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Candidate Information Pack Lay Chair
December 2013
Lay Chair
NHS North Manchester CCG
December 2013
2
Contents Welcome from Simon Wootton, Chief Operating Officer ........................................................3
Advertisement .......................................................................................................................4
Background ...........................................................................................................................5
Our Vision .............................................................................................................................7
Our Strategy ..........................................................................................................................8
Our Board..............................................................................................................................9
Our Organisational Structure ............................................................................................... 12
Commissioning .................................................................................................................... 13
Role Description .................................................................................................................. 14
Person Specification ............................................................................................................ 18
How to Apply ....................................................................................................................... 22
Timetable ............................................................................................................................ 23
Lay Chair
NHS North Manchester CCG
December 2013
3
Welcome from Simon Wootton, Chief Operating Officer
Dear Applicant Thank you for your interest in this exciting role within North Manchester Clinical Commission Group. North Manchester Clinical Commissioning Group (CCG) covers the geographical wards of Ancoats & Clayton, Bradford, Charlestown, Cheetham, some areas of the City Centre, Crumpsall, Harpurhey, Higher Blackley, Miles Platting & Newton Heath, and Moston in the north of the City of Manchester. Whilst we cover the area above we are responsible for our relevant population, i.e. people registered with a general practice in the area and people that aren’t but who live in the area. We have a ‘registered’ population of 189,447 (30th September 2012) and this continues to grow. Just under 12% of the population are aged over 65 years old indicating higher needs for health and social care locally. The number of people living in the above wards is set to increase in size by approximately15%. The focus of the CCG over the next five years will be to have: • More systematic and proactive management of long term conditions (LTCs) - not only
will this improve health outcomes, and reduce inappropriate use of hospitals, but it will also have a significant positive impact on health inequalities;
• A greater focus on primary and secondary prevention, working with Public Health and Manchester City Council to develop population based interventions that prevent ill health, and to focus resources on those with the highest needs;
• Patients empowered to manage their own care (self care) and make informed lifestyle choices;
• A population-based approach to commissioning - directing resources to patients with the greatest need and redress the ‘inverse care law’ by which those who need the most care often receive the least. This means shifting the focus from patients that present most frequently to health services to the wider population; and
• More integrated models of care - this will take a variety of forms from ‘virtual’ integration through shared protocols to integrated teams, and in some cases shared budgets and organisational integration. The aim is to improve the quality of care for patients and reduce waste.
We are therefore looking for an ambitious leader, able to apply fresh thinking and develop contemporary solutions to traditional issues; you are someone able to innovate, challenge and improve upon how we care for our patients. Based on experience, you have a clear vision of how we can deliver safe, individually tailored care to the highest standard consistently and the skills to make this a reality. I would encourage you to talk our recruitment partner Veredus, who can give you a wider perspective on the work we are doing. In the meantime, I look forward to reviewing your application in due course. Yours Sincerely,
Simon Wootton, Chief Operating Officer
Lay Chair
NHS North Manchester CCG
December 2013
4
Advertisement
Lay Chair £15, 764 – 1 Day per week
Manchester
Established in February 2013, North Manchester Clinical Commissioning Group (CCG) is covers the geographical wards of Ancoats & Clayton, Bradford, Charlestown, Cheetham, some areas of the City Centre, Crumpsall, Harpurhey, Higher Blackley, Miles Platting & Newton Heath, and Moston in the north of the City of Manchester and have agreed their priorities as being:
• Putting primary and secondary prevention at the heart of what they do to reduce morbidity and mortality
• To improve the management of people with long term conditions and optimising self management to reduce exacerbation of conditions and the need to use emergency care services
• Providing safe, high quality services
There is a substantial challenge, since North Manchester has high levels of deprivation, higher-than-average rates of cancer mortality and generally, households have lower incomes and higher unemployment rates than the average for Manchester. To overcome these, the CCG Governing Body is keen to appoint a new Lay Chair to work alongside their clinical Accountable Officer and leadership team to:
• Chair and lead the Governing Board, ensuring all members make a full contribution and that the Board focuses on the strategic direction of the CCG whilst developing and embedding a robust approach to improving health services through its commissioning activities.
