Accountable to: Chief Clinical (Accountable) Officer

Transcription

1 Role Title: Clinical Commissioning Practice Manager Responsible to: Chief Clinical Officer & To GPs in North Somerset through agreed mechanism Accountable to: Chief Clinical (Accountable) Officer Clinical Commissioning Practice Manager Role Job Purpose To create an environment where practice innovation is encouraged and implemented in the interests of patients To provide support to practices to achieve the QIPP agenda (Quality, Innovation, Productivity and Prevention) and deliver the North Somerset Operational Plan. Key Responsibilities Leadership Provide strong visible commissioning leadership to GPs, practice staff and Commissioning staff, which fosters a culture of collaboration, planned, transparent and outcome focused working Strengthen involvement and engagement with GPs, Practice Managers and other practice staff so that they can influence, and subsequently support proposed courses of action to improve services for North Somerset nsure delivery against defined strategic outcomes and the operational plan for specific agreed operational areas including delivery of QIPP plans in line with commissioning priorities. Provide leadership in Change Management to support practices in improving the quality of primary care and the implementation of QIPP initiatives. Contribute to the development of North Somerset Clinical Commissioning Group (hereinafter referred to as the CCG) to achieve authorisation as an effective and competent Clinical Consortium any specific responsibilities to be agreed with the Chair. Member of Clinical Commissioning Leadership Group To develop understanding of the wider health needs and commissioning issues for North Somerset and contribute to high quality discussions and evidence based, informed decision making. Contribute to the overall vision, direction and priorities for Commissioning in North Somerset. Take responsibility for producing specific areas of Commissioning Plan based on Joint Strategic Needs Assessment. Responsible for the provision of updates / reports on specific area(s) of responsibility for Shadow Board and wider GP Community

2 Working in Partnership To work in partnership with Commissioning Managers from North Somerset and the wider BNSSG Cluster and public health To work in partnership with Local Authority, supporting health and well being board as required To work with secondary clinicians, other clinicians and other stakeholders in health system with regard to commissioning decisions and service improvements. Attend appropriate networks and foster strategic alliances with key partners as agreed with the Chair Supporting ngagement with Patients and Communities nsure that all legal and statutory requirements are met in relation to equality and public consultation relating to service change Proactively engage with patients, community groups and other representatives with regard to relevant commissioning decisions and service redesign Member of Governing Body Responsibilities: In addition to the responsibilities above the Clinical Commissioning Practice Manager as a member of the CCG s Governing Body 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 s constitution as agreed by its members. ach 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; and good governance remains central at all times. As well as sharing responsibility with the other members for all aspects of the CCG Governing Body business, the individuals acting on behalf of member practices will bring the unique understanding of those member practices to the discussion and decision making of the Governing Body as their particular contribution.

3 Core Attributes and Competencies for member of Governing Body: ach 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 Professional standards Authority - Standards for Members of NHS Boards and Clinical Commissioning Group Governing Bodies in ngland be committed to ensuring that the organisation values diversity and promotes quality 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. Leadership Qualities Bring to the Governing Body, the following leadership qualities: creating the vision - effective leadership involves contributing to the creation of a compelling vision for the future and communicating this within and across organisations working with others - effective leadership requires individuals to work with others in teams and networks to commission continually improving services; 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.

4 Appointment to Governing Body roles disqualification criteria Regulations 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 The regulations state that the following are disqualified from membership of CCG governing bodies: MPs, MPs, 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 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.

