Action Plan
A Form fit to Function
Submitted to the Cabinet Secretary for Health and
Wellbeing and Minister for Public Health and Sport,
Scottish Government, following an Independent
Review of the Scottish Health Council
May 2009
1
Contents
1.
Introduction
3
2.
The Givens
7
3.
Analysing the functions
9
4.
The Functions
14
5.
Community Engagement & Improvement Support
15
6.
Participation Review
17
7.
The Knowledge Network
19
8.
Delivering the functions
21
9.
Existing organisational structure
24
10.
Proposed organisational structure
25
11.
Structure rationale
26
12.
Managing the change process
32
2
1. Introduction
1.1
The Scottish Health Council was established in April 2005 to ensure that the Patient
Focus and Public Involvement agenda was taken forward within the NHS in Scotland.
To achieve this it was set up with its own identity and with direct access to the Cabinet
Secretary for Health and Wellbeing, and a ministerially appointed Chairman. It is
hosted within NHS Quality Improvement Scotland (NHS QIS) who have responsibility
for governance, including employment of staff and providing support services. The
Scottish Health Council also has its own National Council, whose members are
appointed under the public appointments process, and ratified by the NHS QIS Board.
From the outset it was agreed that the Scottish Health Council would be reviewed
three years after it was set up.
1.2
The Scottish Government Health Directorates, the Scottish Health Council, and NHS
QIS commissioned the Scottish Council Foundation to carry out this independent
review and they published their Review report
Function and Form in November 2008.
1.3
The Minister for Public Health and Sport then asked the Scottish Health Council to
agree an Action Plan with NHS QIS and the Scottish Government Health Directorates
that addressed the recommendations made by the review. Developing this Action Plan
has involved discussion with all stakeholders including staff, National Council
members, NHS QIS Board, NHS Boards and the Scottish Government and it includes:
• redefining of Scottish Health Council functions to reflect the findings of the
Review report and discussions with stakeholders;
• key priorities for the Scottish Health Council for the future and, in particular,
developing and implementing the Participation Standard;
• arrangements for closer and improved collaboration with NHS QIS to make sure
we identify and use every opportunity to share resources and knowledge to
improve public and patient involvement and experience.
1.4
The Action Plan also recognises the need to work closely with the
Better Together
Programme funded by the Scottish Government.
1.5
Once the plan is approved by Ministers this will form the basis of a formal consultation
with staff to take place in the summer of 2009.
3
1.6
The Review
Function and Form contained a number of conclusions and recommendations and the
report can be accessed via www.scottishhealthcouncil.org1. The main theme of the
report was that the structure of the Scottish Health Council was “…impeding the efforts
of staff and was in need of reform.” It proposed that the organisation’s form should
more closely follow the functions, which should be accurately defined and located
appropriately within a revised structure. The Review report also found that the
geographical/regional structure, based on generic posts in all areas, had not assisted
the development of necessary specialist expertise. The Review report also agreed that
the direction of travel should continue to be that of transferring more resource into
development work areas, to assist NHS Boards improve their participation activities as
well as supporting the development of Public Partnership Forums. This direction of
travel had already been agreed with the Cabinet Secretary and noted as an action in
her letter following the Scottish Health Council Annual Review in October 2007.
Similarly the Scottish Health Council’s assessment activity should continue to evolve
into a proportionate and robust ‘quality assurance’ role, in keeping with the policy
approach outlined in the Scottish Government response to the
Crerar Review.2
1.7
In developing a response to the review report two key groups were set up:
• A
Staff Group made up of Scottish Health Council
and NHS QIS
staff along with
a trade union representative, met to discuss, inform and advise on organisational
issues such as the development of the Scottish Health Council functions and
associated structure; and
• A
Governance Group made up of members of the Scottish Health Council
National Council, the NHS QIS Board, the NHS QIS Executive Team, and the
Scottish Health Council Director. This Group considered options for the
governance of the Scottish Health Council as well as opportunities to improve
collaborative working on improving health care services, including patient and
public experience.
1.8
This work was underpinned and guided by discussion at the Scottish Health Council
National Council and the NHS QIS Board.
1.9
The Scottish Health Council National Council is of the view that to enable the
organisation to build on and strengthen its important development role – as outlined in
both Function and Form the review report and the Annual Review - it was necessary to
maintain the 14 local offices covering the geographical board areas. The Council also
reiterated its view that strengthening management capacity at National level is
essential to take the organisation forward and NHS QIS supports this view.
1 Web link to view
Function and Form is
www.scottishhealthcouncil.org/shcp/files/SHC08_Independent_Review_Report_Nov_2008.pdf
2 The Crerar Review web link: http://openscotland.gov.uk/Resource/Doc/198627/0053093.pdf
4
1.10
Function and Form noted that the present governance arrangements “had led to
complications in the presentation of the organisation’s role and raises questions about
lines of accountability”. The report also stated that “The status quo is a feasible option
for the future…”3 and that the current arrangements have presented no difficulty in
terms of the organisation meeting its responsibilities although maintenance of the
status quo depends on a consensus between SHC and NHS QIS that this is the right
option.
1.11 Both organisations will become part of a new health body – which is likely to be called
Healthcare Improvement Scotland (HIS) – and the Group was fully aware that the
governance arrangements for that body will be a matter for the Scottish Government
and Parliament. The Governance Group agreed on two principles:
• The distinct identity of the Scottish Health Council must be retained
• The profile of and focus on Patient Focus and Public Involvement (PFPI) must
remain high on the NHS Scotland agenda. It is encouraging that the policy is
increasingly supported by initiatives such as
Better Together, the patient
experience programme, the Scottish Government’s developing quality
improvement strategy and by the planned inclusion of the Participation Standard
in the NHS performance management system. PFPI needs to retain a high
profile if it is to take this agenda forward and it is essential that any new
arrangements did not dilute the momentum behind the policy.
1.12 They then considered 4 main options: maintaining the
status quo; establishing the
Scottish Health Council as an independent body; complete dispersal of the Scottish
Health Council functions within NHS QIS / HIS; and establishing the Scottish Health
Council as a component of HIS, retaining a visible identity and distinct role while
addressing the existing governance issues and exploiting opportunities for closer
integration.
1.13 In considering the Governance Group’s summary of the issues discussed, the Board of
NHS QIS recognised that there is an opportunity to work in partnership with the
Scottish Health Council while maintaining its unique identity and profile. They agreed
without dissent that, from their point of view, option 4 is the preferred way forward in
relation to governance of the Council.
