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Ministerial Statement: NHS Tayside Board
_
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A
Good
afternoon,
the
next
item
of
business
today
is
a
statement
by
Jean
Freeman
on
nhst
sideboard.
The
cabinet
secretary
will
take
questions
at
the
end
of
a
statement.
So
if
any
members
wish
to
ask
a
question,
I
would
urge
you
to
press
your
press
requesters
P
button
as
soon
as
possible
and
I
call
on
cabeceo.
Thank.
B
Their
frost
step
was
to
meet
with
directors
non
executives
and
clinical
leaders
to
clearly
set
out
their
joint
and
shared
aims
for
improvement
and
to
listen
to
and
respond
to
concerns
about
the
challenges
facing
the
board
and
how
each
could
contribute
to
addressing
these
and
taking
the
board
forward
the
principles
they
set
out
on
that
first
day.
A
visible
leadership
of
openness
and
honesty,
combined
with
challenge
and
accountability,
have
continued
to
define
the
priorities
pursued
over
the
last
five
months.
B
The
top
priority
for
the
new
leadership
team
has
been
to
get
a
full
picture
of
the
situation.
They
were
dealing
with
right
across
the
organization
to
identify
priority
areas
requiring
immediate
action
and
to
make
best
use
of
the
assets
and
resources
at
their
disposal
to
remedy
those,
and
this
they
recognized
the
enormous
contribution
that
the
staff
of
NHS
Tayside
make
each
and
every
day
their
approach
has
been
underpinned
by
a
need
for
deep-seated
cultural
and
structural
matters
to
be
addressed.
If
delivering
reform
in
the
board
is
to
be
both
effective
and
sustainable.
B
This
is
not
just
about
what
what
people
do,
but
about
how
they
do
it.
The
chair
and
the
chief
executive
reviewed
all
of
the
findings
of
external
reviews
and
reports
carried
out
over
the
previous
18
months
and
identified
five
priority
areas
for
focused
action,
providing
clear
direction,
supporting
operational
leadership,
driving
service
change,
improving
financial
and
service
performance
and
ensuring
effective
regulation
and
compliance.
B
An
important
action
by
the
chair
has
been
to
Commission
an
independent
governance
review,
covering
the
role
of
the
board,
the
role
of
board
members,
the
capability
and
capacity
of
board
members
to
deliver
against
that
role,
and
the
effectiveness
of
the
information
systems
and
administrative
arrangements
necessary
to
support
the
board.
Given
its
importance
to
the
NHS.
An
independent
review
of
information
governance
and
cyber
security
arrangements
has
also
been
completed,
and
the
Institute
of
Internal
Auditors
has
reviewed
the
effectiveness
of
audit
arrangements
in
Teesside.
B
The
chief
executive
has
taken
decisive
action
to
strengthen
his
executive
leadership
team
in
key
areas,
including
finance
and
human
resources,
as
well
as
rolling
out
a
system
that
supports
staff
to
make
decisions
at
the
most
appropriate
level.
This
work
has
been
complemented
by
the
development
of
a
comprehensive
performance
management
system
to
meet
performance,
visible
and
the
lines
of
accountability.
Clear
oversight
of
this
work
is
the
responsibility
of
the
performance
and
Resources
Committee
that
was
introduced
to
put
scrutiny
of
performance
and
finance.
B
Crucially,
this
is
accompanied
by
a
development
program
to
ensure
they
are
supported
in
fulfilling
these
roles,
clinical
leaders
are
supported
by
dedicated
operational
managers,
which
creates
a
collective
responsibility
for
improving
patient
care.
The
establishment
of
a
clinical
Alliance
group
has
also
provided
a
forum
to
in
car
whole
system
approaches
and
the
design
of
innovative
solutions
that
tackle
both
immediate
challenges
and
longer-term
reform.
B
All
of
this
is
necessary,
of
course,
to
deliver
the
kind
of
sustainable
reform
envisage
by
our
chief
medical
officer
in
her
realistic
medicine
program.
Partnership
working
is
being
promoted
at
every
level
within
the
organization
bringing
us
back
to
the
point.
I
started
with
the
importance
of
openness,
honesty
and
engagement
from
the
internal
infrastructure
of
partnership
working
to
the
strengthening
of
engagement
with
external
stakeholders,
including
many
colleagues
in
the
chamber.
