Job responsibilities
Key Responsibilities:
Leadership
and Strategy Development
1. To
work with the Lay Chair and the Clinical Board to develop and promote the GP
Confederation’s vision, values, aims and strategic objectives.
2. To
lead and manage the GP Confederation in line with its values and objectives,
and to ensure that the Confederation remains a clinically led organisation
accountable to its members.
3. To
ensure that the GP Confederation develops a collaborative working relationship
with the 8 Primary Care Networks (PCNs).
This will include working with the PCNs to engage local practices to
explore the possibility of forming a new single primary care organisation in
City & Hackney.
3. To
ensure that the Confederation considers opportunities to expand its work in
order to develop existing local services, and to develop and pilot new services
and approaches to service delivery. This
will include work to maximise the Confederation’s status as a Community
Interest Company and to identify new funding sources beyond the public sector,
including links with the City of London.
4. To
ensure that the Confederation has systems and processes in place to review and
evaluate new opportunities, and to identify, manage and mitigate against
potential risks and threats to the Confederation and its work.
5. To
ensure that the GP Confederation maintains financial viability, uses resources
effectively, and controls and reports its finances in accordance with Company
requirements.
6. To
lead the development of a Business Plan for the GP Confederation that is agreed
with GP member practices, and shared with key partners, including
commissioners.
7. To
ensure that the GP Confederation remains a responsive, innovative and dynamic
organisation.
Workforce SRO Role
8. To
take on the role of system Workforce Senior Responsible Officer (SRO) for the
out-of-hospital workforce for one day per week.
9. To
work in close collaboration with the Co-Chairs/Clinical Leads of the Training
Hub/Workforce Enabler Board (WEB) to ensure that the objectives and KPIs of the
Training Hub are delivered (these being Health Education England, NEL ICS
Training Hub and local objectives).
10. To
work with the System Clinical Lead and System Director of Delivery to ensure
that there are robust proposals for workforce transformation and clinical
leadership as the two key priorities for the WEB.
11. To
line manage the Training Hub/WEB Programme Manager.
12. To
develop and promote opportunities for education, training and development in
primary care, and to ensure that the GP Confederation plays an active part in
relation to the building capacity and capability within primary care.
Communication and Relationships
13. To
ensure that effective communication is maintained between the Confederation and
all the member GP practices. To ensure
that systems and processes are in place so that the GP Confederation is aware
of the views, suggestions, and concerns of local practices in relation to key
issues and plans.
14. To
ensure that the Confederation works effectively with partners in the local
health and social care system, and to build strong relationships to enable the
development of multi-agency approaches to deliver improves in health and
healthcare for the local population. This will include working with wider
system partners, particularly with partners at the City & Hackney
Neighbourhood Health and Care Board, the City & Hackney Health and Care
Board, and with key partners in the North East London Integrated Care System
(ICS).
15. To
ensure that the GP Confederation builds and maintains effective working
relationships with commissioners, in particular with clinicians and senior
managers from NEL CCG, the London Borough of Hackney and The Corporation of
London.
16. To
ensure that Board members liaise with practices on a regular basis to provide
support to enable them to identify blocks to service delivery and to support
them to generate solutions and put plans in place to address problems.
17. To
ensure that GP practices in City & Hackney are supported to work
collaboratively to identify ways of working together to solve issues and
capacity problems.
18. To
ensure that learning and examples of good practice are shared within the GP Confederation
and with member practices.
Service Delivery, Service Development
and Performance Management
19. To
ensure that all contracts held by the GP Confederation are delivered to a high
standard, and that all practices within the Confederation are engaged, empowered
and supported to take on and successfully deliver all the services commissioned
through the Confederation.
20. To
support practices to be financially and organisationally strong
21. To
ensure that the Confederation is able to identify and respond to future
opportunities for service developments and new approaches.
22. Where
practices are unable or unwilling to deliver key service plans to a high
standard, to identify ways to ensure that total population coverage is
achieved.
23. To
ensure that patient safety, clinical outcomes and patient experience are
maintained and improved in relation to all contracts commissioned through the
GP Confederation.
24. To
ensure that effective reporting arrangements are in place to track progress
against plans and to escalate issues and risks as appropriate.
25. To
ensure that effective performance measurement and monitoring arrangements are
in place to demonstrate practice performance in relation to all services
commissioned through the GP Confederation.
26. To
ensure that all GP practices in City and Hackney have appropriate performance
monitoring arrangements in place in relation to all contracts commissioned
through the GP Confederation, and to ensure that systems and processes are in
place for the audit of and collection of performance data from practices.
Governance and the Clinical Board
27. To
ensure that all posts on the GP Confederation’s Clinical Board are filled, and
to ensure that the Clinical Board is developed and supported to be effective.
28. To
work with the GP Confederation Lay Chair to ensure that Clinical Board
Directors are supported to undertake their roles effectively and efficiently,
and have clear objectives and lead areas of responsibility.
29. To
develop a constructive and open relationship with the GP Confederation Lay Chair
through regular communication and meetings.
30. To
ensure planning arrangements are in place and high quality agenda papers are
produced for monthly meetings of the Clinical Board in order to facilitate
effective discussions and decision making by the Board. This will include regular performance and
financial reporting to the Clinical Board on the Confederation’s work and
delivery of the contracts held by the Confederation.
31. To
ensure that transparency of decision-making and high standards of governance
are maintained by the GP Confederation.
32. To
ensure that the Confederation maintains financial viability, uses resources
effectively and controls and reports its finances and performance in accordance
with Company requirements.
33. To
ensure that the Confederation holds an Annual General Meeting with its members
at which the performance and financial status of the Confederation is reported,
together with information about the Confederation’s future plans.
Human Resources and Organisational
Development
34. To
lead the work and development of the GP Confederation’s Senior Management Team
(SMT), and to provide effective line management support to the Directors.
35. To
ensure that effective working relationships are developed between the
Confederation staff and Clinical Board members.
36. To
ensure that organisational policies and procedures are developed and agreed to
reflect current best practice, and to ensure that they are adopted and followed
effectively by all staff.
37. To
ensure that the GP Confederation promotes equality and diversity.
