oice

’ nat

iona

lly.

No

APPR

AISA

L PR

OCE

SS

OF

DIR

ECTO

RS, A

ND

O

THER

FEE

DBA

CK

WW

W.G

OO

D-G

OVE

RNA

NC

E.O

RG.U

K‘G

ood

is on

ly go

od u

ntil y

ou fin

d be

tter’

– M

atur

ity M

atric

es ®

are

pro

duce

d un

der l

icenc

e fro

m th

e Be

nchm

arkin

g In

stitu

te.

Augu

st 2

017

© G

GI L

imite

d. F

urth

er c

opies

ava

ilabl

e fro

m in

fo@

good

-gov

erna

nce.

org.

ukIS

BN: 9

78-1

-907

610-

43-1

12


Appendix 2 – STP Matrix

PRO

GRE

SS L

EVEL

S

KEY

ELEM

ENTS

BA

SIC

LEVE

LN

o01

AGRE

EMEN

T O

F CO

MM

ITM

ENT

AND

DIR

ECTI

ON

; PLA

NS

IN P

LACE

2RE

SULT

S4

MAT

URIT

Y5

EXEM

PLAR

6EA

RLY

PRO

GRE

SS3

Purp

ose,

val

ues,

vis

ion,

and

re

mit

clar

ified

, deb

ated

and

ag

reed

acr

oss

par

tner

or

gan

isat

ions

with

a s

tron

g

focu

s on

del

iver

ing

imp

rove

d

outc

omes

.

No

No

No

Purp

ose

and

str

ateg

ic v

isio

n af

firm

ed in

pub

lic. N

atio

nal

targ

ets

and

loca

l prio

ritie

s ag

reed

. KPI

s id

entif

ied

.

The

org

anis

atio

ns h

ave

esta

blis

hed

rob

ust

mec

hani

-sm

s fo

r se

rvic

e re

des

ign,

ad

din

g o

r re

mov

ing

ser

vice

s p

rovi

ded

tog

ethe

r or

se

par

atel

y.

Focu

s on

del

iver

y. P

erfo

r-m

ance

ag

ains

t d

efin

ed

colle

ctiv

e K

PIs

is r

ecor

ded

an

d im

pro

ving

.

The

org

anis

atio

ns t

oget

her

cons

iste

ntly

per

form

hig

hly

agai

nst

a ra

nge

of n

atio

nal

stan

dar

ds

and

loca

l prio

ritie

s.

The

org

anis

atio

ns in

fluen

ce

natio

nal a

nd in

tern

atio

nal

stan

dar

ds

and

are

rec

ogni

sed

fo

r p

ublis

hing

and

sha

ring

ex

amp

les

of b

est

pra

ctic

e.

Succ

ess

has

allo

wed

the

or

gan

isat

ions

to

red

efin

e /

exte

nd r

emit.

1. P

URPO

SE A

ND

CL

ARIT

Y O

F RE

MIT

The

Join

t B

oard

/ C

omm

ittee

(g

roup

) is

clea

r on

the

ir ro

les

and

res

pon

sib

ilitie

s. J

oint

st

rate

gic

ob

ject

ives

hav

e b

een

dis

cuss

ed a

nd a

gre

ed.

Mem

ber

s ar

e ab

le t

o ta

ke

dec

isio

ns w

ith a

utho

rity

on

risk

shar

ing

on

beh

alf o

f the

ir p

aren

t b

ody.

Con

flict

s ha

ve a

re

solu

tion

mec

hani

sm.

The

org

anis

atio

ns a

re

tang

ibly

wor

king

tow

ard

s th

e d

eliv

ery

of t

heir

colle

ctiv

e st

rate

gic

ob

ject

ives

. A jo

int

BA

F ha

s b

een

crea

ted

.

Perf

orm

ance

ag

ains

t d

efin

ed

stra

teg

ic o

bje

ctiv

es a

re

reco

rded

and

imp

rovi

ng.

The

stra

teg

y is

reg

ular

ly

revi

ewed

.

The

org

anis

atio

ns a

re a

ble

to

evid

ence

how

the

y ar

e re

cog

nise

d a

s le

adin

g t

he

loca

l hea

lth a

nd s

ocia

l car

e sy

stem

.

The

org

anis

atio

ns a

re

reco

gni

sed

nat

iona

lly fo

r th

eir

sust

aina

bili

ty a

nd

syst

em t

rans

form

atio

n w

ork.

