The Board

The State Hospitals Board for Scotland (the Board) is the governing body of the Hospital and is accountable to Scottish Ministers through the Scottish Government for the quality of care and the efficient use of resources.

Board members are subject to a Code of Conduct which has been issued by Scottish Ministers, with the approval of the Scottish Parliament, as required by the Ethical Standards in Public Life etc. (Scotland) Act 2000 (the “Act”).

Both Board Members’ & Senior Managers’ Register of Interests and Board & Standing Committee Membership can be found within State Hospital Annual Reports.

Governance 

The Board allocates resources and monitors organisational and executive performance, delegates operational matters to management and oversees senior management arrangements and appointments.

The Board has a statutory responsibility to embrace the three strands of statutory governance:

• Clinical governance ensures continuous improvement in the quality of services, safeguarding high standards of care and creating an environment in which excellence in clinical care can flourish.
• Staff Governance focuses on how staff are managed, and feel they are managed.
• Corporate Governance is the system by which organisations are directed and controlled. The focus is on structures and processes for decision making and accountability, controls, and behaviours at the top of organisations. 

Financials

Corporate governance arrangements are set out in the Board’s Standing Documentation which consists of Standing Financial Instructions, Scheme of Delegation (arising from the Standing Orders and Standing Financial Instructions) including financial limits, and Standing Orders (including Board Members’ Code of Conduct).

The Audit Committee oversees arrangements for internal and external audit of the Board’s financial and management systems and considers the Board’s overall systems of internal control.

The Board operates within three budget limits:

• A revenue resource limit – a resource budget for ongoing operations.
• A capital resource limit – a resource budget for capital investment.
• A Cash requirement – a financing requirement to fund the cash consequences of the ongoing operations and the net capital investment.

Financial reports to the Board can be found in the Board Papers.

Annual Delivery Plans (ADPs)

The ADP replaces the previous Annual Operating Plan (AOP).  The focus remains primarily on performance, high-level finance and workforce; drawing together key planning assumptions which reflect local priorities.  Due to the Covid-19 pandemic, the Hospital’s provisionally agreed AOP for 2020/21 was replaced by the Hospital’s Remobilisation Plan.

Workforce Plan

In October 2019, the Board endorsed a new Clinical Model. The Implementation Plan for this provides the framework for the Workforce Plan going forward together with the Common Staffing method defined by the Health and Care (Staffing) (Scotland) Bill.

Child and Adult Protection

Corporate Objectives 

Accountability / Annual Review

The Scottish Government monitors the Board’s performance (in relation to the quality of care and the efficient use of clinical, financial and people resources) through a process known as the Annual Review. The core purpose of the Annual Review is to hold Boards accountable for their performance. Staff and members of the general public can attend as observers, and ask questions of Scottish Government officials and the Board Chair.