12. Governance and Management

12.1.1. ‘Governance’ refers to the direction, oversight and overall control. Key aspects of governance include

a) an effective leadership that establishes and promotes the organisation’s purposes, strategic direction, behaviours and culture; and;

b) clear and transparent arrangements for key-decision making, risk management, performance monitoring and assurance, based on a board's structure.

12.1.2. ‘Management’ refers to the coordination of the development, implementation and operational delivery of RDN services and functions.

12.2.1. As noted in Section 4 ‘Overall principles and structure of the NIHR RDN’, the RDN will act as a single organisation comprising 13 constituent elements: the 12 RRDNs and the RDNCC. Each constituent element is provided by a legal entity. Each of these ‘host organisations’ have an individual service contract with DHSC, the form of the contract being defined in the RDN Contracts Framework. Therefore, ‘internal’ management arrangements are required in each host organisation to ensure that the organisation fulfils its contractual obligations and complies with the contractual provisions.

12.2.1.1. The RDN operates a joint leadership model. The RDN Board will set the RDN’s direction, define and amplify RDN culture, approve strategies and plans (including financial plans) and ensure consistency of RDN services and functions at national and regional levels.

12.2.1.2. Membership of the RDN Board will consist of the RDN Executive Director, RDNCC Directors, the RRDN Network Director from each of the 12 RRDNs, and representatives from DHSC policymakers. 

12.2.1.3. The RDN Board is central to the joint leadership model; however the principle of ‘joint leadership’ and by extension ‘joint working’ will apply to all areas of RDN governance, management and operations. 

12.2.2. The RDN Operations Board will oversee the day-to-day delivery of RDN services and functions. It will take status reports and performance reports from RDN Service Delivery Groups and RDNCC / RRDN Management Groups, identify risks, issues and mitigations, and areas for improvement in efficiency and effectiveness. The Operations Board will act as a forum for oversight of the operational status of both the RDNCC and RRDN Management functions. 

12.2.2.1. Membership of the RDN Operations Board will include DHSC (as required), the relevant RDNCC Directors, RRDN Strategic Development Directors, relevant RDNCC Heads of Service.

12.2.3. The RDN Strategies Board will oversee the development and delivery of RDN strategies. It will sign-off draft strategies for submission to the RDN Board, coordinate their implementation, monitor progress, and identify corrective action as required. It will also maintain strategic oversight of the RDN Portfolio of studies, informed by reports from RDN Specialty and Setting Development Groups.

12.2.3.1. Membership of the RDN Strategies Board will include the relevant RDNCC Directors, RRDN Strategic Development Directors, RRDN Operations Directors, relevant RDNCC Heads of Service and DHSC.

12.2.4. Each RDN-wide service / function will have a dedicated, standing Service Delivery Group. Each group will coordinate the day-to-day delivery of the service / function and drive the continuous improvement of the service / function in pursuance of effectiveness and efficiency.

12.2.4.1. Membership of a Service Delivery Group will include relevant RDN operational staff.

12.2.5. Strategic Programme Boards will provide oversight and key decision making for RDN strategic programmes. The programmes, and therefore the boards, should have a defined output and be time-limited.

12.2.5.1. Membership of a Strategic Programme Board will include DHSC (as required), a programme sponsor, relevant RDN staff, external partners and stakeholders.

12.2.6. Specialty and Setting Development Groups will provide a forum for the RDN functions / services and members of the Specialty or Setting to review national and regional health and care intelligence to consider the future development of capacity and capability for research delivery within the particular Specialty or Setting.

12.2.6.1. Membership of a Specialty and Setting Development Group will include the National Specialty or Setting Lead, regional specialty and setting leadership, relevant RDN staff particularly from the Strategic Development, Research Delivery, and Life Sciences, Partnership and Growth Directorates, and external stakeholders.

12.2.7. The role of National Specialty and Setting Groups will be to create national ‘communities of practice’ which provide the specialist intelligence essential for the success of the RDN. These groups will provide a national forum to share good practice, successes, opportunities and challenges.

12.2.7.1. Membership of a National Specialty or Setting Group will include relevant RRDN Regional Research Specialty or Setting Leads, relevant RRDN-based Specialty or Setting Support Team, and relevant RRDN staff members.

12.3.1. The RRDN function must be organisationally separate to the Host Organisation’s R&D Department, and the Trust’s R&D Director cannot be the Nominated Executive Director for the RRDN.

12.3.2. The purpose and membership of the RRDN Management Group and RRDN Stakeholder Group will be confirmed and shared when available as an update to the relevant RDN POF Support Page.

12.3.3. Provide RRDN Host Organisation corporate support services for RRDN management as set out in the Governance and Management RDN POF Support Pages. 

12.3.4. Maintain an RRDN Management Team as set out in the Governance and Management RDN POF Support Pages, to include:

• RRDN Director

• RRDN Strategic Development Director

• RRDN Operations Director

• RRDN Health and Care Director - Medical

• RRDN Health and Care Director - NMAHP

12.3.5. Maintain excellent working relationships and information sharing between the RRDN Management Team, and the RRDN Host Organisation Finance Department. This relationship management is a primary responsibility of the RRDN Management Team.

12.3.6. Maintain a fully executed contract with each Delivery organisation using the applicable form of sub-contract as included within the DHSC / RRDN Host Organisation contract.

12.3.7. Maintain an RRDN Business Continuity and Disaster Recovery Plan, and test this plan a minimum of once per year.

12.3.8. In keeping with the Working Operating Principle of the NIHR of ‘Inclusion’ (section 5.5.) the RRDN Host Organisation and the RRDN Management Team are expected to support the NIHR Research Inclusion Strategy, and related initiatives to address under-served communities. This includes the embedding of processes and understanding related to EDI and research inclusion into the culture of the RRDN, and supporting a diverse workforce.

12.4.1. The DHSC Contract Management Board for the RDNCC is purely a contractual monitoring and reporting mechanism against the RDNCC contract.

12.4.1.1. The terms of reference and membership will be decided between DHSC and The University of Leeds.

12.4.2. The University of Leeds will convene a Supplier Oversight Group as the internal oversight board for the RDNCC contract. Meeting 4 times per year, its main purpose will be to ensure that the Supplier (i.e. the University of Leeds) is providing all facilities, support and guidance necessary for excellent delivery of the specified contracted services.

12.4.2.1. The terms of reference and membership of the Supplier Oversight Group is not prescribed by the RDN Board.

12.4.3. The RDNCC Management Board will coordinate and oversee the day-to-day functioning of the RDNCC.

12.4.3.1. The terms of reference and membership of the RDNCC Management Board is not prescribed by the RDN Board, however there is a requirement to be in place and functioning. Board business should include finance, personnel, premises and facilities, performance, operating status, risks and issues, incident management and business continuity. 

12.5.1. Additional supporting information, including Governance and Management reporting lines, is available in the Governance and Management RDN POF Support Pages.