JOB DESCRIPTION Job Title: Grade: Team: Accountable to: Joint Commissioning Manager for Older People s Residential Care and Nursing Homes HAY 14 / AfC 8b (indicative) Partnership Commissioning Team Head of Joint Commissioning for Older People and Complex Needs PURPOSE 1. Develop innovative joint commissioning approaches for the health, social care and wellbeing of older people in need of residential or nursing care, focusing on improving health and social care outcomes, rather than on maintaining current service arrangements. 2. Lead on the market development of registered nursing care homes and residential care homes for older people to ensure closer integration between health and adult social care, and wider council services and policy, including the Southwark Housing Strategy as it relates to the needs of older people. 3. Work closely with teams outside of the Partnership Commissioning Team, particularly Continuing Care, Quality and Performance and Adult Social Care. 4. Deliver a transformation in the way that we commission residential and nursing accommodation for older people by joining commissioning budgets and contracting arrangements to bring about system-wide improvement, placing ever greater emphasis on the outcomes achieved in addition to the quantity of activity delivered. 5. Build and strengthen strategic relationships so that commissioning priorities for nursing and residential care for older people are agreed by the Council and CCG and delivered by the Partnership Commissioning Team through commissioning services that are consistent with the strategic intentions of the Southwark Five Year Forward View for Health and Social Care 2016-2021, Southwark s Vision for Adult Social Care and the Southwark Ethical Care Charter, as well as with Southwark s status as a World Health Organisation Age-friendly borough. 6. Take a population-based approach to commissioning, focused on health and social care outcomes for older people and those with complex needs and working with and through Local Care Networks. 1
7. Work closely with public health and with other parts of the local system, including housing, parks, leisure and the voluntary sector to ensure that commissioned services contribute to a local health and wellbeing system that is preventative, holistic and integrated. 8. Work closely with mental health commissioners in the team to ensure alignment in commissioning for older people and those with complex needs and those with mental health needs, for example through the dementia pathway. 9. Make strategic links across the partnership to ensure effective matrix working on key issues for older people and those with complex needs, whether the lead responsibility sits within the Partnership Commissioning Team or outside it, for example in the Transforming Care Partnership. 10. Deliver the commissioning of care and support services which enable people to have control over their everyday lives, taking into consideration their views and wishes, including the use of personal budgets. 11. Use co-production approaches to ensure the voice and experience of Southwark people, including service users, patients and carers is at the heart of all planning, commissioning and quality assurance functions related to joint commissioning for older people and those with complex needs. 12. Work effectively with senior leaders in both the Council and the CCG, including elected members, clinical leads, CCG Governing Body members and Directors. 13. Make and maintain important links to Adult Social Care, Public Health, housing, Brokerage and other Council teams, as well as to the Southwark Adults Safeguarding Board. 14. Make and maintain important links to GP Federations and Local Care Networks, Sustainability and Transformation Plan leads, Healthy London Partnership, local NHS Trusts, the South East Commissioning Support Unit, NHS England, local clinicians and the Local Medical Committee. 15. Make and maintain important links to the voluntary and independent sector providers, service users and patient/service user group representatives. 16. Contribute to meeting the requirements of, the NHS Operating Framework, the NHS constitutional standards, the Sustainability and Transformation Plan and the CCG Improvement and Assessment Framework. 17. Contribute to meeting the statutory responsibilities of the Local Authority in relation to older people and complex needs, including the Care Act 2014. DUTIES 2
Management 18. Manage and develop the joint commissioning process for residential and nursing care services. 19. Take part in appropriate training, as required by Southwark Council and NHS Southwark CCG and engage proactively in self-development and the wider organisational development of the Partnership Commissioning Team, the Council and the CCG. Strategic Planning 20. Be responsible for identifying priorities for the strategic development and planning of jointly commissioned services for residential and nursing care for older people within available resources and in line with evidence based policy and practice. 21. Work closely with public health leads, social care and health both locally and regionally to shape the planning and delivery of commissioning priorities for residential and nursing care. Interpret Southwark, south-east London, London and national health and social care policy, strategy and health and social care performance data to inform local implementation of commissioning plans for residential and nursing care for older people. 22. Work with the Head of Older People and Complex Needs, the team and other stakeholders to develop the joint commissioning programme, including the range of in-scope commissioning functions. 23. Manage relevant contracts and performance and identify opportunities to improve the cost effectiveness of jointly commissioned services. 24. Contribute to the development and review of the relevant sections of CCG and Council workplans. 25. Contribute to and support the Commissioning Development Group for Adults and its reporting to the Joint Commissioning Strategy Committee. 26. Report and manage the mitigation of risks within the post-holder s areas of responsibility. Commissioning 27. Take a lead role in the CCG and local authority partnership with respect to the commissioning of residential and nursing care homes, through a process of engagement with Southwark people and with key providers across social care, NHS and the voluntary sector. 3
