Role Title: Chief Officer Responsible to: CCG chairs - one employing CCG Job purpose/ Main Responsibilities Accountable to: All employed staff working within the 3 CCGs Within the 3 CCGs the Chief Officer will ensure that each CCG complies with its: Duty to exercise its functions effectively, efficiently and economically; Duty to exercise its functions with a view to securing continuous improvement in the quality of services provided to patients and local people for, or in connection with, the prevention, diagnosis or treatment of illness; Financial obligations, including information requests; Obligations relating to accounting and auditing; and Duty to provide information to NHS England, following requests from Secretary of State. To deliver this the Chief Officer will: Provide effective executive leadership and the overall management of the Clinical Commissioning Groups. Play a key role in the BNSSG System Leadership to ensure an ongoing focus on the Five Year Forward View and to strengthen collaboration across the system Work with other system leaders, representing the CCGs work within the Sustainability and Transformation Plan footprint to deliver the required system transformation Produce and agree a clear and credible strategy and clear and credible operational and financial plans. Inspire and empower staff within the CCG teams to take responsibility for the delivery of specific elements of operational and financial plans, through the establishment of clear objectives and deliverables within their personal development plans Lead systems and processes that support the effective governance of the CCGs Enable and facilitate the delivery of national and local targets, outcomes and standards through effective commissioning and integrated working with commissioners of social care and providers of Public Health Ensure that there is a strong and clear performance management and accountability framework for all areas that fall under the commissioning responsibilities of the CCG Ensure that commissioning has appropriate strong patient and public engagement from the outset of each considered piece of work * Bring a can do attitude to the whole team, leading on the development and embedding of a culture of transparency and openness which supports Page 1 of 8
collaborative working, making the best of the resources available and developing staff. Work with the governing bodies to develop the new model for the organisations given the changing role of commissioning within the new health and social care landscape. Detailed Duties Governance Take overall responsibility and accountability for good governance across the CCGs. Ensure that the risks are effectively managed across the CCGs and that a clear risk management strategy and framework is developed and embedded Support the role and operation of robust audit and remuneration committees to ensure effective governance of the CCGs in these duties Leadership and Development Work with the CCG membership and other stakeholders to define the preferred organisational form for the CCGs and lead the change management process to achieve this. Lead the implementation of the CCG organisational development plan to: o Ensure that the CCGs develop effective member involvement and clinical leadership o Support effective development of robust arrangements between the CCGs and the commissioning support functions o Develop effective stakeholder partnership working with a focus on Health and Wellbeing. o Ensure the delivery of each annual operational plan. To work with each CCG Chair to develop a culture that fosters, engages, and ensures the voice of the member practices are heard. Ensure that the interests of patients and the community remain at the heart of discussions and decisions. To develop effective communication and involvement of patients, carers, the public, clinicians, service providers and other stakeholders. To provide dynamic leadership and effective high quality guidance to each CCG Governing Body to ensure that the CCGs meet their statutory duties and strategic objectives. To provide visible leadership in improving service quality To lead by example to ensure that the 3 CCGs work together where it makes sense to do so and agree by consensus to make joint working meaningful and effective. This will include the development of a single cohesive operational model which respects the integrity of the individual CCG legal entities and optimises system-wide benefits. Page 2 of 8
Innovation Encourage and foster innovation and change across our provider landscape, which enables local initiatives to develop and improves the health of the CCG populations. Contribute to the strategy and aspirations of the organisations and act in a manner consistent with their values. Secure collaborative and effective working across CCGs, the Sustainability and Transformation Plan footprint, other NHS partners, Local Authorities and the voluntary sector organisations. Demonstrate a commitment to ensuring that the CCGs value diversity and promote equality and inclusivity in all aspects of their business. Develop the organisations and their staff to ensure that they can respond to emerging changes in healthcare. Lead, develop and inspire staff and the organisations to deliver improved patient care for the people we commission for, now and in the future. Strategic Commissioning Ensure that the CCGs commission the highest quality services with a view to securing the best possible outcomes for their populations within their resource allocation and maintain a consistent focus on quality, integration and innovation Ensure that the CCGs, when exercising their functions, act with a view to ensure that health services are provided in a way which promotes the NHS constitution. Ensure that the CCGs are responsive to the views of local people and promote self-care and shared decision-making in all aspects of their business. Develop strong relationships, understanding and purpose with our Local Authorities ( in their role as both commissioners and providers) Provide assurance to NHS England (and other regulators as required) Financial To be responsible and accountable for defined budgets for each CCG and ensure compliance with financial regulations through the Chief Finance Officer. Ensure the regularity and propriety of financial CCG expenditure is discharged, that arrangements are in place to ensure that good practice is embodied and that safeguarding of funds is ensured through effective financial and management systems. Corporate Management To be a member of each of the three CCG Governing Bodies To provide strong leadership to the executive team ensuring clear objectives are set and achieved Page 3 of 8
To ensure robust management of all functions provided by third parties and ensure regular review of these services giving consideration to the lead provider framework To champion the most effective alignment between clinical leadership and management processes within and across the CCGs Information Management To work in conjunction with clinical colleagues to ensure the highest standards of patient care and experience, and to ensure monitoring systems are in place to detect any poor performance. To ensure that information is available to the CCG governing bodies and to the Executive and other relevant members of the CCGs in respect of national targets, performance standards and operational objectives. To ensure that there is a clear information systems strategy for the CCGs and that effective information systems are in place to assure the Governing Bodies that all agreed operational and performance standards and targets will be met and systems are in place to review performance, throughout the year. To ensure that the Governing Bodies have sufficient and appropriate information to be able to judge and monitor performance, especially of newly commissioned or altered services and not just treat them for monitoring purposes as business as usual. To ensure that data management and security arrangements are in line with national guidelines Human Resources To support the CCGs in ensuring the recruitment, retention and development of appropriate staff, whilst taking into account the external commissioning support services and that the latter delivers or that we commission the best from the best to enable the 3 CCGs to do their work. To ensure good HR Management to support staff in developing an effective work/life balance and to have a plan that gives credibility to the statement we value our staff. To ensure that all staff undergo an annual performance review in line with the CCGs Policies and have an up to date Personal Development Plan that staff value To be responsible for own professional development and to participate in the CCG Performance Review Process Health & Safety The post holder is required to take responsible care for the health & safety of themselves and other persons who may be affected by their omissions at work. The post holder is also required to co-operate with the CCGs to ensure that statutory and departmental regulations are adhered to. Infection Control Page 4 of 8
