« Previous | Contents | Next »
Listen
ENHANCING SEXUAL WELLBEING IN SCOTLAND - A SEXUAL HEALTH AND RELATIONSHIPS STRATEGY: Analysis of Written Responses to the Public Consultation
CHAPTER 13: LEADERSHIP AND ACCOUNTABILITY
13.1 Most comments relating to leadership and accountability came from Health Professionals and were generally questioning or requiring clarity rather than being positive or negative.
"Need for further detail to ensure clarity of accountability at all levels" (Medical Health)
"Will local co-ordinators and lead clinicians will be additional posts and what funding/resources will be available?" (Medical Health)
The Scottish Executive should appoint a National Sexual Health Programme Co-ordinator who should be based within the Scottish Executive The Scottish Executive should appoint a National Sexual Health Advisory Committee, chaired by a Scottish Executive Minister, to guide the implementation and ongoing development of the strategy |
13.2 There was broad support for the notion of a national committee as long as it had adequate representation.
"Agree but the Committee must have adequate representation from professional bodies such as BASHH." (Medical Health)
"Agree but concerned that it includes representatives from Nursing, including Practice Nursing" (Medical Health)
"The Committee should include representation from both urban and rural perspectives." (Medical Health)
13.3 Additionally, several respondents suggested that the strategic leadership should be provided by a range of partners - for example the Department of Education as well as the Department of Health.
The National Sexual Health Advisory Committee should publish an annual report on national progress of the strategy A five yearly review should be published by the National Sexual Health Advisory Committee NHS Health Scotland, through the Sexual Health & Wellbeing Learning Network should disseminate evidence, commission research and develop resources to support the ongoing implementation of the strategy The National Sexual Health Advisory Committee, in conjunction with key stakeholders, should develop proposals to enhance existing lifestyle surveys to provide feedback on the target groups identified in this strategy |
"The sampling for such a survey should be such that adequate samples are taken from each Health Board area for local interpretation as well as national interpretation of the data." (Medical Health)
NHS BOARD LEVEL
Each Director of Public Health should ensure the inter-agency local sexual health strategy reflects the key components of the national strategy and that ongoing development and implementation is led by a multi-agency, multi-disciplinary strategy group which reflects their local population Each Director of Public Health should appoint a Local Sexual Health Co-ordinator to facilitate the implementation of an inter-agency sexual health strategy on a NHS Board-wide basis Each Sexual Health Co-ordinator should facilitate the development of a NHS Board-wide managed sexual health network which includes all relevant local organisations and service providers NHS Board Sexual Health Strategy Groups should produce annual progress reports on local implementation and these should be made available to the National Sexual Health Advisory Committee Each Local Authority should designate a strategic lead for sexual health Each Local Authority should ensure that Joint Health Improvement Plans detail partnership working to address specific sexual health issues and the wider determinants identified by this strategy |
13.4 The idea of a multi-agency group at local level generally received support from those who commented. Again, queries and comments related to clarity in the role of such a co-ordinator and whether this would be and additional dedicated post accompanied by appropriate resources.
"It is essential that the co-ordinator role is adequately resourced and supported." (Medical Health)
13.5 There were some concerns about the fact that in some areas NHS Boards have relied on neighbouring boards with better GUM services to provide sexual health services and have not had to invest in strategic management, clinical administration or core clinic staff. It was suggested that, even where cross-Board networks are required, each Board must allocate resources to developing this and supporting local services in good accommodation with core dedicated staff. A system of cross-charging could be set at a level to encourage less-interested Boards to participate more fully.
« Previous | Contents | Next »