28. Prepare joint commissioning intentions in relation to residential and nursing care homes for older people and ensure all agreed milestones for the Council and the CCG in the annual cycle of commissioning are delivered in a timely manner and support the greater integration of services. 29. Develop commissioning approaches for residential and nursing care homes to move to outcome based contracts, in order to deliver the ambitions of the Southwark Five Year Forward View for Health and Social care. 30. Lead specific service reviews and projects that support service integration in order to deliver seamless services and ensure value for money. This includes delivering on QIPP (the Quality, Innovation, Productivity and Prevention programme to improve the quality of health care while making efficiency savings). 31. Ensure robust service specifications in respect of all jointly commissioned services for older people s residential care and nursing care homes, ensuring that quality, cost and outcomes are defined and measured; the strategic objectives of Southwark Council and CCG are reflected in specifications and contracts; and specifications are aligned to the relevant outcomes, legislation and regulations. 32. Lead on the performance management of health and social care contracts, through regular contract review meetings with providers, benchmarking information to monitor and challenge progress against agreed outcomes. Financial Management 33. Keep under review the effective use of financial resources across the Council and the CCG in by joining up planning and financial management. Work closely with commissioning, contracting and finance officers in both organisations to build the strong relationships necessary for effective delivery of value and cost-effectiveness 34. Maintain budget control within areas of responsibility ensuring good value for money from all resources. Ensure systems are in place to track contract variations. Validate and authorise invoices within delegated limits with further delegation to commissioning manager where appropriate and agreed. 35. Ensure financial probity and budget management, monitor and track resources for the transformation programme and the wider commissioning portfolio, recognising and promoting programmes that will deliver efficiencies, whilst improving outcomes for older people and those with complex needs. Officer advice and reporting 36. Provide advice to elected members, senior officers across health and social care and other stakeholders as appropriate on matters related to this post. 4
37. Write and present highly complex reports in arrange of formal settings as required and commensurate with this post, including the Children s and Adults Board, the CCG s Governing Body, the Health and Wellbeing Board and Council Cabinet. 31. Present highly complex reports to internal and external stakeholders in a way that makes clear the issues, risks and mitigations of recommendations in plain language.. Other duties 32. To comply and work within all statutory, regulatory and corporate requirements, including Data Management, Health and Safety, Equality Act, EU Procurement regulations, Standing Orders and Standing Financial Instructions etc. 33. To carry out other duties which are commensurate with this post as may be required. 34. The post-holder may be required to work evenings, weekends and occasional public holidays, in order to meet the needs of this post. 5
PERSON SPECIFICATION KEY: D Desirable I Evaluated at interview E Essential S Shortlisting criteria T Subject to test Education The post holder should be qualified to Master s degree level or able to demonstrate equivalent achievement through experience. Hold a relevant professional qualification and/or membership of a relevant professional body. Demonstrate evidence of continued professional, managerial and personal development within the relevant discipline. D/S D/S Knowledge Knowledge and understanding of functional management and best practice relating to its application in a complex organisation. An understanding of change management and transformation. An understanding of existing and pending legislation, issues and financial challenges facing local government and health organisations, specifically issues relating to older people and complex needs. An understanding of the relevant constraints, risks and trends affecting services for older people and those with complex needs and an awareness of how they affect the development and delivery of programmes. A knowledge of equalities and diversity policies and how these influence service direction. Knowledge of the principles and implications of the policy context within which local government and the NHS is working, including the NHS Five Year Forward View and new models of care, the Sustainability and Transformation Plan agenda, the Care Act 2014, the Mental Capacity Act 6
2005, Deprivation of Liberty Safeguards, the Care Quality Commission (CQC) Regulatory Framework and other safeguarding and inspection requirements. Experience Substantial experience in a relevant capacity within a complex organisation, with experience of managing a significant portfolio and responsibility of the management of substantial resources, including financial budgets. A proven track-record of influencing strategic decisionmakers. Substantial experience of strategic planning and decisionmaking. Substantial experience of consultation with a diverse local community, analysing their views and needs to achieve an accepted positive outcome. Substantial experience of using co-production methodologies. Substantial experience of dealing with a wide range of stakeholders, influencing and negotiating to achieve common objectives. Substantial experience of developing and implementing strategies and policies. Substantial experience of successful project management of complex initiatives in a politically sensitive environment. Managing resources to achieve demanding targets. Working across organisational boundaries with different drivers and navigating different organisational cultures to deliver successful outcomes. Substantial experience of using political acumen to agree and achieve common goals. Aptitudes, Skills & Competencies: 7
Exceptional verbal and non-verbal communication skills with the ability to communicate with and influence a wide range of stake holders at all levels both internally and externally. Highly developed analytical and interpretation skills, including the ability to work with complex data sets, enabling judgements on a range of frequently highly complex and often conflicting facts and circumstances. Strategic thinker, able to develop strategy and initiate and evaluate changes in policy and procedures. Able to develop middle and long-term strategic plans which take into account the overall aims and objectives of the service and which may impact across the Council and CCG. A high level of interpersonal skills, able to persuade, negotiate and influence. Skilled in financial management. Proven ability to manage significant corporate and departmental budgets. Work in a flexible, adaptable manner and respond to ad hoc requests within tight deadlines. Act with discretion and tact at all levels of contact. 8