B
Today,
the
new
leadership
team
has
been
at
the
forefront
of
the
board's
response
to
important
issues
which
have
emerged
over
the
last
few
months,
including
the
recently
commissioned
independent
inquiry
into
mental
health
services
across
the
board
area.
In
relation
to
the
management
of
endowment
funds,
we
have
already
taken
action
to
further
strengthen
the
governance
around
this
issue
to
mitigate
any
risk
posed
by
dual
membership.
Once
the
charity's
regulator,
Oscar
completes
his
independent
inquiry
into
the
management
of
endowment
funds
in
a
site.
B
The
chair
and
chief
executive
will
also
lead
on
any
further
action
that
may
be
required.
The
work
of
the
chair
and
engaging
was
non-executive.
Directors
has
led
some
to
choose
to
stand
down,
as
the
new
leadership
team
has
become
embedded.
Having
helped
support
the
transition
to
the
new
arrangements.
I
was
advised
on
Wednesday
12th
of
September.
The
three
non
executives
had
intimated
their
wish
to
resign
from
their
positions
both
mr.
cross
and
mr..
B
He
had
initially
considered
resigning
in
April
of
this
year
when
action
was
taken
to
change
the
leadership
of
NHS
Tayside,
but
following
discussion
with
the
acting
chair,
both
decided
to
remain
to
assist
the
new
chair
and
chief
executive
and
to
help
provide
continuity
and
assist
with
the
review
of
governance
for
NHS
Tayside.
Both
have
no
decided
that
this
is
the
right
time
to
resign
from
their
role,
so
that
fresh
non-executive
input
can
be
brought
onto
the
board.
B
I
am
genuinely
grateful
to
them
for
their
commitment
and
the
positive
role
they
have
played
in
providing
stability
to
the
board
in
recent
months.
A
further
non-executive.
Mr.
Hussein
has
also
indicated
that
he
will
resign
following
his
current
period
of
sick
leave.
He
has
written
to
me
on
the
31st
of
August
I
received
on
the
3rd
of
September
on
a
matter.
A
number
of
matters
which
I
immediately
followed
up
on
and
have
been
assured
by
the
chair
that
these
matters
raised
by
mr.
Hussein
are
being
properly
dealt
with.
B
I'm
aware
that
other
board
members
are
also
considering
their
future
plans
in
light
of
the
significant
work
that
has
been
undertaken
around
the
governance
of
the
board
and
the
clarity.
This
has
provided
on
the
role
of
board
members
in
providing
challenge
and
scrutiny
and
in
taking
responsibility
for
doing
that.
The
board
will
consider
a
full
report
of
their
governance
mechanisms
at
their
meeting
on
the
25th
of
October.
B
I
am
in
regular
contact
with
John
Brown
met
him
this
week
and
have
received
assurance
that
the
work
of
the
board
will
continue
to
meet
its
responsibilities,
and
he
has
also
confirmed
that
Trudy
mcclee,
one
of
the
recent
non-executive
appointments
to
NHS
Tayside,
has
agreed
to
be
the
board's
new
whistleblowing
champion
and
I've
passed
on.
My
thanks
to
her
for
taking
on
that
important
role.
I
expect
new
non-executive
appointments
to
be
made
early
in
the
new
year,
following
a
full
value
based
appointments
process
regulated
by
the
commissioner
for
ethical
standards
in
public
life
for
Scotland.
B
In
conclusion,
presiding
officer
I
will
continue
to
support
new
leadership
in
NHS
Tayside
building
for
the
future.
In
addition
to
agreeing
to
suspend
the
repayment
of
brokerage
for
three
years,
I've
also
agreed
to
provide
additional
funding,
including
support
to
give
clinicians
the
time
to
make
the
commitment
to
clinically
led
challenge
change
a
reality.
A
C
Can
I
thank
the
cabinet
secretary
for
advanced
site
of
her
statement?
I
want
to
start
by
sending
the
message
to
our
NHS
staff
in
Tayside,
just
how
much
we
value
them
and
the
work
that
they
do.
I
know
from
the
many
emails
phone
calls
letters
and
conversations
I've
had
with
friends
of
mine
who
worked
for
NHS
Tayside,
just
hello
staff.
