绿帽换妻

Progress

Our 5-year strategy, A New Dawn for Nursing, has been agreed and published, and the implementation phase is underway. The strategy was developed through extensive member and staff engagement and consultation. It has 4 clear, distinct goals which will set a clear path going forward. A detailed strategic roadmap has been developed and has been scrutinised by the Executive Team and Council. Annual Operational plans for every Directorate are in place.

There are 5 elements to this recommendation, 4 of which have been completed. The final element of this recommendation – the completion of the 5-year strategy – will have been delivered by December 2027.

Progress

This recommendation requires us to review and update the role descriptors and person specifications for all of our elected positions, as well as for the General Secretary and Chief Executive. 

A single overarching roles and responsibilities document has been produced which describes the role and responsibilities of the executive and Council.  A Ways of Working agreement has also been approved which sets out the expectations that Council and the Executive have of each other and the ways in which Council and the Executive will work together to achieve the best outcomes for the members.

In July 2024, Council approved the updated roles and responsibilities descriptors for the 绿帽换妻 President and Deputy President, Chair and Vice Chair of Council, Council members, and Chair and Vice Chair of Congress, and in October 2024, roles and responsibilities descriptors were approved for those Committees that report directly to Council., including those for the External Advisers that sit on some of those committees. 

Roles and responsibilities descriptors for the Representative Committees and committee member of Forum Chairs Group, Fellows Co-ordinating Committee and Forums Co-ordinating Committee were approved by the Governance Committee in March 2025.

There are 35 elements to this recommendation, 29 of which have been completed. A further 1 element will be completed by December 2025. The remaining work on this recommendation is expected to be completed by December 2027.

Progress

Updated terms of reference have been approved and published for all the committees within the 绿帽换妻’s Governance Operating Framework including: the Professional Nursing Committee,  the Trade Union Committee, the Fellows Co-ordinating Committee, the Forums Co-Ordinating Committee, the Governance Committee, the Group Audit Committee, the International Committee, the Remuneration Committee, and the Finance and Investment Committee, as well as the 5 Representative Committees: the Nursing Support Workers Committee, the Students Committee (which are representative committees of Council) and our 3 UK reps committees.

Following the approval of the scheme of delegation by 绿帽换妻 Council in July 2024, the updated terms of reference for Council were approved in October 2024.

Reviewed and updated terms of reference for Forums was approved by Professional Nursing Committee in April 2025.  Importantly this review sought to clarify the roles of, and reporting lines between, the Forums Co-Ordinating Committee, the Forums Chairs Group and the Professional Nursing Committee.

There are 24 elements to this recommendation, 21 of which have been completed. A further 2 elements will be completed by December 2025. The remaining work on this recommendation is expected to be completed by December 2027.

Progress

The scheme of delegation establishes and outlines a framework for delegations of authority for the 绿帽换妻 Group decision making, to ensure clarity around decision making within the 绿帽换妻. This has been presented to all the country and regional Boards, and was approved by Council in July 2024.

This recommendation is now complete.

Progress

External advisers currently sit on the following Committees: Finance and Investment; Group Audit; Remuneration; Governance; Equity, Diversity and Inclusion. A Skills Audit has been completed, and a Skills Matrix developed. The matrix will be reviewed whenever a vacancy arises. At their April 2024 meeting, Council confirmed that at this time, no further external advisers are needed for other committees. External advisers are engaged in the programme of work to strengthen their roles. Council also confirmed that all external advisers should have voting rights on their respective committees, and the terms of reference for these have been updated to reflect this. Role descriptors have also been developed for the External Advisers and from 2024 onwards, they will be invited to the AGM and to one meeting of Council per year. We now hold structured quarterly meetings with them, which involve members of ET and the Senior Leadership Team attending to talk about key areas of work and campaigns e.g. safe staffing, allowing the External Advisers to learn more about the 绿帽换妻 as a whole.

There are 9 elements to this recommendation, 7 of which have been completed. All work on this recommendation is expected to be completed by December 2027.

Progress

We now use consistent formats and templates for Council, Committee and Board meetings. All templates, and guidance on how and when to use them, are available on the 绿帽换妻 Intranet to ensure the latest versions are used by those managing meetings. The new templates, which will be reviewed annually, include a clear executive summary of the paper, its level of confidentiality and the steps taken to demonstrate the papers have been properly scrutinised before reaching Council. At the 2023 AGM, Council committed to providing a mechanism for members to propose agenda items for Council meetings. A process has been developed and agreed by Council, and is now live on the 绿帽换妻 website. 

