Governing Body Member Lay Member Roles supporting ...€¦ · Governing Body Member – Lay Member Role supporting: Financial Management, Audit and Governance portfolio Contractual

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Governing Body Member – Lay Member Roles supporting:

Financial Management, Audit and Governance portfolio

General Portfolio, including Equality, Diversity & Inclusion and the annual QIPP programme

Patient and Public Engagement & Involvement

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Contents:

NCL Context Information ................................................................................................... 3

Role Profile – Lay Member supporting Finance Management, Audit and Governance ....................................................................................................................... 6

Role Profile – Lay Member supporting General Portfolio................................................. 15

Role Profile – Lay Member supporting Patient & Public Engagement & Involvement ..... 24

Disqualification criteria ..................................................................................................... 33

Exclusions .......................................................................................................................... 34

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About the NCL CCGs

The five NCL CCGs were formally authorised in 2013. They are currently led by our five Governing Bodies, which include GPs and other clinicians with many years' experience caring for local residents.

The CCGs are clinically-led and member-driven, with 203 general practices in NCL collectively, making up our membership and working alongside Governing Bodies to make decisions about how best to deliver health and care services across the boroughs. Our patient and public engagement is also a priority. We listen to all the information shared with us from the people who use the services we commission to shape our plans.

In recent years, the five CCGs have worked increasingly closely together, and with Council and provider colleagues, as part of the NCL Sustainability and Transformation Partnership. This year the partnership was further strengthened as we jointly came together to develop the local response to the NHS Long Term Plan and to shape the NCL Integrated Care System. More information on these can be found here.

The five CCGs’ Annual Report and Accounts 2018/19 – which provide detailed information on each organisation’s aims, plans, financial performance and key achievements last year – can be found here:

Barnet CCG Annual Report

Camden CCG Annual Report

Enfield CCG Annual Report

Haringey CCG Annual Report

Islington CCG Annual Report

Forming one CCG for North Central London

In November 2019 NHS England and Improvement London approved our application to merge the five NCL CCGs to form one CCG. We believe there is a strong case for merging into a single statutory body from April 2020.

It will enable us to move forward with a clear focus on delivering improved, more integrated out of hospital care, with general practice at the centre. Forming a single NCL CCG will ensure we maximise efficiencies and provide greater value through better use of resources. We will be better able to focus time and resources on commissioning the best possible care and support for patients, tackling existing inequalities and delivering better health outcomes across NCL.

Borough-level primary care, community and out-of-hospital care commissioning will continue, with the merged CCG retaining staff based in boroughs working closely with general practices. We will remain committed to strong clinical leadership and robust membership engagement as an NCL CCG.

https://www.northlondonpartners.org.uk/ourplan/draft-response-to-the-nhs-long-term-plan-in-north-central-london.htm

https://www.barnetccg.nhs.uk/Downloads/Publications/Reports/Barnet%20CCG%20Annual%20report%20and%20accounts%202018-19.pdf

https://www.camdenccg.nhs.uk/publications/annual-report-and-accounts-201819/84275

https://www.enfieldccg.nhs.uk/Downloads/AnnualReportandAccounts/Enfield%20Annual%20Report%20and%20Accounts%202018-19.pdf

https://www.haringeyccg.nhs.uk/Downloads/Publications/annual-reports/Haringey%20CCG%20Annual%20Report%20and%20Accounts%20201819.pdf

https://www.islingtonccg.nhs.uk/Downloads/CCG/Publications/Annual-report-and-accounts/Islington%20CCG%20Annual%20Report%20and%20Accounts%20201819.pdf

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More information on the merger can be found here (Note: this link takes you to the Islington CCG Governing Body public meeting papers, September 2019. The same paper was presented at the other four CCG Governing Body public meetings).

North London Partners in Health and Care

Three years ago the 28 health and social care organisations across NCL formed our Sustainability and Transformation Partnership. Since then we have been building strong relationships with each other and developing a shared vision for a health and care system that can deliver high quality services to our community where and when they need them, while becoming more sustainable.

Our shared vision is for our community to be happier, healthier and to live longer in good health. To do this we must embrace the opportunities that working together can deliver. We must take a preventative approach, build strong community services and improve health and care outcomes for people. We must look to emerging technologies and finding new and better ways of working that can eliminate duplication and waste, and we must develop and support a motivated, highly skilled and professional workforce to serve NCL.

Working together in this way will allow us to look across the system at how services are provided and identify opportunities to add value, improve outcomes and eliminate duplication and reduce costs.

Social care plays a crucial role in our plans. Sufficient, high quality and sustainable social care delivered directly by local authorities (e.g. via social workers) or commissioned through external providers (e.g. in residential, nursing and home care markets) can deliver excellent results for residents in NCL and reduce the burden on health and care services.

Delivering the Long Term Plan in NCL

Over the last six months the partnership has collectively begun to design what our Integrated Care System (ICS) might look like in NCL. There is a shared consensus on the need to work together in new ways, building on the close working of our local NHS, councils and residents. We will focus on delivering patient-centred care closer to home, based on individuals’ whole needs.

The NCL CCG’s principles for the new system are:

We will work as one system to benefit the whole population of NCL and work together to

drive health equalities.

We intend to move away from payment by results to place-based budgets based on population need.

Where it makes sense and there is a clear benefit to patients in doing so – we will drive efficiency by commissioning a standardised offer to a uniform value with consistent outcomes.

We will continue to support local variation where it will help to reduce health inequalities.

https://www.islingtonccg.nhs.uk/Downloads/CCG/BoardPapers/2019/20190918/ICCG-GB-meeting-18-Sept-2019.pdf

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We will work on a population health management basis, as a system, as local partnerships and as neighbourhoods/networks.

We will retain the local patient, resident and clinical voice in the commissioning and delivery of health and care, by working effectively together at the three levels of our system.

We will value our staff, our partners and their expertise to deliver the best health and care possible for residents of NCL.

We will drive forward our integration agenda to deliver joined-up care for our population.

We will emphasise the value of subsidiarity - working as locally as is feasible whilst retaining effective strategic commissioning for NCL.

As part of this, we collectively worked to develop our response to the NHS Long Term Plan, which was submitted to NHS England and Improvement in November 2019. More information about our local response can be found:

On the North London Partners in Health and Care website

In the paper brought to each of the five NCL CCGs’ Governing Body public meetings, (September 2019).

The NCL health and care system is in financial deficit. Work is underway to develop a medium term financial strategy which will support the financial sustainability of the health service. The financial principles of the NCL Long Term Plan delivery will need to underpin the medium term financial strategy.

https://www.northlondonpartners.org.uk/ourplan/draft-response-to-the-nhs-long-term-plan-in-north-central-london.htm

https://www.islingtonccg.nhs.uk/Downloads/CCG/BoardPapers/2019/20190911/Combined%20ICCG%20Part%201%20papers%2011%20Sept%202019.pdf

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North Central London – Clinical Commissioning Group

Overall Purpose of the Role

Governing Body Member – Lay Member Role supporting:

Financial Management, Audit and Governance portfolio

Contractual Term 1st April 2020 – 31st March 2023

Contractual Status Office Holder

Terms of Engagement Contract for Service Accountable to: Governing Body Chair

Time Commitment 2 to 3 sessions per week (3.5 hours per session)

Remuneration £230 per session, for 46 weeks per year

Base CCG sites across North Central London

The key role of the North Central London (NCL) Clinical Commissioning Group (CCG) is to commission acute, primary care, mental health and community healthcare services across the boroughs of Barnet, Camden, Enfield, Haringey & Islington. The CCG will play a key role in the delivery of the NHS Long Term Plan and in driving transformational change in the context of increasing patient demand and significant financial challenges across the healthcare system.

Members of the CCG Governing Body (GB) will share responsibility 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.

There is a requirement for each representative on the Governing Body to provide proactive, strategic leadership, informed by their expertise and experience, and to work with other GB members to ensure:

The Governing Body and the wider CCG act in the best interests of 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 patients within available resources 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;

The CCG is responsive to the views of local people and promotes self-care and shared decision- making in all aspects of its business; and

Good governance remains central at all times.

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Main Responsibilities

Each Lay Member will have one of the following portfolios:

Financial Management, Audit and Governance



Each Lay Member role on the Governing Body incorporates a number of specific key components:

Lay Member – Financial Management, Audit and Governance Portfolio

Provide the Governing Body with strategic and impartial specific expertise and experience

Oversee key elements of governance including audit, remuneration and managing conflicts of interest;

Ensure there are appropriate systems of internal control in place for all aspects of governance,

including financial and risk management;

Effectively Chair Committee meetings, as required in line with designated portfolio

Attend and take a proactive strategic leadership role in Governing Body / Committee meetings. The role holder will attend the following committees:

o Audit Committee (Chair) o Finance Committee o Remuneration Committee

In addition, they will attend other committees which will be allocated by the Chair, ensuring appropriate lay involvement is reflected across all committees;

Provide an external view of the work of the CCG that is removed from the day-to-day running of the CCG;

Support, as required, the development of the borough-based Integrated Care Partnerships (ICPs).

Key responsibilities for all Lay Members include:

Strategic Leadership

Responsibility for ensuring the Governing Body and the CCG behaves with the utmost probity at all times

Demonstrate commitment and leadership to continuously improving outcomes, tackling health inequalities and delivering the best value for money for the taxpayer;

As a member of the Governing Body, provide an unbiased strategic view on all aspects of CCG business;

Take a balanced and forward-thinking view of the clinical agenda and draw on their specialist skills to add value

Support and maintain a NCL wide culture of collaboration, championing the overarching NCL identity and objectives whilst supporting the evolving ICP growth within our boroughs;

Support the CCG’s key decision making processes with respect to the management of conflicts, particularly where other Governing Body members are conflicted.

Lay Member Portfolios

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Terms of Engagement – Further Information

Key Working Relationships

Help the CCG to build and maintain effective relationships and dialogue with GPs, clinicians and other Practice staff

Take a proactive role in developing and maintaining key working relationships with stakeholders - including:

o CCG Governing Body Members o NCL Executive Directors / Directors o NCL Managers and Staff o Provider organisations in NCL o GP Practices o LMC o Local authorities o Healthwatch o Voluntary Sector organisations o NHS England & Improvement

Standards of Conduct

Uphold the NHS principles and values as set out in the NHS constitution in all Governing Body responsibilities;

Uphold the Nolan Principles of Public Life and reflect these principles in all Governing Body responsibilities;

General

It is a requirement that all GB members actively participate and regularly attend committee meetings. Where a GB member is unable to attend meetings and/or meet the required sessional commitment, they will need to notify and discuss the absence with the Chair;

This role profile provides an outline of the tasks, responsibilities and outcomes required of the role. The office holder will undertake any other duties that may be required which are consistent with the responsibility of the post;

This role description describes responsibilities, as they are currently required. It is anticipated duties will change over time and the role description may need to be reviewed in the future;

All Governing Body members have a responsibility to participate in regular reviews with the CCG Chair.

The legal status of Governing Body members will be an Office Holder and they will be issued with a contract for service;

As office holders are not employees, employment rights such as paid annual leave do not apply. It is envisaged that individuals will take approximately six weeks’ leave over the course of the year. Therefore, the CCG payment model calculates the annual salary on the basis of 46 weeks - which is paid in 12 equal monthly payments;

Where periods of absence occur outside of annual leave and the GB member is unable to meet the required sessional commitment, the GB member will need to notify and discuss the absence with the Chair. Where it is not considered feasible for those sessions to be offset against additional sessional work, then an arrangement to recover/cease payment for these sessions will be discussed;

Enhanced payment for sickness absence do not apply. Statutory Sick Pay (SSP) and Statutory Maternity Pay (SMP)/Statutory Shared Parental Pay will apply where individuals meet the qualifying statutory criteria;

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Governance

Appointed Governing Body members will be set up on the payroll via the CCG’s payroll provider and will be paid on a monthly basis on the 25th of each month. PAYE deductions and NI contributions will be deducted at source;

The NHS Pensions Agency have stated that appointed non-GP Governing Body Members (including Lay Members) cannot contribute to the NHS pension scheme for income relating to CCG Governing Body roles. As such, Lay Members will not be eligible to join the NHS pension scheme.

Office holders are required to attend meetings at any appropriate North Central London CCG office as necessary for the delivery of the functions of this role;

In the interests of collaborative working with other Governing Body members, office holders will be expected to work for the CCG for a full day (2 sessions) on a Thursday. In the event of an additional weekly session being worked for the CCG, ideally this would be on a Tuesday or Wednesday.

All Governing Body members are required to:

Ensure that good governance remains central at all times and that the Governing Body and the wider CCG acts in the best interests with regard to the health of NCL residents;

Ensure effective governance, accountability and stewardship of public money to demonstrate an understanding of the principles of good scrutiny;

Support and challenge the CCG to ensure maximum transparency and probity and provide reassurance that commissioning decisions have been made fairly and in the best interests of patients;

Ensure appropriate systems of internal control are in place for all aspects of governance, including financial and risk management.

Acceptance of Gifts and Hospitality

The conduct of Governing Body members in the public service should be scrupulously impartial and honest and in this context any offers of gifts or hospitality should be discussed with the Accountable Officer, prior to acceptance.

Risk Management

Responsibilities with regard to risk management are outlined more fully in the Risk Management Strategy. Governing Body members are responsible for ensuring that they are aware of those responsibilities.

Conflicts of interest

On appointment, GB members will undergo an induction that will include the need to undertake mandatory Conflicts of Interest training and to read the CCG’s Conflict of Interest policy and confirm that they are happy to be bound by its terms.

In addition, GB members will declare all of their potential Conflicts of Interest on the CCG Register of Interests. These declarations will cover all situations where the GB member may, now or in the future have an interest or be perceived to have an interest in providing, or bidding to provide this or a related service.

The Register of Interests for the GB member will need to be updated regularly as circumstances change.

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Information Governance

Financial Regulations

Safeguarding Children and Vulnerable Adults

Raising Concerns

All those engaged by the CCG shall at all times keep confidential and not use (except to the extent that disclosure and/or use is authorised by the CCG and/or is required for the proper performance of their responsibilities) any information obtained by them during the term of office which is of a confidential nature and of value to the CCG.

CCG Governing Body members keep up-to-date with the requirements of information governance and must follow the CCG’s policies and procedures to ensure that information is dealt with legally, securely, efficiently and effectively in line with General Data Protection Regulations (GDPR).

CCG Governing Body members must appropriately manage all of the information they handle during the course of their engagement with the CCG, making the information available for sharing in a controlled manner, subject to statutory requirements and the CCG Information Governance Policy, and formal Information Sharing arrangements.

All Governing Body members will have secure NHS.net email addresses for use in CCG business.

Use of new technology The CCG is making increased use of computer technology. All Governing Body members are expected to use automated information systems in their work in order to improve quality and co- ordination of services, and to enable timely and effective communications. Compliance with the Data Protection Act 1988, and the Information Governance Policy is expected.

All Governing Body members are responsible for the security of the property of the CCG, avoiding loss or damage of property, and being economical and efficient in the use of resources. Governing Body members should conform to the requirements of the Standing Orders, Standing Financial Instructions or other financial procedures including the Code of Conduct and Accountability and the Fraud and

Anti-Bribery Policies.

Governing Body members are required to act in such a way that at all times safeguards the health and wellbeing of children and vulnerable adults. Compliance with mandatory and statutory training requirements is an essential requirement of all employees and Governing Body members.

Genuine concerns about healthcare matters should be raised in a responsible and appropriate manner, and if necessary using the CCG’s ‘Raising Concerns (Whistleblowing)’ policy.

Confidentiality

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Equality and Diversity

Statutory & Mandatory Training

All those engaged by the CCG have a duty to ensure the health and safety of themselves and others

whilst at work. Safe working practices and health and safety precautions are a legal requirement. ALL

accidents must be reported and all office holders must participate in accident prevention by reporting

hazards and following relevant policies and procedures.