5 Main contacts North Somerset CCG Governing Body and members of committees Commissioning Support Unit Bristol, North Somerset and South Gloucestershire CCG Partnership members Local MPs and Councillors Primary Care Clinicians, GP Practices and Practice Managers, Federations North Somerset Community Partnership North Somerset Council NHS ngland Weston Area Health Trust University Hospitals Bristol NHS Foundation Trust North Bristol Trust South West Ambulance Service Avon & Wiltshire Mental Health Partnership NHS Trust Voluntary Sector Organisations, including Voluntary Action North Somerset (VANS), Healthwatch and PPG Chairs. Personal Development Agree a personal development plan with the Chair of the Clinical Commissioning Group Participate in any group development aimed at increasing the effectiveness of the clinical Commissioning Group

6 Person Specification Post: Clinical Commissioning Practice Manager Qualifications & Training ligibility xperience Knowledge Skills and abilities NOT - This is not an exhaustive list of the skills required to undertake the job but an indication on those which the interview panel may seek evidence of. An appropriately qualified Practice Manager on a permanent contract with a North Somerset Practice who has been working in General Practice for a number of years. The post will suit a Practice Manager with several years experience and with considerable standing amongst his/her colleagues within the Clinical Community. Previous formal experience of leadership within an NHS organisation is desirable but not essential Candidates must demonstrate having led change 1-2 years previous experience of engagement in commissioning and/or service development within your practice or wider xperience of working collaboratively with a variety of stakeholders to achieve a goal xperience of involving patients or other community stakeholders in service changes (at practice level or wider) xperience of change management in a healthcare setting and experience of change management techniques Knowledge of strategic changes facing the NHS and the local health economy and front line practice management and ability to provide strategic leadership. Ability to engage well and develop relationships with GP s, practice managers and other clinical and non-clinical staff in practices, secondary care, and the wider health community. Strong influencing and negotiation skills Ability to understand variability in performances between GP practices and work collectively to address this. Demonstrated leadership ability and/or willingness to develop leadership skills. This will include a keenness to learn and a strong ability to listen to others The ability to think and plan ahead balancing needs and constraints ssential () or Desirable (D) D

7 Other The ability to understand and analyse complex data to inform decision making Personal commitment, drive and capacity to lead a challenging agenda and deliver agreed outcomes Willing to accept accountability Working for the organisation all staff will be expected to comply with the following: Changes to the Job This post may be subject to changes / review as the needs of the service / department / unit change. Any changes will be made following consultation with the individual before the changes are made qual Opportunities, Respect and Dignity at Work, Improving Working Lives The organisation is committed to equality of opportunity & diversity in the workplace; all managers and staff are responsible for ensuring that this is delivered in practice. Organisation is equally committed to respect for other people and all managers and staff are expected to be clear of what is expected of them and for ensuring that they commit to this policy in their day to day working life. Organisation will not tolerate any forms of bullying or harassment in the workplace. veryone has a personal responsibility to seek to improve their own and colleagues working lives to create a healthy and productive working environment. We are committed to treating all of our staff with dignity and respect. You are responsible for behaving in a way that is consistent with the aims of our quality and Diversity policies. This includes not discriminating unfairly in any area of your work and not harassing or otherwise intimidating other members of staff. Confidentiality It is the responsibility of all staff to be aware of their obligations in respect of the Data Protection Act In the course of the post holder s duties, they may have access to confidential material about patients, members of staff or other health service business. On no account must information relating to identifiable patients be divulged to anyone other than authorised persons, for example, medical, nursing or other professional staff, who are concerned directly with the care, diagnosis and/or treatment of the patient. Similarly, information relating to staff records or information concerning contracts, tenders and other commercially sensitive matters etc. are considered to be confidential and must not be divulged without prior authority. Breaches of confidentiality will result in disciplinary action. If in any doubt whatsoever as to the authority of a person or body asking for information of this nature, seek advice from your manager.

