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

6

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

7

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

8

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

9

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

10

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

Lay Chair

NHS North Manchester CCG

December 2013

11

Mr Anthony Foster - Practice Manager Representative

Lay Chair

NHS North Manchester CCG

December 2013

12

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

13

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

14

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

15

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

16

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

Lay Chair

NHS North Manchester CCG

December 2013

17

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

18

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

Lay Chair

NHS North Manchester CCG

December 2013

19

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

Lay Chair

NHS North Manchester CCG

December 2013

20

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

Lay Chair

NHS North Manchester CCG

December 2013

21

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

22

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

23

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