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

LOTHIAN NHS BOARD COMMITTEES SHOWING REMITS AND BOARD MEMBER REPRESENTATION ON COMMITTEES (SEPTEMBER 2010) 
(* mandatory Committees) 
 
 Pat Murray 
Finance & 
Staff Governance 
 
Audit 
Healthcare 
Service Redesign
Remuneration
Primary & 
Mutuality & 
Pharmacy 
Performance 
Committee * 
Committee * 
Governance & 
Committee * 
Committee * 
Community 
Equality 
Practices 
 
Review Committee 
Risk Management 
Partnership 
Governance 
Committee * 
 
Committee * 
Committee 
Committee 
 
 
 
Re  
mit: To scrutinise the 
Remit: To support the 
Remit: To investigate any 
Remit: to provide assurance 
Remit: To provide strategic 
Remit: To discuss and review 
Remit: To maintain an 
Remit: Provide leadership 
Remit: to consider new 
creation of a culture within 
activity within its terms of 
to the Board that the quality 
direction for service 
the overall performance of 
overview of the work of 
and agree the strategic 
 
Board’s finances, both 
applications by community 
Revenue and Capital, and 
the health system, where the 
reference; to seek any 
of care in NHS Lothian is 
modernisation; to support 
NHS Lothian in relation 
CHPs/CHCP (including 
direction to develop and 
pharmacists for the inclusion of 
 
ensure that corrective actions 
delivery of the highest 
information it requires from 
person-centred, safe, 
and encourage constant 
principally to the Local Health 
hosted services), monitoring, 
deliver mutuality, equality 
their names in the 
are taken whenever needed; 
standard possible of staff 
any employee and all 
effective, equitable and 
evolution in service delivery 
Plan and the Accountability 
developing and determining 
and diversity and spiritual 
pharmaceutical list, in 
 
to scrutinise the Board’s 
management is understood 
employees are directed to co-
maintained to a high 
through modernising 
Review; take an overview of 
the strategic direction where 
care, and pay due regard to 
accordance with the National 
operational performance (our 
to be the responsibility of 
operate with any request 
standard; to provide 
structures, processes and 
the Performance 
pan-Lothian co-ordination 
Human Rights Legislation; 
Health Service (Pharmaceutical 
ser  
vice to the Lothian 
everyone working within the 
made by the Committee; to 
assurance to the Board that 
capabilities to match the 
Management and Pay 
and collaboration is required 
ensure implementation of the 
Services) (Scotland) 
 
community), and as with 
system and is built upon 
obtain outside legal or other 
NHS Lothian meets its 
medium term needs of 
arrangements for Senior 
in order to achieve service 
relevant directives and other 
Regulations 1995, as 
finance to ensure 
partnership and collaboration. 
independent professional 
responsibilities with respect 
patients. 
Managers currently in place 
redesign or other outcomes. 
instruction from the Scottish 
amended. 
im  
provements are made when 
The Committee will introduce 
advice and to secure the 
to:- Information Governance, 
 
within NHS Scotland and 
To act as a facilitator for the 
Government; assure the 
 
needed; to ensure a better 
structures and processes 
attendance of outsiders with 
Infection Control. Protection 
 
review the implications for 
CHPs/CHCP in a number of 
delivery of Board strategies 
 
re  
porting link between our 
which assure that this is 
relevant experience and 
of Vulnerable People 
 
NHS Lothian of any changes 
areas including: being a 
to promote this agenda and 
 
fin  
ancial inputs and our 
happening by: monitoring, 
expertise if it considers this 
including children, adults, 
 
in the guidance; ensure all 
forum for:-discussing issues 
give direction to future 
 
service delivery: i.e., what is 
evaluating and approving 
necessary; to provide 
offenders, Clinical Policies 
 
staff are treated appropriately 
of common interest to 
strategy. 
 
 
the Board delivering to the 
strategies and 
assurance to the NHS Board 
including Medicines 
 
and in accordance with the 
CHPs/CHCP; developing 
 
 
community for the budget that 
implementation plans; 
that NHS Lothian acts within 
Management and clinical 
 
national guidance; review and 
strategic dialogue where pan-
 
 
it re 
ceives?; related to that, to 
supporting any policy 
the law, regulations and code 
documentation; to approve 
 
endorse the objectives of the 
Lothian co-ordination and 
 
 
con  tinually review the value 
amendment, funding / 
of conduct applicable to it and 
any organisational policies, 
 
NHS Lothian Executive 
collaboration is required; 
 
 
for money and efficiency that 
resource submission to 
that an effective system of 
procedures, protocols, 
 