Morale
has
fallen
in
the
organization
in
recent
months
and
years,
and
that
does
nothing
for
staffing
and
patient
care.
From
a
cabinet
secretary
statement,
mr.
C
Hussein
has
written
to
the
cabinet
secretary
to
identify
a
number
of
matters
which
she
says
she
has
felt
the
need
to
immediately
follow
up.
What
are
these
matters
cabinet
secretary
and
can
I
also
have
asked
the
cabinet
secretary,
given
the
now
imperative
need
to
recruit
a
long
term
leadership
team
for
NHS
ties
at
Tayside
and
given
the
crisis
in
leadership,
which
we've
seen
over
in
many
years
now,
will
the
cabinet
secretary
also
agreed
today
for
the
health
and
sport
committee
of
this
Parliament
to
be
given
an
additional
scrutiny
role
of
these
future
appointments?
A.
B
Thank
you
very
much
I
thank
mr.
Briggs
for
that
question
and
for
the
support
he's
offered
to
NHS
Tayside
staff.
In
terms
of
the
matters
that
mr.
Hussein
raised
with
me.
They
doctors
in
training
prescribing
senior
management,
pay
use
of
public
funds,
comms
issues
and
transformation.
All
of
these
matters
have
been
followed
up.
I
will
be
rating
to
mr.
Hussein
with
respect
to
my
response
on
all
of
those,
but
they
are
all
being
followed
up
by
the
board,
in
terms
of,
for
example,
of
dosage,
the
chief
executive
of
NHS
TSA
discussed
the
issue
that
mr.
B
Hussein
raised
with
our
CMO
and
our
chief
pharmacist
and
a
fact-finding
interview
is
being
conducted
by
health
improvement
Scotland,
which
will
be
followed
up
by
a
more
wide-ranging
interview
by
the
Royal
College
of
Physicians
in
London,
which
has
been
commissioned
by
NHS
Tayside
itself
in
terms
of
the
scrutineer.
All
that
you
asked
for
I
believe
that
the
values
based
recruitment
that
we
undertake
now
and
very
successfully
in
some
of
our
boards
are
now
being
rolled
out
for
the
current
round
of
chief
executive
appointments
is
one
that
provides
a
significant
degree
of
scrutiny
and
challenge.
B
Of
course,
at
the
end
of
that
process,
there
are
other
steps
in
terms
of
a
chief
executives
that
have
to
be
gone
through
to
ensure
that
they
are
a
fit
person
to
be
the
accountable
officer
before
any
such
recommendations
come
to
me
and
in
terms
of
the
chair,
there
is
a
compatible
process
that
is
gone
through.
I
believe
that
that
is
right
for
our
board
appointments
at
that
very
senior
leadership
level.
D
Thank
the
cabinet
takers.
You
were
prior
state
of
our
statement,
that
is
a
crisis
in
public
confidence
with
NHS
Tayside,
following
a
series
of
issues,
including
financial
mismanagement,
leading
to
Brooklyn
loans,
reading
of
the
charity,
endowment
fund,
a
chief
executive
and
tier
of
to
resign.
The
issues
that
cast
view,
leaders,
an
independent
mental
health
enquiry
and
a
failure
to
suspend
a
consultant
after
repeated
concerns
were
raised.
Now
the
cabinet
stake
regime
in
passing
reference
to
the
no
formal
Wester
blowing
champion
monger,
who
seen
I,
have
seen
the
letter
mr.
D
Further
other
were
claims
that
people
were
raising
issues,
but
these
were
not
being
acted
upon
by
managers,
including
allegations
in
the
email
that
a
previous
trainee
to
their
own
life,
and
the
stress
was
unbearable
for
some
a
serious
set
of
allegations,
including
claim
that
a
trainee
took
their
own
life
due
to
stress.
He
goes
on
to
say
that
he
asked
for
this
to
be
raised
at
a
board
meeting
but
was
told
that
he
could
not.
D
He
attempted
twice
to
meet
this
treaty
director
of
workforce
in
August,
but
both
times
the
meetings
were
canceled
and
he
did
eventually
raise
the
matter
at
his
staff
Governance
Committee,
but
felt
in
his
words
that
this
is
viewed
as
an
ongoing
issue.
That
is
tolerated.