• Aid the development of sound governance structures and organisational capacity • Develop relationships with key partners and stakeholders to support joint working and
implementation of strategies • Be an ambassador for the CCG, developing and maintaining effective and productive
relationships with key stakeholders at local, at local, regional and nation levels whilst improving access for patients to primary care and improving health outcomes for all.
We are seeking an experienced and resilient leader who brings substantial board level experience
from within a complex, challenging and dynamic environment, preferably within the public service
sector and leading multi- professionals. You will have an extensive track record of delivering /
improving organisational performance and will have commercial astuteness with a high degree of
political acumen. It goes without saying that you will bring the interpersonal, communication and
influencing skills which a role at this level demands. It will be helpful to have an understanding of the
current NHS commissioning regime as well as understanding of working in a highly regulated
environment.
For further information please visit www.veredus.co.uk quoting reference 15896. For a confidential
discussion please contact our retained consultant Simon Potts 020 7932 4245. Closing Date is 31st
January. Formal Interviews w/c 24th February.
Lay Chair
NHS North Manchester CCG
December 2013
5
Background
The Geography and Population
North Manchester Clinical Commissioning Group (CCG) covers the geographical wards of
Ancoats & Clayton, Bradford, Charlestown, Cheetham, some areas of the City Centre,
Crumpsall, Harpurhey, Higher Blackley, Miles Platting & Newton Heath, and Moston in the
north of the City of Manchester.
Whilst we cover the area above we are responsible for our relevant population, i.e. people
registered with a general practice in the area and people that aren’t but who live in the area.
We have a ‘registered’ population of 189,447 (30th September 2012) and this continues to
grow. Just under 12% of the population are aged over 65 years old indicating higher needs
for health and social care locally. The number of people living in the above wards is set to
increase in size by approximately15%.
Based on the wards in North Manchester below is some contextual information:
• There are high levels of deprivation across North Manchester;
• Nearly all wards in North East Manchester have higher-than-average rates of cancer
mortality;
• Households in North Manchester wards have lower incomes and higher
unemployment rates than the average for Manchester.
This provides us with a significant challenge in achieving our vision.
Our Member Practices
There are 36 practices in the area. In order to engage with them effectively the CCG has split
them into three localities – known locally as ‘patches’. The practices in each patch are as
follows:
Lay Chair
NHS North Manchester CCG
December 2013
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Patch One Patch Two Patch Three
Aleeshan Medical Centre Artane Medical Centre The Avenue Medical Centre Cheetham Medical Centre Dam Head Surgery Higher Blackley Medical Centre The Jolly Medical Centre New Collegiate Medical Centre Park View Medical Centre Queen's Medical Centre The Village Surgery Wellfield Medical Centre
Charlestown Medical Practice Conran Medical Centre The Family Practice Harpurhey Health Centre Hazeldene Medical Centre Newton Heath Health Centre St.George's Medical Centre Simpson Medical Centre Fernclough Surgery Valentine Medical Centre Whitley Rd Medical Centre Willowbank Surgery
New Islington Medical Practice Brookdale Practice City Centre Health Centre Eastlands Medical Practice The Family Surgery Five Oaks Family Practice Florence House Family Practice The Mazhari & Khan Practice Cornerstones Medical Practice Dr Mokashi & Partners Urban Village Medical Centre Victoria Mill Health Centre
Each of the patches has a Chair that currently sits on the CCG Board to inform decision
making and provide a two way communication link with constituent / member practices.
During 2012/13 their membership will move to the CCG’s Executive Committee as we move
towards becoming an authorised statutory body.
Our Responsibilities
As a sub-committee of NHS Greater Manchester, we have delegated responsibility for the
following budget areas:
• Management: incorporating Board and clinical lead reimbursement, local incentive
scheme and development monies;
• Acute hospitals; and
• Prescribing.