2. L

EAD

ERSH

IP

AND

STR

ATEG

Y

The

gro

up h

as id

entif

ied

sh

ared

ris

ks t

o ac

hiev

ing

its

join

t ob

ject

ives

/ p

urp

ose.

Each

org

anis

atio

n w

ill r

ecor

d

such

ris

ks in

the

ir sy

stem

s.

Risk

ap

pet

ite h

as b

een

dis

cuss

ed a

nd r

esol

ved

in

rela

tion

to jo

int

obje

ctiv

es.

Con

tinui

ty p

lans

are

reg

ular

ly

test

ed. T

he g

roup

use

s sc

enar

io t

estin

g o

r si

mila

r ex

erci

ses

to d

evel

op jo

int

und

erst

and

ing

of r

isk

and

op

por

tuni

ties.

A h

igh

deg

ree

of r

isk

sens

itivi

ty is

dem

onst

rab

le

acro

ss t

he o

rgan

isat

ions

. The

or

gan

isat

ions

are

co

mfo

rtab

le b

eing

hel

d t

o ac

coun

t.

The

org

anis

atio

ns a

re

resp

onsi

ve t

o ris

ks, a

nd a

re

able

to

rap

idly

ad

dre

ss

chal

leng

es. T

he g

roup

is

assu

red

tha

t th

e co

llect

ive

BA

F is

bal

ance

d a

nd r

efle

cts

prio

rity

issu

es.

A jo

int

aud

it ha

s co

nfirm

ed

assu

ranc

e. T

he s

harin

g o

f ris

k ha

s cr

eate

d e

xtra

val

ue in

the

sy

stem

.

3. R

ISK

SHAR

ING

VERS

ION

2.1

TO U

SE T

HE

MA

TRIX

: ID

ENTI

FY W

ITH

A C

IRC

LE T

HE

LEVE

L YO

U B

ELIE

VE Y

OU

R O

RGA

NIS

ATI

ON

HA

S RE

AC

HED

AN

D T

HEN

DRA

W A

N A

RRO

W T

O T

HE

RIG

HT

TO T

HE

LEVE

L YO

U IN

TEN

D T

O R

EAC

H IN

TH

E N

EXT

12 M

ON

THS.

A c

olle

ctiv

e en

gag

emen

t st

rate

gy

is in

pla

ce fo

r st

aff

and

wid

er p

artn

ers.

Sta

ff a

nd

par

tner

inp

ut is

sou

ght

and

va

lued

as

a m

eans

of d

rivin

g

imp

rove

men

t.

No

Staf

f are

eng

aged

in

dev

elop

ing

the

ap

pro

ach

to

syst

em t

rans

form

atio

n in

ta

rget

ed a

reas

.

Mec

hani

sms

are

in p

lace

to

ensu

re t

hat

staf

f fee

db

ack

is

rout

inel

y co

llect

ed. T

he

gro

up r

ecei

ves

rep

orts

on

inte

rnal

eng

agem

ent

incl

udin

g fe

edb

ack.

Pay

d

iffer

entia

ls a

re b

eing

ta

ckle

d.

Staf

f are

rec

ogni

sed

as

effe

ctiv

e am

bas

sad

ors

for

thei

r or

gan

isat

ions

. Ap

pro

-p

riate

gro

up fo

rum

s ex

ist

for

staf

f to

lear

n fr

om a

ny

imp

rove

men

t in

itiat

ives

, and

fo

r st

aff t

o re

ceiv

e st

ruct

ured

fe

edb

ack.

Third

par

ty fe

edb

ack

conf

irms

the

effe

ctiv

enes

s of

th

e ap

pro

ach

to s

taff

en

gag

emen

t. A

udit

pro

vid

es

evid

ence

of s

usta

inab

le

pos

itive

cha

nge

in r

egar

ds

to

staf

f eng

agem

ent.

The

org

anis

atio

ns h

ave

bee

n au

dite

d a

nd a

re r

ecog

nise

d

natio

nally

as

a co

llect

ive

lear

ning

org

anis

atio

n.

Initi

ativ

es a

nd im

pro

vem

ents

in

trod

uced

by

staf

f are

sh

ared

with

in a

nd b

eyon

d t

he

gro

up T

he o

rgan

isat

ions

can

d

emon

stra

te t

hey

are

emp

loye

rs o

f cho

ice.

