Enhancing Healthcare Together
Philosophy
The National Healthcare Enhancement Foundation believes a rquirement for effective Governance is a unrelenting commitment to a values that influence, shape and uphold ethical organizational conduct that puts the public’s interest ahead of all others. The Foundation’s culture, policies, structures and programmes, operating through transparent processes, all ensure that the organisation is managed in a manner that meets stakeholders’ expectations in enhancing the public health system via the support of philanthropic giving.
At the National Healthcare Enhancement Foundation we are committed and passionate about managing a highly efficient and effective public-sector agency of the Ministry of Health and Wellness that consistently delivers impactful donor support to the public health system while prudently handling fiscal resources and stewarding donor giving. In our relentless pursuit of our passion, the NHEF has:
- Clearly defined the organisation’s purpose and strategy.
- Optimised organisational efficiencies through organisational structures, roles, responsibilities and established processes.
- Implemented a disciplined month-end close process and a comprehensive Management Reporting package.
Governance Structure
Corporate Governance Policy
The National Healthcare Enhancement Foundation Corporate Governance Policy is a guide to ensure that the Board complies with good corporate governance principles and best practices to effectively achieve the Foundation's mandate and to ensure that the entity’s obligations to all its stakeholders are met. It outlines the corporate governance policies and principles adopted by the Foundation and is aimed to ensure the independence and transparency of the Board and also its ability to supervise management’s operations in an effective and efficient way.
| View Corporate Governance Policy Document |
Governance of the Foundation
The NHEF is governed by a Board of Management, which has been given the statutory mandate to assume responsibility for policy and overall leadership of the affairs of the Foundation. The Board through its Chairman works closely with the portfolio Minister of Government who has the power to issue general directions on matters of policy. The Board of Management operates following the guidelines set out in Foundations Articles of Association registered with the Companies Office of Jamaica and the Charities Act 2013 as well as the Corporate Governance Framework for Public Bodies. It has responsibility for the oversight, policy direction and administration of the affairs of the Foundation.
The Board will have between seven and nine members as appointed by the Minister with responsibility for the Foundation. The Board meets as often as necessary for the transaction of its business, with at least six meetings being held within each financial year. The Chairman or Deputy Chairman normally presides at meetings. The current board is comprised of nine members appointed by the Minister.
The Board will have between seven and nine members as appointed by the Minister with responsibility for the Foundation. The Board meets as often as necessary for the transaction of its business, with at least six meetings being held within each financial year. The Chairman or Deputy Chairman normally presides at meetings. The current board is comprised of nine members appointed by the Minister.
Responsibilities of the Chairman Corporate Secretary and Board Members
The Chairman is principally responsible for the effective operation and chairing of the Board and for ensuring that the information that it receives is sufficient to make informed decisions. He acts as a direct liaison between the board and management through the Executive Director. He also provides support to the Executive Director, particularly in relation to external affairs.
The Corporate Secretary is responsible for ensuring that Board processes and procedures are appropriately followed and support effective decision-making and governance. The Corporate Secretary is appointed by, and can only be removed by the Board.
Each Board member is expected to commit sufficient time for preparing and attending meetings of the Board, its Committees. Regular attendance at Board meetings is a prerequisite.
In-depth knowledge of the particulars of the NHEF’s business is vital for each board member in making informed and objective decisions. Management has responsibility for operational activities and Board members have responsibility for the general oversight of the Fund. The Directors have complete access to the Executive Director, the Corporate Secretary and any other member of management deem necessary.
Each Board member is expected to commit sufficient time for preparing and attending meetings of the Board, its Committees. Regular attendance at Board meetings is a prerequisite.
In-depth knowledge of the particulars of the NHEF’s business is vital for each board member in making informed and objective decisions. Management has responsibility for operational activities and Board members have responsibility for the general oversight of the Fund. The Directors have complete access to the Executive Director, the Corporate Secretary and any other member of management deem necessary.
Relevant Laws and Reports
As a government organisation that utilises taxpayer funds, the NHEF is subject to certain laws. These include:
- Charities Act, 2013
- Public Bodies Management and Accountability Act
- Financial Administration & Audit Act
- Access to Information Act
- Corporate Governance Framework for Public Bodies
The Fund is also required to submit several reports to various government ministries, departments and agencies. These include: - The Annual Report, which is due within 120 days of the end of the Financial Year.
- Quarterly Contracts Awards, which are submitted to the Office of The Contractor General on a quarterly basis.
- Quarterly Reports for Access to Information which are submitted to Ministry of Health and Wellness
- Quarterly Performance reports to the Ministry of Health and Ministry of Finance and the Public Service
- Monthly procurement reports, which are required by the Ministry of Finance & Planning under the Public Reporting System
Ethical Code of Conduct
Basic Guidelines
The following are the basic guidelines that should be followed in carrying out the general operations of the NHEF:
- Honesty and Fair Dealings
- Recordkeeping
- Nepotism and Employment of Relatives
- Conflict of Interest
- Confidentiality
- Compliance with Laws, Regulations, Policies and Procedures
- Fair and equitable treatment
- Safeguarding NHF’s assets
Contact our Board of Management
You may communicate with the members of the Board by writing to:
Mr. Damion Brown Board Chairman c/o National Healthcare Enhancement Foundation Limited 72B Hope Road Kingston 6 Communications may be distributed to all members of the Board or to any individual member of the Board, as appropriate, depending on the facts and circumstances. In that regard, the Board of Management advises that items that are unrelated to the duties and responsibilities of the Board should be excluded and will not be responded to. Such items include, but are not limited to:
- Spam
- Junk mail and mass mailings
- Product complaints or inquiries
- New product suggestions
- Resumes and other forms of job inquiries
- Sponsorship Requests
- Surveys
- Business solicitations or advertisements.
In addition, material that is unduly hostile, threatening, illegal, or otherwise unsuitable will be excluded; however, any communication that is excluded will be made available to any independent, non-employee director upon request.
