Clinical member on the governing body secondary care doctor. Information Pack for Applicants
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1 Clinical member on the governing body secondary care doctor Information Pack for Applicants
2 CONTENTS Information on NHS Norwich CCG Role Description and Person Specification Eligibility for appointment Frequently Asked Questions Applying for selection How to respond Appendix 1 - The seven principles of public life Appendix 2 - Good Governance Standard for Public Services Appendix 3 Norwich CCG s Constitution Page 2 of 16
3 NHS NORWICH CCG NHS Norwich Clinical Commissioning Group (NCCG) was formed on 1st April 2013 under the Health and Social Care Act There are five CCGs in Norfolk - West Norfolk, North Norfolk, South Norfolk, Norwich and Great Yarmouth & Waveney. The CCG is clinically-led: The 22 GP practices in Norwich and part of the Broadland area form the membership of the CCG, serving a population of about 217,000 people. The CCG is responsible for commissioning many NHS services within the CCG area, including acute hospital care, mental health, community health, continuing healthcare, ambulance services, NHS 111 and out of hours primary care. NHS England directly commissions primary care (pharmacies, dentists, opticians) and some specialised services. The CCG jointly commissions GP services with NHS England as from 1 st April The CCG was allocated a total of 237.2million for programme costs (for commissioning local health services) and 4.5million for running costs. Our key initiatives include:- YourNorwich is our integrated care programme Healthy Norwich - is our public health prevention and promotion programme, to help people stay well. We're focusing on smoking, diet, weight and exercise and affordable warmth. More information can be found on our website: Page 3 of 16
4 ROLE DESCRIPTION ROLE TITLE RESPONSIBLE TO KEY RELATIONSHIPS NHS Norwich CCG Clinical Governing Body Member Secondary Care Doctor the Chair of NHS Norwich CCG Stakeholders including Norwich City Council, Broadland District Council, Norfolk County Council, Health and Wellbeing Board, Healthwatch Norfolk, local CSU and NHS England Teams, Norfolk and Waveney CCGs, CCG staff, and Member Practices ROLE As a member of the CCG s governing body each individual will share responsibility as part of the team to ensure that the CCG exercises its functions effectively, efficiently, economically, with good governance and in accordance with the terms of the CCG constitution as agreed by its members. Each individual is there to bring their unique perspective, informed by their expertise and experience. This will support decisions made by the governing body as a whole and will help ensure that: a culture is sustained 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 governing body and the wider CCG act in the best interests with regard to the health of the local population at all times; the CCG commissions the highest quality services with a view to securing the best possible outcomes for their patients within their resource allocation and maintains a consistent focus on quality, integration and innovation; decisions are taken with regard to securing the best use of public money; the CCG, when exercising its functions, acts 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; the CCG is responsive to the views of local people and promotes self-care and shared decision-making in all aspects of its business; good governance remains central at all times Page 4 of 16
5 PRINCIPLE RESPONSIBILITES (and criteria for selection) Vision and Strategy Develop the shared mission, vision, values and aims for improving and delivering the health care of the population of Norwich in consultation with patients, the public, the Health and Wellbeing board and other key local stakeholders. Develop a comprehensive understanding of the health and care needs of the population of Norwich paying particular attention to health inequalities and needs of excluded groups. Clinical Focus Ensure that NHS Norwich CCG has improvements in quality as the key driver in everything it does and is an organisation led and driven by clinical perspectives. Encourages the widespread involvement of other local multi professional clinical colleagues in the work of the CCG. Brings a clinical leader perspective to discussions and decision making of the CCG. Brings a clinical perspective from wider regional and national forums and networks Commissioning Secure through effective commissioning and within the available resource allocation a range of safe and effective community, secondary and specialised services (as determined by national definition) which offer quality and value for money. Work collaboratively with local clinicians and other stakeholders in shaping, championing and delivering the Quality, Innovation Productivity and Prevention (QIPP) and operational plans so as to ensure financial balance. Ensure NHS Norwich CCG meets its responsibilities in safeguarding children and vulnerable adults. Support the development of NHS Norwich CCG so it is able to deliver its commissioning intentions. Ensure NHS Norwich CCG has the capability and capacity to commission key areas of care for which they are responsible. Provide support in respect of commissioning of primary care and with the primary care new models programme Engagement Establish strong engagement, relationships and two-way engagement with constituent practices. Champion patient and public involvement and local community engagement including active involvement in Health and Wellbeing board meetings and activities. Support communication and engagement with all stakeholders including patients, public, politicians, local authority, clinicians, CSU, staff and local health providers. Promote the involvement of patients and carers in decisions about their own care and treatment, including exercising choice. Page 5 of 16