5. IN

TERN

AL

STAK

EHO

LDER

S

Mat

urity

Mat

rix fo

r Sus

tain

abili

ty a

nd T

rans

form

atio

n Pa

rtne

rshi

ps (S

TPs-

Engl

and)

, In

tegr

atio

n Jo

int B

oard

s (IJ

Bs-

Scot

land

) and

Pub

lic S

ervi

ce B

oard

s (P

SBs-

Wal

es) W

WW

.GO

OD

-GO

VE

RN

AN

CE

.OR

G.U

K‘G

ood

is on

ly go

od u

ntil y

ou find

bet

ter’

– M

atur

ity M

atric

es ®

are

pro

duce

d un

der l

icen

ce fr

om th

e Be

nchm

arki

ng In

stitu

te.

© G

GI L

imite

d. F

urth

er c

opie

s av

aila

ble

from

info

@go

od-g

over

nanc

e.or

g.uk

No

The

par

tner

org

anis

atio

ns

(gro

up) h

ave

agre

ed a

join

t co

mm

itmen

t an

d a

ccou

ntab

i-lit

y to

com

plia

nce

with

na

tiona

l gui

del

ines

.

Pote

ntia

l int

erna

l and

ex

tern

al s

yste

m fa

ilure

s ar

e id

entif

ied

in a

sha

red

way

, an

d t

hese

are

join

tly

miti

gat

ed. T

here

is o

ngoi

ng

effe

ctiv

e co

mm

unic

atio

n ar

ound

pot

entia

l pre

ssur

e p

oint

s.

The

org

anis

atio

ns a

re a

ble

to

trac

k im

pro

vem

ent

agai

nst

the

(mea

sura

ble

) str

ateg

ic

obje

ctiv

es. T

here

are

no

surp

rises

in o

utco

mes

dat

a.

Issu

es a

re s

yste

mat

ical

ly

iden

tifie

d a

nd a

re a

dd

ress

ed

if ne

cess

ary

by

join

tly

com

mis

sion

ed d

eep

div

es.

Nat

iona

l sta

ndar

ds

and

loca

l ta

rget

s ar

e co

nsis

tent

ly

achi

eved

acr

oss

the

heal

th

econ

omy.

The

par

ent

boa

rds

are

conf

iden

t th

ey h

ave

inte

llig

ent

anal

ysis

and

as

sura

nce

acro

ss t

he h

ealth

ec

onom

y. L

esso

ns le

arne

d

and

bes

t p

ract

ice

is s

hare

d

with

in t

he g

roup

and

ex

tern

ally

.

4. A

SSUR

ANCE

O

F D

ELIV

ERY

ACRO

SS

BOUN

DAR

IES

Prin

cip

le a

ccep

ted

Prac

tice

mai

nstr

eam

edC

omp

rehe

nsiv

e as

sura

nce

in p

lace


13

PRO

GRE

SS L

EVEL

S

KEY

ELEM

ENTS

No

No

No

A c

olle

ctiv

e en

gag

emen

t st

rate

gy

is in

pla

ce fo

r p

atie

nts,

the

pub

lic a

nd

wid

er s

take

hold

ers.

Pat

ient

s,

pub

lic a

nd w

ider

sta

keho

lder

in

put

is s

oug

ht a

nd v

alue

d a

s a

mea

ns o

f driv

ing

imp

rove

-m

ent

acro

ss t

he g

roup

.

Patie

nts

and

sta

keho

lder

s ar

e en

gag

ed in

dev

elop

ing

the

ap

pro

ach

to s

yste

m

tran

sfor

mat

ion

in t

arg

eted

ar

eas.

Sto

ries

def

ine

how

the

vi

sion

imp

acts

use

rs a

nd s

taff

.

Mec

hani

sms

are

in p

lace

to

ensu

re t

hat

pat

ient

feed

bac

k is

rou

tinel

y co

llect

ed.

Patie

nts

and

car

ers

are

eng

aged

and

feel

con

fiden

t p

rovi

din

g t

heir

feed

bac

k to

th

e or

gan

isat

ions

via

a v

arie

ty

of m

eans

Effe

ctiv

e p

artn

ersh

ip

eng

agem

ent

wor

king

is in

p

lace

and

can

be

evid

ence

d

thro

ugh

imp

rove

d o

utco

mes

.