There were 12 elements to this recommendation, all of which have been completed. 

Agree on the length and frequency of meetings.

Progress

The Report on Governance (KPMG, 2022) recommendation was to 'reduce the time for Council and committee meetings. Shorter and less frequent meetings will allow for increased focus and more agile strategic discussion'. The 2024 schedule of meetings for Council, committees and boards was designed so that half took place in person and the other half online and this has continued into 2025. This has reduced the burden on member time, removing a barrier to members who might like to put themselves forward for a role but don't believe they can commit sufficient time. This mix of in person and online meetings has been replicated for the 2025 schedule of meetings.

There were 5 elements to this recommendation, all of which have been completed.

Progress

A new induction and skills audit process is in place for Council, and a two-year learning and development programme for Council commenced in 2025. This has formed the basis of a programme that will be rolled out more widely across other committees imminently. The skills audit defines the support, learning and development needs of Council and committee members whether on an individual or group basis. The Executive Team has considered the different formats and methods that can be utilised when considering and debating complex matters.

There are 12 elements to this recommendation, 10 of which have been completed. 1 element will be completed by December 2025 and all remaining work on this recommendation is expected to be completed by December 2027.

Define member involvement.

Progress

Detailed work has been undertaken to ensure all aspects of member involvement are considered in the work relating to this resolution. It can be summarised in 3 broad areas:

Activism

In the year since the Independent Review of the Culture of the 绿帽换妻, we have seen the highest level of member engagement and participation in our history. 绿帽换妻 members voted in unprecedented numbers in industrial action ballots, and tens of thousands took to picket lines across Northern Ireland, Wales and England - not just in the NHS, but across independent health settings too. The 绿帽换妻 Activism Strategy 2025 鈥� 2027, launched in June 2025, provides a roadmap for us all on how members can help to achieve change and shape the future of healthcare, and crucially, how we will create this meaningful change together.

Governance

There are also over 1,000 governance roles at the 绿帽换妻. Our elected and appointed governance positions oversee all aspects of the 绿帽换妻鈥檚 work 鈥� locally, regional, nationally, and across both of our core functions.

In response to the recommendations in the report, a brand new governance hub has been created which presents these opportunities more clearly, transparently and inclusively, setting out why they exist, what their purpose is, and what difference they make.

Broader engagement

There are a huge variety of ways in which members can currently take part, get involved and be engaged with the work of the College: for example, opening and reading an email; accessing 绿帽换妻 resourcing; attending Congress; voting in an election. Each one of these activities demonstrates an involvement with the 绿帽换妻. Increasing the levels of involvement is an important, ongoing part of our business-as-usual activities.

This recommendation is now complete.

Create a corporate governance repository.

Progress

A comprehensive review and update of the governance documents page on the 绿帽换妻 website has been completed, and a root-and-branch rebuild of all governance content on the website has been done to address the recommendation on page 12 of the Report on Governance (KPMG, 2022): "This would assist with generating clarity around the governance structure and decision-making routes. This should be used as the single source of information and should be available to all staff and members."

A diagram has been created to visualize the 绿帽换妻 Group governance structure and operating framework, making it clear the role of boards and committees, be they principal, scrutiny, advisory, functional or representative.

There are 4 elements to this recommendation, 3 of which have been completed. All remaining work on this recommendation is expected to be completed by September 2025.

Review the Governance team.

Progress

The Governance team structure was reviewed in 2023, and new posts were put in place to strengthen the team and enhance capacity. Our new Executive Director of Governance joined the 绿帽换妻 in November 2023, and phase 2 of the team staffing review is now complete. The final element of this recommendation, developing a suite of standard operating procedures, is now complete.

There were 6 elements to this recommendation, all of which have been completed.

Provide clarity on our group structure.

Progress

The 绿帽换妻 Group structure comprises the 绿帽换妻, 绿帽换妻 Foundation, 绿帽换妻i and HoldCo. The 绿帽换妻 Group Scheme of Delegation (SoD) outlines the framework for delegation of authority for decision making across the 绿帽换妻 Group. It clarifies 绿帽换妻 decision making and the 绿帽换妻’s role in decision making for 绿帽换妻i, 绿帽换妻 Foundation and 绿帽换妻 Holdco. The 绿帽换妻 Group Operating Framework outlines the relationship between Council, committees, boards and the Executive Team.

There were 7 elements to this recommendation, all of which have been completed.

Update policies and documents.

Progress

A policy register is in place and updated when new policies are agreed. Whistleblowing and Conflicts of Interest policies have been agreed and published, and the new Member Resolution policy was approved by Council in July 2024. 