Directors on an annual basis; 
considering complex issues 
 
 
 
the Board is achieving in 
achieve the staff governance 
internal control is maintained 
guidelines or tools on behalf 
 
receive and approve the 
to develop a common 
 
 
service delivery, and how it 
standard and will be 
 
of the Board, in order to 
 
annual performance 
approach; transmission of 
 
 
 
compares with other similar 
responsible for the timely 
 
discharge the this remit; to 
 
assessments for the NHS 
good ideas, innovative 
 
 
org  
anisations across the UK.; 
submission of all the data 
 
undertake any other work 
 
Lothian Executive Directors; 
service developments and 
 
 
on behalf of the Board to 
required as part of the 
 
necessary to provide 
 
receive reports on the pay 
best practice; considering 
 
 
revi  
ew business cases as 
performance and 
 
assurance to the Board on 
 
implications for the NHS 
pan-Lothian strategies for 
 
 
they progress through the 
accountability framework. 
 
matters within its remit; to 
 
Lothian Executive Directors 
hosted services; discussing 
 
 
for  
mal approval procedures 
 
 
draw to the attention of the 
 
and ‘sign off’ the 
resource allocations and the 
 
 
and   produce clear   
 
Board any matters which may 
 
corresponding pay uplifts; 
achievement of equity; 
 
 
recommendations to the 
 
 
affect the performance of the 
 
receive and approve the 
considering the strategic 
 
 
 
Board; to review the impact of 
 
 
NHS Board. 
 
annual performance 
contribution of resource 
 
 
CHP’s, Royal Edinburgh & 
 
 
 
 
assessments for all other staff 
transferred programmes; 
 
 
 
Associated Services (REAS) 
 
 
 
 
employed on Executive Level 
promoting consistency of 
 
 
 
on the Board’s overall 
 
 
 
 
grades or protected Senior 
approach and quality service 
 
 
performance and efficiency; to 
 
 
 
 
Manager grades 5 and above 
standards; enabling ‘peer 
 
 
im  
prove the quality of 
 
 
 
 
and ‘sign off’ the 
scrutiny’ where new 
 
 
information and proposals that 
 
 
 
 
corresponding pay uplifts; 
issues/proposals can be 
 
 
 
come to the full Board, and 
 
 
 
 
note the annual performance 
discussed and tested 
 
 
thu  
s enable more strategic 
 
 
 
 
assessments and 
amongst colleagues; 
 
 
and better informed 
 
 
 
 
corresponding pay uplifts for 
discussing key issues 
 
 
 
discussions at full Board level; 
 
 
 
 
those staff employed on the 
involving University Hospitals 
 
 
to provide opportunities to 
 
 
 
 
Transitional Grades 1-4 until 
Division (UHD), Royal 
 
 
em  
bed the necessary 
 
 
 
 
such times as these staff are 
Edinburgh Hospital and 
 
 
cor  
porate behaviours into the 
 
 
 
 
covered by Agenda for 
Associated Services (REAS), 
 
 
organisation; to monitor the 
 
 
 
 
Change; provide regular 
and Primary Care 
 
 
Discipline Committees 
perf ormance of the University 
 
 
 
 
reports to the Staff 
Contracting Organisation 
 
 
for FHS Practitioners * 
Hospitals Division 
 
 
 
 
Governance Committee to 
(PCCO); considering pan-
 
 
 
 
 
 
 
 
allow them to validate the 
Lothian aspects of 
 
 
 
 
 
 
 
 
work of the Remuneration 
Community Planning and 
 
 
Medical Discipline Committee 
 
 
 
 
 
Committee; review and give 
matters relating to health 
 
 
Dental Discipline Committee 
 
 
 
 
 
 
final approval to exit 
improvement. The 
 
 
Ophthalmic Discipline 
 
 
 
 
 
packages for a Chief 
Committee will, on behalf of 
 
 
Committee 
 
 
 
 
 
 
Executive, Executive 
the Board, have overall 
 
 
Pharmaceutical Discipline 
 
 
 
 
 
 
Director/Director or where the 
responsibility for the 
 
 
Committee 
Members: George Walker 
 
 
 
 
costs of the package exceed 
governance of the discharge 
 
 
Joint Discipline Committee 
(Ch  
air) 
 
 
 
 
£200,000 
of disciplinary responsibilities 
 
 
 
Jack Aitchison 
 
 
 
 
 
regarding the Independent 
 
 
 
Eddie Egan 
 
 
 
 
 
Contractors / Family Health 
 
 
Mo  
rag Prowse 
 
 
 
 
 
Service Practitioners. 
 