1.14 The Scottish Health Council were unanimously of the view that the current
arrangement, namely the
status quo, which had worked well for the past four years,
could transfer quite readily to the new body.
1.15 Staff have responded enthusiastically to the challenge of designing a new structure,
and have participated in two ‘all staff’ events, inputting and discussing their ideas. We
have also received a number of written responses to the Review report from Local
Advisory Council members and NHS Boards.
3
Function and Form, page 6
5
1.16 The Staff Group held three meetings to consider the Action Plan and to input ideas and
suggestions. This Action Plan reflects to a large degree the discussion and the
consensus resulting from those meetings, and in particular, the description of the
functions on page 9 and the structure set out on page 24 are a direct output from that
group.
1.17 The Scottish Health Council and NHS QIS have developed and debated this Action
Plan in partnership with staff and trade unions, with the aim of further strengthening
PFPI across NHS Scotland and more widely in the public sector. We are committed
to working together with all stakeholders to achieve this.
1.18 In order to deliver the revised functional approach in this paper, our workforce will be
supported by a comprehensive training and development package. A revised structure
with improved communications based on web-based information sharing and clearer
functional line management arrangements will enable the organisation to develop
closer and more effective working with NHS Boards, Public Partnership Forums, and
other stakeholders. During the summer, we will engage in partnership dialogue with
NHS Boards to develop further detail and practical protocols for the Community
Engagement and Improvement Support and Knowledge Network functions. The
intention is to have the revised structure (the implementation phase) in place by
December 2009, subject to the successful implementation of our Organisational
Change Policy (see Section 10). As referred to above, discussions with staff, NHS
Boards, Public Partnership Forums and other stakeholders over operational aspects of
implementation of the new functions will be essential and it is planned to continue
these through the implementation phase until March 2010 in order to ensure the new
structure’s suitability and effectiveness for all stakeholders.
Richard Norris
Director
Scottish Health Council
26th May 2009
6
2. The Givens
2.1
The Action Plan needs to take account of the existing environment and present a
reasoned argument for change within certain constraints.
2.2
On that basis, the following are ‘givens’, which are taken to underpin the consideration
of the Action Plan and the creation of a new organisational structure for the Scottish
Health Council.
• Our quality assurance role of effective and meaningful PFPI in Scotland will continue
• Our development / support role will continue
• The development of the Participation Standard will be central in any new
assessment approach
• NHS Scotland policy stipulates that, in relation to organisational change, there
should be no compulsory redundancies
• There are no new resources and therefore any changes have to be financed within
our existing budget
• There is a case for major reform set out in
Function and Form
• The new organisation, in whatever form, will constitute a part of the new HIS body
to be established in 2011.
2.3
In addition the following represents ‘assumptions’ made by the Director in formulating
this plan, based on feedback from the National Council and other stakeholders:
• The local office network will continue to operate
• All senior manager posts should combine both operational and strategic
responsibilities, and there should be no gaps in terms of responsibility for the
organisation’s activities
• There should be a move away from separate regional focus towards the
establishment of functional teams with national responsibilities wherever possible
7
• There is a need for a communications strategy and delegated management
responsibility to deliver improved internal and external communications
• Volunteers / public input is essential, but this can only be given meaningful
consideration after we have developed a plan that takes us forward in terms of
function and definitions.
• Training for both staff and volunteers must be a strategic priority, and reflected in the
allocation of responsibilities in the senior management team, and elsewhere within
the structure. An appropriate organisational development plan will be produced to
deliver the changes, providing ongoing support and training for all staff to enable
them to take on and build expertise and confidence in the new roles.
8
3. Analysing the Functions
3.1
The Scottish Health Council was established with three main functions, defined as
Assessment – independently assessing the performance of NHS Boards in delivering
patient-focused services and ensuring public involvement
Development – supporting the development of good practice in patient focus and
public involvement
Feedback – ensuring that patients, carers and the public are able to make their views
on health services known
3.2
In practice, the organisation had found that the Feedback function was an integral part
of Assessment and Development and
Function and Form agreed with that view.
3.3
Function and Form however proposed that the functions of Assessment and
Development be further analysed and defined as follows:
• There should be separation of the assessment and development functions locating
separate teams to deliver each from within the National Office
• Assessment of ongoing participation activities by NHS Boards should be
undertaken on a longer assessment cycle, and there should be closer collaboration
with NHS QIS where appropriate
• There is an opportunity for the Scottish Health Council to develop approaches to
assessing NHS Board performance in relation to particular themes on all Scotland
basis, referred to here as ‘thematic assessments’
• The local offices should engage in ‘validating’ NHS Board self-assessments rather
than producing their own assessments
• Assessment of NHS Boards’ consultation activities around major service change
should be led by an expert national team
• Development can be ‘demand-led’, based on a ‘menu’ of development options and
matching guidance for NHS Boards, Public Partnership Forums and others
• Equally, Development can be ‘supply-led’, based on identifying priority development
actions arising out of self-assessments and the cycle of assessment reviews
9
• The Scottish Health Council should lead a Research and Development function for
Participation / patient involvement. A new framework, based on the concept of a
‘knowledge hub’, should be created in partnership with external stakeholders.
The work of the hub would draw on expertise available among NHS practitioners,
health service academics and other public and community involvement experts.
3.4
The policy landscape has changed significantly regarding ‘scrutiny’ of public service
organisations with the publication of the
Crerar Report and the Scottish Government
response to this report. There is a strong emphasis on ‘proportionate’ and
independent scrutiny and assessment, and removing duplication and overlap where
different agencies are assessing the same organisation at different times. There is
also a strong emphasis on self assessment, and using longer assessment cycles, with
annual assessments only where absolutely justified.
3.5
We are also aware of the emerging agenda on community planning and the increasing
development of joint working between Community Health Partnerships and Local
Authorities. Any organisation that has a ‘scrutiny’ role is also expected to
demonstrate strong links between this role and ‘improvement’. It is significant in this
regard that the new healthcare scrutiny organisation to be established in the light of the
Scottish Government response to
Crerar is to be called ‘Healthcare Improvement
Scotland’ (HIS).
3.6
In the light of these developments and following discussions with all stakeholders, it is
proposed that the organisation’s functions be redefined as follows:
•
Community Engagement and Improvement Support
•
Participation Review
•
The Knowledge Network
3.7
Community Engagement and Improvement Support
The use of the term ‘Community Engagement’ is to ensure that the focus is rightly on
engaging with communities, broadly understood and it is intended that Public
Partnership Forums are a ‘major player’ in this respect. The term ’Community
Engagement’ encompasses both supporting NHS Boards to engage effectively with
communities and our own direct engagement with communities – which is essential if
we are to be able to carry out our functions. The term ‘Improvement Support’ is
intended to capture the development agenda – but switching the emphasis on
supporting NHS Boards to improve, rather than ‘developing’ NHS Boards – which
could carry the implication that NHS Boards do not carry primary responsibility for
developing and improving their approach to PFPI.
3.8
Community Engagement under this heading would include validating with local
communities that NHS Boards have involved them meaningfully in producing their self-
assessments for the new Participation Standard. This would be for pragmatic reasons,
and there is explanation of this point later in this document (under paragraph 6.6).
10
3.9
This function would also include the Service Change team – given its ‘cross over’ role
in combining both the provision of advice and guidance, and evaluating whether NHS
Boards have demonstrated adherence to relevant guidance in their engagement and
consultation activity. Whilst a case can be made for separating the ‘advice and
guidance’ role from the ‘evaluation’ role relating to service change, on balance it is felt
that it would be better to concentrate this expertise and knowledge in a small national
team, thus ensuring consistency both in the advice given to NHS Boards and in the
assessments provided. Local offices would be primarily engaged with local
communities and would be able to provide valuable intelligence and information to the
Service Change Team, but it would be members of the team who would work directly
with NHS Boards in this area.
3.10
Participation Review
The Participation Standard, currently being developed, will become the principal
means of assessing how well NHS Scotland is involving patients and the public in the
design and delivery of services. The Participation Review function would therefore
focus on assessment using the Participation Standard, and ensuring a consistent
national approach. The review approach is likely to include national assessments
based on review team visits and peer review reports. The exact delivery of the
national assessment of the Participation Standard is currently under discussion with
NHS QIS and NHS Boards, and local community and public organisations will also
have the opportunity to input views and suggestions. The Participation Review staff
would necessarily have to work closely with our Community Engagement and
Improvement Support staff in ensuring that Participation Standard self-assessments
and reviews were conducted robustly and consistently across Scotland.
3.11 This function would also provide ‘thematic’ reviews in areas where it was felt that a
‘snap shot’ pan-Scotland view was required, e.g. an update thematic review could
assess progress across Scotland in providing opportunities for members of local
communities to participate in Public Partnership Forums, or review patient involvement
in Managed Clinical Networks. The Scottish Health Council sees considerable potential
for this function to add value to our understanding of progress in implementing PFPI in
different areas; identifying gaps and good practice and informing training and
development activity. However, these reviews would be provided on an occasional
basis rather than being a regular item, as the Participation Standard and our
assessment approach should capture most of the important areas.
3.12 A separate role (but falling within the Participation Review section) would be the
provision of secretariat and support services to Independent Scrutiny Panels set up as
required by the Scottish Government. It is important to state that the delivery of
scrutiny would remain with the Independent Panels and would not be the direct
responsibility of the Scottish Health Council. The Scottish Government provides
separate financial resource for the secretariat and support service and the organisation
welcomes the opportunity to further explore and develop the synergies between the
processes of the Independent Scrutiny Panels and those of the Scottish Health Council
in relation to service change.
11
3.13
The Knowledge Network
Function and Form stressed the importance of creating what was referred to as a
‘knowledge hub’ to support ‘demand-led’ development by NHS Boards, Public
Partnership Forums and other stakeholders.
It described its focus as being “…learning from practical experience, research and
evaluation evidence to improve PFPI activity. Good practice in public involvement from
other sectors, in Scotland, the UK and relevant international examples should be
highlighted and collaborative links built where appropriate.”4
3.14 The Knowledge Network function incorporates this concept. Its function will be to
provide a ‘gateway’ service for NHS Boards; ensuring that good practice and
experience is shared; enabling the development of new approaches; facilitating the
production of guidance, standards and good practice statements, and supporting NHS
Boards in demonstrating adherence to these. This function will also contribute to policy
development, information dissemination, and national engagement. We will be working
closely with NHS Boards, Public Partnership Forums and other stakeholders in
developing more details and protocols for the delivery of this new function.
3.15 There is already in existence various guidance on participation and involvement and
the Participation Standard currently in development (led by the Scottish Health
Council) will be based on and developed from those existing resources. However, the
function would influence and, where appropriate lead on, the production of guidance,
standards and good practice statements where appropriate and necessary in the
future. This could include, for example, good practice guidance on the development of
Public Partnership Forums. The function would draw in experts from both within and
outside the Scottish Health Council, as well as working in partnership with interested
parties.
3.16 The Knowledge Network would consist of contacts and practitioners both working ‘at
the coalface’ within the Scottish Health Council, but also practitioners in NHS Boards,
community organisations and other stakeholders. It would be important to ensure links
with other parts of the public sector, and practitioners beyond Scotland. Such multi-
agency contact would be one way in which this function would relate to the broader
participation network.
3.17 The existing ‘Evolving Practice’ website and newsletter would be a key output and
means for disseminating information and sharing practice, as part of the Knowledge
Network.
3.18 NHS Boards, Public Partnership Forums and other groups would be able to contact the
‘knowledge network’ to obtain advice, up to date information and direction to other
organisations / knowledge sources as appropriate. The service would be provided via
posts based in the National Office (e.g. Information Officer, Patient Focus Officers,
etc.) but may be referred to other specialists in the organisation as appropriate.
4
Function and Form Page 69
12
Where necessary, callers may be referred to external experts (e.g. in NHS Boards or
other organisations). Ongoing training and support will be provided to the staff directly
involved in the gateway service, to ensure that stakeholders receive up to date and
relevant information, tailored to their needs.
3.19 These three areas of activity – the multi-agency contact, the Evolving Practice website,
and the Gateway Service – would comprise the Knowledge Network – and involve
developing and maintaining a network of contacts, knowledge and ideas for the further
improvement of participation and involvement practice.
3.20 Over the past four years, the Scottish Health Council has significantly influenced the
development of policy relating to participation and involvement. This input to policy
development and the provision of policy updates to staff, members and other
stakeholders will now be explicitly recognised in the new structure in a dedicated policy
post. The Head of Policy will ensure the organisation continues to make a full
contribution to the development of the participation and involvement agenda.
13
4. The Functions
O
verlapping circles
Community
The
Knowledge
Participation
Engagement and
Improvement
Network
Review
Support
14
5. Community Engagement and
Improvement Support
• Proactive and tailored support for NHS Boards
• Community development support
• Identifying support needs
• Facilitating multi-agency working
• Sharing practice, networking and research
• Supporting Boards with good practice, guidance and standards relating to involving
people in service change
• Skills and knowledge development
5.1
The first function is that of Community Engagement and Improvement Support. One of
the key points raised by the Independent Review was the need to identify and
demonstrate a nationally consistent approach to the issue of Development, and
working with NHS Boards and Public Partnership Forums to deliver improvement
within their PFPI activities. There is a clear opportunity to introduce a more proactive
and effective approach. The key issues identified through the Participation Review
process would become the shared objectives for both NHS Boards and the Community
Engagement and Improvement Support function, as set out in the concept of ‘supply-
led development’ in
Function and Form.
5.2
The scope of this function is highlighted in the bullet points above, with the
organisation offering credible and consistent support to NHS Boards and Public
Partnership Forums with a geographically dispersed staffing resource available to
support community development, facilitate multi-agency working and knowledge share,
and provide practical assistance in improving stakeholder skills and experience. This
function will work closely with the Knowledge Network to ensure that good quality and
up to date knowledge is shared. We will be working closely with NHS Boards and
Public Partnership Forums in establishing this function, feedback will be obtained on a
regular basis to ensure that the function is meeting the needs of stakeholders. Training
and support will be provided to staff to ensure they are equipped with the skills and
knowledge necessary for the delivery of this role.
5.3
A key task for local offices would be to establish clear links with Community Planning
Partnerships and other Community Engagement Groups – to avoid duplication and
enable shared learning and development. Public involvement is a key priority not just
for health but for the whole of the public sector and the Scottish Health Council can
play a pivotal role in ensuring that a broader perspective informs the progress made by
the public sector in Scotland as a whole.
15
5.4
The experiences and best practice gained from the work of this function would be fed
into the development of guidance and standards, thereby ensuring that a continuing
cycle of improvement is secured. The emphasis with this function, as with the other
two, is on collaboration and partnership working with NHS Boards and all other
stakeholders to deliver an inclusive and comprehensive process of improvement that
guarantees effective public participation in the development of health services.
5.5
It is envisaged that Community Engagement and Improvement Support staff would be
based throughout the organisation’s offices across Scotland, with a national
management reporting structure in order to ensure consistency of approach and equity
in support.
5.6
The majority of local staff would be involved in the delivery of this strategic function.
This would represent a clearly defined role for local offices which would become more
‘community facing’, and specifically focus on:
• Providing support to the development of Public Partnership Forums
• Working with ‘seldom heard’ groups to ensure they have the same opportunities to
engage and influence NHS Scotland services as other groups
• Engaging with Community Planning Partners to ensure that opportunities for
participation are maximised, and duplication is minimised
• Facilitating and sharing best practice locally
• Engagement with other groups of importance to the whole health promotion and
healthy living agenda, for example young people and working people, delivered
through links with colleges, trade unions, professional associations, etc.
5.7
However, it should be noted that local staff will still need to maintain strong links with
Community Health Partnerships and NHS Boards to continue to build their local
knowledge and remain effective in their provision of guidance to local Forums and
Community Groups.
16
6. Participation Review
• Participation Standard review
• Validation of NHS Boards Participation Standard self-assessment
• Evaluation of NHS Boards engagement and consultation activities on service change
• Thematic reviews
• Secretariat and other relevant support for Independent Scrutiny Panels
6.1
The new functional approach continues with the establishment of Participation Review.
Over the past two years, NHS Boards have moved to a self-assessment approach
relating to their PFPI activities, which has been broadly viewed as the appropriate way
forward. NHS Boards’ self-assessment approach incorporates community verification
and this will continue, with communities verifying the NHS Boards’ own audit of their
practices using the new Participation Standard currently being developed. However,
there remains a clear need for the Scottish Government to have access to an
independent view as and when required not just on straightforward PFPI issues, but
also in terms of service change and the consistent (and effective) application of PFPI
principles across Scotland relating to specific NHS activity, both clinical and non-
clinical, such as cancer care, diabetes, patient information, patient capacity building
etc. (i.e. thematic reviews).
6.2
There also continues to be an intermittent need for secretariat and support services to
be provided to Independent Scrutiny Panels as requested by the Scottish Government.
These need to be put in place and deliver reports to an extremely tight timescale. As
noted earlier, the content of Scrutiny Panel reports would be determined by the Panels,
and are not part of the function of the Scottish Health Council.
6.3
The Participation Review function would address the key aspects highlighted in the
bullet points above, by taking forward the guidance and standards put in place and
applying it to NHS Boards’ activities. A key role will be played by the Participation
Standard enabling NHS Boards to audit their participation activities. Through our
validation and performance review activities we will be able to monitor and bring
national consistency to the use of this Standard. Through the instigation and
publication of thematic reviews, the organisation would be able to provide the Scottish
Government and the general public with accurate information and comment on the
consistency of PFPI across specific NHS services. This work would then feed the
Community Engagement and Improvement Support function with key areas of focus
and development priorities in order to work collaboratively with NHS Boards and
secure positive change.
6.4
The term ‘Participation Standard Review’ refers to the development of an approach
similar to that used by NHS QIS in relation to the assessment of NHS Boards’
performance against clinical standards. This involves assessment by a peer group and
/ or a visiting review team. We will be discussing with NHS QIS how that approach
could be modified and adapted for the Participation Standard.
17
6.5
The term ‘validation’ refers to an agreement that an NHS Board has adopted an
acceptable process in agreeing a self-assessment with its communities, Public
Partnership Forums and other stakeholders. It does not imply we have agreed with the
contents of the report. However, we would still need to develop robust validation
approaches to ensure a consistent approach across Scotland.
6.6
The term ‘evaluation’ is recognised as a much stronger endorsement than ‘validation’,
signifying our agreement that the NHS Board has complied with the standard
necessary, e.g. agreement that an NHS Board has carried out a major service change
consultation programme in accordance with Scottish Government guidelines.
6.7
Given the nature of the function’s activities, it is envisaged that validation of NHS
Boards’ ongoing PFPI activities would fall to the local staff and the Community
Engagement and Improvement Support function, but performance assessment by peer
review would be facilitated and led by a national team which would also guarantee
consistency of approach across Scotland. Evaluation of service change consultations
would fall under the responsibility of the Head of Operations, as the small national
team charged with this role would need to work closely with local staff. It is intended
that service change consultation will be included under the Participation Standard, and
this area will be closely linked to guidance issued separately by the Scottish
Government, given that NHS Boards have particular responsibilities when developing
and consulting on options for major service change, which require Ministerial approval.
The Scottish Health Council has a distinct role in relation to major service change, in
providing a report giving assurance that the NHS Board in question has demonstrated
adherence to the guidance. This will therefore remain a separate activity for the
Scottish Health Council as part of the Participation Standard.
6.8
Therefore, for very practical reasons, although the Participation Review should be
thought of as a separate function, some of its elements will fall within the Community
Engagement and Improvement Support section of the organisation.
18
7. The Knowledge Network
• A centre for the exchange of knowledge, support, development and ideas
• Producing guidance and standards
• Influencing guidance and standards
• Dissemination of standards and guidance
• Influencing the development of national policy
• Policy into practice
• Identifying good practice
• Good practice statements
• The expertise centre where knowledge is shared and developed
• Facilitating national networks
• Focussing on research, policy development, information management and events
• Providing a named contact for Boards to give them access to expertise
• Horizon scanning – both UK and internationally
• Generating a ‘national’ view, and being a unique centre for sharing and comparing
cutting edge practice
7.1
Along with the new functions of Community Engagement and Improvement Support
and Participation Review is a third function - the Knowledge Network - although this
function is seen as integral to the other two and to some extent where they overlap
(as per the diagram on page 14).
7.2
Since the Scottish Health Council came into existence in 2005 the organisation has
worked in an incremental fashion to establish best practice in PFPI through the
publication of guidance and shared standards and facilitates stakeholder access to
such practice. The production of participation guidance, standards and other forms of
‘best practice’ advice will clearly remain an important role for the organisation. The
expertise and knowledge that comes from Community Engagement and Improvement
Support and Participation Review will both be needed to inform the development of
guidance and standards. Clearly the importance of involving external stakeholders,
particularly members of the public and NHS Board professionals, cannot be
overstated.
7.3
This function also delivers an internal focus by providing our own staff with readily
accessible expertise and best practice to enable them to work more effectively within
communities across Scotland, with a consistent evidence-based approach. The
Knowledge Network will focus on developing robust communication channels both
internally and externally in order to support the achievement of shared objectives. The
intention here is for the creation of a ‘gateway’ for NHS Boards and community
organisations to access up to date guidance and good practice examples, and provide
direct access to specialist expertise.
19
The Network would also exist in a ‘virtual’ form, through the networking and links that
would be built up. Importantly, not only would this Network need to be closely linked
with other knowledge resources (e.g. the NHS QIS hub), but also those in other
organisations working in the same area – e.g. Audit Scotland (who have a role in
assessing how well local authorities carry out involvement activities) and the Social
Work Inspection Agency. Equally the Scottish Health Council Knowledge Network
would need to harness and develop the practical skills and experience of our own staff
and voluntary members, who will often be developing ‘cutting edge’ knowledge in this
emerging area. Training and development plans will be created and monitored to
support staff in delivering this key activity.
7.4.
There is an important policy component to the Knowledge Network. The Scottish
Health Council has been a key national player in the development of PFPI policy and
practice over the past four years and this function would incorporate, in an explicit
form, that policy contribution. This role would include issuing briefing papers to staff
and stakeholders on policy developments, maintaining a ‘watching brief’ (horizon
scanning) on policy development both in the UK and internationally and ensuring that
our views, based in our own evidence and feedback, are available to inform policy
makers.
7.5.
With a combined remit of developing guidance and standards, sharing knowledge and
good practice, and policy development, the Knowledge Network function is ideally
placed to build on the solid record of conferences and seminars that have been
organised by the Scottish Health Council over the past four years. These events have
been very much welcomed and have received very positive feedback from all
stakeholders and will continue to be a key output for the restructured organisation.
20
8. Delivering the functions 8.1
Taking into account the valuable feedback gained from the Scottish Health Council’s
staff and other stakeholders, considerable thought has gone into devising a
recommended organisational structure that fully translates the identified functions into
a practical application.
8.2
The inclusive process leading up to the publication of this Action Plan produced a
number of suggested structures, each with their own individual merits. The proposed
structure on page 24 represents the best of those suggestions, combining a fresh look
at how the organisation is managed, by moving away from national / regional splits,
employing careful application of our existing staff numbers and talent and, most
importantly, ensuring that organisational form follows function. For ease of reference,
the existing structure is provided on page 23.
8.3
An important principle in developing a new structure was to ensure better lines of
communications with NHS Boards, enabling them to have named contacts able to
provide specialist expertise. Under this new structure for example, NHS Board
practitioners would have direct contact with the Service Change team to discuss public
involvement in service re-design. Another example would be if NHS Board
practitioners required information on other international approaches relevant to a
specific project, they would be able to get in touch with the Knowledge Network team.
A third example would be if an NHS Board practitioner was seeking guidance on using
the Participation Standard, they could achieve this by directly contacting one of our
Performance Analysts. Finally, if an NHS Board was looking for alternative
approaches for linking into community planning structures, or looking to refresh their
own Public Partnership Forum strategy, they could obtain information from the
Community Engagement and Improvement Support team in their local area.
8.4
Function and Form recommended a consolidation of our local office network, creating
seven area offices in place of the 14 local offices. It was proposed that staff in areas
currently served by a local office would work from home or ‘hot desk’ at NHS Board
premises. The National Council had serious concerns about this recommendation, and
felt that rather than improving communications it would greatly hinder the cohesion of
working within a national organisation. Staff, trade unions and other stakeholders
agreed that this recommendation carried a significant risk to our ability to engage with
and develop local community contacts across Scotland. Therefore, this
recommendation has not been taken forward at this time. Instead this Action Plan sets
out a structure for staff that enables more flexible working in expert teams, whilst
continuing the local office network, and in so doing, ensuring our ability to obtain local
feedback and input as part of our community engagement role.
21
8.5
The issue of how we meaningfully involve members of the public in the delivery of our
functions will need to be addressed as a matter of urgent priority as soon as the
structure has been agreed. The importance of public involvement in scrutiny /
improvement organisations was emphasised by Crerar:
“The needs and priorities of service users and the public must be the prime
consideration in all external scrutiny. The public is the ultimate beneficiary of external
scrutiny. As such, it is crucial that it is closely involved in both decisions about the use
of scrutiny and any scrutiny activity.”
The Crerar Review (2007)5
8.6
Following the Crerar Review the Scottish Government set up the User Focus Action
Group to provide Ministers with broad proposals for improved user focus in the work of
scrutiny bodies. In their report the Group identify seven broad features of user focus in
scrutiny, and say that they expect all scrutiny bodies to show how they are involving
users, where they can, under each of these seven features. A key priority therefore for
the Scottish Health Council will be to demonstrate that the organisation not only
complies, but complies in an exemplary way, to these features. The seven features
identified by the User Focus Action Group are:
1. an organisational commitment to user involvement recognising the value added by
overcoming barriers for the users and maximising involvement opportunities;
2. user involvement in the scrutiny body governance structures;
3. user involvement in the design of scrutiny activity;
4. user involvement in delivery of scrutiny;
5. user involvement as members of scrutiny teams (informing evaluations and
judgements through first-hand activities);
6. accessibility of their scrutiny findings in reports that are easy to read and
understand; and
7. when the scrutiny body has a direct role in helping service providers improve, that
the scrutiny body is supporting user involvement in subsequent improvement
action.6
8.7
An earlier group looking at how to develop and improve our own public participation
structures and volunteer input, using our Local Advisory Council Members, was
established and chaired by the Scottish Health Council Chairman. This group was put
in abeyance for the duration of the Review. This group will be reconvened and the
majority of members will be drawn from our current Local Advisory Council
Membership. A strategy will be developed to take forward our public involvement for
the newly restructured organisation, based on the seven tests.
5 The Crerar Review web link: http://openscotland.gov.uk/Resource/Doc/198627/0053093.pdf
6 www.scotland.gov.uk/Topics/Government/PublicServiceReform/IndependentReviewofReg/ActionGroups/UFAGReport
22
Direct line
management
9. Scottish Health Council
responsibility
Existing organisational structure
Chairman
Influencing
responsibility
including setting
PA to Chairman
of timescales
and Director
and expectations
Director
in conjunction
with relevant line
manager
Regional Manager
Regional Manager
Regional Manager
Assessment and
Development
Corporate Projects
(North)
(East)
(West)
Feedback Manager
Manager
Manager
(Secondment)
Regional Officers
Regional Officers
Regional Officers
Information
Press Officer
(North)
(East)
(West)
Researcher
Officer
(NHS QIS)
Local Officers
Local Officers
Local Officers
Patient Focus
Human Resources
(North)
(East)
(West)
Officers
Advisor (NHS QIS)
Events & Publicity
Management
Officer
Accountant
(NHS QIS)
Administrators
Administrators
Administrators
Administrator
Administration
IT
Co-ordinator (PFT)
(NHS QIS)
23
10. Scottish Health Council
Chairman
Proposed organisational structure
PA to Chairman
National Office
Direct line
and Director
Administration Staff
management
Director
responsibility
Influen
cing
respon
sibility
includin
g setting
Head of
Head of
of times
cales
Operations
Policy
and expectations
in conjunction
with relevant line
manag
er
Service
Community Engagement
Planning and
Knowledge and
Change
and Improvement Support
Performance
Networks
Manager
Manager
Manager
Manager
Service Change
Area Managers
Performance
Information
Advisors
(Community Engagement)
Analysts
Officer
Patient Focus
HR and Organisational
Local
Development Advisor
Officers
Officers
(NHS QIS)
Administrators & Clerical
staff
Press Officer
(NHS QIS)
Events
Co-ordinator
Management Accountant
(NHS QIS)
Community Engagement and Improvement Support
Participation Review
The Knowledge Network
Corporate and / or NHS QIS
24
11.
Structure Rationale
11.1 Taking all the aforementioned factors into consideration, the organisational structure
proposed by this Action Plan represents what the Scottish Health Council considers to
be the optimal approach to consolidating the PFPI advances that have been made
across Scotland in the past four years, while also addressing the key development
needs of the organisation highlighted by
Function and Form and in our on-going
discussions with key stakeholders. A major additional consideration has been the
need to have a robust structure in place to help support NHS Boards with the practical
implementation of the emergent Participation Standard.
11.2 The proposed structure has started from functional first principles and from this has
developed into a form which has been arrived at through an extensive process of
engagement with our own staff and stakeholders. The proposed changes are
deliverable within existing resources, and we are confident that the proposed structure
will enable the organisation to meet the aspirations set out in
Function and Form;
better able to demonstrate nationally consistent and robust approaches; an
approachable, bespoke service for NHS Boards based on small expert teams; and
effectively and flexibly harnessing the skills and talents of all our staff.
11.3 The current Scottish Health Council structure has a Director line managing five direct
reports. These direct reports split between national and regional responsibilities and
while many achievements have been made, it is felt that this has been in spite of the
current structure rather than because of it. In keeping with the identified functions in
mind, the proposed structure sees the Director with three direct reports as follows:
Director
PA to
National
Chairman and
Office Admin
Head of
Head of
Operations
Policy
11.4 The
Head of Operations role in effect takes lead responsibility for the Community
Engagement and Improvement Support function while also managing evaluation
activity relating to NHS Boards’ Service Change efforts from the Participation Review
function. This role, which will have the largest staff management responsibility, will
also lead on the validation of NHS Boards’ PFPI work (from Participation Review) and
the ongoing management of the organisation’s volunteers.
25
11.5 The
Head of Policy role leads the Knowledge Network function. The post
responsibilities include; leading the on-going development of participation guidance
and standards through the co-ordination of both internal and external expertise; and
the Performance Assessment / Peer Review and Thematic Assessment parts of
Performance Review. This role also takes overall responsibility for corporate
management activity, the ongoing relationship with the NHS QIS support functions,
communications strategies (both internal and external) and the secretariat support for
the Independent Scrutiny Panels process as required by the Scottish Government on
an
ad hoc basis.
11.6 Both of these posts are key strategic roles, attending National Council meetings with
the Director, and deputising as appropriate in the Director’s absence. The Head of
Operations is seen as the most senior appointment after the Director given their
substantial staffing and delivery responsibilities.
11.7 The
PA to Chairman and Director will take responsibility for the delivery of a
integrated administrative service in the National Office, which will also involve the
direct line management of the other administrative staff.
11.8
The
Head of Operations has the following line management responsibilities under the
proposed structure:
Head of
Operations
Community Engagement
Service
and Improvement
Change
Support Manager
Manager
Area Managers
Service Change
(Community
Advisors
Engagement)
Local
Officers
Administrators &
Clerical staff
26
11.9 The
Community Engagement and Improvement Support Manager will lead on the
identified functional responsibilities as well as line manage a team of
Area Managers
(Community Engagement) from across Scotland. The Area Managers will come from
the current Regional Officer community. They in turn will line manage the existing
group of Local Officers who will have a strong community-facing focus.
11.10 The
Local Officer post title will remain unchanged. However, as will be clear from
everything contained within this Action Plan, there will be changes to aspects of the
Local Officer role. The vision for Local Officers is that their enhanced community
engagement role will continue to include working on many of the functions carried out
by the organisation. In larger areas where there are a number of Local Officers, some
specialisation may be necessary or desirable. Skills and experience will be used
flexibly across the organisation regardless of geographical location to ensure that the
organisation gets full benefit from the talents of our Local Officers and that postholders
feel they are given the opportunity to contribute in as many ways as possible.
11.11 The
Service Change Manager will lead on the service change aspects of the
Participation Review function and line manage a team of three
Service Change
Advisors populated from the existing Regional Officer community. It is envisaged that
each Service Change Advisor will be based in a respective region (North, East and
West). They will have influencing responsibility on the Local Officers and will discuss
support requirements with the respective Area Managers as and when required.
11.12
Administrators in the new structure will continue largely with their present duties.
There will need to be a flexible approach to ensure effective administrative support, not
just to the managers and Local Officers but also to the Service Change team and other
specialist teams as appropriate.
27
11.13 The
Head of Policy has the following line management responsibilities under the
proposed structure:
Head of
Policy
Knowledge and
Planning and
Networks
Performance
Manager
Manager
Information
Performance
Officer
Analysts
Patient Focus
HR and Organisational
Officers
Development Advisor
(NHS QIS)
Press Officer
Events
(NHS QIS)
Co-ordinator
Management Account
(NHS QIS)
11.14 A new post of
Knowledge and Networks Manager is created as part of the new
structure taking lead responsibility for the development of the Knowledge Network and
the building of appropriate national networks in relation to PFPI. This post will also
take forward the ongoing development of participation guidance and standards. The
post will line manage the
Information Officer, the
Events Co-ordinator and the three
Patient Focus Officers who will all have amendments made to their respective job
descriptions to ensure fitness for purpose and consistency with the expectations and
objectives of the Knowledge Network. The posts described in this paragraph will
constitute the core staffing of the Knowledge Network. These staff will work closely
with colleagues both within and external to the Scottish Health Council, and will
operate the gateway service for NHS Boards, Public Partnership Forums and other
stakeholders.
28
11.15 The new role of
Planning and Performance Manager, reporting directly to the Head
of Policy, will ensure the organisation takes a proper, considered and strategic view of
its work plan and the on-going achievement of objectives through effective resource
planning.
This post has Senior Management Team lead responsibility for the independent review
of Boards’ Participation Standard reports, which will require close and regular working
with NHS QIS and NHS Boards. The Planning and Performance Manager will also
manage the recruitment and training needs of our volunteers. In addition this post will
be responsible for liaising with NHS QIS over their provision of shared services such
as HR, Finance and IT and how they successfully interact with the Scottish Health
Council going forward.
11.16 Another development is the creation of
Performance Analysts roles who will report
directly to the Planning and Performance Manager. Given that NHS Boards are
focused on their own self assessment of PFPI activity, the traditional ‘assessment’ role
of the Scottish Health Council has diminished. However, there remains a clear need
for the Scottish Health Council to provide a more focused performance review role in
relation to the Participation Standard. The postholders will need to work closely with
other staff involved in the validation of NHS Boards’ Participation Standard self-
assessment reports. These postholders would also be responsible for the delivery of
national thematic reviews. Administrative support will need to be provided both by the
national office administrative staff and administrators in local offices as required.
11.17
Function and Form identified serious issues with the IT tools provided to Scottish
Health Council staff. The difficulties in providing an integrated IT infrastructure (arising
from the provision of a range of 14 different IT systems in different Board premises)
has inhibited the ability of staff to share up to date information. This can be rectified
with a web based solution and this structure provides a clear managerial responsibility
(via the Head of Policy) for ensuring that staff are provided with adequate IT tools for
the future. A clear definition of requirements will be developed to assist this work.
11.18
Function and Form also highlighted the need for the Scottish Health Council to focus
on its own organisational development as a key priority. Given the size of the
organisation, a dedicated stand-alone post would not be realistic, and given the
synergies that exist between HR and organisational development we believe that both
disciplines can be integrated into a single post, based on the existing HR Advisor role.
Therefore, a new
HR and Organisational Development Advisor role will be
established, remaining part of the NHS QIS HR Unit, but working exclusively for the
Scottish Health Council. The success of this Action Plan will greatly depend upon the
organisational development and staff training plans devised and implemented by this
postholder. The Planning and Performance Manager will provide full support, and
strategic leadership on the Senior Management Team on this issue.
29
11.19 As the Head of Policy and Performance Review will also lead the organisation’s
communications strategy – both internal and external – it will be necessary to review
the
Press Officer role, which like HR is currently offered to the Scottish Health Council
on a shared service basis by NHS QIS. Given the vital importance of a robust
communications approach, the existing Press Officer remit and communications
strategy will be reviewed in order to deliver maximum benefit and contribute to a more
effective communication process.
A gap in the existing management structure has been identified in relation to
communications and this will be addressed by providing the Head of Policy with a clear
mandate for both internal and external communications.
11.20 The secretariat support for Independent Scrutiny Panels falls under the Head of Policy
but we cannot at this stage be prescriptive or create a dedicated post for this as the
future workload is uncertain. Independent Scrutiny Panels are created on an
ad hoc basis by Scottish Government and costs incurred by the Scottish Health Council in
providing support are met separately. However, it is envisaged that the current practice
of using seconded staff to provide a secretariat service under the supervision of an
appropriate senior manager will continue.
11.21 It is important to state that all of the organisational change described here will be
funded from our existing resources. It should be appreciated that minor changes or
variations may be required following further discussions with stakeholders. The
Scottish Health Council and NHS QIS will continue to work closely on the further
development and implementation of this plan.
30
12. Managing the change process 12.1 The change process will follow the NHS QIS Organisational Change Policy and
Procedure which was agreed in principle by the Partnership Forum Policy Sub-Group
in November 2008.
12.2 It should be noted that whilst there is potential for additional costs relating to job
bandings, this is not envisaged. However, we will be in a position to know the true
picture once all jobs have been through the appropriate Agenda for Change process.
Because we do not have extra resources, we may have to revisit the recommended
structure if new bandings do create financial pressures.