A r

evie

w o

f ext

erna

l st

akeh

old

ers

dem

onst

rate

s th

at t

he jo

int

wor

k un

der

ta-

ken

by

the

org

anis

atio

ns is

tr

uste

d b

y b

oth

serv

ice

user

s an

d t

he lo

cal c

omm

unity

.

The

gro

up a

ctiv

ely

cont

ribut

es t

o th

e im

pro

vem

ent

of h

ealth

and

so

cial

car

e in

the

ir he

alth

ec

onom

y. It

eng

ages

and

le

arns

from

oth

er p

rovi

der

s an

d h

as e

xper

ienc

ed t

ang

ible

op

erat

iona

l and

str

ateg

ic

ben

efits

.

6. E

XTER

NAL

ST

AKEH

OLD

ERS

The

gro

up h

as id

entif

ied

the

ne

ed t

o d

efin

e g

over

nanc

e st

ruct

ures

and

sys

tem

s fit

for

pur

pos

e.

Dec

isio

ns a

nd o

per

atio

nal

pla

ns a

re c

lear

ly a

ligne

d t

o th

e va

rious

par

tner

org

anis

a-tio

ns a

nd t

he jo

int

stra

teg

ic

obje

ctiv

es.

The

gro

up h

as e

stab

lishe

d o

r al

igne

d g

over

nanc

e st

ruct

ures

and

sys

tem

s fit

for

pur

pos

e.

Syst

ems

are

alig

ned

and

al

low

for

the

easy

sha

ring

of

info

rmat

ion,

ris

k an

d

assu

ranc

e.

Aud

it d

emon

stra

tes

the

cons

iste

nt a

chie

vem

ent

of

del

iver

y ac

ross

the

gro

up t

o na

tiona

l sta

ndar

ds

and

loca

l jo

int

obje

ctiv

es.

The

gro

up h

as s

how

n it

is

able

to

shar

e an

d u

se d

ata

to

driv

e sy

stem

-wid

e im

pro

ve-

men

t. R

esul

ts a

nd A

ssur

ance

ar

e ro

utin

ely

shar

ed

exte

rnal

ly.

8. S

YSTE

MS

AND

ST

RUCT

URES

The

gro

up h

as a

gre

ed t

o sh

are

assu

ranc

e sy

stem

s; t

o co

mm

issi

on jo

int

aud

its a

nd

dee

p d

ives

as

nece

ssar

y an

d

to s

hare

and

pub

lish

resu

lts.

A c

onfli

cts

of in

tere

st r

egis

ter

is r

evie

wed

and

up

dat

ed b

y th

e g

roup

and

ind

ivid

ual

boa

rds.

The

boa

rd h

as d

efin

ed t

he

need

for

pro

bity

in a

ll d

ealin

gs

with

par

tner

s an

d

cont

ract

ors.

Loc

al s

ourc

ing

is

enco

urag

ed b

ut c

omp

liant

w

ith S

tand

ing

Ord

ers.

Each

boa

rd is

con

fiden

t th

at

app

rop

riate

gro

up m

easu

res

to m

itig

ate

conf

licts

can

be

actio

ned

and

follo

wed

th

roug

h.

Rep

utat

iona

l ris

ks a

re

rout

inel

y co

nsid

ered

by

all

org

anis

atio

ns. T

he g

roup

is

seen

pub

licly

as

open

and

tr

ansp

aren

t.

The

gro

up h

as a

dop

ted

st

and

ard

s su

ch a

s in

teg

rate

d

rep

ortin

g t

o sh

are

its

com

mitm

ent,

suc

cess

es,

failu

res

and

lear

ning

.

7. T

RAN

SPAR

ENCY

AN

D C

AND

OUR

VERS

ION

2.1

TO U

SE T

HE

MA

TRIX

: ID

ENTI

FY W

ITH

A C

IRC

LE T

HE

LEVE

L YO

U B

ELIE

VE Y

OU

R O

RGA

NIS

ATI

ON

HA

S RE

AC

HED

AN

D T

HEN

DRA

W A

N A

RRO

W T

O T

HE

RIG

HT

TO T

HE

LEVE

L YO

U IN

TEN

D T

O R

EAC

H IN

TH

E N

EXT

12 M

ON

THS.

WW

W.G

OO

D-G

OV

ER

NA

NC

E.O

RG

.UK

‘Goo

d is

only

good

unt

il you

find

bet

ter’

– M

atur

ity M

atric

es ®

are

pro

duce

d un

der l

icen

ce fr

om th

e Be

nchm

arki

ng In

stitu

te.

© G

GI L

imite

d. F

urth

er c

opie

s av

aila

ble

from

info

@go

od-g

over

nanc

e.or

g.uk

The

gro

up h

as id

entif

ied

the

st

rate

gic

out

com

es it

wis

hes

to a

chie

ve t

oget

her.

No

Imp

rove

men

t p

lans

are

in

pla

ce r

ecog

nisi

ng h

ealth

ec

onom

y p

riorit

ies

such

as

serv

ice

resi

lienc

e, v

alue

for

mon

ey, s

usta

inab

ility

, ha

ndov

er e

tc.

Join

t st

rate

gic

ob

ject

ives

ha

ve c

lear

per

form

ance

tr

ajec

torie

s an

d r

ecog

nitio

n of

ris

ks t

hat

coul

d

com

pro

mis

e ac

hiev

emen

t.

The

gro

up h

ave

conf

iden

ce

in t

he q

ualit

y of

res

ults

, and

ar

e ab

le t

o p

rese

nt o

ne

vers

ion

of t

he t

ruth

ex

tern

ally

.

Aud

it an

d p

eer

revi

ew

dem

onst

rate

s th

e co

nsis

tent

ac

hiev

emen

t of

del

iver

y.

The

gro

up is

ab

le t

o p

rom

ote

its s

ucce

ss r

egio

nally

, na

tiona

lly a

nd in

tern

atio

nally

.

10. S

YSTE

M W

IDE

QUA

LITY

IM

PRO

VEM

ENT

No

The

gro

up h

as a

gre

ed t

o a

join

t et

ique

tte

on d

ecis

ion

taki

ng.

The

gro

up h

as d

efin

ed a

join

t et

ique

tte

for

dec

isio

n ta

king

b

ased

on

par

ent

org

anis

a-tio

ns d

efin

ing

the

ir in

div

idua

l ris

k ap

pet

ite a

nd t

oler

ance

fo

r d

eleg

atio

n.

Gro

up d

ecis

ions

are

usu

ally

ac

cep

ted

by

par

ent

org

anis

atio

ns.

Con

flict

re

solu

tion

mec

hani

sm

wor

king

wel

l and

has

bee

n te

sted

.

Mem

ber

org

anis

atio

ns h

ave

dem

onst

rate

d a

n ab

ility

to

hold

to

colle

ctiv

e d

ecis

ion-

mak

ing

pro

cess

es.

Mem

ber

org

anis

atio

ns h

ave

aud

it ev

iden

ce t

hat

colle

ctiv

e d

ecis

ion

mak

ing

pro

cess

es

have

not

com

pro

mis

ed t

heir

corp

orat

e re

spon

sib

ilitie

s.

Col

lect

ive

dec

isio

n m

akin

g

arra

ngem

ents

hav

e b

een

reco

gni

sed

as

mod

el s

yste

m

by

exte

rnal

reg

ulat

ors.

9. P

ARTN

ERSH

IP

ETIQ

UETT

E AN

D

COM

PLIA

NCE

W

ITH

COLL

ECTI

VE

DEC

ISIO

N

MAK

ING

BASI

C LE

VEL

No0

1AG

REEM

ENT

OF

COM

MIT

MEN

T AN

DD

IREC

TIO

N; P

LAN

S IN

PLA

CE

2RE

SULT

S4

EXEM

PLAR

6EA

RLY

PRO

GRE

SS3

MAT

URIT

Y5

Prin

cip

le A

ccep

ted

Prac

tice

mai

nstr

eam

edco

mp

rehe

nsiv

e as

sura

nce

in p

lace

14


Appendix 3 – Client map

Bedfordshire CCG

Basildon and Thurrock University Hospitals NHS Trust Basildon and Brentwood CCG

Dartford, Gravesham and Swanley CCGMedway NHS FT

Medway CCG Swale CCG

West Hampshire CCGSouth East Hampshire CCGPortsmouth CCG

Cornwall Partnership NHS FT

Surrey & Sussex Healthcare NHS Trust &Surrey CCG Collaborative

North East Surrey CCG

Brighton and Hove Integrated Care Services

West Hertfordshire Hospitals NHS Trust

Herts Valleys CCG

Aviva HealthSussex Partnership NHS FT

Sussex Community NHS Trust

Hertfordshire County Council North East Essex CCG

- Welsh Health Specialised Services Committee (WHSSC)- Wales Finance Academy- Welsh Government

Abertawe Bro Morgannwg University Health Board

Hywel Dda University Health BoardWelsh Health Specialised Services Committee (WHSSC)

Wales Finance Academy

Gloucestershire Care Services NHS Trust

East Sussex Healthcare NHS Trust

State of Alderney

State of Guernsey

State of Jersey

Bedford Hospital NHS Trust

Wye Valley NHS TrustWorcestershire Acute Hospitals NHS Trust

Powys Teaching Local Health Board

She�eld Health & Social Care NHS FT

Bradford City CCGBradford Teaching Hospitals NHS FT

Yorkshire Ambulance ServiceNorth Kirklees CCG

Derbyshire Health United

North Sta�ordshire Combined Healthcare NHS Trust

George Eliot Hospital NHS TrustBirmingham City Council

Nottingham CityCare PartnershipNottingham City CCG

Rushcli�e CCG

East Lancashire Hospitals NHS Trust

University Hospitals of Morecambe Bay NHS FT

North Durham CCG

Tynetec

NHS Tayside

NHS Fife

Royal College of Physicians of Edinburgh

Aberdeen City Health & Social Care Partnership,Aberdeen City Council &

Aberdeen University

Bolton NHS Foundation Trust

- Barking Havering & Redbridge University Hospitals NHS Trust- Barnet CCG- Barts Health NHS Trust - Bexley CCG - Brent, Harrow & Hillingdon CCG Federation- Cancer Partners UK (GenesisCare)- Circle Health- City and Hackney GP Confederation- Combat Stress- Epic CIC- Greenwich CCG- Hammersmith & Fulham CCG- Healthwatch England- Help for Heroes- Hounslow and Richmond Healthcare NHS Trust- HQIP- King’s Fund- Lambeth CCG - Lewisham and Greenwich NHS Trust- Lewisham CCG- Network Housing Group- NHS England- NHS Improvement - NHS London- North London CSU- North Middlesex University Hospital NHS Trust- Questback UK- Shaw Trust- South West London and St. George’s Mental Health NHS Trust- Southwark CCG- Wandsworth CCG

- University Hospitals Morecambe Bay NHS Foundation Trust- Cumbria Partnership NHS Foundation Trust- Blackpool Teaching Hospitals NHS Foundation Trust- Lancashire Care NHS Foundation Trust- North West Ambulance Service NHS Trust- Lancashire North Clinical Commissioning Group- Cumbria Clinical Commissioning Group- Lancashire County Council- Cumbria County Council- North Lancashire Medical Group- South Cumbria Primary Care Collaborative

Walsall CCG- Solihull CCG- Birmingham and Soluhill Mental Health NHS FT- Solihull Metropolitan Council- Heart of England NHS FT- West Midlands Ambulance Service (WMAS)

- Barnsley CCG- Bassetlaw CCG- Bradford District CCG- Bradford City CCG- Calderdale CCG- Doncaster CCG- East Riding of Yorkshire CCG- Greater Hudders�eld CCG- Hambleton, Richmondshire and Whitby CCG- Harrogate and Rural CCG- Hull CCG- Leeds North CCG- Leeds South and East CCG- Leeds West CCG- North East Lincolnshire CCG- North Kirklees CCG- North Lincolnshire CCG- Rotherham CCG- Scarborough and Ryedale CCG- She�eld CCG- Vale of York CCG- Wake�eld CCG

Wake�eld CCG

Welsh Ambulance Services NHS Trust

Rotherham Doncaster & South Humber NHS Foundation Trust

Doncaster CCG

She�eld CCGMersey Care NHS Trust

Wrightington, Wigan and Leigh NHS FT

Southport and Ormskisk NHS Trust

Cumbria Partnerships NHS FT

North Cumbria University Hospitals NHS Trust

Public Health Wales

Betsi Cadwaladr University Health Board

Welsh GovernmentCardi� and the Vale UniversityHealth Board

East Midlands Ambulance Service (EMAS)Central Nottingham Community Services

University Hospitals Birmingham NHS FTKettering General Hospital NHS FT

Community Housing Group

The Royal Orthopaedic Hospital NHS FT

Redditch and Bromsgrove CCG

Dudley CCG

Wyre Forest CCG


15


Documents

The Good Governance Institute (GGI) Our Services · • Seek measurable improvement, which gives confidence that the effort and resources ... flexible and have an excellent grasp