8 Patient and Public ngagement The Health and Social Care Act 2012 places a duty on all NHS organisations to involve patients, users, carers and the public in the planning, development, commissioning, shaping and providing of NHS services. The organisation is committed to true patient and public engagement at all levels. All staff are expected to be knowledgeable about their legal responsibilities in this area and to know how they should be applied in their own particular area of activity. Health, Safety and Security It is the duty of every employee to adhere to the North Somerset Clinical Commissioning Group Health & Safety Policy and the Health and Safety at Work Act All staff must work in such a way that accidents to themselves and to others are avoided, and to cooperate in maintaining their place of work in a tidy and safe condition, thereby minimising risk. mployees will, therefore, refer any matters of concern through their respective line managers. Similarly, it is each person's responsibility to ensure a secure environment and bring any breaches of security to the attention of their managers. Where an individual is holding a managerial role it is their responsibility to ensure that they fulfil the health and safety requirements of this role including, where appropriate, carrying out necessary risk assessments and acting upon them. Delivering Resilience in North Somerset The organisation supports the delivery of health services in times of emergency and where business continuity is affected as a Category 1 responder. xamples may include; extreme weather or local mass casualty situations. In these instances, as an employee of the organisation, you will be required to provide flexibility around location or role in order to continue to deliver safe services and support as required. Appraisal and Personal Development The organisation is committed to lifelong learning for all staff. All employees have a responsibility to participate in regular appraisal and clinical supervision with their line manager and to identify performance standards for the post. As part of the appraisal process employees have a joint responsibility with their line manager to identify any learning development needs in order to meet the agreed performance standards. The NHS Constitution The NHS Constitution, published January 2009, aims to protect and renew the enduring principles of the NHS. It empowers staff, patients and the public by setting out existing legal rights and pledges for the first time in one place, and in clear and simple language. The Constitution establishes the principles and values of the NHS in ngland. The Constitution also sets out clear expectations about the behaviours and values of all organisations providing NHS care, and staff are expected to adhere to these. All NHS bodies and private and third sector providers supplying NHS services will be required by law to take account of this Constitution in their decisions and actions. Safeguarding

9 The organisation takes Safeguarding of Children, Young People and Adults very seriously and provides training and support to all staff working in these challenging areas. All staff are expected to work in accordance with the principles and standards required under the Safeguarding requirements. Sustainability/Carbon Footprint The organisation, as one of the largest public organisations in the county, is committed to promoting sustainable development and reducing the harmful effects of its activities on the environment. Staff are expected to promote and embrace the principles of sustainable development in their daily duties; specifically, to ensure that they use energy and other natural resources as efficiently as possible to minimise their carbon footprint Governance nsure that the services the post holder manages are delivered to a high standard and consistent with the organisation s clinical and corporate governance policies thereby ensuring appropriate systems and processes are in place and that the organisation develops an open, learning culture. Codes of Conduct All staff will work in accordance with the principles and standards as set out in managerial and professional codes of conduct including: The national guidance contained in HSG (93) 5 on Standards of Business Conduct Procedure The Department of Health - Code of Conduct for NHS Managers 2002 The ABPI - Code of Professional Conduct relating to hospitality/gifts from pharmaceutical/ external industry Bribery The Bribery Act 2010 defines bribery as the giving or taking of a reward in return for acting dishonestly and/or in breach of the law. You agree that you will not offer, promise, give, request, agree to receive, or accept any bribes: in the course of your employment; when conducting company business; or when representing the organisation in any capacity. A bribe means a financial payment or other form of reward or advantage, whether direct or indirect, that is intended to induce or influence, or has the effect of inducing or influencing, an individual, company or public body to perform their functions, including business and public duties, improperly. For the avoidance of doubt, improper performance includes: not acting in good faith; not acting impartially; and not acting in accordance with a position of trust. You agree to comply with the organisation's anti-bribery policy and procedures that are in force from time to time. If the organisation suspects you of bribery, it is entitled to invoke its disciplinary procedures and suspend your employment while carrying out its investigations.

10 The organisation is entitled to terminate your employment in writing without notice or pay in lieu of notice, without prejudice to any rights or claims it may have against you, if it is found by the organisation, or any other relevant public or legal authority, that you are guilty of bribery. You agree that you will report any suspicious conduct that may amount to a bribe being offered, promised, given, requested or accepted (either involving you or another employee or person acting for, or on behalf of, the organisation) immediately to the relevant individual(s) within the organization. Amended July 2015

11 Version control: V1 (Final) Original version V1.1 (Draft) Updated; job titles & organisation names etc V1.2 (Draft) Updated; post holder contribution and comments V2 (Final) All changes approved