Why
does
the
cabinet
secretary,
if
you
reassured
that
this
is
being
adequately
dealt
with
when
the
person
whose
job
was
to
ensure
it
was
doesn't
believe
it
as
so
much
so
that
he
resigned
cabinet.
B
Grateful
to
mr.
for
that
supplementary
for
that
additional
question.
There
are
undoubtedly
challenges
for
NHS.
Tayside
I
would
not
underestimate
those
in
any
respect.
There
are
challenges
across
our
health
service.
We've
has
some
of
them
at
this
chamber
before
and
undoubtedly
will
there
some
of
them
again.
I
take
all
concerns
that
are
raised
with
me
directly
or
by
any
other
means
very
seriously
indeed,
in
this
specific
instance
that
mr.
B
In
those
circumstances,
the
GMC
report
on
the
quality
of
junior
doctor
training
in
mental
health
services
will
be
at
the
next
staff
Governance
Committee
for
NHS
Tayside,
and
the
specific
allegations
that
were
reported
via
that
whistleblowing
are
currently
under
investigation,
and
this
chamber
should
rest
assured
and
I
will
give
them
my
absolute
assurance
that
I
will
continue
to
monitor
how
these
matters
progress.
But
it
is
on
the
basis
of
the
board,
responding
appropriately,
in
my
opinion,
to
what
the
whistleblowing
issues
have
been
raised
with
them.
B
E
Thank
you
I
thank
the
cabinet
secretary
for
early
sight
of
her
statement
and
I'd
also
like
to
put
on
record
my
thanks
to
staff
and
NHS
Tayside
for
all
they
do
in
its
report
on
NHS
governance.
This
Parliament's
health
and
sport
committee
recommended
that
there
should
be
staff
involvement
in
the
process
of
appointing
whistleblowing
championships
for
boards
and
the
cabinet.
Secretary's
response
to
the
report
mentions
mentions
a
consultation
on
new
whistleblowing
standards.
E
How
all
those
standards
address
the
situation,
the
whistleblowing
champions
in
NHS
Tayside
has
found
themselves
in
concerns
being
escalated,
but
not
clearly
being
acted
upon,
and
how
will
these
standards
set
out
standards
for
staff
involvement?
Also,
in
that
response,
the
cabinet
secretary
noted
that
legislation
would
be
introduced
in
the
autumn
to
establish
an
independent
national
whistleblowing
officer
for
NHS
Scotland
to
go
live
by
the
end
of
September
2019.
Is
this
still
on
track?
Is
this
timeframe
acceptable?
What
can
be
done
to
expedite
this
and
support
whistleblowers
further?
No.
Thank
you.
B
You
very
much
thank
you
to
miss
Johnson
for
her
questions
and
to
her
for
her
support
for
NHS
staff
and
T
Slade
in
terms
of
the
involvement
of
staff.
Of
course,
this
board,
as
with
other
boards,
has
a
partnership
forum
which
directly
involves
representatives
of
staff
from
across
the
board,
and
matters
that
go
to
the
board
are
discussed
in
that
partnership
forum
and
the
partnership
forum
is
itself
represented
through
the
employee
director
who
sits
on
the
board.
I
understand
that
from
the
information
that
members
have
in
terms
of
mr.
B
Hussein's
letter,
if
they
have
sight
of
that
to
me
or
the
media
coverage
in
the
sunday
post,
just
this
past
Sunday,
that
there
is
a
claim
that
whistleblowing
concerns
were
escalated
but
not
clearly
acted
upon
from
the
information
that
I
have
received
from
the
board
and
part
of
which
I
have
made
available
today
to
mr.
Hossam
to
mr.
Sawa
I'm
perfectly
willing
to
make
that
available
more
widely
to
other
members
about
how
the
board
is
dealing
with
us.
I
do
not
share
the
view
that
these
whistleblowing
issues
have
been
escalated,
but
not
acted
upon.
B
That
is
precisely
what
I
seek
assurance
on
that.
Not
only
have
they
been
isolated
but
that
they
are
being
acted
upon.
I
believe
I
have
that
assurance.
I
have
already
stated
that
I
will
continue
to
keep
a
close
eye
on
how
these
matters
progressed,
as
the
boards
goes
through.