Whilst there is a city wide approach to many aspects of commissioning, locally we deliver
many of the aspects including:
• Reviewing service provision;
• Deciding local priorities;
• Designing services;
• Shaping the structure of supply and demand; and
• Managing performance
Lay Chair
NHS North Manchester CCG
December 2013
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Our Vision
Our vision for the Clinical Commissioning Group (CCG) for 2013/14 and beyond is:
Improving the health of local people through reducing inequalities and commissioning quality services for the best health outcomes.
We have summarised this into the following phrase so that we can communicate this simply to all stakeholders:
Working together so local people stay healthier for longer
Our priorities are as follows:
• Putting primary and secondary prevention at the heart of what we do to reduce morbidity and mortality;
• Improving the management of people with long term conditions and optimising self management to reduce exacerbation of conditions and the need to use emergency care services; and
• Commissioning safe, high quality services.
The CCG has agreed a number of values over and above the Nolan Principles specifically to support the delivery of its priorities. We will be:
Innovative - inspiring improvement and engaging in delivery; Equitable – patients receiving the same care no matter which practice they may be registered with in North Manchester; Transparent – accountable to patients and the public; Passionate – driving improvement through change and clinical leadership; Respectful – seeking views and opinions and having an inclusive approach. Additionally, there are some supporting principles which underpin delivery of our priorities. These are:
• Achieving financial balance is a priority for the CCG; • Cross sector working with health and social care partners is a must; • Patient and public engagement is a crucial element of our commissioning
responsibility; • The Quality, Innovation, Productivity and Prevention (QIPP) programme should be at
the heart of what we do and drive delivery; • Education, training and development of our clinical leaders, workforce and primary
care colleagues is crucial for the organisation and to improve services.
Lay Chair
NHS North Manchester CCG
December 2013
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Our Strategy
The development of our Commissioning Strategy has been ongoing over the last six months and uses a number of sources including:
• Views from member practices, both individually and through our patch arrangements; • Manchester’s Joint Strategic Needs Assessment; • Patient feedback; and • The views of partners including commissioners, providers and other stakeholders.
The focus of the CCG over the next five years will be to have:
• More systematic and proactive management of long term conditions (LTCs) - not only will this improve health outcomes, and reduce inappropriate use of hospitals, but it will also have a significant positive impact on health inequalities;
• A greater focus on primary and secondary prevention, working with Public Health and Manchester City Council to develop population based interventions that prevent ill health, and to focus resources on those with the highest needs;
• Patients empowered to manage their own care (self care) and make informed lifestyle choices;
• A population-based approach to commissioning - directing resources to patients with the greatest need and redress the ‘inverse care law’ by which those who need the most care often receive the least. This means shifting the focus from patients that present most frequently to health services to the wider population; and
• More integrated models of care - this will take a variety of forms from ‘virtual’ integration through shared protocols to integrated teams, and in some cases shared budgets and organisational integration. The aim is to improve the quality of care for patients and reduce waste.
This will be supported by ten objectives:
1. Effective prevention and management of long term conditions (primary prevention) 2. Long term condition management and Self Care (including secondary prevention) 3. Improving the management of patients with ambulatory care sensitive conditions 4. Improving the management of patients with both mental and physical health needs 5. Care Co-ordination through integrated Health & Social Care teams 6. Improving the management of end-of-life care 7. Medicines optimisation 8. Managing elective activity – referral quality 9. Managing Emergency activity – Urgent Care 10. Improving the quality of Primary Care
Lay Chair
NHS North Manchester CCG
December 2013
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Our Board Our Board currently meets in ‘shadow’ form but from July 2012 it will meet in public and the dates and locations of meetings will be publicised.