6 Governance Ensure NHS Norwich CCG is properly constituted with appropriate governance arrangements in place across the organisation compliant with legislative requirements. Ensure financial controls and systems of risk management are robust. Work using the Equality Delivery System to ensure NHS Norwich CCG targets its resources most effectively and that NHS Norwich CCG meets the requirements of the Equality Act Champion innovation and research within the CCG. Collaboration Ensure there is collaboration and robust arrangements for working with other CCGs, the CSU, local government and the local NHS England Team. Leadership Lead and influence health professionals to achieve clinical and organisational change to deliver NHS Norwich CCG s commissioning intentions. Support the Chair in providing clinical leadership for improving quality of care within NHS Norwich CCG. Ensure local clinicians and other stakeholders participate in planning and developing services. DEVELOPMENT Actively participate in a regular appraisal process. Agree with NHS Norwich CCG s Chair annual personal objectives and work programme. Become familiar with good governance principles within the NHS and the Nolan principles and abide by these. In discussion with NHS Norwich CCG s Chair undertake a programme of personal development to meet individual learning needs in order to further develop commissioning knowledge, skills and expertise which will be supported by the CCG. Participate in any development programmes commissioned by NHS Norwich CCG. Attend formal and informal NHS Norwich CCG meetings, workshops and seminars, including member practice events. Attend local meetings with stakeholder organisations as agreed with the Chair. PERSON SPECIFICATION Essential Qualifications To serve as an NHS Norwich CCG Clinical Governing Body Secondary Care Doctor you must meet the following criteria: Must be a consultant either currently employed, or in employment at some time in the period of 10 years ending with the date of the individual s appointment to the governing body; Page 6 of 16
7 has a high level of understanding of how care is delivered in a secondary care setting; Cannot be an employee or member (including shareholder) of, or a partner in, a provider of primary medical services, or a provider with whom the CCG has made commissioning arrangements. The exceptions are where the CCG has made an arrangement with a provider, subsequent to a patient exercising choice, and where the CCG has made an arrangement with a provider in special circumstances to meet the specific needs of a patient (for example, where there is a very limited choice of provider for a highly specialised service). Will not be a person falling within one of the disqualification categories set out below. Core attributes and competencies Each individual needs to: demonstrate commitment to continuously improving outcomes, tackling health inequalities and delivering the best value for money for the taxpayer; embrace effective governance, accountability and stewardship of public money and demonstrate an understanding of the principles of good scrutiny; demonstrate commitment to clinical commissioning, the CCG and to the wider interests of the health services; be committed to ensuring that the governing body remains in tune with the member practices; bring a sound understanding of, and a commitment to upholding, the NHS principles and values as set out in the NHS Constitution; demonstrate a commitment to upholding The Nolan Principles of Public Life along with an ability to reflect them in his/her leadership role and the culture of the CCG; be committed to upholding the Standards for members of NHS Boards and Governing Bodies in England as produced by the Professional Standards Authority (November 2012) be committed to ensuring that the organisation values diversity and promotes equality and inclusivity in all aspects of its business; consider social care principles and promote health and social care integration where this is in the patients best interest; and bring to the governing body, the following leadership qualities: o creating the vision - effective leadership involves contributing to the creation of a compelling vision for the future and communicating this within and across organisations; o working with others - effective leadership requires individuals to work with others in teams and networks to commission continually improving services; o o o o being close to patients - this is about truly engaging and involving patients and communities; intellectual capacity and application - able to think conceptually in order to plan flexibly for the longer term and being continually alert to finding ways to improve; demonstrating personal qualities - effective leadership requires individuals to draw upon their values, strengths and abilities to commission high standards of service; and leadership essence - can best be described as someone who demonstrates presence and engages people by the way they communicate, behave and interact with others. Page 7 of 16
8 Core understanding and skills Each individual will have: a general understanding of good governance and of the difference between governance and management; a general understanding of health and an appreciation of the broad social, political and economic trends influencing it; capability to understand and analyse complex issues, drawing on the breadth of data that needs to inform CCG deliberations and decision-making, and the wisdom to ensure that it is used ethically to balance competing priorities and make difficult decisions; the confidence to question information and explanations supplied by others, who may be experts in their field; the ability to influence and persuade others articulating a balanced, not personal, view and to engage in constructive debate without being adversarial or losing respect and goodwill; the ability to take an objective view, seeing issues from all perspectives, especially external and user perspectives; the ability to recognise key influencers and the skills in engaging and involving them; the ability to communicate effectively, listening to others and actively sharing information; and the ability to demonstrate how your skills and abilities can actively contribute to the work of the governing body and how this will enable you to participate effectively as a team member. Core personal