Its
proper
processes
and,
as
I
have
said,
I
am
very
content
to
keep
members
up-to-date
with
that
progress,
as
it
is
made
in
terms
of
the
other
matter
that
miss
Johnson's
raised
about
whether
or
not
we
are
on
track.
F
Harbour
Thank
You
presiding
officer
I
thank
the
cabinet
secretary
for
advance
sight
of
her
statement,
I'm
going
to
depart
from
my
prepared
question
based
on
the
revelations
place
Parliament
by
Ana
Sawa,
on
something
this
serious
on
a
failure
of
whistleblowing
systems.
This
serious
can
we
really
expect
the
board
to
mark
its
own
homework
on
this
as
such?
B
Well,
sir,
mr.
Cole
Hamilton
wants
the
independent
inquiry
into
the
Hall
of
teeth
later,
not
just
one
bit
of
it
and
I
do
not
believe
that
is
necessary.
We
have
a
very
serious
set
of
claims
by
a
member
of
nhtsa's
board,
which
was
communicated
to
me
by
an
via
an
email
on
the
3rd
of
September.
That
member
then
indicated
his
intention
to
his
own.
Following
his
current
period
of
ill
health
absence
on
the
11th
of
September,
the
board
has
acted
on
those
concerns.
B
I
have,
as
I
said,
seen
the
actions
that
they
have
taken
prior
to
mr.
Hussein,
being
in
touch
with
me
and
I
have
made
a
commitment
that
I
will
keep
a
very
close
eye
on
how
that
those
matters
progress
and
will
keep
this
chamber
up
to
date
on
that
the
board
is
absolutely
not
marking
its
own
homework.
Do
you
know
I,
understand
members
concern
about
this
and
I
share
it,
but
I
do
think
that
we
need
to
be
very
careful
here
of
the
language
that
we
use.
B
I've
already
advised
that
teh
site
itself
has
asked
the
Royal
College
of
Physicians
in
London
to
Commission
to
undertake
a
review
in
terms
of
dosage
matters.
The
GMC
will
be
involved
in
terms
of
the
allegation
of
doctors
in
training,
the
single
doctor
that
raised
that
issue
via
that
whistleblowing
matter.
In
terms
of
the
issue
around
a
senior
management
P
and
the
public
reporting
of
PN
expenses,
a
paper
is
going
to
the
board
it
in
October.
That
proposes
that
not
only
do
they
publish
those
P
scales,
but
they
also
publish
expenses.
B
There
are
a
number
of
other
matters
of
coms.
The
issue
encom's
was
precisely
issues
have
been
discussed
across
this
chamber.
Many
on
many
occasions
on
which
members
are
acting,
this
government
is
acting
and
the
board
itself
is
acting
so
I
refute
the
notion
that
this
board
are
indeed
any
other
board
on
matters
as
serious
as
this
is
marking
its
own
homework.
That
is
absolutely
not
the
case
and
I
will,
as
I've
already
committed.
B
We
turn
to
members
via
another
statement,
if
that
is
what
they
wish,
or
by
other
means,
keeping
them
updated
of
the
progress
of
these
specific
issues.
Have
been
raised,
but
within
the
wider
context
of
the
significant
steps
that
both
the
acting
chair
and
the
acting
chief
executive
are
taking
with
the
senior
staff
and
others
in
Seaside
to
improve
the
scrutiny,
the
challenge
and
the
governance
of
that
board.
B
Miss
Harper
for
that
question,
the
way
in
which
we
go
about
recruiting
non-executive
members
to
these
posts.
Indeed,
two
other
important
posts
in
other
public
bodies
and
they
in
the
Health
Service.
We
use
what
we
describe
as
volume
based
recruitment.
The
intention
behind
that
is
to
try
in
the
process
of
a
recruitment
exercise,
to
allow
an
individual
who
is
applying
to
display
more
than
one
dimension
of
their
capability
and
capacity,
in
other
words,
to
look
at
the
values
that
they
bring
as
well
as
their
experience
of
particular
tasks.
B
Non-Executive
board
members
in
our
health
service
are
of
absolutely
critical
importance.
There
are
issues
here
in
teh
site,
but
we
can
see
them
were
more
widely
afield
elsewhere
in
the
UK,
where
the
absence
of
effective
scrutiny
and
challenged
by
non-executive
members
in
boards
leads
to
poor
decisions
being
made
at
the
very
least.