Our Board members currently are:
Mr Tim Presswood - Chair (and PPI Lead)
Dr Martin Whiting – Interim Chief Clinical Officer
Dr Denis Colligan – Vice Chair (and lead for finance & performance)
Simon Wootton – Interim Chief Operating Officer
Lay Chair
NHS North Manchester CCG
December 2013
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Mrs Gabrielle Cox - Lay Member (and Audit Lead)
Dr Richard Deacon - GP Member (and lead for Quality and Governance)
Mrs Joanne Newton - Interim Chief Finance Officer
Vacant - Consultant
Vacant - Non-executive Nurse
Practice representatives that will be members of the executive committee alongside some of
the Board members and senior management team are:
Patch 1 – Vacant
Patch 2 - Dr Julie Richards
Patch 3 - Dr Gerry O'Shea
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NHS North Manchester CCG
December 2013
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Mr Anthony Foster - Practice Manager Representative
Lay Chair
NHS North Manchester CCG
December 2013
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Our Organisational Structure
Publications
To read more about North Manchester Clinical Commissioning Group please click on a publication below:
• North Manchester CCG Prospectus 2013-14 • Operational Plan 2012-2013 • Constitutional Framework • Register of Interests • Commissioning Strategy • Plan on a Page
Lay Chair
NHS North Manchester CCG
December 2013
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Commissioning
Commissioning healthcare
As the lead organisations for the NHS in Manchester the Manchester Clinical Commissioning
Groups are responsible for making sure funding for health services is targeted where it is
needed the most, NHS care is of the highest standards and, ultimately, local people are able
to lead longer, healthier lives.
This role is known as commissioning and involves directing NHS funds into a wide range of
services that meet the needs of all communities in the City of Manchester. For example, we
commission services from hospitals, general practitioners (GPs) and dentists so that
suitable treatment is available where and when it is needed.
Manchester is rightly proud to be one of the most dynamic and diverse cities in the United
Kingdom. It is a centre for commerce and growing prosperity, widely regarded as England's
second city. But while life expectancy for people born here has improved significantly in the
last decade, people's health and wellbeing have not fully enjoyed the benefits of the city's
transformation.
A boy born in Manchester today has a shorter life expectancy than one born in any other part
of England; while a newborn girl here has the fourth lowest life expectancy nationally.
The Manchester Clinical Commissioning Groups are ambitious and want to see local
communities' health make the same great strides forward as the city itself. Our vision is to
address the most fundamental of inequalities by improving health in Manchester.
Lay Chair
NHS North Manchester CCG
December 2013
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Role Description
Lay Chair
Period of Contract: Post required until 31 March 2017 with six-monthly review
Accountable to: The Board Chair will be accountable to the constituent member
practices of the group and other NHS organisations as determined by
legislation.
Time commitment: The amount of time required form the Chair as a general guide will be
approximately 1 day a week
Remuneration: Remuneration for the Chair role will be £15,764 per annum.
Overall Purpose: To undertake a key leadership role within North Manchester CCG, not
only fulfilling key functions of the role but also leading the development
of the CCG, enabling strategy and supporting other members of the
CCG Governing body.
Specific purpose: To ensure that the CCG effectively engages with stakeholders,
including patients and the public, to lead and support the delivery of its
vision and objectives. The role of the chair is subject to the overall
responsibility for CCG’s compliance with its statutory obligations. The
Chair will also provide advice and support to the governing body (the
CCG Board) to ensure that the CCG exercises its functions in
accordance with good governance and within the terms of the CCG
constitution as agreed by its members.
