Healthcare Policy and Strategy Directorate
Patients and Quality
Division
T: 0131-244
5079
The Scottish
E:
[email address]
Government
Sir Graham Teasdale
Chairman
NHS Quality Improvement Scotland
50 West Nile Street
Glasgow G1 2NP
9 September 2009
Dear Graham
Thank you for your letter of 7 July in relation to the Scottish Health Council and
Health Improvement Scotland, and future governance arrangements.
These arrangements were considered by the independent review of the Scottish
Health Council,
Function and Form, published in November 2008, and are referred to
in the Action Plan, A
Form fit to Function, prepared by the Scottish Health Council.
The independent review was designed to review the structure of the Scottish Health
Council to ensure that it could maximise its effectiveness, and was focused primarily
on its management and organisational structures. As part of the work of the review,
it became clear that there was also a need to adapt and clarify the functions of the
Scottish Health Council to enable it to continue to contribute effectively to the
development of a mutual NHS, and patient focus and public involvement.
As you are aware, the Cabinet Secretary has recently approved the action plan,
including the revised functions of the Scottish Health Council to enable it to take
forward its role in the mutuality and
Better Health Better Care agenda, and new
organisation and management structures.
I would agree that this work has also raised important governance issues, and that
there will be a need for clarity about the arrangements that are to apply in relation to
the planned new scrutiny body, Health Improvement Scotland.
We would wish to see governance arrangements for the future that clearly reflect
and embed the importance of assurance and development of the mutuality agenda
at all levels in the NHS, and the continuing distinct identity of the Scottish Health
Council. The independent review report also recognised the opportunities for closer
linkage and integration between the work programmes of NHS Quality Improvement
Scotland and the Scottish Health Council.
We agree that some clarification
and development
of governance
arrangements
could be helpful to allow the Scottish Health Council to deliver its agreed functions
effectively, while at the same time ensuring proper accountability and integration with
NHS Quality Improvement Scotland work programmes.
I attach as an annex to this
letter what we see as the key principles of the governance relationship between NHS
Quality Improvement Scotland and the Scottish Health Council.
These principles would mean that:
•
While the Scottish Health Council should have a distinct identity, it is a sub-
committee of and accountable to the Board of NHS Quality Improvement
Scotland;
•
The Scottish Health Council will be accountable through the NHS Quality
Improvement Scotland Board for the delivery of its agreed functions and its
work programme;
•
The Scottish Health Council will submit an annual local delivery plan which
will be part of the NHS Quality Improvement Scotland local delivery plan;
•
The annual review of the Scottish Health Council will be conducted as part of
the annual review of NHS Quality Improvement Scotland.
You raise three
key points
in relation
to the creation
of Health
Improvement
Scotland:
•
Bringing together NHS QIS and SHC demands unified governance and
integration
in HIS, as must be the case for any future additions
I think the proposals we have set out above would provide a more unified approach,
while enabling the Scottish Health Council to deliver its functions effectively
•
User focus will be an important part of the work of Health Improvement
Scotland; its creation must be used to ensure that it is taken forward in
an integrated way, to avoid duplication,
incoherence and inefficiency
and to maximise benefit
Again I believe our proposals for greater integration address this issue
•
The "independence"
of Health Improvement
Scotland must be an
attribute of the whole organisation
It is important that NHS Quality Improvement Scotland itself and the Scottish Health
Council are seen as independent.
We welcome the work that is being done on
independence,
integration and identity within NHS QIS.
We believe our approach
would ensure the independence of the Scottish Health Council functions within NHS
Quality Improvement Scotland, and in future Health Improvement Scotland.
We would see these proposals as providing the basis for taking forward the business
model and governance
of the Scottish Health Council within Health Improvement
Scotland.
I hope this approach is helpful and meets the points you have raised.
With best wishes
ANDREW MACLEOD
SCOTTISH HEALTH COUNCIL:
GOVERNANCE
Key principles
•
The role and purpose of the Scottish Health Council is to deliver the agreed
functions of Community Engagement and Improvement Support; Participation
Review; and The Knowledge Network.
•
The structures and governance of the Scottish Health Council should support
these functions
•
Within these functions there is significant scope for integration of work
programmes with NHS Quality Improvement Scotland! Health Improvement
Scotland, and these should be pursued to the maximum extent possible
•
The Scottish Health Council will be a sub-committee of the Board of NHS
Quality Improvement
Scotland! Health Improvement Scotland
•
The Chair of the Scottish Health Council will be appointed by ministers, and
will be a board member of NHS Quality Improvement
Scotland! Health
Improvement Scotland
•
The members of the Scottish Health Council will be appointed by NHS Quality
Improvement Scotland! Health Improvement Scotland
•
The Scottish Health Council should have a distinct identity within NHS Quality
Improvement Scotland! Health Improvement Scotland to provide assurance to
patients and the public
•
The Scottish Health Council will be accountable to Scottish Ministers through
the Board of NHS Quality Improvement Scotland! Health Improvement
Scotland
Document Outline