B
And
that
is
the
way
by
which
we
interpret
route
interview,
select
and
determine
the
role
of
our
non-executive
mentored
members.
But
there
is
one
final
step
that
is
very
important
for
chairs
to
take,
and
that
is
the
annual
review
of
how
individual
board
members
are
performing
in
that
role.
That
review
is
quite
robust.
B
What
mr.
Smith
is
referring
to
is
a
point
that
mr.
Sawa
made,
and
that
is
when
mr.
Hussein
says
he
raised
this
matter
in
terms
of
the
board
in
terms
of
being
in
touch
with
me.
His
letter
to
me
is
dated
to
31st
of
August.
He
sent
it
to
me
by
email
on
the
3rd
of
September,
and
that
is
the
first
point
that
I
was
aware
of
the
specific
concerns
that
he
was
raising
at
that
point
on
the
3rd
of
September.
I
You
very
much
members
have
referred
to
the
health
and
sports
committee
report
on
the
governance
of
the
NHS
in
Scotland,
which,
among
other
things,
highlights
the
importance
of
monitoring
and
assessing
whether
changes
in
support
for
those
crystal
blowing
in
NHS
bodies.
However,
those
change
is
not
effective.
I,
not
also
from
the
cabinet
secretary,
sponsor
that
there's
no
intention
to
hold
the
dignity
of
work
survey
in
2018,
which
is
one
of
the
means
by
which
the
NHS
is
able
to
assess
staff
use
of
support
that
is
available
to
them.
I
B
Grateful
to
mr.
McDonald
for
raising
that,
and
indeed
to
the
committee,
for
as
governor's
report,
which
I've
read
in
great
detail,
and
we
have
responded
to
and
I
believe
I'm
due
to
meet
the
committee
myself
to
go
through
some
of
those
matters
in
some
detail,
because
it
is
a
very
important
series
of
issues
that
are
being
raised
and
further
set
that
we
might
take
in
terms
of
the
dignity
at
work.
Survey.
B
I
believe
that
we
have
already
dealt
with
that
in
this
chamber
in
terms
of
the
the
level
of
response
to
that
the
I
matter
survey
where
NHS
Tayside
is
more
than
comparable
with
the
health
service
across
the
piece
in
terms
of
staff.
Responses
are
around
about
63
to
65
percent
rate
of
response
or
engagement
from
NHS
staff
in
a
site
with
a
number
of
areas
we're
in
terms
of
the
overall
grid,
about
how
you
rate
how
people
view
their
position.
B
Nhst
site
is
doing
at
the
top
level
in
some
of
those
areas.
But
there
are
other
years
where
it
needs
to
improve
under
staff.
Governance
Committee
and
the
partnership
forum
in
NHS
Tayside
should
be
actively
engaged
in
looking
at
those
areas.
In
terms
of
how,
then,
the
look
to
improve
that,
in
particular
the
areas
that
mr.
McDonald
has
raised.
B
B
Today's
concerns
that
they
have
and
to
have
confidence
that
those
concerns
will
be
listened
to
seriously,
will
be
acted
on
and
they
will
be
advised
as
to
what
has
happened
now.
In
some
instances
there
will
be
concerns
raised
that
proved
to
be
ill,
founded,
not
raised
in
a
malicious
way,
but
simply
when
the
facts
are
looked
at,
then
there
is
no
particular
foundation
for
them.
But
nonetheless,
if
a
member
of
staff
has
a
view
that
something
is
of
concern,
then
it
should
be
treated
very
seriously.
So
all
of
those
matters
will
be
looked
at.
B
We
will
look
across
the
other
boards
to
ensure
that
they
are
operating
in
the
manner
that
I
believe
is
essential
for
them
to
actively
and
fully
make
best
use
of
that
most
significant
resource
that
they
have,
which
is
our
staff
who
work
in
the
health
service
and
every
single
one
of
the
ministerial
reviews
of
boards
that
will
be
conducted
by
myself,
and
my
two
ministerial
colleagues
for
this
year
will
focus
on
that,
as
well
as
on
a
range
of
other
matters.
Build.
K
The
actions
you've
spoken
about
in
terms
of
NHS
boards
overall
for
one
thing,
but
the
NHS
Tayside
actions
have
not
worked
out
so
far
for
the
staff
there.