A key achievement to date is the work carried out to ensure that the Charter, Standing Orders and Regulations are more accessible to, and understandable for, members. Simplified versions of all of these are now available on the website.

There are 8 elements to this recommendation, 7 of which have been completed. The remaining work on this recommendation is expected to be completed by December 2027.

Introduce measures to limit the movement of members standing for Council midterm to minimise disruption.

Progress

Over the last few years there have been many changes made to the governance framework to ensure continuity. For example, Forum Steering Committees now have Vice Chairs and Boards and principal committees talk about and actively promote succession planning. Council 2025 is a live example as there are two or three Board Chairs who have been elected to Council before the end of their terms as Board Chairs and successors for them have been found in each case. This also indicates that members themselves, and members voting for them, are not in agreement with the idea that there should be measures to limit the movement of members standing for Council mid-term. 
In addition, more candidates stood for Council 2025 than ever before, indicating that there are many members wishing to engage, therefore more people to step into roles that become vacant.

For this reason, Council has concluded this recommendation is no longer appropriate and instead, proposes that the 绿帽换妻 continues to promote diversity, provide learning and development opportunities for all committees and that all Chairs are tasked with considering succession planning.

There was 1 element to this recommendation, which has been completed.

Review the role of Chief Executive and General Secretary and Executive Team support.

Progress

A review of Executive Team portfolios has taken place, with some responsibilities being redistributed.

The Executive Team is currently comprised of:

• General Secretary and Chief Executive
• Chief Nursing Officer and Deputy Chief Executive
• Chief Financial Officer
• Chief People Officer
• Chief of Staff and Executive Director, Communications, Policy, Marketing, IT
• Executive Director of Governance
• Executive Director of Legal and Member Relations
• Executive Director of 绿帽换妻 England
• Executive Director of 绿帽换妻 Northern Ireland
• Executive Director of 绿帽换妻 Scotland
• Executive Director of 绿帽换妻 Wales

The College is served by more than 1,000 staff, grouped into 3 countries, 9 English regions and 7 directorates.

There were 5 elements to this recommendation, all of which have been completed.

Strengthen the Election Policy.

Progress

In January 2023, we approved our new Election Policy, which addresses the concerns raised by Simon Cheetham KC in his 2021 report.

This was 1 element to this recommendation, which has been completed.

Reconsider the requirement to call an extraordinary general meeting.

Progress

Following a vote on a special resolution at the 2023 annual general meeting, the threshold required to call an extraordinary general meeting was changed from 1,000 members to 5% of the total 绿帽换妻 membership. As part of this resolution, the Council has provided members with a new platform where extraordinary general meeting requests can be hosted and voted on securely. Council has also provided a mechanism for members to propose agenda items for Council meetings. A process has been developed and agreed upon by the Council.

There were 7 elements to this recommendation, all of which have been completed. 

Measures to manage the invocation of the 'in extremis' revocation of delegation of power outlined in the Royal Charter.

Progress

In the Report on Governance, KPMG stated: "The 绿帽换妻 should review the charter to ensure the governance process on awarding and revoking delegations are clear and do not expose the 绿帽换妻 to potential de-stabilisation."

In accordance with the 绿帽换妻 Charter, paragraphs 2.1 and 2.4, the 绿帽换妻 Council has the power to delegate any of its powers to a committee of its own choosing and configuration and the power to revoke any of its delegations at any time.

At its April 2024 meeting, Council approved a new Council-Committees Conflicts Policy, which sets out the process to follow when the 绿帽换妻 Council raises concerns about the conduct or work of one of its committees which could result in the 绿帽换妻 Council revoking the powers it has delegated to that Committee. This policy, which applies to all 绿帽换妻 Council Committees that report directly to 绿帽换妻

Council, is designed to resolve any disagreements at an early stage to reduce the likelihood of powers being revoked.

This policy is separate from the Member Resolution Policy as it deals with disputes between 绿帽换妻 Council and its Committees as entities rather than disputes between individual members, where the Member Resolution Policy should be applied. This recommendation is now complete.

There were 5 elements to this recommendation, all of which have been completed.

Improve ways of working between Council and Regional Boards.

Progress

Quarterly meetings between all England regional boards鈥� chairs have already been established. The remit and efficacy of these meetings have been reviewed in 2024, and formal Terms of Reference agreed. 

A mechanism for formal two-way reporting from our country and regional boards into the Council has been developed, and is now in place.  All board chairs are invited to a Council meeting each year.
There are 6 elements to this recommendation, 3 of which has been completed. All work on this recommendation is expected to be completed by December 2025.

