RCSLT Council and boards: your governance structure

Question

Council

Like all charitable bodies, the RCSLT has a group of trustees and a matrix of committees who oversee the activities of the RCSLT and its officers.

The RCSLT Council is elected by the membership. The Council provides leadership and sets the strategic direction for RCSLT and acts as an overarching governance board.

The RCSLT Council is ultimately responsible for ensuring the RCSLT carries out its duties as a professional body, that RCSLT resources are properly deployed and that the RCSLT develops policies, activities and products that support its membership. Council is lead by the Chair of RCSLT who is supported by a group of trustee with specific responsibilities as chairs of the Boards, as leaders on specific areas of work (such as research) or as country specific councillors. The CEO and senior managers attend Council meetings.

As part of the reorganisation and restructure of the RCSLT, the organisation of the boards and committees that work to support Council was reviewed. The new governance structure for the RCSLT reflects the new priorities identified by Council. Some of these boards continue with a very similar remit to those in place before and some are new.

All RCSLT boards will:
  • work alongside the other RCSLT boards and Council to determine and prioritise RCSLT strategy
  • report to Council on the boards' discussions and decisions
  • establish and oversee the work of 'Task and Finish' groups - groups and networks which will make recommendations to boards on specific, time-bound issues
  • consult with networks of members (and others) in order to access a breadth of knowledge and experience that will contribute to developing RCSLT strategies
  • make recommendations to Council on any matters set within its remit
  • provide 'nations-wide' leadership, taking account of the multi-regional and multi-national membership
  • work within the budget set by Council.

Finance and Organisational Resources Board

The Finance and Organisational Resources Board is to ensure:
  • the implementation of the strategic objectives of the RCSLT relating to: finance and audit; performance & contracts; human resources; information technology; health & safety; RCSLT buildings, and administrative support.
  • development of professional leadership at the RCSLT
  • that the RCSLT complies with its governing documents, charity and company law, and other relevant legislation or regulations
  • probity and effectively monitor the financial and business performance of the RCSLT as an organisation.

Membership and Information Board

The aim of the Membership and Communications Board is to create a consistent approach to:
  • the development of the RCSLT communications strategy and communications plans, which will determine the RCSLT's approach to communicating with members, and others
  • commissioning and conducting research that informs the development of communications activities, in order to identify the interests, concerns and requirements of members and others
  • maintaining and increasing the number of members of the RCSLT
  • dealing with enquiries from members
  • development of the RCSLT brand - raising the profile of the activities of the College and its members
  • the development of a media relations strategy
  • supporting the development of networks of members and key stakeholder groups
  • generating income through RCSLT events and publications
  • production of RCSLT publications and the dissemination of professional and policy information through RCLST publications, events and the website
  • the organisation of RCSLT events and attendance at events supported by the RCSLT.

Professional Development and Standards Board

The aim of the Professional Development and Standards Board is to create a consistent approach to:
  • the development of a strategy for pre- and post- registration education
  • the long-term plan for post-registration standards, education and training
  • ensuring that developments in clinical governance are fed into strategic plans
  • the development of a long-term plan for training and continuing professional development (CPD) for speech and language therapy assistants and support workers
  • the strategy for short courses to be run with other AHPs, or with external training providers
  • the RCSLT Research and Development Strategy
  • the strategy for speech and language therapy workforce development and planning
  • professional development audit processes and quality control standards
  • advice on income generation to support training and development
  • the development and maintenance of the RCSLT complaints policy and regulations to support its implementation.

Policy and Partnerships Board

The Policy and Partnerships Board will:
  • monitor the policy and partnerships function and make recommendations to Council for development/growth
  • set the values, principles, and processes in relation to defining, prioritising and managing external policy
  • determine with the Head of Policy and Partnerships specific policy issues that should be addressed by the RCSLT
  • work alongside the other RCSLT boards and Council to determine the prioritisation of strategic direction and policies
  • make recommendations on: the membership networks that need to be consulted with/or informed of a particular policy and identifying and prioritising strategic partnerships that need to be developed to enhance the quality and political power of policy responses.
  • advise the RCSLT on links between broad national and political agendas and the operational environment
  • inform the RCSLT of particular local or national issues or policies that may impact on the commissioning of speech and language therapy or pose a risk to professional standards.

Management Board

The Management Board will:
  • identify implications for speech and language therapy service managers of any changes, be they internal to the profession or externally driven by legislation
  • advise the RCSLT on the needs of managers
  • consult with managers on professional issues and keep the RCSLT informed of managers' views
  • advise the RCSLT on identifying management competencies and the training needs of managers
  • act as a link between the RCSLT and other relevant management bodies.