experience previous experience of working in a collective decision-making group such as a board or committee, or high-level awareness of board-level working; and a track record in securing or supporting improvements for patients or the wider public. Specific attributes and competencies As well as sharing responsibility with the other members for all aspects of the CCG governing body business, this clinical member will bring a broader view, on health and care issues to underpin the work of the CCG. In particular, they will bring to the governing body an understanding of patient care in the secondary care setting. Be competent, confident and willing to give an independent strategic clinical view on all aspects of CCG business; Be highly regarded as a clinical leader, preferably with experience working as a leader across more than one clinical discipline and/or specialty with a track record of collaborative working; Be able to take a balanced view of the clinical and management agenda, and draw on their in depth understanding of secondary care to add value; Be able to contribute a generic view from the perspective of a secondary care doctor whilst putting aside specific issues relating to their own clinical practice or their employing organisation s circumstances; and Page 8 of 16
9 Be able to provide an understanding of how secondary care providers work within the health system to bring appropriate insight to discussions regarding service re-design, clinical pathways and system reform. Diversity and equality of opportunity We value and promote diversity and are committed to equality of opportunity for all and appointments made on merit. Terms and Conditions of appointment This role is an appointment and not a job. It is therefore not subject to the provisions of employment law except where discrimination is alleged. The following is a summary of Terms and Conditions with additional detail in the FAQ section, Remuneration Time Commitment Tenure Notice period (if wish to leave early) Appointment Mechanism either: at a rate commensurate with their salary or as needed for replacement costs; or at a rate commensurate with the average rate for their profession and level of seniority with a ceiling of 14,000 per annum 2.5 days per month 3 years, with opportunity for re-appointment for one further term of office 6 months Application and selection by interview panel Standards in public life You will be expected to demonstrate high standards of corporate and personal conduct. All successful candidates will be asked to subscribe to the Nolan Principles of Public Life (Appendix 1). You should note particularly the requirement to declare any conflict of interest that arises in the course of governing body business and the need to declare any relevant business interests, positions of authority or other connections with commercial, public or voluntary bodies. Disqualification from appointment Regulations provide that some individuals are not eligible to be appointed to CCG governing bodies. Full details are included in schedule 5 of The National Health Service (Clinical Commissioning Groups) Regulations The regulations state that the following are disqualified from membership of CCG governing bodies: MPs, MEPs, members of the London Assembly, and local councillors (and their equivalents in Scotland and Northern Ireland); members including shareholders of, or partners in, or employees of commissioning support organisations; Page 9 of 16
10 A person who, within the period of five years immediately preceding the date of the proposed appointment, has been convicted a. in the United Kingdom of any offence, b. outside the United Kingdom of an offence which, if committed in any part of the United Kingdom, would constitute a criminal offence in that part, and, in either case, the final outcome of the proceedings was a sentence of imprisonment (whether suspended or not) for a period of not less than three months without the option of a fine; a person subject to a bankruptcy restrictions order or interim order; a person who within the period of five years immediately preceding the date of the proposed appointment has been dismissed (other than because of redundancy), from paid employment by any of the following: the Board, a CCG, SHA, PCT, NHS Trust or Foundation Trust, a Special Health Authority, a Local Health Board, a Health Board, or Special Health Board, a Scottish NHS Trust, a Health and Social Services Board, the Care Quality Commission, the Health Protection Agency, Monitor, the Wales Centre for Health, the Common Services Agency for the Scottish Health Service, Healthcare Improvement Scotland, the Scottish Dental Practice Board, the Northern Ireland Central Services Agency for the Health and Social Services, a Regional Health and Social Care Board, the Regional Agency for Public Health and Wellbeing, the Regional Business Services Organisation, Health and Social Care trusts, Special health and social care agencies, the Patient and Client Council, and the Health and Social Care Regulation and Quality Improvement Authority. A healthcare professional who has been subject to an investigation or proceedings, by any regulatory body, in connection with the person s fitness to practise or any alleged fraud, the final outcome of which was suspension or erasure from the register (where this still stands), or a decision by the regulatory body which had the effect of preventing the person from practising the profession in question or imposing conditions, where these have not been superseded or lifted; a person disqualified from being a company director; a person who has been removed from the office of charity trustee, or removed or suspended from the control or management of a charity, on the grounds of misconduct or mismanagement. Page 10 of 16