In line with the Public Sector Equality Duty, the CCG is committed to an Equal Opportunities Policy which affirms that all GB members should be afforded equality of treatment and opportunity in employment irrespective of sex, sexual orientation, age, marital status, pregnancy and maternity, race, religion or belief, gender reassignment or disability. All GB members and others engaged by the CCG are required to observe this policy in undertaking the responsibilities of their role and their conduct and conduct towards internal and external stakeholders.

All CCG Governing Body members are required to complete and remain up-to-date on the statutory

and mandatory training modules for NHS organisations.

Health and Safety

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Person Specification

The following specification outlines the qualifications, knowledge, experience, skills and abilities that are required to effectively carry out the responsibilities of this role and will form the basis for selecting candidates.

Please refer to the additional information regarding disqualification criteria for appointed Governing Body roles along with the list of external roles that prohibit being appointed to the Governing Body.

Requirements Description E Essential (E) Desirable (D)

Assessed through:

Application and / or

Interview

Education & professional Qualifications

Must have an appropriate financial qualification along with the expertise and experience such as to enable the person to express informed views about financial management and audit matters.

E Application

Leadership Demonstrable experience of success in a strategic leadership role

Ability to strategically lead transformational change

Leadership experience in being accountable for strategic oversight, change and improvement

Capability to develop partnerships and relationships across a system and between organisations and communities

E

D E

E

Application & Interview

Experience Experience of working in partnership with health and social care organisations in the context of shaping and delivering improved patient outcomes

Experience of working in a collective decision- making group such as a Governing Body/Board or committee

E

E

Application

Knowledge, Skills and Aptitude

Understanding of the role of strategic clinical commissioning

Strong understanding of the health and social care partnership landscape across North Central London

Strong understanding of the demographics, culture, health care demand and associated challenges across North Central London

Understanding of the financial challenges facing the North Central London healthcare system and related difficult decisions that may be required

Demonstrable understanding of the: - NHS Long Term Plan; - NCL Sustainability & Transformation Plan;

E

E

E

E

E


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- Role of Primary Care Networks in clinical commissioning;

- Role that Integrated Care Systems and Partnerships will play in delivering transformational change.

Able to give an independent view and have a strong awareness and understanding of the importance of managing conflicts of interest within a strategic commissioning environment

Strong track record of regular and consistent attendance at, and strategic input to key organisational meetings

Ability to understand and analyse complex issues, drawing on a breadth of data that needs to inform CCG deliberations and decision-making and the wisdom to ensure it is used ethically to balance competing priorities and make difficult decisions

Demonstrate an understanding of the NHS principles and values as set out in the NHS constitution

Demonstrate an understanding of the Nolan Principles of Public Life and ability to reflect them in the GB member role

Have the skills, knowledge and experience to assess and confirm that appropriate systems of internal control and assurance are in place for all aspects of governance, including financial and risk management;

Have an understanding of the role of audit in wider accountability frameworks;

Have an understanding of the resource allocations devolved to NHS bodies and a general knowledge of the accounting regime within which a CCG will operate;

A good understanding of governance;

Have the ability to chair meetings effectively;

Recent and relevant financial and audit experience is essential – sufficient to enable them to competently engage with financial management and reporting in the organisation and associated assurances.

E

E

E

E

E

E

E

E

E E E

Communication, Negotiation and Influencing Skills

Ability to communicate effectively, listening to others and actively sharing information

The ability to influence and persuade others

articulating a balanced, independent view, and to

engage in constructive debate without being

adversarial or losing respect and goodwill

Ability to take an objective view, seeing issues from

all perspectives (including external and user views)

E

E

E

Interview

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Ability and confidence to question information and

explanations supplied by others, including experts in

the field

E

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Terms of Engagement Contract for Service

Accountable to: Governing Body Chair









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;


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Lay Member – General Portfolio

The post for a general portfolio lay member has been introduced in recognition of the valuable input independent lay members provide to the CCG – including championing the CCG’s leadership of work on equality and inclusion. Importantly, the role also provides additional leadership support for the CCG’s key decision-making processes – including in the event of other clinical Governing Body members being conflicted. The role intentionally overlaps with key elements of the other lay member portfolios ensuring we retain lay member involvement and cover.

