Council competencies outline the related knowledge, attitudes and abilities that affect each Council members role and has a significant impact on the performance of the Council as a whole.
In order for Council to fulfill its roles and be successful, it must together meet five overarching competencies: accountability, analytical thinking, leadership, community orientation and visionary and future orientation.
The competencies defined by Council are listed below as well as examples of their application within the context of Council’s work:
Accountability (active participation, reflective and willing to learn, commitment to organization)
Assuming responsibility to govern the CRNNS by being committed that all actions, decisions and policy are made in the public interest. Reflecting on and actively seeking the necessary knowledge for a solid understanding of self-regulation, governance, and the role of the Council and the CRNNS. Actively participates in Council activities through preparation for meetings; articulation of ideas; willingness to engage, participate at meetings and to debate in a constructive manner
Analytical Thinker (system perspective, strategic thinker)
The willingness and ability to address issues from a broad systems perspective while understanding the interaction between the parts of the whole. This includes being able to ask questions to determine the root cause of an issue, logically analyze the information required to determine potential solutions, explore and consider differences of opinion, make sound strategic decisions based on the best evidence in order to determine the strategic direction and positively govern CRNNS within its mandate.
Leadership (relationship building, team work, servant leadership)
Builds relationships within the Council, with owners, stakeholders and staff. Promotes teamwork and actively contributes to Council decision-making. Is open and respects diverse opinions and constructive disagreement and actively participates in group discussions to determine unity of purpose, reduce obstacles to board effectiveness and coach and develop new board members. Understands the board’s authority is that of the board as a group and that once a board decision is made, is willing to honour it even if he or she did not vote for it.
Community (Public) Orientation
Willingness and ability to connect with owners in order to understand the range and intensity of owners’ perspectives and make decisions on their behalf. Becomes familiar with the expectations, priorities and values of CRNNS owners and stakeholders. Seeks to become more knowledgeable about key issues affecting owners through input from the owners in order to make the best possible decisions and set CRNNS strategic direction on the owners’ behalf.
Visionary and Future Orientation (outward focused)
Demonstrates the capability and inclination to work on future focused issues by understanding the forces that are shaping health and healthcare. Proactively assists to shape the vision, future direction and positioning of CRNNS for long-term success, including setting the strategic direction, and the development and monitoring of policies.