In his latest Health Service Journal article Paul Stanton argues that “The good of the public must be served ahead of NHS boards’ narrowly defined organisational interests, placing them as servants of the community need and not its masters.”
He also states that “There is significant confusion and muddle in the DH and the NHS about the nature of governance.” He goes on to say that “It is not uncommon to hear senior figures talking about boards managing or leading their organisations. This implies a fundamental lack of clarity about the explicit separation that should exist between the task of a board, which is primarily legislative (making policy, setting strategic goals and holding the executive, and through them the organisation, to account) and the task of the executive (albeit some executives are also corporate directors within the legislative board), which is to lead and manage the organisation so that policies are implemented, strategic goals are achieved and the local community is served.”
In making this distinction, Paul says he is “influenced by the work of John Carver, whose model of ‘policy governance’ is admirably clear……….”
Read Paul’s full article here.