Provide the Governing Body with strategic and impartial specific expertise and experience in

addition to their knowledge of the local community;

Ensure the CCG has appropriate arrangements and processes in place to carry out its requirements in line with public sector equality, diversity and inclusion requirements;

Support the CCG’s critical programme of work on ‘Quality, Innovation, Productivity and Prevention’ (QIPP), ensuring value for money and that commissioned services bring maximum benefit and quality of care to patients;

Effectively Chair Committee meetings, as required in line with designated portfolio; Attend and take a proactive strategic leadership role in Governing Body / Committee

meetings. The role holder will attend the following committees:

o Audit Committee o Patient and Public Engagement & Equalities Committee o Remuneration Committee

In addition, they will attend other committees which will be allocated by the Chair, ensuring appropriate lay involvement is reflected across all committees

Provide an external view of the work of the CCG that is removed from the day-to-day running of the CCG;

Support, as required, the development of the borough-based Integrated Care Partnerships

(ICPs)

Support the CCG’s key decision making processes with respect to the management of

conflicts, particularly where other Governing Body members are conflicted



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Take a balanced and forward-thinking view of the clinical agenda and draw on their specialist skills to add value;

Support and maintain a NCL wide culture of collaboration, championing the overarching NCL identity and objectives whilst supporting the evolving ICP growth within our boroughs.


Help the CCG to build and maintain effective relationships and dialogue with GPs, clinicians and other Practice staff;






General






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Governance















Risk Management



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Confidentiality













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Raising Concerns

Health and Safety




Genuine concerns about healthcare matters should be raised in a responsible and appropriate

manner, and if necessary using the CCG’s ‘Raising Concerns (Whistleblowing)’ policy.









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Requirements Description E Essential (E)

Desirable (D) Assessed through:


Interview


Must be a person who has knowledge about equality, diversity and inclusion as detailed within the role profile such as to enable the person to express informed views about the discharge of the CCG’s functions

E Application





E

D E

E




Experience and demonstrable track record of securing and supporting improvements for patients or the wider public

Experience of the third sector and community

A champion of neighbourhood engagement and innovation, ensuring alignment and best practice at a strategic level within an integrated system

E Application

E

D

E

E

Knowledge, Skills and Aptitude

Understanding of the impact of health inequalities on communities and individuals to engage and the need to focus on the wider determinants of health

E Application & Interview

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Ability to ensure the NCL CCG values diversity and promotes equality and inclusivity in all aspects of its business

Demonstrable understanding of the: - NHS Long Term Plan; - NCL Sustainability & Transformation Plan; - Role of Primary Care Networks in clinical

commissioning; - Role that Integrated Care Systems and

Partnerships will play in delivering transformational change.






A good understanding of governance

Have the skills, knowledge and experience to assess and confirm that appropriate systems of internal control and assurance are in place for all aspects of governance, including financial and risk management;

Have an understanding of the resource allocations devolved to NHS bodies and a general knowledge of the accounting regime within which a CCG will operate

Recent and relevant financial and audit experience

E

E

E

D

E

E

E

E

E

E

E

E

E

E

D

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Communication, Ability to communicate effectively, listening to others and actively sharing information









the field

E Interview Negotiation and

Influencing Skills E

E

E

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Terms of Engagement Contract for Service Accountable to: Governing Body Chair









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;



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Lay Member – Patient and Public Involvement Portfolio

Provide the Governing Body with strategic and impartial specific expertise and experience in

addition to their knowledge of the local community;

Ensure the CCG, through the appropriate governance processes, discharges effectively its

requirements for patient and public involvement;

Ensure the CCG has appropriate arrangements and processes in place to secure public and

patient involvement so that public and patients’ views are heard and their expectations

understood and met as appropriate;

Effectively Chair Committee meetings, as required in line with designated portfolio

Attend and take a proactive strategic leadership role in Governing Body / Committee

meetings. The role holder will attend the following committees:

o Audit Committee o Patient and Public Engagement and Equalities Committee

o Remuneration Committee

In addition, they will attend other committees which will be allocated by the Chair, ensuring

appropriate lay involvement is reflected across all committees;

Provide an external view of the work of the CCG that is removed from the day-to-day

running of the CCG;

Support, as required, the development of the borough-based Integrated Care Partnerships (ICPs).