 
Stephen Renwick 
 
 
 
 
 
 
 
 
 
Peter Johnston 
 
 
 
 
 
 
 
 
Alison Tierney 
 
 
 
 
 
 
 
 
 
Bob Anderson 
Members: Eddie Egan 
Members: Stephen Renwick 
Members: Pat Murray (Chair)  
 
 
 
 
 
Doctors Support 
 
Iain Whyte 
(Chair) 
Acting Chair); 
Eddie Egan (LPF) 
MembersJohn Savill (Chair) 
Members: Charles 
Members: Robin Burley 
Members: Julie McDowell 
Members: Jack Aitchison 
Scheme Assessment & 
Charles Winstanley 
Jack Aitchison 
Theresa Douglas  
Richard Williams 
Alison Tierney (Vice Chair) 
Winstanley (Chair) 
(Chair) 
(Chair) 
(Chair) 
Evaluation Panel 
Ja  
mes Barbour 
Bob Anderson 
Eddie Egan  
Morag Prowse 
Pat Murray 
Bob Anderson (CHP) 
Bob Anderson (CHP) 
Theresa Douglas 
Peter Johnston (Vice Chair) 
Susan Goldsmith 
Robin Burley 
Pat Murray 
Alison Tierney 
Paul Edie 
Eddie Egan (CHP) 
Theresa Douglas (CHCP) 
Stephen Renwick 
 
University
Al  
an Boyter 
John Cochrane 
John Cochrane 
Richard Williams 
Charles Winstanley 
George Walker 
Eddie Egan (CHP) 
Alan Boyter 
 
C
 
harles Swainson 
Theresa Douglas 
Billy Peacock  
Iain Whyte 
James Barbour 
One non-Executive Board 
Billy Peacock 
Melanie Hornett 
 
Jackie Sansbury 
Julie McDowell 
 
 
Susan Goldsmith 
member vacancy 
Iain Whyte (CHP) 
Alison McCallum 
 
Robin Burley (Chair) 
 
One non-Executive Board 
Iain Whyte 
 
 
Alison McCallum 
 
 
 
 
 
member vacancies 
Charles Winstanley 
 
 
Brian Montgomery 
 
 
 
 
 
Alan Boyter 
 
 
Jackie Sansbury 
 
 
 
 
(* attends when available) 
 
 
 
Charles Swainson 
 
 
 
 
 
 
 
Melanie Hornett 
 
 
 
Organ Donation 
 
 
 
 
 
 
 
 
 
 
 
 
Committee 
 
 
 
 
 
 
 
 
 
 
University
Meets
 
 
 
 
 
 
 
Meets
6 times per year 
Meets
Meets
Meets: 6 times per year 
Meets: 4 times per year 
Meets
Meets
Meets
4 times per year 
6 times per year 
4 times per year 
6 times per year 
6 times per year 
4 times per year 
Alison Tierney (Chair) 
 
 
Reference 
Endowments Advisory 
Operational Audit Sub-
Edinburgh Joint Board 
Edinburgh Community 
East Lothian 
Midlothian Community 
West Lothian 
West Lothian Community 
St John’s Hospital 
Committee * 
Committee 
Committee 
of Governance 
Health Partnership 
Community Health 
Health Partnership 
Community Health & 
Health & Care 
Stakeholder Group 
Sub-Committee 
Partnership Sub-
Sub-Committee 
Care Partnership Sub-
Partnership Board 
 
Committee 
Committee 
Robin Burley (Chair) 
Robin Burley (Chair); Eddie 
Chair: Stephen Renwick; John 
Bob Anderson (Joint Chair) 
Chair: Bob Anderson 
Chair: Iain Whyte;  
Chair: Eddie Egan; Jack 
Chair: Theresa Douglas; 
Chair: Theresa Douglas; Robin 
Charles Winstanley 
Alison McCallum 
Egan; Bob Anderson; Alan 
Cochrane; Eddie Egan (CHP 
Eddie Egan 
George Walker 
 
Aitchison 
Robin Burley 
Burley 
Theresa Douglas; Julie 
 
Boyter; Susan Goldsmith; 
Chair); Paul Edie, Morag 
George Walker 
 
 
 
 
 
McDowell 
Charles Swainson; George 
Prowse: Richard Williams 
Alex McMahon 
Director: Peter Gabbitas 
General Manager: Gerry 
General Manager: Gerry 
Director: Jim Forest 
Director: Jim Forest 
Walker;  
 
General Manager: David 
Power 
Power 
General Manager: Vacancy 
General Manager: Vacancy 
 
Small