Graham Jukes outlines the proposals arising from the Chartered Institute's strategic review for members to consider and respond to

In June 1997, the Environmental Health Commission, in its report Agendas for Change, highlighted the need for closer integration between the policy strands that make up the current environmental health function. During and since, dramatic changes have occurred within local government, with the creation of unitary authorities, the coalescing of previously differing local authority service functions and the "modernising local government" agenda, creating more dynamic decision-making structures. Against this background of modernisation and change, CIEH Council considered that a strategic review of its decision-making structure and service provision was long overdue.

The strategic review of the governance structure was preceded by a value management study, which helped highlight key areas that needed to be addressed, particularly in relation to services for members. A review group was formed from among the trustees and a mission statement, aims, objectives and core values were agreed (see box). This led to the creation of a number of working subgroups which looked at the organisational issues that must be incorporated into any new way of working. All this was brought together and considered in March 2000 and recommendations adopted as to the future shape of the CIEH.

In accepting those recommendations Council has agreed a draft governance structure, together with a number of other significant changes to the way in which the CIEH operates. Before addressing the underlying service structure, Council is seeking the views of members to feed into the next stage of the change process.

Why Change?
The existing structure of Council has evolved over decades. The original model was based on local government political decision-making structures, with a general council and reporting technical service committees. Changes in size of membership; proportional representation; and charity law, have slowed down the decision-making process, leaving it less responsive to the requirements of the organisation, its wider charitable brief and the members it was designed to serve. It also fails to adequately address the need for "joined-up" policy making across committee functional areas.

The agreed draft structure addresses these and wider issues by releasing trustees to properly fulfil their representational role and giving wider powers of appointment and scrutiny. The smaller group of trustees in the Executive Board will address strategic level decision-making and delegation to subsidiary service boards and administration. The new board structure will allow better co-ordination between functional responsibilities and provide greater clarity and responsiveness in the work of the organisation.

Key Issues for Consultation
Mission: The revised mission statement, aims and objectives have been agreed.

Charity: The organisation will continue as a charity, concentrating on wider public and environmental health issues and providing services to members. Continuing as a charity brings considerable benefits and also obligations. The CIEH must primarily address its charitable objectives and only pursue and provide membership services where it is an essential element of the wider mission. In that context views are sought on what services you expect from the CIEH and the identification of any services that are currently not provided (or not provided well), that you believe would be of benefit.

Governance Structure: Council has adopted the draft structure, pending consideration of detailed reports by a structure working group. The group will consider in respect of the General Assembly, Boards and Officers; detailed terms of reference, functional job descriptions, a draft meeting timetable for 2001 and draft financial implications. The structure working group would welcome any views and comments from members.

Representation: The size of the Council (General Assembly) and formula for representation is to be reviewed two years after the instigation of the new (governance) structure. At present, members of Council are elected on a proportional representation basis of one representative for every 200 members in a centre. The role of Council members will alter under the new proposals; their current role as charity trustees being passed to a smaller executive board. The review process in two year's time will elicit views as to how members should additionally be represented on the General Assembly and whether a new system of election and representation would be more appropriate.

Specialist Groups: Within the proposed Technical and Professional Board, Council wishes to encourage the establishment of specialist groups to contribute to policy formulation, best practice and technical development. Examples of existing groups ie Hascog (health and safety co-ordinating group) and branch and centre groups are helpful illustrations in considering how such structures can be used.

The proposal to adopt a much more inclusive style in the development of policy formulation, encompassing existing specialist networks and groups, is key to ensuring the expertise of members is recognised and put to good use.Views are sought from members on the mechanics of such a proposal and how your branch, centre or specialist network might operate within this framework.

Policy Officers: Council will provide direct policy officer support to the decentralised government assemblies and the new London authority. Negotiations are to be held with the Northern Ireland Centre, the London Centre and the Welsh Centres on how this can best be achieved.

Support to Centres and Branches:
Council has resolved to provide support to existing centres and branches based upon the emerging boundaries of regional government, with centres and branches grouped together for administrative purposes as necessary. There are no proposals to change the existing centre and branch structure or make organisational changes to the Port Health and Commercial and Industrial centres. Council will investigate the provision and cost of regional paid support for members based on the emerging English regional government boundaries. Views on how such a system would operate most effectively would assist in the further development of this proposal. We are particularly interested in the perceived problems or advantages and how existing centres and branches may interact and operate within such boundaries.

Individual Chartered Status: Council will progress the application of individual chartered designation for members. A programme of work to provide a separate consultation exercise on this issue with members is underway. Principally the current Charter and Byelaws gives power to the Council to create the designation "chartered environmental health practitioner". Views will be sought in a dedicated consultation document on the benefits of such a designation for members. Provisional views from members in advance of these detailed proposals would be welcome.

Research Fund: Agreement has been given for the establishment of a research fund to generate environmental health research projects upon which to promote evidence-based policies and to demonstrate the value of environmental health interventions and their benefit in promoting public health. Work is underway to establish how such a fund could be created and administered. Views would be welcome on how individual members or research establishments would make use of such a fund.

THE WAY FORWARD
The strategic review to date has addressed some of the major changes that need to take place within the Chartered Institute's structure to make it more responsive and effective for the future. Key to the changes are a desire to be alive to the needs of members and for the inclusion of the expertise of members in the decision-making structures in a more extensive way than currently is the case. Member's views are sought on the proposals and particularly the relationship between the new governance structure and the existing centre and branch network, specialist and other groups.

Responses should be sent for the attention of Graham Jukes, Director of Professional Services by 11 September 2000.

MISSION

The mission of the CIEH is to maintain, enhance and promote improvements in public and environmental health

STRATEGIC AIMS

• Enhance health though improved physical environment, social environment and lifestyles, within a framework of sustainable development.
• Develop and maintain competent professionals.
• Provide membership services
• Secure good organisational management.

STRATEGIC OBJECTIVES
To enhance health by:

• undertaking, funding and encouraging research
• developing and promoting policy
• working with government and others
• promoting knowledge and understanding in order to improve physical and social environments and lifestyles.

To develop and maintain competent persons by:

• promoting and regulating the education and training of EHOs
• promoting and regulating the education and training of other environmental health practitioners
• promoting and maintaining high standards of professional practice and conduct.

To promote membership services by:

• providing support for members in their work
• promoting the value of EHOs
• promoting the value of other environmental health practitioners.

To secure good organisational management by:

• developing a skilled and motivated workforce
• ensuring sound finances
• achieving long-term continuous improvement through investment, innovation, change and empowerment
• pursuing quality, equality and value in all activities.

CORE VALUES
The CIEH is committed to:

• openness, fairness, honesty, trust, integrity, equality, equity and accessibility in all its dealings
• the pursuit of knowledge competence and excellence
• the pursuit of sustainable development
• working with and through others.