11. Collaborative Governance and Accountability
11.1 'The Modern Outpatient Programme' will require buy-in from a wide range of professional and patient groups across NHSScotland, hence the wide-ranging and on-going engagement strategy outlined above. Critically, it will need to be driven by clinical leaders working with others and Chief Executives and Chief Officers of Joint Integration Boards will need to ensure the appropriate authorising environment is in place to drive success. Monitoring of delivery will be crucial in order to ensure the Programme's ambitions are achieved.
11.2 'The Modern Outpatient Programme' will report into the National Clinical Strategy Implementation Board but will also have a reporting function into the Sustainability & Value Programme Board. However, local ownership of the Programme's outcomes will be critical therefore this should be with the Board Medical Directors who can answer to both their NHS Boards and Integrated Joint Boards to ensure local leadership and accountability alongside coherence and consistency with national aims and outcomes.
11.3 National programmes and some activity in national support organisations that have a direct role in the delivery of the aims of the Programme may need to be realigned to support this coherent approach.
11.4 An Integrated Programme Board ( IPB) will be created and jointly chaired by a Chief Officer of a Joint Integration Board and Chief Executive of an NHS Board. Membership will include professional representative groups, staff side representation, relevant Scottish Government Directorates, Third Sector representation and the Scottish Health Council.
11.5 The IPB will be jointly responsible for agreeing year on year priorities for delivery and support the communication and implementation of same. Members will be jointly responsible for co-ordinating risk management and decision making.
11.6 More specifically the IPB will;Define a general 'Route Planner' for the next 3 years:
- Agree developmental stages to enable realistic resource and up scaling impact to be considered within the context of other transformation programmes;
- Define timely and measurable targets and quality indicators relevant to the developmental stages; and
- Facilitate the mechanism to embed the Route Planner into Local Delivery Plans and Integrated Joint Board Improvement Plans.
11.7 Enabling patients, service users and the wider public to influence and shape the future state of outpatient care will be critical to changing and managing cultural expectation and the adoption of new ways of working. The Scottish Health Council will play a lead and pivotal role in determining and enabling an integrative and comprehensive process for involvement, shared learning and ensuring service user feedback and experience is reflected in iterative changes to service re-design.
11.8 Voluntary and community organisation already provide extensive input to individuals including advocacy, information, disease specific advice and general wellness support services. The Third Sector will be actively involved in the design and delivery of outpatient services both as delivery partners, and in an advisory capacity with regard to addressing health inequalities and access to outpatient service with particular regard to hard to reach groups.
Email: Pauline Fyfe, email@example.com
Phone: 0300 244 4000 – Central Enquiry Unit
The Scottish Government
St Andrew's House