11 Frequently Asked Questions Who else will be on the governing body? The Governing Body consists of the following: 6 elected executive governing body members, one of whom the governing body will be elected as its Chair (also subject to the national appointments process.) 2 lay non executive (non-elected) members who are mandatory (Including vice chair); One of these will lead on audit, remuneration and conflict of interest matters and the other will lead on patient and public participation matters; 2 clinical non executive (non-elected) members; one of whom will be a secondary care specialist and the other a registered nurse. Chief Officer; Chief Financial Officer; Who can apply to become a clinical member of the governing body member Secondary Care Doctor? Anyone who meets the eligibility criteria set out above. What will the time commitment be? The Chair will need to commit to 4 sessions per week and the other governing body elected members will need to commit to 2 sessions per week. The non-elected members need to commit 2.5 days per month. Further sessions may be required depending on the agreed work programme, in agreement with the Chair. Further detail regarding remuneration? Remuneration should be either: at a rate commensurate with their salary or as needed for replacement costs; or at a rate commensurate with the average rate for their profession and level of seniority. What is the Tenure? All appointments will be for a tenure of 3 years, with the opportunity for re-appointment for another term of office, subject to consistently good performance and the needs of the organisation: What is the selection process? Applicants will be shortlisted versus essential criteria and eligibility requirements by a selection panel including an independent member. Shortlisted candidates will then be invited to interview. Recommendations of the interview panel will be made to the Governing Body who will recommend the decision for approval by the CCG s membership. Page 11 of 16
12 How will the CCG ensure that Equality and diversity rules are adhered to? The CCG will comply fully with the Equality Act In particular the CCG will ensure that: It eliminates unlawful discrimination harassment and victimisation and other conduct prohibited by the 2010 Act; It advances equality of opportunity between people who share a protected characteristic and those who do not; It fosters good relations between people who share a protected characteristic and those who do not. What support will there be for governing body members? Members will be able to access training commissioned by the CCG in order to ensure all members are at the correct level of competency to undertake the role. Members will be given regular appraisals to assess progress and keep objectives up to date. What happens if a governing body member wishes to leave or retire? Any governing body member may at any time resign by giving at least six months notice in writing to the Chair. The Chair and the rest of the Governing Body will then follow an agreed process to appoint another member. Page 12 of 16
13 Applying for the Post How we will handle your application Please apply via the electronic application form on healthjobs or nhsjobs All details of closing dates and interview dates will be available online. After the closing date for applications: The Selection Panel will then assess your application against the essential and eligibility criteria to assess the extent to which you have the qualities and expertise specified for the role. All shortlisted candidates will be invited to interview Alternative formats of this application such as Braille, large print and tape versions of this information pack and the application form are available by contacting Page 13 of 16
14 Appendix 1 The Seven Principles of Public Life All applicants for public appointments are expected to demonstrate a commitment to, and an understanding of, the value and importance of the principles of public service. The seven principles of public life 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 open as possible about all the decisions and actions that they take. They should give reasons for their decisions and restrict information only when the wider public interest clearly demands it. 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. Page 14 of 16
15 Appendix 2 The Good Governance Standard for Public Services Adapted from The Good Governance Standard for Public Services Good governance means focusing on the organisation s purpose and on outcomes for citizens and service users Being clear about purpose and intended outcomes for citizens and service users Making sure that patients receive a high quality service Making sure that taxpayers receive value for money Good governance means performing effectively in clearly defined functions and roles Being clear about the functions of the governing body Being clear about the responsibilities of individual roles and making sure that those responsibilities are carried out Being clear about relationships between the organisation and the public Good governance means promoting values for the whole organisation and demonstrating the values of good governance through behaviour Putting organisational values into practice Individuals in leadership roles behaving in ways that uphold and exemplify effective governance Good governance means taking informed, transparent decisions and managing risk Being rigorous and transparent about how decisions are taken Having and using good quality information, advice and support Making sure that an effective risk management system is in operation Good governance means developing the capacity and capability of the governing body to be effective Making sure that members of the governing body have the skills, knowledge and experience they need to perform well Developing the capability of people with governance responsibilities and evaluating their performance, as individuals and as a group Striking a balance, in the membership of the governing body, between continuity and renewal Page 15 of 16
16 Good governance means engaging stakeholders and making accountability real Understanding formal and informal accountability relationships Taking an active and planned approach to dialogue with, and accountability to, the public Taking an active and planned approach to responsibility to staff Engaging effectively with stakeholders Appendix 3 NHS Norwich CCG - Constitution - V5 June Page 16 of 16
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