Core Governance Modules and Learning Materials
Our eLearning modules are here to boost your understanding and application of good governance across NHS Scotland. Whether you're new to a Board or looking to deepen your expertise, these resources cover essential topics at the heart of NHS Board business, helping you lead with confidence, clarity, and impact.
🔍 Strengthening Governance for a Resilient Future
As NHS Boards continue to focus on reform, collaboration, recovery and renewal across the health and care system, maintaining strong governance is more critical than ever. Good governance not only strengthens current service delivery but also lays the foundation for long-term transformation and reform.
This learning area is designed to support Boards in delivering and sustaining robust corporate governance. It covers a wide range of essential topics, each core to the effective leadership and oversight responsibilities of NHS Boards.
Quick links to modules
Whistleblowing
As of the 1st April 2021, the National Whistleblowing Standards have come into effect. Two eLearning modules have been created to assist those in the NHS to understand their responsibilities around Whistleblowing.
In these modules you will learn about the National Whistleblowing Standards (the Standards) and the role of the Independent National Whistleblowing Officer (INWO).
Climate Emergency and Environmental Sustainability
Environmental issues such as climate change, pollution and biodiversity loss have an impact on human health. We have a moral obligation and responsibility to help tackle the greatest threat to human health by reducing our impact on the environment.
Environmental and climate action have multiple benefits for health – delivering a more environmentally sustainable NHS can make a real difference to health outcomes.
This module aims to raise awareness about the climate emergency, environmental sustainability, the impacts of the NHS on the natural environment, the impact of the natural environment on the NHS and the importance of taking action now.
REMCO
This area contains supporting documents for remuneration committees. Some of which are being updated and will be uploaded and shared when possible.
Chief Executive's Appraisal
The NHS Board Chair is responsible for carrying out their Chief Executive’s appraisal and report through their Remuneration Committee to National Performance Management Committee (NPMC).
It is essential national systems and processes are applied. Good practice guidance has been issued to each NHS Board along with an opportunity for NHS Board REMCO to discuss these with a member of the NPMC.
Chief Executive Appraisal Timeline
The essential elements are:
- Adhere to the performance review timescale and actions, see appraisal timeline below.
- Ensure objectives are SMART and agree behavioural outcomes, measures and importantly, the distribution of the 40 weighting points across the whole set of objectives.
- Objectives are set and aligned under three categories: Valuing & Leading people (at least 1), National/regional Contribution (at least 1), Local/Role Specific (at least 4).
- Ensure personal development plans produced support delivery of objectives.
- All documentation is uploaded onto Turas Appraisal. This is where you should capture performance review discussions too.
- Conduct mid-year and end of year reviews to assess performance. It is essential that evidence is provided to justify claims and to enable REMCO to defend the performance rating given. Ensure evidence is uploaded onto Turas Appraisal.
- Reports are submitted to the National Performance Management Committee (NPMC) with accompanying evidence and provisional performance ratings.
Making Data Count
As part of our Active Governance work, a recent session focused on Board Papers and Making Data Count was delivered for Non-Executives. The Active Governance work aims to improve how data is prepared, presented, and how insights from intelligence are used to assure the quality and performance of health and social care delivery in Scotland. Samantha Riley, Director of NHS England’s Making Data Count programme, led the recent session and shared how small changes in how data is visualised can support clearer insights and better Board level decision making.
Practical guides to work through with examples of how to make better use of your data can be found on their website.
Below are some links to material used and discussed within the session as well as a recoding of the session: