This is an HTML version of an attachment to the Freedom of Information request 'Francis report'.


 
 
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Tayside NHS Board 
King’s Cross 
Clepington Road 
DUNDEE 
DD3 8EA 
Telephone Number 01382 818479 
Fax Number 01382 424003 
www.nhstayside.scot.nhs.uk 
 
Date 
11 October 2010 
Mr Mark Aggleton 
Your Ref 
 
Scottish Government Health Directorate  
Our Ref 
ABW/DH/aw/1110 M Aggleton 
 
 
 
Enquiries to 
Sandy Watson 
By email: xxxx.xxxxxxxx@xxxxxxxx.xxx.xxx.xx  
Extension 71104 
Direct Line 
01382 424104 
Email xxxxxxxxxxx@xxx.xxx 
 
 
Dear Mr Aggleton 
 
REQUEST FOR COMMENTS ON THE ‘FUTURE APPROACH TO GOVERNANCE’ IN 
NHSSCOTLAND 
 
I refer to the correspondence received from Dr Kevin Woods and thank you for the opportunity to 
comment on the discussion document ‘Future Approach to Governance in NHSScotland’. 
 
NHS Tayside welcomes the fact that NHSScotland is looking at governance arrangements as the last 
substantive guidance on overall corporate governance was MEL(1994)80 which obviously precedes a 
number of important corporate governance developments including the adoption of Clinical, Staff and 
Information Governance for NHS Scotland as well as significant advances in corporate governance 
approaches in the private and public sectors and importantly the events in Mid Staffordshire NHS 
Foundation Trust. 
 
These events clearly deserve substantive discussion with the particular focus on whether governance 
arrangements in the relevant areas are adequate and effective. However these draft proposals linked 
to the NHSScotland Quality Strategy may have moved beyond their natural boundaries into wider 
questions of corporate governance, without necessarily providing a cohesive, comprehensive model 
of assurance and governance. 
 
In the discussion paper there are also a number of references to wider Corporate Governance issues 
which do not appear fully to reflect existing Corporate Governance guidance or linkages to other 
governance strands (i.e. Staff, Finance and Information), as well as some areas where the distinction 
between Corporate and Clinical Governance does not appear to have been drawn. 
 
Much of the paper relates to what has historically been described as Clinical Governance. Whilst 
there have been a number of recent developments including the introduction of the National Quality 
Strategy; the guidance relating to the role, remits and purpose of Clinical Governance Committees 
and indeed the fundamental purpose of Clinical Governance, has not been substantially amended 
since 1998. Any revision could also usefully set out the relationship between Clinical Governance and 
‘Care Governance’ as defined in Box A. 
 
In paragraph 3 there is an implication that current governance systems are neither risk-based nor 
proportionate. Risk management is an integral element of Corporate Governance and within the last 
year all NHS Boards have been specifically assessed by NHS Quality Improvement Scotland 
regarding their arrangements in relation to risk management. 
 
Cont/… 
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Headquarters 
King’s Cross, Clepington Road, Dundee DD3 8EA 
 
Chairman, Mr Sandy Watson, OBE DL 
Chief Executive, Professor Tony Wells 
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Mr M Aggleton 
-2- 
11 October 2010 
 
Paragraphs 6, 13 and Annex B seem to imply that the Quality Strategy rather than a holistic and 
comprehensive model of governance and assurance is the key driver of overall corporate 
governance. Annex B in particular demonstrates a focus on clinical assurance to the exclusion of 
assurance on all other governance strands. 
 
The final bullet point could be taken to imply that a clear governance and accountability framework is 
not already in place in NHS Boards. If so, this would appear to contradict the Statements on Internal 
Control provided by NHS Boards across NHS Scotland which were supported by a series of internal 
and external assurances. 
 
We have provided our response to you on the Mid Staffordshire NHS Foundation Trust situation 
which gives an overview of current local governance arrangements and includes the organogram of 
our current governance structure. 
 
In NHS Tayside we have already taken an important step to strengthen our approach to Governance 
across all the strands of governance by the development of an Integrated Good Governance Group. 
The purpose of this group is to provide assurance that NHS Tayside has robust integrated systems 
and processes across all governance strands and will provide assurance that NHS Tayside operates 
in terms of the Good Governance Principles from the Scottish Government. 
 
This overarching group has a membership that covers all of the governance strands and includes the 
Executive Leads from all of these areas along with Non Executive and partnership representation. 
The remit of the Integrated Good Governance Group is attached for information.  
 
We have also enclosed a copy of a report which was considered by Tayside NHS Board on  
26 August 2010 and outlines our ongoing work to underpin the NHSScotland Quality Strategy with a 
focus on the governance arrangement from Ward to Board. 
 
Please do not hesitate to contact the Board Secretary, Ms Margaret Moulton on   01382 424011 or 
email: xxxxxxxx.xxxxxxxx@xxx.xxx should you require any further information. 
 
Yours sincerely 
 
 
  
 
 
Sandy Watson OBE DL                                              Professor Tony Wells 
Chairman                                                                    Chief Executive
 
 
NHS 
Tayside 
      
 
NHS 
Tayside   
  
 
 
 
Enclosures 
 
1. NHS Tayside response to Mid Staffordshire NHS Foundation Trust situation 
2. NHS Tayside Board paper – Quality Strategy 
3. NHS Tayside Integrated Good Governance Group remit 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 

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