For existing & aspiring NHS Foundation Trusts

"It was very worthwhile. I would recommend to others as it was a privilege to receive the mix of teaching and input."
Mary Whyham, North West Ambulance Service - NHS Trust.

High performing organisations have strong boards with a firm grip on the core business and on risk management. In the NHS, this also includes a close understanding of the quality of clinical performance. A drive for better use of resources and improved external relationships is crucial. Although the quest for an ideal board is futile, a good grasp of board dynamics is also essential.

Manchester Business School, in association with GoodwinHannah Ltd, have developed this residential programme to enhance the contribution non-executives make to their boards.

The programme is fully endorsed by Monitor and the NHS Institute for Innovation and Improvement.

What does this programme cover?
The programme is an integrated three day residential event which builds the expertise of directors in four key areas:

  • finance
  • strategy
  • clinical quality
  • organisation culture.

Seven NED competencies will be developed:

  • knowledge of board and role
  • group decision making orientation
  • conceptual thinking
  • communication
  • clinical performance
  • board dynamics
  • understanding of the health system.

The pace and challenge of the programme acknowledges the significant expertise that NEDs bring with them, as well as the tough challenges that lie ahead for foundation trusts.

Who should attend?
Non-executive directors in the NHS within existing and aspiring foundation trusts, whether long-serving or recently appointed.

What will I learn?
Day one - context, form and purpose
Business of healthcare; political and economic context; quality and safety issues; NED roles; responsibilities and accountabilities; lines between strategy and execution; board governance models.

Day two - board tasks and dynamics
Agenda and agenda balance; understanding and using financial and clinical information; board committees; group decision making dynamics, orientations and processes; board behaviours.

Day three - achieving and sustaining strategic change
Business modelling; strategic change management case; tipping points; succession planning; best practice; board performance evaluation.

The format includes presentations, exercises, use of scenarios, case studies and invited guest speakers.

Contact us

For further information please contact Emma Farnworth +44 (0)161 275 2927 or email emma.farnworth@mbs.ac.uk

Duration
3 days

Dates
22-24 February 2010
15 Mar, 26 April & 10 May 2010
19-21 April 2010
12-14 July 2010

Fees
£2,000 (includes 2 nights' accommodation and meals - no accommodation for 15 March, 26 April and 10 May 2010)

Location
February - Manchester
March, April & May - Manchester April - Manchester
July - Taunton

Timetable
click here

Book online
Click here