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Seòmar agus comataidhean

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 12 December 2025
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Displaying 1804 contributions

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Public Audit Committee [Draft]

“NHS in Scotland: Spotlight on governance”

Meeting date: 24 September 2025

Jamie Greene

Is that a problem for you? It seems like a reactive role rather than a proactive one. You have already identified some patterns of issues in the NHS around turnover and the failure rate for chair appointments, for example, and the issues that certain boards are having in recruiting board members and so on. You have, over a longer period, a nice wide view of that. Would you like the power to have a more proactive role in digging into investigations in the same way that Audit Scotland, if it so chooses, can do a report on a particular body? Would you like to be able to do the same?

Public Audit Committee [Draft]

“NHS in Scotland: Spotlight on governance”

Meeting date: 24 September 2025

Jamie Greene

Parliament has power to legislate in that area.

Public Audit Committee [Draft]

“NHS in Scotland: Spotlight on governance”

Meeting date: 24 September 2025

Jamie Greene

If there was an appetite or a need to give the commissioner’s office more power, we could do so. Is there a gap in the market for somebody to look at these 100 public bodies and how to reduce the level of complaints that come in? In other words, is there a gap for someone to look at improving best practice before it gets to the stage where things are going amiss?

Public Audit Committee [Draft]

“NHS in Scotland: Spotlight on governance”

Meeting date: 24 September 2025

Jamie Greene

Please do not take the next question as a difficult one, because I do not want to breach any confidences in your work, but how many complaints against board members—there will be nearly 800 people in this space—have you dealt with over the past year, and how many live cases are you working on? Are you seeing any common patterns or themes emerging from the nature of those complaints—again, without mentioning the specifics of them?

Public Audit Committee [Draft]

“NHS in Scotland: Spotlight on governance”

Meeting date: 24 September 2025

Jamie Greene

Do you report on those? Are they a matter of public record?

Public Audit Committee [Draft]

“NHS in Scotland: Spotlight on governance”

Meeting date: 24 September 2025

Jamie Greene

If you have an NHS board that has financial governance issues and is in the red, or has performance or operational issues—if, for example, it is not meeting any of its clinical targets or has high turnover or other issues of governance—do you have to wait on someone complaining to you before there is an investigation into that board? To me, there are clearly situations where the board has a direct level of accountability for overseeing all of the above, and there are clearly failures in many of those areas—we look at them weekly.

Public Audit Committee [Draft]

“NHS in Scotland: Spotlight on governance”

Meeting date: 24 September 2025

Jamie Greene

What due diligence takes place to ensure that people are not brought into a health board when the board that they have previously run—or been an integral part of running—has been underperforming operationally, clinically or financially? Are those the people you want in our health boards?

Public Audit Committee [Draft]

“NHS in Scotland: Spotlight on governance”

Meeting date: 24 September 2025

Jamie Greene

Right. Has anyone who has run a board that has had such high-level escalation or intervention moved to another board?

Public Audit Committee [Draft]

“NHS in Scotland: Spotlight on governance”

Meeting date: 24 September 2025

Jamie Greene

Yes, please check that and write to us.

We talked a little bit in the earlier session about the importance of the role of the non-executive board in holding the executive to account in any public body or organisation. If someone has been part and parcel of that organisation for a long period of time, although I can see that they may bring knowledge and experience of that sector to their non-exec role, are they simply too close to the system and the people involved in it to be able to hold them properly to account in terms of governance arrangements?

Public Audit Committee [Draft]

“NHS in Scotland: Spotlight on governance”

Meeting date: 24 September 2025

Jamie Greene

Yes, we heard some good examples of that as well, which is great. There is, however, an issue. There is a 25 per cent failure rate in the first round of recruitment at the highest level. That is one in four vacancies where there is a failure to appoint a candidate. That is an extremely high number relative to other parts of the public sector. Why is it so bad?