Take a balanced and forward-thinking view of the clinical agenda and draw on their specialist skills to add value;

Support and maintain a NCL wide culture of collaboration, championing the overarching NCL identity and objectives whilst supporting the evolving ICP growth within our boroughs;


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Support the CCG’s key decision making processes with respect to the management of conflicts, particularly where other Governing Body members are conflicted;


Help the CCG to build and maintain effective relationships and dialogue with GPs, clinicians and other Practice staff






General








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Governance













Risk Management





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Confidentiality













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Genuine concerns about healthcare matters should be raised in a responsible and appropriate manner, and if necessary using the CCG’s ‘Raising Concerns (Whistleblowing)’ policy.








Raising Concerns

Health and Safety



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Requirements Description E Essential (E)

Desirable (D) Assessed through:


Interview


Must be a person who has knowledge about the area of patient and public involvement as specified in the CCG’s constitution such as to enable the person to express informed views about the discharge of the CCG’s functions

E Application





E

D E

E




Experience and demonstrable understanding of the local arrangements for listening and responding to the voices of patients, carers and patient organisations

Experience of working with voluntary and community sector organisations

A champion of neighbourhood engagement and innovation, ensuring alignment and best practice at a strategic level within an integrated system

E Application

E

E

E

E


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Knowledge, Skills and Understanding of the impact of health inequalities on communities and individuals to engage and the need to focus on the wider determinants of health





Ability to ensure the NCL CCG values diversity and promotes equality and inclusivity in all aspects of its business

Demonstrable understanding of the: - NHS Long Term Plan; - NCL Sustainability & Transformation Plan; - Role of Primary Care Networks in clinical

commissioning; - Role that Integrated Care Systems and

Partnerships will play in delivering transformational change.






A good understanding of governance Be competent to chair meetings

Have a track record of successfully involving patients carers and the public in the work of a public sector organisation

Have an understanding of effective involvement and engagement techniques, and how these can be applied in practice

E Application &

Aptitude Interview

E

E

E

D

E

E

E

E

E

E

E

E

E

E

E

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Understanding of the different levels and approaches required for informing, communicating, engaging and co-producing with public and patients

Live within the local community or be able to demonstrate how they are otherwise able to have sufficient knowledge of the area specified in the CCG‘s constitution such as to enable them to express informed views about the discharge of the CCG‘s functions so that they are able to act as a champion for patient and public involvement

E

E

Communication, Ability to communicate effectively, listening to others and actively sharing information









the field

E Interview Negotiation and

Influencing Skills E

E

E

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Appointment to governing body roles – disqualification criteria

Regulations will provide that some individuals will not be eligible to be appointed to CCG governing bodies. Full details are included in schedule 5 of The National Health Service (Clinical Commissioning Groups) Regulations 2012.

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;

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 as 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.

34

List of external roles that prohibit being appointed to the Governing

Body.

The National Health Service (Clinical Commissioning Groups) Regulations 2012 require

that the appointed individual must have qualifications, expertise or experience such

as to enable the person to express informed views about CCG matters. The

following cannot be lay members of CCG governing bodies:

employees of local authorities in England and Wales (or equivalent bodies in Scotland and Northern Ireland) and PCTs;

an officer or employee of the Department of Health;

a member or employee of the Care Quality Commission or Monitor;

a chairman, director, member or employee of an NHS body (other than a CCG, PCT or FT);

a chairman, director, governor, member or employee of an NHS foundation trust;

providers of health services commissioned by CCGs or the NHS Commissioning

Board, or their employees, partners, or shareholders;

providers of social services, or their employees who contract with a local authority; and

persons employed by parties to arrangements to provide primary medical

services, ophthalmic services , dental services or pharmaceutical services in Scotland or Wales who are employed for purposes connected with the provision of those services.

Documents

Governing Body Member Lay Member Roles supporting ...€¦ · Governing Body Member – Lay Member Role supporting: Financial Management, Audit and Governance portfolio Contractual