Review task and finish groups.

Progress

The Report on Governance (KPMG, 2022) found "task and finish groups received the most negative feedback during the evidence gathering from both members and staff. Their purpose was seen as confusing; there were too many, making it difficult to track, co-ordinate and support." The last task and finish group was closed in July 2023, and a standard operating procedure for Council has been drafted. This sets out a new mechanism for Council to manage ring-fenced projects and work for completion.

There were 2 elements to this recommendation, all of which are now complete.

Improve the role, function and governance of the forums and networks.

Progress

A review of 绿帽换妻 Forums and Networks was published in 2021 and included 31 recommendations. The subsequent Report on Governance (KPMG, 2022) recommended that we should provide greater clarity, including on the role, focus, finances and strategic alignment of forums and networks. At their April 2024 meeting, Council agreed the following proposals.

Removal of the 3-year rule

Members of Forums no longer need to have been 绿帽换妻 members for 3 years before they can apply to join a Forum Steering Committee. This is good news from a diversity perspective as it will allow international nursing colleagues who may have practiced as a nurse for many years in another country before coming to the UK, to join a Forum Steering Committee straightaway.

Exception to extend the term of office for the Forum Chair and committee member

It was agreed that in very exceptional circumstances an extension to the term of office may be permitted for up to 6 months if the Forum is running the risk of being inquorate or struggling to elect a Chair.

Changes to the timings of the recruitment and election process

To enable a formal handover period between the outgoing and incoming Chair, the Forum and subsequent forum Chairs election process will commence 1 month earlier than currently undertaken, a reserve list will be created. Retaining a reserve list will reduce the administrative burden of having to run an election each time a committee member resigns during the year. The reserve list will consist of member that met the appointment standards required to be on a Forum but who were 鈥榩ipped at the post鈥� by other candidates.

Election of a Vice Chair

Forums will be able to elect Vice Chairs via the same method as the Chair is elected. This will assist with succession planning and mitigate against the exception to extend terms of office.

Changes to the rule which prevents Forum Steering Committee members sitting on the Agenda Committee

This rule is now removed but any Forum Steering Committee members on the Agenda Committee must be clear that they are a member of the Agenda Committee in their own right and not there as a representative of a forum. They must also prioritise the Agenda Committee during the build up to and week of Congress.

Agreement to the process for removing inactive Forum Steering Committee members

It was agreed that the existing Governance 鈥榥on-attendance at meetings鈥� standard operating procedure be adapted to cover the process for removing Forum Steering Committee members that have been appointed but are not meeting the responsibilities of their role.

A paper to formally conclude the Forums and Networks review was presented and signed-off at the Professional Nursing Committee meeting in February 2025. A space on the 绿帽换妻 website is being created to 鈥渉ouse鈥� the current networks, and provide a route for new, self-organized networks to be created. This is expected to be complete by September 2025.

The 2025 Forums Appointments process has attracted a record 259 applications across 24 Forums.

There are 2 elements to this recommendation, 1 of which has been completed. All work on this recommendation is expected to be completed by September 2025.

Implement the findings from external reviews.

Progress

The Report on Governance (KPMG, 2022) criticised the 绿帽换妻 for having no structures in place to implement the recommendations of previous reports.

They said we should:

• Identify a clear implementation plan outlining activity (week by week and month by month) and key delivery milestones.
• Identify clear owners for each action identified within reports at a suitable level within the organisation (ideally an Executive owner and a lead committee member nominee).
• Identify due dates for each action by which point the action must be fully implemented.
• Ensure Council via one of its assurance committees (to be agreed by Council and delegations clearly documented) and the Executive hold individuals and governance groups accountable for action implementation through regular reporting.
• Agree on metrics to assess progress against individual actions.
• Have clear reporting lines through the governance structure.

In approaching all work relating to the culture and governance of the college, we have followed each of these suggestions, and a robust, detailed project plan with dedicated programme staff is in place. 

As of June 2025, 180 (of 221) elements are complete, and 19 recommendations are fully complete. 81% of elements are now complete.

All 38 recommendations and their associated elements will be complete during the lifetime of our 2023-27 strategic plan.

Review and revise governance structures.

Progress

The Report on Governance (KPMG, 2022) recommended that: "The Council and Executive together should fundamentally reconsider the groups underpinning the governance structure – starting with the Council, Executive and Standing Committees. This is to ensure that these allow for the effective delivery of the strategy, sufficient challenge, assurance and oversight at the right level as well as timely and efficient operations." The 绿帽换妻 governance structure is always subject to scrutiny and revaluation, and this work will continue.