Infection Control is everyone s responsibility. All staff, both clinical and non-clinical, are required to adhere to the CCGs Infection Prevention and Control Policies and make every effort to maintain high standards of infection control at all times thereby reducing the burden of Healthcare Associated Infections including MRSA. All staff employed by CCGs have the following key responsibilities: Staff must wash their hands or use alcohol gel on entry and exit from all clinical areas and/or between each patient contact. Staff members have a duty to attend mandatory infection control training provided for them by the CCGs. Confidentiality and Data Security You are required to preserve the confidentiality of any information regarding patients, staff (in connection with their employment) and the CCGs business and this obligation shall continue in perpetuity. You have a responsibility to comply with the Data Protection Act 1998, NHS Confidentiality guidelines (e.g. Caldicott.) and any code of practice on Confidentiality and Data Protection, as accepted by the CCG. Departmental codes of practice and procedures for confidentiality are available from the head of department. General This post is one of continual development. The job description is intended as a guide to the principle duties and responsibilities of the post and complements individual objectives set in line with the department s annual business objectives. Responsibilities will be reviewed periodically in line with service priorities and duties may change or new duties be introduced after consultation with the post holder. The job description and person specification may be reviewed on an ongoing basis in accordance with the changing needs of the organisation and are an outline of the tasks, responsibilities and outcomes required of the role. The job holder will carry out any other duties as may reasonably be required by their line manager. Personal Development and Conduct To pursue relevant programmes of personal and professional development. To act in accordance with the Code of Conduct for NHS Managers To act in accordance with relevant legislation and organisational policies (e.g. for confidentiality, data protection and information governance; equity and diversity; no smoking and substance misuse) Conflict of Interest We are responsible for ensuring that the services we provide meet the highest standard. Equally we are responsible for ensuring that staff do not abuse their official position for personal gain or to benefit their family or friends. Our standing orders require any officer to declare any interest, direct or indirect with contracts involving the organisation. Staff are not allowed to further their private interests in the course Page 5 of 8
of their NHS duties. Equality and Diversity We are committed to promoting equality and diversity in employment and also in the services we commission. We will regularly review our policies and procedures to ensure that the job related needs of all staff working with us are recognised. We aim to ensure that all job applicants, employees and stakeholders are treated fairly and valued equally regardless of sex, marital status, domestic circumstances, age, race, colour, disablement, ethnic or national origin, social background or employment status, sexual orientation, religion, beliefs, HIV status, gender reassignment, political affiliation or trade union membership. You have a responsibility to ensure that our policies, procedures and obligation in respect of promoting equality and diversity are adhered to in relation to both staff and services. Governance We subscribe to the highest standards of governance with regard to their business. These standards are set out in the policies, procedures and protocols that govern the CCGs work; you are expected to adhere to those CCG standards and policies. In conducting the work of the CCGs you will be expected to ensure that the interests of patients are paramount at all times; that you conduct your work in an impartial and honest way and that you use the public funds that are entrusted to you to the best advantage of the service, always ensuring value for money. You have a personal responsibility and accountability for any staff that you manage and the service that you work for; it is your responsibility to ensure that staff you manage receive the required training and support to fulfil their duties. This duty extends to keeping you and the service updated. If during your employment you encounter unacceptable, practice or behaviour you will raise that concern and deal with it through accepted channels. Travel You will be required to travel to other CCG / Trust / local authority locations and should be able to access transport Smoking In line with the Smoke Free Site Policy, smoking is not permitted in any part of the premises or entrance managed, leased or owned by the CCG. Page 6 of 8
Person Specification Post: Chief Officer Qualifications Senior level management experience Leadership and motivating others Strategic thinking Communication and influencing Educated to first degree level or equivalent Evidence of continuing professional development Previous role at Chief Officer / Accountable Officer level 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 Understanding of corporate governance as a key element of integrated governance and of the responsibilities that the Chief Officer role needs to ensure these are discharged to a high standard; Capability to secure the full range of management expertise, through their senior team, to ensure that the day-to-day management of all aspects of the CCGs business can be discharged 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 Demonstrate ability to exercise sound judgement Ability to understand the limits of own management competence and the wisdom to seek advice when these are reached. Able to create a compelling vision for the future and communication this within and across the organisation Experience of setting strategic business goals 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 CCGs, and to effectively communicate this to a wide range of audiences Able to communicate complex clinical issues in lay persons language at public meetings and through media interviews. Excellent interpersonal and communication skills, able to influence and persuade others articulating a balanced, not personal view and to engage in constructive debate without being Page 7 of 8
adversarial or losing respect and goodwill The ability to take an objective view, seeing issues from all perspectives and especially external and user perspectives Strong skills in recognising key influencers and capability to engage then effectively in the CCGs business 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 Confidence and ability and able to constructively question information and explanations from others, who may be experts in their field. Knowledge Financially literate with the ability to review critically, 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 CCGs risk environments including knowledge and understanding of the strategies that have been adopted by the CCGs and the risk 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 decision-making; 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. Page 8 of 8