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The Board is the senior decision-making structure for NHS England. It has reserved key decisions and matters for their own decision, including strategic direction, overseeing delivery of the agreed strategy, the approach to risk, and establishing the culture and values of the organisation. Key responsibilities to support the Board’s strategic ...
- Board Meetings
The NHS England Board is committed to openness and...
- Board Members
Jane Ellison joined the Board of NHS England in February...
- Board governance
NHS England’s board has delegated some of its duties and...
- Board Meetings
Jane Ellison joined the Board of NHS England in February 2024. From 2017 to 2022 Jane worked for the World Health Organization in Geneva. She served in the leadership team as Deputy Director-General Corporate Operations and, from 2019, as Executive Director, External Relations and Governance. Before joining WHO, Jane was a Member of Parliament ...
- Scheme of Delegation
- Standing Financial Instructions
- Board Members’ Register of Interests and Declarations
- Board Committees
The Scheme of delegationsets out the formally delegated responsibilities of NHS England’s functions, duties and powers to directors and officers of NHS England.
The Standing Financial Instructions detail financial responsibilities, policies and procedures adopted by NHS England. They are designed to ensure that our financial transactions are carried out in accordance with the law and government policy in order to achieve probity, accuracy, economy, efficiency and effectiveness.
In accordance with the standing orders, NHS England is required to maintain a publicly available register of board members’ interests. The register contains, as they become available, the declarations of interestmade by NHS England members. Details of business expenses, gifts and hospitality and external meetings held with non-NHS/non-public sector...
NHS England’s board has delegated some of its duties and responsibilities to Board Committees. These Committees provide regular assurance to the board on their specific areas delegated to them and, by exception, escalate issues that merit full board discussion and decision. They are led by non-executive directors and include:
Engagement. More conditions long termsettings of care Shifts in58 Policy: It is important for boards to have a good understanding of the current and emerging policy direction, and the strategies for the NHS and its key partners.59 Economy: Boards need to be aware of information on the economic en.
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www.foresight-partnership.co.uk. In partnership with:ForewordWe are delighted to introduce this refreshed edition of ‘The Healthy NHS Board 2013 - Principles for Good Governance’ commissioned. by the NHS Leadership Academy.In the period since its original publication in 2010, this guide has supported boards in their efforts to develop their ...
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The key to a successful board is good governance: delivering effective strategies, ethical leadership, meaningful challenge and real accountability. In the NHS, high quality services cannot be delivered without earning and retaining the trust of the public, and it is good governance that establishes the principles on which trust is built.
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Apr 17, 2023 · While the 2022 code does not specify the legal duties of directors, it remains the case that: "The general duty of the board of directors, and of each director individually, is to act with a view to promoting the success of the corporation so as to maximise the benefits for the members of the corporation as a whole and for the public". The way in which NHS provider boards exercise this duty ...