Key Relationships: GP member practices and their teams, Central and South Manchester
CCGs, North East Sector CCGs and their appointed chairs, NHS
England Greater Manchester Area Team, Acute, community and
mental health service providers and their chairs, CCG governing body
members, CCG senior leadership team, GMCSU, Manchester City
Council Members and leadership team
Lay Chair
NHS North Manchester CCG
December 2013
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Key responsibilities
• To be the figurehead of the organisation and key contact for major partners/stakeholders • Provide overall leadership of the CCG and the Board. • Provide strategic oversight of the organisation and indentify areas for improvement and
contribute towards creating an innovative atmosphere within the CCG • To work with and hold the Chief Clinical Officer to account • To lead the board to deliver the strategy including management responsibility for Board
Members. • To communicate the mission, vision and values to the group and ensure effective engagement
throughout the organisation • To uphold and promote the NHS constitution • To lead by example • Develop relationships with key partners and stakeholders to support joint working and
implementation of strategies • To represent the CCG with the media as appropriate • To lead decision making within the organisation balancing pace of decision-making with
consultation of stakeholders • To ensure good governance of the organisation • Champion effective patient and public engagement in the decisions of the CCG and lead on
being the public voice of North Manchester CCG, ensuring that public expectations are met and the CCG acts in the best interest of the local population
• To chair CCG Board Meetings • To chair the Remuneration Committee • To chair the Patient and Public Advisory Group (as patient and public engagement champion) • To be a member of the Clinical Quality Committee • To attend Clinical Executive Committee as and when it is considered appropriate to do so
Core Attributes and Competencies
The Board Lay Chair needs to:
• have developed a high level of expertise and knowledge across a wide range of areas (not necessarily within health care)
• Demonstrate commitment to North Manchester CCG and to the wider NHS and social care economy
• Display the values of honesty and integrity, and respect confidentiality • Be committed to ensuring that the organisation values diversity and promotes
equality and inclusion in all aspects of its business
The Board Lay Chair also needs to bring to the governing body:
Patient and community focus A high level of commitment to patients, carers
and the community, especially to disadvantaged
groups
Lay Chair
NHS North Manchester CCG
December 2013
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Strategic direction The ability to think and plan ahead, balancing
political aims, local needs and potential
constraints
Holding to account The ability to accept accountability, and probe
and challenge constructively the CCG’s clinical
and managerial leaders
Effective influencing and Be able to influence and persuade
Communication others
Team working Be committed to working as a team
Self belief and drive The motivation to improve NHS services and the
experience of patients and the confidence to
take on challenges
Intellectual flexibility The ability to think clearly and creatively
The Board Lay Chair will be required to demonstrate outstanding Leadership in driving the
following:
Creating vision Lead the creation of a compelling vision for the future and
communicate this across the healthcare system (including the
wider Manchester and North East Sector)
Delivering strategy Oversee implementation and delivery of the strategic vision
through strategic plans that place patient care at the heart of
commissioning
Setting direction Set the direction for good patient care and act in a manner
consistent with North Manchester CCG’s values by
demonstrating effectiveness in identifying the context for
change, applying knowledge and evidence, making decisions
and evaluating impact
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NHS North Manchester CCG
December 2013
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Improving services Lead the improvement of services by commissioning effectively
– overseeing that quality and patient safety is underpinned by
commissioning activity, encouraging continual improvement
and innovation, and facilitating transformation through
relationship management
Managing services Influence and lead the effective planning and management
resources, people and performance to deliver all aspects of
commissioning – from within the CCG, shared across CCGs or
from commissioning support services
Relationship Work with others by building and effectively developing Management networks, building and maintaining relationships, encouraging
contribution and working in teams across a wide range of
stakeholders Demonstrating Draw upon personal values, strengths and abilities personal qualities to deliver high standards of (service) commissioning; showing
self awareness, self-management, commitment to personal
development and acting with integrity
Lay Chair
NHS North Manchester CCG
December 2013
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Person Specification
Description
Essential
Assessment
Experience
Previous experience of chairing boards in a public,
private or voluntary sector organisation
A/I
Significant experience in strategic (clinical and
managerial) leadership and management: holding
senior managers to account as a chair of an
organisation
A/I
Demonstrable experience of having carried substantial
levels of decision making at senior levels in
organisations
A/I
Demonstrable experience of using highly developed
influencing and negotiating skills
A/I
Experience of chairing large meetings effectively
incorporating multi-professional or multiple stakeholder
involvement
A/I
Experience of substantial transformation in
organisations
A/I
Knowledge,
Skills and Attributes
The ability to provide leadership to the CCG, ensuring
its effectiveness on all aspects of its corporate
responsibility and setting its agenda
A/I
Personal commitment, drive and capacity to lead
through a challenging agenda and deliver against
agreed outcomes. The ability to innovate and inspire
others to achieve these outcomes.
