Chairs of the Governing Boards for the CCGs within the collaboration

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1 Job title: Accountable Officer Clinical Commissioning Groups (CCGs) within the CWHHE collaboration (Central London, West London, Hammersmith & Fulham, Ealing and Hounslow CCGs) Grade: Reports To: Accountable To: Base: Hours: VSM Chair of Central London CCG Chairs of the Governing Boards for the CCGs within the collaboration MBR Full time The 5 CCGs in Inner North West London (Central London, West London, Hammersmith & Fulham, Hounslow, and Ealing (CWHHE), have chosen to work collaboratively to maximise health outcomes for patients. We want to improve the quality of care for individuals, carers, and families, empowering and supporting people to maintain independence and to lead full lives as active participants in their community. This vision is supported by 3 principles: 1. People and their families will be empowered to direct their care and support and to receive the care they need in their homes or local community 2. GPs will be at the centre of organising and coordinating people s care 3. Our systems will enable and not hinder the provision of integrated care. To deliver this vision the CCGs work flexibly and collaboratively across North West London, working together where appropriate and locally where necessary to ensure that the services that are commissioned for each CCG s population are tailored to the particular local circumstances and the needs of the different areas. Each of the 5 CCGs is a statutory organisation in its own right and has its own Governing Body, sub committees and wider governance structure. The governing bodies of the CCGs are the ultimate decision making bodies and are sovereign. To support the governing bodies there is a local team of CCG staff, a number of staff who work across the CWHHE Collaborative, and some staff who work across all 8 CCGs in NWL. The model for working across the CCGs can be described as: Patient centric putting the patient at the heart of everything we do Bottom up respecting and prioritising the needs of individual CCGs Collaborative respecting colleagues in other CCGs and working together Matrix based two team working, within the CCG and within the wider function Fleet of foot systems that enable rapid, robust decision making 1

2 Integrated removing boundaries that prevent better patient care. Our CCG s are responsible for commissioning approximately 1.64 billion of healthcare for their local population. The Health and Social Care Bill states that CCG s must have a governing body consisting of at least seven specified roles: Chair Accountable Officer Chief Finance Officer 2 Lay Members 2 Clinical Members The governing body will perform very much an oversight and assurance role, assuring that the CCG is delivering its responsibilities in a safe, effective and financially efficient manner. Main Purpose of the Post: To provide leadership and innovation to develop and implement both short and long term strategies for the five CCGs within the collaboration and ensure that agreed plans are effectively delivered. To ensure that the CCGs within the collaboration exercise their functions effectively, efficiently, economically, with good governance and in accordance with the terms of the CCG constitution as agreed by its members. To enhance and build on our culture that ensures the voice of the member practices is heard and the interests of patients and the community remain at the heart of discussions and decisions. The collaborative nature of the role requires the Accountable Officer to influence relationships with multiple key stakeholders including The BHH Federation of CCGs (Brent Harrow and Hillingdon CCGs), the London Ambulance Service (LAS) the Health and Well-being Board, Shaping a Healthier future programme and Local Authorities Further enhance innovative strategic programs such as Whole Systems Integrated Care and continue to drive clinical leadership in NHS Commissioning. 2

