SCHEME OF
DELEGATION
Revised version 8 March 2007
NHS HIGHLAND SCHEME OF DELEGATION
CONTENTS
Page No.
1
SCHEDULE OF MATTERS RESERVED FOR BOARD APPROVAL
1.1
1.2
1.3
2
2
2
3
SCHEDULE OF MATTERS DELEGATED TO OFFICERS OF THE BOARD
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
3
The Board’s responsibilities
Matters reserved for Board decisions and/or approval
Board Responsibilities for Clinical Governance
INTERPRETATION
CHIEF EXECUTIVE
2.2.1
General Provisions
2.2.2
Finance
2.2.3
Legal Matters
2.2.4
Procurement of Supplies and Services
2.2.5
Human Resources
2.2.6
Patients’ Property
2.2.7
Chief Executive Responsibility for Clinical Governance
2.2.8
Chief Executive Responsibility for Risk Management
CHIEF OPERATING OFFICER, SPECIALIST SERVICES UNIT
GENERAL MANAGER AND COMMUNITY HEALTH PARTNERSHIP
GENERAL MANAGERS
2.3.1
General Provisions
2.3.2
Finance
2.3.3
Legal Matters
2.3.4
Procurement of Supplies and Services
2.3.5
Human Resources
2.3.6
Patients’ Property
DIRECTOR OF FINANCE
2.4.1
Accountable Officer
2.4.2
Financial Statements
2.4.3
Corporate Governance and Management
2.4.4
Performance Management
2.4.5
Banking
2.4.6
Patients’ Property
DESIGNATED FINANCE OFFICERS
2.5.1
Financial Statements
2.5.2
Corporate Governance and Management
2.5.3
Performance Management
2.5.4
Patients’ Property
PROVISIONS APPLICABLE TO OTHER DIRECTORS
2.6.1
General Provisions
2.6.2
Human Resources
2.6.3
Patients’ Property
EXECUTIVE LEAD ROLES
PROVISIONS APPLICABLE TO CHP AND SSU CHAIRS
4
4
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5
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6
6
7
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APPENDICES
Appendix A : Chief Operating Officer, Specialist Services Unit General Manager and
Community Health Partnership General Managers delegated operational responsibility for
functions:
1.
Argyll And Bute CHP
2.
South East Highland CHP
3.
Mid Highland CHP
4.
North Highland CHP
5.
Specialist Services Unit
6.
Facilities
Appendix B : Executive Lead: Role And Responsibilities
Appendix C: NHS Highland – Executive Leads
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1.
SCHEDULE OF MATTERS RESERVED FOR BOARD APPROVAL
1.1
THE BOARD’S RESPONSIBILITIES
In accordance with Scottish Executive Health Department (SEHD) guidance
(NHS Circular HDL(2003)11), the NHS Board is a board of governance.
The Board has a corporate responsibility for ensuring that arrangements are
in place for the conduct of its affairs and that of its component parts, including
compliance with applicable guidance and legislation, and ensuring that public
money is safeguarded, properly accounted for, and used economically,
efficiently and effectively. The Board has an ongoing responsibility to ensure
that it monitors the adequacy and effectiveness of these arrangements in
practice.
The Board is required to ensure that it conducts a review of its systems of
internal control, including in particular its arrangements for risk management,
at least annually.
1.2
MATTERS RESERVED FOR BOARD DECISIONS AND/OR APPROVAL
The following matters shall be reserved for approval by the Board, as
determined by Standing Orders:

Strategy, (Area) financial business plans and budgets, although
detailed figures will be prepared by Operational Sub Committees
within the targets agreed at Board level.

Approval of Standing Orders and Standing Financial Instructions.

Significant items of capital expenditure or disposal of assets.

Local Delivery Plan including Financial Plan

Appointment of Auditors

Investment Strategy for Exchequer Funds and discharge of Trustee
responsibilities in relation to Non Exchequer Funds.

Approval of the Annual Report and Accounts.

The establishment, terms of reference, and reporting arrangements for
all Committees, and Sub Committees acting on behalf of the NHS
Board.

Personnel
Policies,
including
arrangements
appointment/removal and remuneration of key staff.

The launch of the consultation process for Major Service Changes.

The approval of Major Service Changes.
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1.3
Board Responsibility for Clinical Governance
Clinical governance and risk management is the responsibility of the board of
each NHS body. Each board must satisfy itself that the organisation for which
it is responsible is pursuing clinical governance and risk management in an
appropriate manner, i.e. that the activities which support the delivery of
clinical governance and risk management are in place, and that information is
flowing and action is being taken at appropriate levels, up to and including
board level, on safety and quality of care issues both routinely and specifically
when problems are identified. The Board discharges this responsibility
through the appropriate governance committees.
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2
SCHEDULE OF MATTERS DELEGATED TO OFFICERS OF THE BOARD
2.1
INTERPRETATION

Any reference in this scheme to a statutory or other provision shall be
interpreted as a reference to that provision as amended from time to
time by any subsequent legislation.

