This Vacancy has closed.
Governing Body – Secondary Care Doctor
  • Employer: North East Lincolnshire Council
  • Reference: 469-A-19-0354
  • Published: Fri 24/05/2019, 12:00 PM
  • Closing on: Fri 14/06/2019, 0:00 AM
  • Working Pattern: Part Time
  • Hours: 2 days a month
  • Salary: £13,593 per annum
  • DBS Check: Enhanced
  • Location: North East Lincolnshire, NE Lincolnshire

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Governing Body – Secondary Care Doctor

North East Lincolnshire Clinical Commissioning Group is responsible for commissioning high quality health and adult social care services for a population of approximately 170,000. We work closely with providers of health services, local government, regulatory bodies, voluntary and carer groups, patient representatives and the general public to achieve the best health and care outcomes possible and to ensure high quality, safe and effective services.

NELCCG welcomes applications from all parts of the community and particularly from applicants with a BME background.

As a member of the CCG‘s governing body each individual 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 constitution as agreed by its members.

Each 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 developed 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; and that the governing body and the wider CCG act in the best interests of the health of the local population at all times.

Core attributes and competencies. Each 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 proposed Standards for members of NHS Boards and Governing Bodies in England developed by the Council for Healthcare Regulatory Excellence;

  • be committed to ensuring that the organisation values diversity and promotes equality 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

  • 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.

Core personal experience

Previous experience of working in a collective decision-making group such as a board or committee, or high-level awareness of board-level‘ working; and

A track record in securing or supporting improvements for patients or the wider public.

Specific attributes and competencies

Must be a consultant – either currently employed, or in employment at some time in the period of 10 years ending with the date of the individual‘s appointment to the governing body;

Has a high level of understanding of how care is delivered in a secondary care setting;

Be competent, confident and willing to give an independent strategic clinical view on all aspects of CCG business;

Be highly regarded as a clinical leader, preferably with experience working as a leader across more than one clinical discipline and/or specialty with a track record of collaborative working;

Be able to take a balanced view of the clinical and management agenda, and draw on their in depth understanding of secondary care to add value;

Be able to contribute a generic view from the perspective of a secondary care doctor whilst putting aside specific issues relating to their own clinical practice or their employing organisation‘s circumstances; and

Be able to provide an understanding of how secondary care providers work within the health system to bring appropriate insight to discussions regarding service re- design, clinical pathways and system reform.

Further points

Whilst the individual may well no longer practise medicine, they will need to demonstrate that they still have a relevant understanding of care in the secondary setting.

The secondary care specialist cannot be an employee or member (including shareholder) of, or a partner in, a provider of primary medical services, or a provider with whom the CCG has made commissioning arrangements. The exceptions are where the CCG has made an arrangement with a provider, subsequent to a patient exercising choice, and where the CCG has made an arrangement with a provider in special circumstances to meet the specific needs of a patient (for example, where there is a very limited choice of provider for a highly specialised service).