What
will
you
do
specifically
for
NHS
Tayside
staff,
who
are
obviously
very
mistrusting
of
the
management
to
stop
this
thing
happening
again?
Cavalry.
B
I'm
grateful
to
mr.
Boorman
for
raising
that,
and
he
raises
a
very
serious
matter,
which
is
where
NHS
staffers
staff
in
any
organization
but
from
my
point
of
view,
NHS
staff
raise
concerns
and
say
that
they
do
not
trust
their
management
to
take
their
concerns
seriously
or
the
fear
that
in
raising
concerns,
then
in
some
way
there
may
be
some
repercussion
on
them
for
doing
so.
In
addition
to
the
steps
I
have
outlined
today,
then,
when
I
undertake,
the
ministerial
review
of
NHS
Tayside
I
will
make
a
particular
tone
at
that
point.
In
normal
practice.
B
These
ministerial
reviews
for
mr.
Boorman
and
others
involves
meeting
the
clinical
forum,
which
is
a
mix
of
a
clinical
staff
of
volcán
aides,
about
how
they
feel
matters
are
being
pursued
within
their
health
board
meeting
the
partnership
forum,
which
involves
as
I
said,
unions
and
others
representing
staff,
RCN
and
others
representing
staff.
B
L
B
Believe
I
can,
with
the
knowledge
that
I
have
I,
know
that,
for
example,
the
current
chair
acting
chair,
John
Brown,
regularly
issues
staff
notices
to
keep
members
appeased
of
what
is
happening,
including
a
recent
notice
I
believe,
was
issued
either
yesterday
or
the
day
before.
With
respect
to
these
border
designations
and
giving
staff
assurance
that
the
matters
that
were
raised
by
mr.
A
M
Her
response
to
miles
Briggs,
the
cabinet's,
actually
made
reference
to
an
issue
of
dosage
that
has
been
reviewed.
Can
she
provide
the
chamber
with
details
on
the
conditions
that
that
dosage
review
pertains
to
she
also
outlined
in
the
same
response,
some
details
around
the
appointment
process
of
a
new
chief
executive
but
I'm,
looking
for
confirmation
that
the
recruitment
process
has
started
because
we
need
a
stable
and
seamless
transition
in
December
for
the
long
term
and
presiding
officer?
M
Can
the
cabinet
secretary
give
her
views
on
the
forecast
out
turn
of
an
18
point:
seven
million
deficit
this
year
in
teh
sight,
taking
the
tea
sides
day
to
the
government
to
nearly
65
million
pounds?
How
does
she
plan
to
get
on
top
of
this
and
give
patients
and
Tayside
the
confidence
that
this
financial
mess
is
being
sorted
out
cabinet.
A
B
B
In
terms
of
the
process
for
recruiting
the
chief
executive,
the
preliminary
process
has
begun
is
unlikely,
even
if
we
had
started
that
in
August
or
earlier
that
we
would
have
a
chief
executive
in
post
in
time,
because
these
matters
take
some
time
to
go
through
and,
generally
speaking,
if
you're
looking
for
high
quality
leaders,
they
were
another
rule
that
they
are
leaving
and
you
have
to
negotiate
they're
leaving
period.
But
I
am
pleased
that
mr.
Brown
has
agreed
to
continue
as
the
acting
chair
until
the
new
chief
executive
is
imposed.
B
I
would
hope
in
the
early
part
of
2019
and
of
course,
we
will
also
begin
a
process
to
recruit
a
permanent
chair
for
the
four-year
period
to
NHS
Tayside
and
on
the
the
final
point
in
terms
of
the
finances.
Of
course,
we
take
active
engagement
with
our
boards
across
the
financial
year
in
terms
of
their
financial
position.
What
I've
said
all
boards
I've
made
it
very
clear
that,
in
looking
to
address
their
financial
challenges,
we
need
to
be
assured
that
they
are
making
best
use
of
those
resources.
B
But
what
we
will
not
be
acceptable
is
where
they
take
capacity
out
of
their
health
board
in
terms
of
delivery,
because
of
the
knock-on
impact
that
has
directly
to
patients.
My
chief
finance
officer
in
the
Directorate
and
in
the
Health
Service
is
actively
engaged
with
NHS
Tayside
and
as
board
as
members
here
will
recall.