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Official Report: search what was said in Parliament

The Official Report is a written record of public meetings of the Parliament and committees.  

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Dates of parliamentary sessions
  1. Session 1: 12 May 1999 to 31 March 2003
  2. Session 2: 7 May 2003 to 2 April 2007
  3. Session 3: 9 May 2007 to 22 March 2011
  4. Session 4: 11 May 2011 to 23 March 2016
  5. Session 5: 12 May 2016 to 4 May 2021
  6. Current session: 13 May 2021 to 13 February 2026
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Displaying 2953 contributions

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Public Audit Committee

Section 23 Report: “NHS in Scotland 2023”

Meeting date: 20 June 2024

Colin Beattie

I will touch on your point about ability to read financial reports. I would have expected that a non-executive would have certain basic skills, including being able to read a balance sheet, for example. What are the base skills that you would expect a non-executive director to have? I realise that when someone comes to the NHS as a non-exec there are certain peculiarities that they would have to get their heads around, which is why they need training and development in order to be most effective in that environment. However, there must be base skills that you would look for that would ensure that they are able to cope with the role.

Public Audit Committee

Section 23 Report: “NHS in Scotland 2023”

Meeting date: 20 June 2024

Colin Beattie

If the revised blueprint was published in November 2022, why was it March 2024 before any action was taken?

Public Audit Committee

Section 23 Report: “NHS in Scotland 2023”

Meeting date: 20 June 2024

Colin Beattie

Have the boards come up with significant areas for improvement?

Public Audit Committee

Section 23 Report: “NHS in Scotland 2023”

Meeting date: 20 June 2024

Colin Beattie

I will move to something a bit different, boards are being asked to find recurring savings of 3 per cent. How is the Scottish Government supporting boards to achieve that? At this point, it must be incredibly difficult to achieve that; I cannot remember the last time that boards were not asked to find recurring savings.

Public Audit Committee

Section 23 Report: “NHS in Scotland 2023”

Meeting date: 20 June 2024

Colin Beattie

I am thinking of expensive vacancies, such as consultant vacancies, because greater savings could be made by sliding the marker a bit further into the future.

Public Audit Committee

Section 23 Report: “NHS in Scotland 2023”

Meeting date: 20 June 2024

Colin Beattie

Where are you with implementation of the revised edition of “The Blueprint for Good Governance in NHS Scotland”?

Public Audit Committee

Section 23 Report: “NHS in Scotland 2023”

Meeting date: 20 June 2024

Colin Beattie

How do you monitor the effectiveness of the non-executives?

Public Audit Committee

Section 23 Report: “NHS in Scotland 2023”

Meeting date: 20 June 2024

Colin Beattie

The committee has seen lots of reports on individual boards; most frequently, there is a problem with the board making recurring savings. Most of the savings seem to be one-offs that might not be repeated in a subsequent year, which is not a very comfortable situation. Sometimes, boards manage to make the savings through vacancies, which has its own issues.

How can you be sure that that 3 per cent is possible, given the experience that we have seen, board by board, and the fact that such savings do not seem to happen?

Public Audit Committee

Section 23 Report: “NHS in Scotland 2023”

Meeting date: 20 June 2024

Colin Beattie

The issue of vacancies is frequently discussed. Do you have a target for vacancies? Are there guidelines on what is an acceptable level or the recommended level? Is it 5 per cent? Is it 7 per cent? What are the expected savings from vacancies?

Public Audit Committee

Section 23 Report: “NHS in Scotland 2023”

Meeting date: 20 June 2024

Colin Beattie

I want to touch on governance. Over a fairly long period across the whole public sector, basically, governance and the actions, or inactions, of non-executive directors have always been a contributory factor where there have been difficulties and deficiencies in organisations. Are you satisfied that the recruitment process for board members is working effectively and that you are getting people with the right skills? It is okay to say that training is provided on the job, so to speak, but an incoming non-executive director would be expected to have certain key skills that might be needed on the board. How satisfied are you with that process?