Any power delegated to a nominated or specified officer in terms of
this scheme may be exercised by such an officer or officers of his or
her department as the officer may authorise.

This Scheme of Delegation should be read in conjunction with the
Board Standing Orders, Standing Financial Instructions, and
Delegated Levels of Authority.
2.2
CHIEF EXECUTIVE
2.2.1
General Provisions
In the context of the Board's principal role to protect and improve the health of
Highland residents, the Chief Executive as Accountable Officer shall have
delegated authority and responsibility to secure the economical, efficient and
effective operation and management of Highland NHS Board and to
safeguard its assets:





in accordance with the statutory requirements and responsibilities laid
upon the Chief Executive as Accountable Officer for Highland NHS Board;
in accordance with direction from the Scottish Executive Health
Department;
in accordance with the current policies of and decisions made by the
Board;
within the limits of the resources available, subject to the approval of the
Board;
and in accordance with Standing Orders and Standing Financial
Instructions.
The Chief Executive is authorised to take such measures as may be required
in emergency situations, subject to advising, where possible, the Chairperson
and the Vice-Chairperson of the Board, and the relevant Standing Committee
Chairperson. Such measures, that might normally be outwith the scope of
the authority delegated by the Board or its Standing Committees to the Chief
Executive, shall be reported to the Board or appropriate Standing Committee
as soon as possible thereafter.
The Chief Executive is authorised to give a direction in special circumstances
that any officer shall not exercise a delegated function subject to reporting on
the terms of the direction to the next meeting of the appropriate Committee.
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The Chief Executive has personal statutory accountability for all Health and
Safety matters within NHS Highland.
The Chief Executive is empowered to take all steps necessary to assist the
Board to develop, promote and monitor compliance with Standing Orders and
Standing Financial Instructions, and appropriate guidance on standards of
business conduct.
2.2.2
Finance
Resources shall be used only for the purpose for which they are allocated,
unless otherwise approved by the Chief Executive, after taking account of the
advice of the Director of Finance. The Chief Executive acting together with
the Director of Finance has delegated authority to approve the transfer of
funds between budget heads, including transfers from reserves and balances.
The Chief Executive may, acting together with the Director of Finance, and
having taken all reasonable action to pursue recovery, approve the writing-off
of losses, subject to the financial limits and categorisation of losses laid down
from time to time by the Scottish Executive Health Department.
2.2.3 Legal Matters
The Chief Executive is authorised to institute, defend or appear in any legal
proceedings or any inquiry, including proceedings before any statutory
tribunal, board or authority, and following consideration of the advice of the
Central Legal Office of the National Services Division, to appoint or consult
with Counsel where it is considered expedient to do so, for the promotion or
protection of the Board's interests.
In circumstances where a claim against the Board is settled by a decision of a
Court, and the decision is not subject to appeal, the Chief Executive shall
implement the decision of the relevant Court on behalf of the Board.
In circumstances where the advice of the Central Legal Office is to reach an
out-of-court settlement, the Chief Executive may, acting together with the
Director of Finance, settle claims against the Board, subject to a report
thereafter being submitted to the Audit Committee.
The Chief Executive, acting together with the Director of Finance, may make
ex-gratia payments subject to the limits laid down from time to time by the
Scottish Executive Health Department.
The arrangements for signing of documents in respect of matters covered by
the Property Transactions Handbook shall be in accordance with the direction
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of Scottish Ministers. The Chief Executive is currently authorised to sign such
documentation on behalf of the Board and Scottish Ministers.
The Chief Executive shall have responsibility for the safe keeping of the
Board's Seal, and together with the Chairperson or other nominated nonexecutive member of the Board, shall have responsibility for the application of
the Seal on behalf of the Board.
2.2.4 Procurement of Supplies and Services
The Chief Executive shall have responsibility for nominating officers or agents
to act on behalf of the Board, for specifying, and issuing documentation
associated with invitations to tender, and for receiving and opening of tenders.
Where post tender negotiations are required, the Chief Executive shall
nominate in writing, officers and/or agents to act on behalf of the Board.
The Chief Executive, acting together with the Director of Finance, has
authority to approve on behalf of the Board the acceptance of tenders,
submitted in accordance with the Board's Standing Orders, up to a value of
£50,000,000, within the limits of previously approved Revenue and Capital
Budgets, where the most economically advantageous tender is to be
accepted.
The Chief Executive, through the Director of Finance, shall produce a listing,
including specimen signatures, of those officers or agents to whom he has
given delegated authority to sign official orders on behalf of the Board.
2.2.5 Human Resources
The Chief Executive may appoint staff in accordance with the Board's
Standing Orders, Human Resources Policies and Delegated Levels of
Authority.
The Chief Executive may, after consultation and agreement with the Director
of Human Resources, and the relevant Director/ Officer, amend staffing
establishments in respect of the number and grading of posts. In so doing,
the Director of Finance must have been consulted, and have confirmed that
the cost of the amended establishment can be contained within the relevant
limit approved by the Board for the current and subsequent financial years.
Any amendment must also be in accordance with the policies and
arrangements relating to workforce planning, approved by the Board or Staff
Governance Committee.
The Chief Executive has delegated authority from Highland NHS Board to
approve the establishment of salaried dentist posts within NHS Highland,
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within the systematic approach as laid down by the Scottish Executive Health
Department Circular No PCA(D)(2005)3.
The Chief Executive may attend and may authorise any member of staff to
attend within and outwith the United Kingdom conferences, courses or
meetings of relevant professional bodies and associations, provided that:



attendance is relevant to the duties or professional development of such
member of staff; and
appropriate allowance has been made within approved budgets; or
external reimbursement of costs is to be made to the Board.
The Chief Executive may, in accordance with the Board's agreed Employee
Conduct Policy, take disciplinary action, in respect of members of staff,
including dismissal where appropriate.
The Chief Executive shall have overall responsibility for ensuring that the
Board complies with Health and Safety legislation, and for ensuring the
effective implementation of the Board's policies in this regard.
The Chief Executive may, in consultation with the Director of Human
Resources and Director of Finance, approve applications to leave the
employment of the Board on grounds of redundancy and/or early retirement
by any employee provided the terms and conditions relating to the
redundancy and/or early retirement are in accordance with the relevant Board
policy.
All such applications and outcomes will be reported to the
Remuneration Sub-Committee.
2.2.6 Patients’ Property
The Chief Executive shall have overall responsibility for ensuring that the
Board complies with legislation in respect of patients’ property. The term
‘property’ shall mean all assets other than land and building. (e.g. furniture,
pictures, jewellery, bank accounts, shares, cash.)
2.2.7 Chief Executive Responsibility for Clinical Governance
The Chief Executive is responsible to the NHS Board for delivering clinical
governance, and for ensuring that suitable local arrangements are in place
and are integrated with existing structures such as clinical directorates. In this
role, the Chief Executive has delegated overall responsibility for Clinical
Governance to the Medical Director, working closely with the Director of
Nursing. The Chief Executive remains responsible for reporting to the board,
and for taking any action it decides.
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2.2.8 Chief Executive Responsibility for Risk Management
The Chief Executive has responsibility for maintaining a sound system of
internal control that supports the achievement of the organisation’s policies,
aims and objectives, set by Scottish Ministers, whilst safeguarding the public
funds and .This is achieved by the reporting through the NHS Board of all
relevant information, including performance against objectives.
The
performance management arrangements operate within an environment of
active risk management. Responsibility for risk management in its widest
sense is delegated to the Medical Director whilst the management of financial
risk is the specific responsibility of the Director of Finance.
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2.3
CHIEF OPERATING OFFICER, SPECIALIST SERVICES UNIT GENERAL
MANAGER AND COMMUNITY HEALTH PARTNERSHIP GENERAL
MANAGERS
2.3.1 General Provisions
The Chief Operating Officer/ Specialist Services Unit (SSU) General Manager/
Community Health Partnership (CHP) General Managers shall have
delegated authority and responsibility from the Board Chief Executive to
secure the economical, efficient and effective operation and management of
the SSU/Community Health Partnerships and to safeguard their assets:




in accordance with the current policies and decisions made by the Board;
within the limits of the resources made available to the SSU and CHPs by
the Board;
in accordance with the Board’s Standing Orders and Standing Financial
Instructions; and
in accordance with the relevant Scheme of Establishment.
The functions of the SSU and each of the four CHPs, for which the Chief
Operating Officer and the SSU/CHP General Managers have delegated
operational responsibility are shown at Appendix A to this Scheme of
Delegation.
The Chief Operating Officer and the SSU/CHP General Managers have a
general duty to assist the Chief Executive in fulfilling his responsibilities as the
Accountable Officer of the Board.
The Chief Operating Officer and the SSU/CHP General Managers are
authorised to take such measures as may be required in emergency
situations, subject to advising, where possible, the Chairperson or the ViceChairperson of the Board, the Chief Executive and where appropriate the
relevant Standing Committee Chairperson. Such measures, that might
normally be outwith the scope of the authority delegated by the Board or its
Standing Committees to the Chief Executive and consequently the Chief
Operating Officer/ SSU and CHP General Managers, shall be reported to the
Board or appropriate Standing Committee as soon as possible thereafter.
The Chief Operating Officer and SSU/CHP General Managers are authorised
to give a direction in special circumstances that any officer within the
SSU/CHP shall not exercise a delegated function subject to reporting on the
terms of the direction to the next meeting of the SSU/CHP Committee.
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2.3.2 Finance
Resources shall be used only for the purpose for which they are allocated,
unless otherwise approved by the Chief Operating Officer or SSU/CHP
General Manager, after taking account of the advice of the designated
Finance Officer. The Chief Operating Officer/ SSU and CHP General
Managers acting together with the designated Finance Officer have delegated
authority to approve the transfer of funds between budget heads, including
transfers from reserves and balances, up to a maximum of £500,000 (in the
case of the Chief Operating Officer) or £200,000 (in the case of the SSU/CHP
General Manager) in any one instance. The Chief Operating Officer/ SSU
and CHP General Managers shall report to the SSU/CHP Committee and to
the Board Chief Executive those instances where this authority is exercised
and/or the change in use of the funds relates to matters of public interest.
The Chief Operating Officer/SSU and CHP General Managers may, acting
together with the designated Finance Officer, and having taken all reasonable
action to pursue recovery, approve the writing-off of losses in the SSU/CHP,
subject to the financial limits and categorisation of losses laid down from time
to time by the Scottish Executive Health Department.
2.3.3 Legal Matters
The Chief Operating Officer/SSU and CHP General Managers are authorised
to institute, defend or appear in any legal proceedings or any inquiry,
(including proceedings before any statutory tribunal, board or authority) in
respect of the SSU/CHP, and following consideration of the advice of the
Central Legal Office of the National Services Division and in consultation with
the Chief Executive, to appoint or consult with Counsel where it is considered
expedient to do so, for the promotion or protection of the Board's interests.
In circumstances where a claim against the Board is settled by a decision of a
Court, and the decision is not subject to appeal, the Chief Operating Officer/
SSU and CHP General Managers shall, following consultation with the Chief
Executive, implement the decision of the relevant Court on behalf of the
Board.
The Chief Operating Officer/SSU and CHP General Managers acting together
with the designated Finance Officer must bring to the attention of the Chief
Executive and Director of Finance any claim deemed to pose a significant risk
to the Board’s Revenue Resources.
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2.3.4 Procurement of Supplies and Services
The Chief Operating Officer shall have responsibility for nominating officers or
agents to act on behalf of the Board, for specifying, and issuing
documentation associated with invitations to tender, and for receiving and
opening of tenders.
The Chief Operating Officer/SSU and CHP General Managers, acting
together with the designated Finance Officer, have authority to approve on
behalf of the Board the acceptance of tenders, in respect of the SSU/CHP
submitted in accordance with the Board's Standing Orders, up to a value
defined within the Delegated Levels of Authority and within the limits of
previously approved Revenue and Capital Budgets.
The Chief Operating Officer/SSU and CHP General Managers shall work with
the designated Finance Officer and the Director of Finance to produce a
listing, including specimen signatures, of those officers or agents to whom he
has given delegated authority to sign official orders on behalf of the Board and
the SSU/CHPs.
2.3.5 Human Resources
The Chief Operating Officer/SSU and CHP General Managers may appoint
staff in accordance with the Board's Standing Orders, Human Resources
Policies and Delegated Levels of Authority.
The Chief Operating Officer/SSU and CHP General Managers may, after
consultation and agreement with Human Resources and the relevant
SSU/CHP Manager, amend staffing establishments in respect of the number
and grading of posts. In so doing, the designated Finance Officer must have
been consulted, and have confirmed that the cost of the amended
establishment can be contained within the relevant limit approved by the
SSU/CHP Committee for the current and subsequent financial years. Any
amendment must also be in accordance with the policies and arrangements
relating to workforce planning, approved by the Board or the Staff
Governance Committee.
The Chief Operating Officer/SSU and CHP General Managers may attend
and may authorise any member of staff to attend within and outwith the United
Kingdom conferences, courses or meetings of relevant professional bodies
and associations, provided that:



attendance is relevant to the duties or professional development of such
member of staff; and
appropriate allowance has been made within approved budgets; or
external reimbursement of costs is to be made to the Board.
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The Chief Operating Officer/SSU and CHP General Managers may, in
accordance with the Board's agreed Management of Employee Conduct
Policy, take disciplinary action in respect of members of staff, including
dismissal where appropriate.
The Chief Operating Officer/SSU and CHP General Managers may, following
consultation and agreement with the appropriate Senior Human Resources
Officer and the designated Finance Officer approve payment of honoraria to
any employee within the SSU/CHP.
2.3.6 Patients’ Property
The Chief Operating Officer/SSU and CHP General Managers shall have
overall responsibility for ensuring that the Board’s SSU/CHPs comply with
legislation in respect of patient’s property and that effective and efficient
management arrangements are in place.
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2.4
DIRECTOR OF FINANCE
Authority is delegated to the Director of Finance to take the necessary measures as
undernoted, in order to assist the Board and the Chief Executive in fulfilling their
corporate responsibilities:
2.4.1 Accountable Officer
The Director of Finance has a general duty to assist the Chief Executive in
fulfilling his responsibilities as the Accountable Officer of the Board.
2.4.2 Financial Statements
The Director of Finance is empowered to take all steps necessary to assist
the Board to:



Act within the law and ensure the regularity of transactions by putting in
place systems of internal control to ensure that financial transactions are
in accordance with the appropriate authority;
Maintain proper accounting records; and
Prepare and submit for External Audit timeous financial statements which
give a true and fair view of the financial position of the Board and its
income and expenditure for the period in question.
2.4.3 Corporate Governance and Management
The Director of Finance is authorised to put in place proper arrangements to
ensure that the financial position of the Board is soundly based by ensuring
that the Board, its Committees, and supporting management groupings
receive appropriate, accurate and timely information and advice with regard
to:



The development of financial plans, budgets and projections;
Compliance with statutory financial requirements and achievement of
financial targets;
The impact of planned future policies and known or foreseeable
developments on the Board's financial position.
The Director of Finance is empowered to take steps to ensure that proper
arrangements are in place for:

Developing and implementing systems of internal control, including
systems of financial, operational and compliance controls and risk
management;
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

Developing and implementing strategies for the prevention and detection
of fraud and irregularity;
Internal Audit.
2.4.4 Performance Management
The Director of Finance is authorised to assist the Chief Executive to ensure
that suitable arrangements are in place to secure economy, efficiency, and
effectiveness in the use of resources and that they are working effectively.
These arrangements include procedures:


for planning, appraisal, authorisation and control, accountability and
evaluation of the use of resources;
to ensure that performance targets and required outcomes are met and
achieved.
2.4.5 Banking
The Director of Finance is authorised to oversee the Board's arrangements in
respect of accounts held in the name of the Board with the Office of the
Paymaster General and the commercial bankers duly appointed by the Board.
The Director of Finance will be responsible for ensuring that the Office of the
Paymaster General and the commercial bankers are advised in writing of
amendments to the panel of nominated authorised signatories.
2.4.6 Patients’ Property
The Director of Finance shall have delegated authority to ensure that detailed
operating procedures in relation to the management of the property of patients
(including the opening of bank accounts where appropriate) are compiled for
use by staff involved in the management of patients’ property and financial
affairs, in line with the terms of the Adults with Incapacity (Scotland) Act 2000.
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2.5
DESIGNATED FINANCE OFFICERS
The Finance Officer(s) designated as lead on financial matters for the SSU,
Corporate Directorates and CHPs have a general duty to assist the Chief
Executive in fulfilling his responsibilities as the Accountable Officer of the
Board.
Authority is delegated to the designated Finance Officer(s)to take the
necessary measures as undernoted, in order to assist the SSU, Corporate
Directorates and CHPs, their respective Committees, and the Chief Operating
Officer/SSU and CHP General Managers/Directors in fulfilling their corporate
responsibilities. In exercising these delegated powers the designated Finance
Officer is also acting as the Director of Finance’s representative.
2.5.1 Financial Statements
The designated Finance Officer is empowered to take all steps necessary for
the Board to:




Act within the law;
Ensure the regularity of transactions by maintaining approved systems of
internal control to ensure that financial transactions are in accordance with
the appropriate authority;
Maintain proper accounting records; and
Ensure (by participation) the timeous completion of the Board’s Annual
Accounts
2.5.2 Corporate Governance and Management
The designated Finance Officers are authorised to put in place proper
arrangements to ensure that the financial position of the Board’s
SSU/CHPs/Corporate Directorates is soundly based by ensuring that the
SSU/CHP Committees and supporting management groupings receive
appropriate, accurate and timely information and advice with regard to:



The development of financial plans, budgets and projections;
Compliance with statutory financial requirements and achievement of
financial targets;
The impact of planned future policies and known or foreseeable
developments on the SSU’s/CHPs/Corporate Directorates financial
position.
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The designated Finance Officer is empowered to take steps to ensure that
proper arrangements are in place for:




Monitoring compliance with the Board’s Standing Orders and Standing
Financial Instructions, and appropriate guidance on Standards of
Business Conduct;
Contributing to the development and promotion of the Board’s Standing
Orders and Standing Financial Instructions;
Developing and implementing systems of internal control, including
systems of financial, operational and compliance controls and risk
management; and
Developing and implementing strategies for the prevention and detection
of fraud and irregularity.
2.5.3 Performance Management
The designated Finance Officer is authorised to assist the Chief Operating
Officer/SSU and CHP General Managers/Directors to ensure that suitable
arrangements are in place to secure economy, efficiency, and effectiveness in
the use of resources and that they are working effectively.
These
arrangements include procedures:


for planning, appraisal, authorisation and control, accountability and
evaluation of the use of resources;
to ensure that performance targets and required outcomes are met and
achieved.
2.5.4 Patients’ Property
The designated Finance Officer(s) shall have delegated authority to provide
detailed operating procedures in relation to the management of the property of
patients (including the opening of bank accounts where appropriate) for use
by staff involved in the management of patient’s property and financial affairs,
in line with the terms of the Adults with Incapacity Act 2000.
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2.6
PROVISIONS APPLICABLE TO OTHER DIRECTORS
2.6.1 General Provisions
Directors shall have delegated authority, and responsibility in conjunction with
the Board Chief Executive, Chief Operating Officer or appropriate CHP
General Manager for securing the economical, efficient and effective
operation and management of their own Directorates/ Departments and for
safeguarding the assets of the Board.
Directors are authorised to take such measures as may be required in
emergency situations, subject to advising, where possible, the Board Chief
Executive, Chief Operating Officer/CHP General Manager as appropriate, the
Chairperson and the Vice-Chairperson of the Board or relevant Standing
Committee Chairperson as appropriate.
Such measures, that might normally be outwith the scope of the authority
delegated by the Board or its Standing Committees to the relevant Director,
shall be reported to the Board or appropriate Standing Committee as soon as
possible thereafter.
2.6.2 Human Resources
Directors may appoint staff in accordance with the Board's Standing orders,
Human Resource policies and Delegated Levels of Authority.
Designated Directors may, after consultation and agreement with the Director
of Human Resources or appropriate Senior Human Resources Manager,
amend staffing establishments in respect of the number and grading of posts,
subject to the limits within the Delegated Levels of Authority. In so doing, the
Director of Finance or his designated Assistant Director, as appropriate, must
have been consulted, and have confirmed that the cost of the amended
establishment can be contained within the relevant limit approved by the
Board for the current and subsequent financial years. Any amendment must
also be in accordance with the policies and arrangements relating to
workforce planning, approved by the Board or Staff Governance Committee.
Directors may attend and may authorise any member of staff to attend within
and outwith the United Kingdom, conferences, courses or meetings of
relevant professional bodies and associations, provided that:



attendance is relevant to the duties or professional development of such
member of staff; and
appropriate allowance must also be contained within approved budgets; or
external reimbursement of costs is to be made to the Board.
Directors may, in accordance with the Board's agreed Employee Conduct
Policy, take disciplinary action, in respect of members of staff, including
dismissal where appropriate.
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NHS HIGHLAND SCHEME OF DELEGATION
Directors
shall
have
overall
responsibility
within
their
Directorates/Departments for ensuring compliance with Health and Safety
legislation, and for ensuring the effective implementation of the Board's
policies in this regard.
2.6.3 Patients’ Property
Directors nominated by the Board Chief Executive, Chief Operating Officer or
CHP General Manager as appropriate, shall have delegated authority for
ensuring that the Board and its Operating Divisions comply with the relevant
legislation and that effective and efficient management arrangements are in
place, in line with the terms of the Adults with Incapacity Act 2000.
2.7
EXECUTIVE LEAD ROLES
2.7.1
Executive Directors of the Board and other Senior Officers have designated
Executive Lead roles and responsibilities. These are described at Appendix
B to this Section.
2.8
PROVISIONS APPLICABLE TO CHP AND SSU CHAIRS
2.8.1
CHP and SSU Chairs are appointed by the NHS Board and have delegated
authority and responsibility, in conjunction with the Board Chair and
appropriate CHP/SSU General Manager, for ensuring the economical,
efficient and effective governance of their CHP or SSU and for safeguarding
the assets of the Board. The Chairs are accountable to the Board in this
regard.
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NHS HIGHLAND SCHEME OF DELEGATION
APPENDIX A
CHIEF OPERATING OFFICER, SPECIALIST SERVICES UNIT GENERAL
MANAGER AND COMMUNITY HEALTH PARTNERSHIP GENERAL MANAGERS
–
DELEGATED OPERATIONAL RESPONSIBILITY FOR FUNCTIONS
1.
ARGYLL AND BUTE CHP
(a)
Services managed or provided by the CHP for its local population are:




