Following the approval of the scheme of delegation by 绿帽换妻 Council in July 2024, the updated terms of reference for Council were approved in October 2024.

An 绿帽换妻 Governance Operating Framework guidance document setting out the reporting mechanisms and lines of accountability, the management processes in place, and the implementation of the governance arrangements at all levels, is now in place. Within that, a diagram has been created to visualize this, making it clear the role of boards and committees, be they principal, scrutiny, advisory, functional or representative.

There are 7 elements to this recommendation, 6 of which have been completed. All remaining work on this recommendation will be completed by December 2025.

Address key underlying issues which are the cause of continuing division.

Progress

A resolution to reaffirm the strength of the dual role of the 绿帽换妻 as both a trade union and professional body was passed overwhelmingly by members at 绿帽换妻 Congress 2023.

There was 1 element to this recommendation, which is now complete.

Develop online technology to increase member engagement.

Progress

There are certain activities that a Trade Union cannot do online, such as voting in an industrial action ballot. But we continue to assess, review and trial new digital tools for member engagement. During recent Fair Pay for Nursing activity, we successfully used ThruText (a peer-to-peer text platform) and WhatsApp. A comprehensive review of all digital communication platforms – including web, app, social, email and text –  took place in 2024.

At the 绿帽换妻, we take a data-first approach to evaluation and decision making. Changes have been made to the structure and make-up of our data function, including significant investment in data analysis staff resource. We understand and accept that not all members are willing to engage with everything we do all of the time. We continually learn, tailor and adapt to ensure members receive the most appropriate communications for them – this is key to members valuing and engaging with us. 

Since 2022, significant additional specialist resource and strategic executive leadership have brought renewed confidence in our approach to our vast and complex membership engagement operations. We will continue to offer members a portfolio of options, and ensure we are at the forefront of best practice for each of them

There were 3 elements to this recommendation, all of which have been completed.

Review the selection of the Agenda Committee.

Progress

In the Independent Review of the Culture of the 绿帽换妻, Bruce Carr KC said: "At present, it [Agenda Committee] is elected by representative bodies at Congress but the present system produces a committee, which is made up almost exclusively of individuals who come from a trade union background. This serves only to increase the concerns on the professional side of the College that they are very much the minor partners." The methods of selection to the Agenda Committee will be considered as part of a long-term, strategic review of 绿帽换妻 Congress.

At their April 2024 meeting, Council approved changes to the rule which prevents Forum Steering Committee members sitting on the Agenda Committee.

There are 2 elements to this recommendation, 1 of which has been completed. All work on this recommendation is expected to be completed by December 2027.

Rebuild trust between Council and Executive Team.

Progress

In the foreword to the Independent Review of the Culture of the 绿帽换妻, Bruce Carr KC said: “It is also right that I reference (as I have in the Review itself) that, under new leadership, the culture at the College has improved in the period since my Review was commissioned”. Council and the Executive Team are committed to improving ways of working and are taking steps to ensure Council members feel fully supported and developed in their roles. Council meetings include more opportunities for collaborative working.  

A document setting out, and explaining the differences in, the roles and responsibilities of Council and the Executive Team has been published on the website. 

Alongside this, Ways of Working engagement guidelines that set out how staff and members work collaboratively together has been published on the website.

There were 3 elements to this recommendation, all of which are complete.

Promote and support increased governance representation and participation of women, Black, Asian and Minority Ethnic and disabled members, and relaunch a leadership and governance training and development package.

Progress

Key to the delivery of this recommendation has been the development of our new Equity, Diversity and Inclusion Strategy, which we launched in May 2024 following significant member engagement (see Recommendation 10 for more detail). Our Equity, Diversity and Inclusion Committee has now been re-established to take forward actions from this strategy, which promotes and supports increased governance representation.

There are 2 elements to this recommendation, both of which are expected to be completed by October 2026.

Put in place an effective feedback loop and communication of what goes on at council, committees and other forums to the wider members.

Progress

More effective two-way communications between Council, Committees, Boards and Branches has been agreed. Minutes and/or key headlines from meetings are now uploaded to respective webpages as soon as they are signed-off. 

A root-and-branch rebuild of all governance content on the website is being undertaken with a view to creating a new, class-leading Governance Hub. This will include better reporting mechanisms to enable members to be kept up to date with activity. Phase 1 was completed in December 2024, and phase 2 of the new Governance Hub is due to be completed by August 2025. 

There are 4 elements to this recommendation, 2 of which have been completed. All remaining work on this recommendation is expected to be completed by August 2025.