A/I
The ability to engage visibly and effectively,
A/I
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NHS North Manchester CCG
December 2013
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commanding respect from a wide range of stakeholders
including clinicians, patients and public and in particular
ensuring effective communication with the member
practices
An understanding of the patient and public engagement
agenda and challenges linked to this
A/I
An understanding of the strategic challenges facing the
CCG
A/I
To have strong influencing and negotiating skills to
engage with practices and local providers to ensure
good performance and delivery of commissioning
strategies
A/I
To have strategic knowledge of NHS policy and the
ability to translate this into delivery of objectives
A/I
Ability to set direction, monitor, deliver and influence
others to ensure high standards of quality care achieved
and maintained
A/I
The ability to manage conflict, build consensus and
facilitate problem solving and collaboration: create a
culture of mutual accountability
A/I
The ability to communicate complex and challenging
issues clearly and effectively in public meetings
A/I
A level of political astuteness, will highly developed
skills in engaging, influencing and securing shared
ownership to enable commissioning intentions to be
delivered
A/I
Have the ability to develop an understanding of the legal
environment in which the CCG operates
A/I
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NHS North Manchester CCG
December 2013
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Ability to build and manage a suitable organisation to
deliver the commissioning agenda, whilst setting
realistic goals within the organisation.
A/I
An understanding of NHS Finance and regimes
A/I
Personal Qualities
The ability to demonstrate honesty, probity and integrity
in the conduct of self and others
A/I
Demonstration of adherence to the Nolan principles as
set out below
A/I
A strong commitment to Equality and Inclusion
A/I
Desirable
Assessment
A registered clinician for at least five years.
A
An understanding of variability of standards in primary
care, the root causes behind and a desire to drive up
standards
I
An understanding of the North East sector of Greater
Manchester and or Manchester health and Social Care
Economy
I
Experience of development of commissioning
organisations.
A/I
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NHS North Manchester CCG
December 2013
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Nolan Principles
The ‘Nolan Principles’ set out the ways in which holders of public office should behave in
discharging their duties.
The seven principles are:
Selflessness – Holders of public office should act solely in terms of the public interest. They should not do so in order to gain financial or other benefits for themselves, their family or their friends.
Integrity – Holders of public office should not place themselves under any financial or other obligation to outside individuals or organisations that might seek to influence them in the performance of their official duties
Objectivity – In carrying out public business, including making public appointments, awarding contracts, or recommending individuals for rewards and benefits, holders of public office should make choices on merit
Accountability – Holders of public office are accountable for their decisions and actions to the public and must submit themselves to whatever scrutiny is appropriate to their office
Openness – Holders of public office should be as open as possible about all the decisions and actions they take. They should give reasons for their decisions and restrict information only when the wider public interest clearly demands
Honesty – Holders of public office have a duty to declare any private interests relating to their public duties and to take steps to resolve any conflicts arising in a way that protects the public interest.
Leadership – Holders of public office should promote and support these principles by leadership and example.
Source: The First Report of the Committee on Standards in Public Life (1995)1
Lay Chair
NHS North Manchester CCG
December 2013
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How to Apply
For this position you should submit a comprehensive CV plus supporting personal statement
quoting reference 15896. Please give evidence or examples of your proven experience
against the criteria listed in the person specification.
You should also give names, positions, organisations and telephone contact numbers for at
least two referees, one of whom should be your current/most recent employer. If you
specifically do not wish referees to be approached without your permission, please indicate
this clearly.
Equality & Diversity
You are invited and encouraged to complete the Equality and Diversity Monitoring Form
which can be found by assessing this Link
This will help our client to follow the recommendations of the Equality and Human Rights
Commission, that employers should monitor selection decisions to assess whether equality
of opportunity is being achieved. The information on the form will be treated as confidential,
and used for statistical purposes. The form will not be treated as part of your application.
Finally, please ensure you include contact telephone numbers and email addresses where
applicable, as well as any dates when you will not be available.
Applications should be emailed to veredushealthteam@veredus.co.uk
If you any queries on the role or for an informal discussion in confidence, please contact:
Simon Potts, Director on 07880 188999 simon.potts@veredus.co.uk
Close Date –Friday 31st January 2014
Lay Chair
NHS North Manchester CCG
December 2013
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Timetable
Element Date
Close Date 31st January 2014
Preliminary Interviews with Veredus team w/c 27th January 2014
Final Selection Interviews w/c 24th February 2014