Commitment, Competencies and Selection


When you agree to sit on our Board, you are making a special commitment as a volunteer. You fill an important role in ensuring our organization successfully delivers on our mandate to protect Nova Scotians through regulation of the province’s approximately 15,000 nurses.

As a Board member you are committed to the NSCN values that support us to be a purpose-driven regulator and demonstrate the following:. 

  • Accountability
  • Transparency
  • Integrity
  • Agility
  • Relational regulation


In order to continuously develop the skills and knowledge required to govern effectively, our Board follows a board competency model. This allows them to set the competencies needed based on what members believe are important skills, attitudes and knowledge to have in order to meet future challenges. This supports the Board to develop an effective process that attracts those who have the skills and knowledge that are essential to the success of the Board and their oversight role.

NSCN Board Competencies

  1. Public Orientation: The Board governs in the public interest. 
    1. Contributing to the development of policies that are in the public interest
    2. Connecting with the public to understand the range of public perspectives
    3. Seeking to be more knowledgeable about key issues affecting the public
    4. Becoming familiar with the expectations, priorities and values of the public and other stakeholders relating to nursing regulation
  2. Accountability: The Board is accountable to govern in the public interest to meet the Board’s legal and fiduciary responsibilities. 
    1. Being transparent in decision making
    2. Seeking necessary knowledge to fully understand self-regulation, governance and the role of the Board
    3. Participating in Board governance by being prepared for meetings, asking meaningful questions and fully debating issues
    4. Engaging in performance evaluation of self, the Board and CEO
    5. Interacting in a manner that is reflective of the Board values
  3. Leadership: The Board provides leadership by building relationships within the community and broader healthcare system and seeking to create positive regulatory change in the public interest.
    1. Fostering collaborative relationships within the Board, public, stakeholders and staff
    2. Promoting teamwork through consensus building and conflict resolution
    3. Respecting and honouring Board decisions
    4. Mentoring and coaching new Board members
    5. Embracing diversity and encompassing integrity and professionalism
  4. Analytical Thinking: The Board addresses matters analytically from a broad systems and strategic perspective in the public interest. 
    1. Asking questions to determine the root cause and transitioning complex issues into single and manageable components
    2. Logically analyzing the information required to determine potential solutions
    3. Actively seeking and considering differences of opinion
    4. Contributing to decision making based on evidence and experience; setting priorities and determining the strategic direction in the public interest through performance measurement
  5. Innovative: The Board stimulated new ideas and facilitates continuous improvement that is innovative, visionary and future-focused in the public interest.
    1. Understanding the trends that are influencing change in nursing and the healthcare system
    2. Proactively assisting to shape the vision, future direction and positioning of ONR for long term success

NSCN Board-Related Skills

  1. Experience working with a governance model (including but not limited to policy governance) to direct the actions and processes of the organization’s board of directors
  2. Experience working with financial principles and managing decisions related to budgets, etc.
  3. Experience using principles of risk assessment and management as they relate to governance of an organization 
  4. Experience recognizing how risks can impact the board and organization
  5. Experience working with relevant legislation, legal frameworks and procedures relevant to Board policies, protocols and rules
  6. Experience with strategic planning including setting of goals and objectives for the board and/or organization
  7. Experience with evaluation and performance management for the Board
  8. Experience with evaluation and performance management of individual board members
  9. Experience with evaluation and performance management for CEO
  10. Experience serving on standing or ad hoc committee(s) of CLPNNS Board or CRNNS Council
  11. Experience on other boards (member or chair/vice-chair roles)
  12. Positions held on CLPNNS Board or CRNNS Council