12.3 Once the Action Plan has gained approval from the Scottish Government, a full
consultation document will be prepared including the following information:
• Introduction
• Current organisational position
• Driver for change (including all internal and external factors)
• Proposed changes to function, structure and roles with accompanying rationales
• Indication of how these changes might impact employees
• Suggested timescales for consultation and implementation, subject to agreement
and amendments
12.4
It is envisaged that the content of this Action Plan will form the majority of the
full consultation document.
12.5
Consultation period and process
There will then follow an agreed period of consultation commencing with the circulation
of the consultation document to all staff.
12.6 The agreed period of consultation will be arrived at in conjunction with the Director,
Scottish Health Council, the NHS QIS Employee Director and the NHS QIS Head of
Human Resources.
12.7 All staff will be offered an individual interview with their line manager and trade union
representative (if desired) to enable further discussion and understanding of how the
change will affect them. A representative from the HR Unit will also be included in this
process. The aims of the individual interview will be to:
• Discuss the implication that the change will have on the employee
• Explain the reasons for the change
• Allow any concerns to be raised and discussed thoroughly
• Ascertain the employee’s views and aspirations
• Discuss options that may be available and any employee role preferences where
relevant
• Identify any training needs as appropriate.
Further individual interviews will be arranged with employees as required.
31
12.8 When the agreed consultation period has concluded, a further open meeting may be
offered to explain the agreed approach to be taken, taking into account any additional
feedback received during the consultation. In all events, a letter will be drafted to all
affected employees from the Director, Scottish Health Council. The letter will include:
• Details of the change, taking into account any feedback received during the
consultation period
• Information about how the change will affect the individual employee
• The process to be followed in implementing the change (including any relevant
notice periods)
• A reference to any rights the employee has in terms of protection of earnings
• A recognition of the stressful nature of any change process and an expression of
thanks for their involvement
12.9 The letter will also include additional relevant information such as job descriptions,
organisational structure charts, and the Knowledge and Skills Framework (KSF) post
outline as per the result of the individual interviews with affected employees.
12.10
Restructuring
Affected employees will then go through the restructuring process with a view to
moving into entirely new roles or amended roles via sole candidacy (‘slotting in’) or
limited competition (‘ring-fencing’) as appropriate.
12.11
Appointments to posts will be made based on employee suitability measured by
an appropriate, transparent and fair assessment process. Selection criteria will
be set against a clear person specification, the relevant KSF post outline and in
accordance with the NHS QIS Equal Opportunities and Diversity in Employment
Policy and the NHS QIS Recruitment and Selection Policy.
12.12 Where an affected employee is unsuccessful in securing a position via sole candidacy
or limited competition, steps will be taken to seek suitable alternative employment
elsewhere within NHS QIS and, potentially, the wider NHS Scotland.
12.13 Posts which remain unfilled at the end of the restructuring process will become
available to application from other NHS QIS employees. Any posts that remain unfilled
will be advertised externally, and subject to open competition.
32
12.14
Affected posts – senior management
The Action Plan envisages the abolition of the following posts in the Scottish Health
Council senior management structure:
• Regional Manager
• Assessment and Feedback Manager
• Development Manager
Current substantive employees in the above posts will be ‘ring-fenced’ as the initial
candidates for the following new posts:
• Head of Operations
• Head of Policy
• Community Engagement and Improvement Support Manager
• Service Change Manager
• Planning and Performance Manager
• Knowledge and Networks Manager
In the event of any initial candidate being unsuccessful, the organisation will endeavour
to find a suitable alternative post as previously described.
12.15 Although it might appear that Senior Management Posts are increasing from 5 to 6,
this is not the case. The Scottish Health Council agreed at its National Council meeting
in April 2008 to create a new substantive post of Head of Policy and Projects – to add
capacity and deputise for the Director as required – in addition to the existing 5 posts.
However, this was ‘put on hold’ pending the independent review process. The Senior
Management Team currently contains a secondee with the title of Corporate Projects
Manager.
12.16
Affected posts – middle management
The Action Plan envisages the abolition of the following posts in the Scottish Health
Council middle management structure:
• Regional Officer
• Researcher
Current substantive employees in the above posts will be ‘ring-fenced’ as the initial
candidates for the following new posts:
• Area Manager (Community Engagement)
• Service Change Advisor
• Performance Analyst
As before, in the event of any initial candidate being unsuccessful, the organisation will
endeavour to find a suitable alternative post as previously described.
33
12.17
Affected posts – others
Subject to Agenda for Change review, the following posts in the recommended
structure:
• Information Officer
• Patient Focus Officer
• Events Co-ordinator
• Local Officer
• PA to Chairman and Director
• Administrator (both Local and National)
• HR and Organisational Development Advisor
• Press Officer
are deemed to be substantially similar to existing posts and therefore, existing
postholders will be considered as the natural successors to these posts and will
become the sole candidates for the positions. Appointments to the posts will be
subject to employee suitability measured by an appropriate, transparent and fair
assessment process. Even though these posts are deemed ‘substantially similar’
training and support will be provided to enable staff to meet the new requirements of
these posts linked to the revised functions and structure.
As before, in the event of any sole candidate being unsuccessful, the organisation will
endeavour to find a suitable alternative post as previously described.
12.18
Timescales
All timescales regarding the consultation and implementation of the new organisational
structure will be agreed between the Director, Scottish Health Council, NHS QIS
Employee Director and the NHS QIS Head of Human Resources upon approval of this
Action Plan by the Scottish Government. Assuming that Scottish Government approval
is given by end of June 2009 the new structure should be in place by December 2009
subject to the organisational change process.
The indicative timescale would be:
June 09
Scottish Government gives approval
July 09
Development of job descriptions and ‘sign off’ by Scottish
Health Council and NHS QIS of Implementation Plan
Aug / Sep 09
Formal Consultation with staff
Oct – Dec 09
Implementation including recruitment into new posts
Sep – Mar10
Discussion with Boards and Public Partnership Forums on
implementation of new functions
34
The Scottish Health Council will engage in partnership dialogue with NHS Boards and
Public Partnership Forums on developing more detail and protocols around the
Community Engagement and Improvement Support and Knowledge Network functions
and engage with NHS QIS and other relevant stakeholders over proposed approaches
to reporting on NHS Boards’ progress and self-auditing against the Participation
Standard.
12.19
Evaluation of Action Plan implementation
It will be necessary for the Scottish Health Council to review the changes once they
have had time to embed, in order to be satisfied that the organisation’s and the
Scottish Government’s, objectives have been met.
35
