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Chamber and committees

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 20 October 2025
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Displaying 2718 contributions

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Public Audit Committee [Draft]

“NHS in Scotland: Spotlight on governance”

Meeting date: 24 September 2025

Colin Beattie

I was going to ask you what boards have done that is different and has enabled them to get a better result.

Public Audit Committee [Draft]

“NHS in Scotland: Spotlight on governance”

Meeting date: 24 September 2025

Colin Beattie

You mentioned reappointments and extensions. The code of practice requires that there is proper appraisal of a board member’s performance and evidence that they continue to meet the board’s needs. Are you satisfied that that process is robust enough?

Public Audit Committee [Draft]

“NHS in Scotland: Spotlight on governance”

Meeting date: 24 September 2025

Colin Beattie

Is there adequate analysis in the appraisals? You have presumably seen quite a few of them go past your desk. Is there enough analysis about a board’s future needs and the ability of the person being considered for extension or reappointment to contribute to those needs?

Public Audit Committee [Draft]

“NHS in Scotland: Spotlight on governance”

Meeting date: 24 September 2025

Colin Beattie

If they attend board meetings only intermittently, how do they keep up to date with what is happening? What is the line of communication?

Public Audit Committee [Draft]

“NHS in Scotland: Spotlight on governance”

Meeting date: 24 September 2025

Colin Beattie

Where I am coming from is that, in a number of cases across the public sector, there has been governance failure that seems to be linked consistently to sponsorship not being as effective as it should be and to a lack of engagement. I realise that lots of different parties are involved and that the NHS is a complex beast, However, if the sponsorship team only engages or focuses on where there is an issue, how does it act as a tripwire to pick up problems, give guidance and advice, and have the input that would help to get past that so that it does not appear as an exception to the Auditor General?

Public Audit Committee [Draft]

“NHS in Scotland: Spotlight on governance”

Meeting date: 24 September 2025

Colin Beattie

I would like to circle back to diversity. Paragraph 60 of the Auditor General’s report says:

“Issues of diversity remain in some boards, both in terms of protected characteristics and in bringing in the perspective of people who use services.”

How can that situation be improved? There is a great difficulty in getting non-executive directors at the best of times. I have had the experience of jobs being re-advertised and so on when trying to increase that pool. Getting diverse representation is quite complex, because diversity is very diverse. How do you reach out to the different groupings that you would like to see represented on the boards?

Public Audit Committee [Draft]

“NHS in Scotland: Spotlight on governance”

Meeting date: 24 September 2025

Colin Beattie

I will move on a little bit. The Auditor General’s report highlights the turnover of senior staff in 2023-24 and 2024-25, with 12 new chief executives, including 10 new chief executives of territorial boards. In addition, more than 50 per cent of integration joint boards have reported a turnover in their senior leadership. That is a huge challenge. What process is in place to manage stability, and is it successful? You need synergy among the senior management to be able to run a successful organisation, and recruiting so many new people will obviously create, at least temporarily, a slight hiatus in the process. How can the appointment process ensure that the chairs and non-executives are able to provide stability during a period of leadership change?

Public Audit Committee [Draft]

“NHS in Scotland: Spotlight on governance”

Meeting date: 24 September 2025

Colin Beattie

The high level of turnover among senior executives must create issues of stability and continuity, and there does not seem to be much in place to manage that.

Public Audit Committee [Draft]

“NHS in Scotland: Spotlight on governance”

Meeting date: 24 September 2025

Colin Beattie

Is the process that the code of conduct requires robust enough for the job?

Public Audit Committee [Draft]

“NHS in Scotland: Spotlight on governance”

Meeting date: 24 September 2025

Colin Beattie

Is there a template for the appraisal process?