3 Principal Duties and Responsibilities: Ensures that there is clear strategic direction and vision for the CCG(s) in conjunction with the Governing Board(s) and keep this under regular review. Maintain a strategic overview of individual CCG performance within the collaboration. Provides leadership across the CCGs within the collaboration, developing and supporting the senior management as an effective working group, enabling it to work corporately to deliver strategic and operational plans. Sets up appropriate risk pooling arrangements and co-ordination in regard to key provider trusts. Responsible for ensuring that the CCG effectively fulfils its duties to ensure improvement in the quality of services and the health of the local population whilst maintaining value for money. Ensures at all times that the regularity and propriety of expenditure is discharged, and that arrangements are put in place to ensure that good practice (as identified through such agencies as the Audit Commission and the National Audit Office) is embodied and that safeguarding of funds is ensured through effective financial and management systems. Working closely with the Chairs of the governing bodies, ensure that proper constitutional, governance and development arrangements are put in place to assure the members (through the governing bodies) of the ongoing capability and capacity of the organizations to meet the duties and responsibilities. Ensures that the CCGs operate in a way that maintains high standards of public service, public accountability and probity. Ensures that performance targets are set and achieved, taking appropriate remedial action as required. Ensures that the governing bodies and the CCGs act in the best interests with regard to the health of the local population at all times Ensures that the CCGs commission the highest quality services with a view to securing the best possible outcomes for their patients within their resource allocation and maintain a consistent focus on quality, integration and innovation Ensures that the CCGs, when exercising their functions, act with a view to securing that health services are provided in a way which promotes the NHS Constitution, that it is there to improve our health and wellbeing, supporting us to keep mentally and physically well, to get better when we are ill and when we cannot fully recover, to stay as well as we can to the end of our lives; and Ensures that good governance remains central at all times. 3

4 Where the Accountable Officer is also the lead clinician of the CCG they will also have the following responsibilities: lead the CCGs ensuring they are constantly committed to and be able to discharge their functions; be the senior clinical voice of the CCGs in interactions with all stakeholders including the NHS Commissioning Board; have the respect and authority of the member practices Equal Opportunities/Diversity The CCGs are committed to an Equal Opportunities Policy which affirms that all staff should be afforded equality of treatment and opportunity in employment irrespective of sex, sexuality, age, marital status, ethnic origin or disability. All staff are required to observe this policy in their behaviour to their behaviour to other employees and service users. 4

5 Person Specification Post Title: (CCG), Accountable Officer Clinical Commissioning Group within the Collaboration Criteria Essential Desirable Educated to first degree level or equivalent Post graduate Qualifications Evidence of continuing professional development Management qualification or equivalent Senior level management experience Board level experience including working in a collective decision-making group such as a board or committee Experience of senior level decision making and delivery in an ambiguous and changing environment Understanding and experience of managing key organisational issues e.g.nhs finance, HR, risk management etc Director level experience of performance managing teams Leadership and motivating others Strategic thinking Communicatio n & influencing Knowledge Experience of leading the business planning process Experience of setting and developing the culture of an organisation and leading the wider organisational development Experience of inspiring and motivating teams Experience of clarifying and establishing organisational direction Able to create a compelling vision for the future and communicating this within and across the organisation Experience of setting strategic business goals ( income, growth areas, challenges etc) Able to think conceptually in order to plan flexibly for the longer term and continually alert to finding ways to improve Able to develop a clear and compelling organisational narrative that describes the future strategy of the CCG, and to effectively communicate this to a wide range of audiences Able to communicate complex clinical issues in laypersons language at public meetings and through media interviews Excellent interpersonal and communication skills, able to influence and persuade others articulating a balanced view and able to constructively question information from others Good understanding of the role of effective communications and engagement with patients, public, workforce and stakeholders in achieving/delivering CCG objectives and maintaining the reputation of the NHS and CCG; Financially literate with the ability to review critically, 5

6 and Understanding challenge and effectively utilise financial information for decision-making; Able to understand the principles of value for money and challenge performance on this basis; Able to understand the requirements of effective financial governance and probity Able to understand the CCG s risk environment including knowledge and understanding of the strategies that have been adopted by the CCG and the risks inherent in any transformation strategies In-depth understanding of health and care, and an appreciation of the broad social, political and economic trends influencing them; Able to understand and analyse complex issues, drawing on the breadth of data needed to inform CCG decisionmaking; able to balance competing priorities and make difficult decisions; Sound understanding of the NHS principles and values as set out in the NHS Constitution Basic understanding of current legal requirements and good practice in employment practices, equality and discrimination; 6

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