The full range of independent contractor services as per guidance
(including primary care prescribing)
All community related health services, including community and public
health
Nursing services and services provided by allied health professionals;
Community based midwifery services
School health services
Community hospitals;
Community assessment and rehabilitation;
Health services for older people;
Respite or short break services for all client groups;
Services for people with sensory and/or physical disabilities;
Acute and associated services at the Lorn & Islands DGH
Acute and community mental health services provided from the Argyll
& Bute hospital
Community based integrated teams, including rapid response teams;
Community child health services;
Learning disability services;
Community aspects of health improvement
Drug and alcohol addiction services
Sexual and reproductive health services
Child and Adolescent Mental Health Services
Community access to outpatient and diagnostic services
“Commissioning” In and outreach clinical and non clinical services
provided by partnership or SLAs from Glasgow
2.
SOUTH EAST HIGHLAND CHP
(a)
Services managed or provided by the CHP for its local population are:


8 March 2007
The full range of independent contractor services as per guidance
(including primary care prescribing)
All community related health services, including community and public
health
Nursing services and services provided by allied health professionals;
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NHS HIGHLAND SCHEME OF DELEGATION














Community based midwifery services
School health services
Community hospitals;
Community assessment and rehabilitation;
Health services for older people;
Respite or short break services for all client groups;
Services for people with sensory and/or physical disabilities;
Community based integrated teams, including rapid response teams;
Community child health services;
Learning disability services;
Community aspects of health improvement
Drug and alcohol addiction services
Community Mental Health Services
Community access to outpatient and diagnostic services
(b)
Services managed by the CHP on behalf of the whole NHS Highland system
are:

Dental Service;
Inpatient Mental Health Services in Inverness;
3.
MID HIGHLAND CHP
(a)
Services managed or provided by the CHP for its local population are:

















8 March 2007
The full range of independent contractor services as per guidance
(including primary care prescribing)
All community related health services, including community and public
health
Nursing services and services provided by allied health professionals;
Community based midwifery services
School health services
Community hospitals;
Community assessment and rehabilitation;
Health services for older people;
Respite or short break services for all client groups;
Services for people with sensory and/or physical disabilities;
Community based integrated teams, including rapid response teams;
Community child health services;
Learning disability services;
Community aspects of health improvement
Drug and alcohol addiction services
Community Mental Health Services
Community access to outpatient and diagnostic services
All clinical services provided in Belford Hospital in Fort William
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NHS HIGHLAND SCHEME OF DELEGATION
(b)
Services managed by the CHP on behalf of the whole NHS Highland system
are:

Sexual Health services;
Out of Hours Services;
4.
NORTH HIGHLAND CHP
(a)
Services managed or provided by the CHP for its local population are:

















The full range of independent contractor services as per guidance
(including primary care prescribing)
All community related health services, including community and public
health
Nursing services and services provided by allied health professionals;
Community based midwifery services
School health services
Community hospitals;
Community assessment and rehabilitation;
Health services for older people;
Respite or short break services for all client groups;
Services for people with sensory and/or physical disabilities;
Community based integrated teams, including rapid response teams;
Community child health services;
Learning disability services;
Community aspects of health improvement
Drug and alcohol addiction services
Community Mental Health Services
Community access to outpatient and diagnostic services
All clinical services provided in Caithness General Hospital in Wick
5.
SPECIALIST SERVICES UNIT
(a)
All clinical services provided in:



(b)
Raigmore Hospital in Inverness;
The Inverness GP Out of Hours service, integrated with Raigmore
Hospital’s A&E Dept
Outreach Services based at Raigmore Hospital in Inverness.
Services managed by the Unit on behalf of the whole NHS system are:
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Children’s Services.
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NHS HIGHLAND SCHEME OF DELEGATION
6.
FACILITIES






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Catering Services
Cleaning Services
Estates Services
Laundry Services
Portering and Security Services
Transport Services
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NHS HIGHLAND SCHEME OF DELEGATION
APPENDIX B
EXECUTIVE LEAD: ROLE AND RESPONSIBILITIES
(a)
Leadership – Roles and Responsibilities
The key role of the Executive Lead is to provide executive-level cross system
corporate leadership within NHS Highland for designated areas. The
Executive Lead will work through and across organisational boundaries and
will have responsibility for:










(b)
leading the designated cross system area of work, having regard to the
agreed policy and financial framework of NHS Highland;
horizon scanning to ensure NHS Highland is aware of and prepared for
new developments;
informing and leading strategic development in the area;
monitoring and evaluation of the implementation of the strategy;
communication of the strategy and its implementation, etc throughout the
organisation and to partner organisations;
ensuring that staff are involved in the process;
identifying with other Executive Leads as appropriate any impact which
strategy implementation or other actions may have on other areas of work
and agreeing action as necessary;
liaising with Directors and managers as appropriate, to ensure that
operational managers are fully aware of key issues which might affect
them.
providing assurance to the Board and relevant committees
providing support to any associated lead Non Executive Director or
Governance Committee Chairman in the discharge of their responsibilities.
Authority
The Executive Lead has delegated authority from the NHS Highland Chief
Executive for the role and responsibilities as set out in paragraph (a) above.
(c)
Cross system working: Membership of NHS Highland Corporate Team
All designated Executive Leads are members of the NHS Highland Corporate
Team. In this way, Executive Leads will be able to ascertain and evaluate the
impact which proposed actions in other areas of corporate work will have on
their own areas of responsibility, and conversely will equally ensure that other
Executive Leads are kept fully informed about proposals which might impact
on their areas.
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NHS HIGHLAND SCHEME OF DELEGATION
(d)
Reporting and Accountability Arrangements
(i)
Management Accountability
The area of responsibility for each Executive Lead is included in his/her
annual objectives. Except in cases where the Executive Lead has
direct line managerial responsibility for staff working in the designated
area, as part of his/her post, the role of the Executive Lead does not
include line management of staff concerned. Existing management
arrangements, whether in the SSU, CHPs or NHS Highland as a
whole, remain in place. The Executive Lead is accountable to the
Chief Executive for performance of the Executive Lead role.
(ii)
Reporting Arrangements to NHS Highland Corporate Team and
onwards
In addition to individual reporting arrangements through the executive
management structure, the Executive Lead will provide regular, but
infrequent, reports to the NHS Highland Corporate Team, of which
he/she is a member.
In discussion, the NHS Highland Corporate Team will agree whether
appropriate Committee and/or Highland NHS Board approval is also
required.
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NHS HIGHLAND SCHEME OF DELEGATION
APPENDIX C
NHS HIGHLAND – EXECUTIVE LEADS
Accountable Officer
Chief Executive
Caldicott Guardian
Medical Director
Cancer Services
Medical Director
CHI
Director of Public Health
Child Health Services and Child Protection
Director of Community Care
Clinical Governance
Medical Director
Complaints
Medical Director
Control of Infection/HAI/ Decontamination
Nurse Director
Corporate Governance
Board Secretary
Delayed Discharges
Director of Community Care
Designated Medical Officer to the Local Authorities
Director of Public Health
eHealth
Head of eHealth
Equality & Diversity
Director of Planning and
Performance
Estates & Accommodation
Chief Operating Officer
External Communications
Director of Planning and
Performance
Financial Governance
Director of Finance
Freedom of Information (FOI)
Board Secretary
Health & Safety
Chief Operating Officer
Health Improvement & Health Protection
Director of Public Health
Internal Communications
Director of Human Resources
Joint Future (Health & Social Care Partnership)
Director of Community Care
Learning Disability Services
Director of Community Care
Lesbian, Gay, Bisexual and Trans-Sexual issues
Director of Planning and
Performance
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NHS HIGHLAND SCHEME OF DELEGATION
Major Capital Projects and Design
Director of Planning and
Performance
Maternity Services
Director of Nursing
Mental Health Services
Medical Director
Modernising Medical Careers
Medical Director
Organisational Development
Director of Human Resources
Out of Hours
Director of Planning and
Performance
Pay Modernisation and Agenda for Change
Director of Human Resources
Performance Measurement
Director of Planning and
Performance
PFPI
Director of Planning and
Performance
Prescribing & Medicines Management
Medical Director
Regional Planning
Chief Executive
Research and Development
Medical Director
Risk Management
Medical Director
Shared Services
Director of Finance
Spiritual Care
Director of Nursing
Staff Governance
Director of Human Resources
Strategic Planning
Director of Planning and
Performance
Volunteering
Director of Human Resources
Waiting Times
Chief Operating Officer
Winter Planning
Director of Planning and
Performance
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26