Job responsibilities
The Executive Directors are Board Members of the
ICB and the ICP and as such will carry a dual corporate responsibility. Their
role is to ensure that the ICB plays its role in the 4 key functions of the ICS:
improve outcomes in population health and
healthcare
tackle inequalities in outcomes, experience and
access
enhance productivity and value for money
help the NHS support broader social and economic
development
In addition, the Executive Directors are key in
ensuring that the ICB realises its ambition of making the system distinctive,
attractive and successful.
The Executive Directors will support the CEO in
articulating the strategic direction and providing a compelling vision for ICBs
to develop place based Alliances, in the context of the ICPs agreed objectives
and MOU.
All Executive Directors have a collective responsibility for
working together to ensure the organisation is well led, successful and
managerially supported, promoting integration and delivery through four
Place-based systems known as Alliances.
The ICB is a unitary board this means all directors are collectively
and corporately accountable for organisational performance.The purpose of the ICB is to govern effectively
and build patient, public and stakeholder confidence.
The ICB will
set out its
governance and leadership arrangements in a
Constitution that will be formally approved by NHSEI
be responsible
for ensuring it plays its role in the 4 key purposes of the ICS.
need to
establish, as a minimum, an Audit Committee and a Remuneration
Committee.
publish a Scheme
of Reservation and Delegation to set out functions reserved to it and
functions delegated.
set strategy
for the organisation
hold the
organisation to account for delivery
shape a healthy
culture for the organisation and wider partnership.
The ICB Chief People Officer will be expected to
exemplify the D-Leader approach within the ICB and the ICP, this will include:
- Demonstrating high
quality leadership and supporting clinical and professional leaders across the
ICS to also demonstrate the highest standards of leadership through their
conduct..
- Leading by example and securing engagement with residents and partners as
an integral part of all decision making so that it is embedded as a core value
of the partnership.
- Aiming for excellence in everything we do, by influencing, coaching and
challenging poor delivery to ensure high standards are achieved for the local
population.
- Ensuring delivery for
local residents is a principle upheld across the partnership, placing aside
personal or organisational agendas for a more collaborative approach.
- Maintaining the highest
standards of public accountability for
safety, quality, and our use of resources.
The ICB Chief People Officer will drive the People Promise across the
wider workforce of the partnership demonstrating core behaviours and beliefs as
follows;
Drive
the qualities which place team work front and centre of our partnership. In doing this our conduct will give one
another the space to innovate, support each other when times are tough and take
time to celebrate the successes both large and small of the partnership.
Ensure
each member of the workforce has a voice that counts by creating an environment
and culture that is safe and where staff are confident in expressing their
views free from fear.
The
ability to speak up, knowing that support, working through issues and being
heard is at the core of our behaviour.
That
staff are recognised and rewarded across the breadth of roles and grades
fulfilling the promise of every member of staff being of equal importance and
creating a fair environment in which to work.
Demonstrate
through actions the partnerships dedication to being open and inclusive with
all staff. Creating an environment which
is free from discrimination, bullying and violence and call out any behaviour
or actions which fall short of the expected culture.
Encourage
and create an environment where we understand, encourage and celebrate
diversity generating a sense of belonging.
Recognising
each member of staff as a whole person with differing responsibilities outside
of the workplace. Create an environment
where through flexibility the individual can work in a way which allows them to
thrive.
Champion
the opportunities for staff to develop and learn through formal and informal
means, never stopping deserved progression for the sake of the organisation and
understanding the importance to thrive, develop and change roles.
Prioritise
the health and wellbeing of the staff creating a culture where physical and
mental health is supported, workloads have limits and healthy choices are
available.
Principle Duties
Setting
strategy and delivering long-term transformation
You will support the production
and delivery of a five-year plan for the ICB with the CEO, other board members,
partners across the ICS and the local community. This will include
interpretation and implementation of the NHS Long Term Plan, NICE quality standards
and other national strategic priorities. This will include system-wide plans to
deliver the:
People Plan and People
Promise.
Priority actions set
out in the national guidance on ICS people function including the oversight of
the internal ICB workforce function which will be managed by an experienced
and CIPD accredited Director of Human Resources
Actions set out in
Future of NHS HR and OD report.
ICS specific people
priorities.
ICS specific future
workforce plans for health and care in conjunction with NHS England and NHS
Improvement regional teams and HEE
Work collaboratively
with system partners to deliver a one workforce approach building on the
newly developed system passport and working proactively with social care and
community & voluntary sector colleagues to co-create strategy and
associated delivery plan.
These plans are
designed to support elective recovery times, tackle health inequalities, and
deliver the objectives of the NHS Long Term Plan.
Building
trusted relationships with partners and communities
- This role will build strong
relationships with local people leaders, trade union representatives and ICS
partners.
- The CPO will work in partnership with
relevant stakeholders to build confidence in the workforce improvements across
the ICS.
- They will take a leading role in
engaging with HEE and the provision of clinical education across their system.
Leading for social justice
and health equality
The
CPO will take a leading role in how the ICB collaborates
with the ICP and system partners to create education, employment,
volunteering, and apprenticeship opportunities and widen participation in
health and care for local communities, including in areas of greater
deprivation, for seldom heard groups and for people not in education,
employment, or training.
They
will identify and address health inequalities for the workforce considering
wider determinants (such as housing, education, and
employment) that may have an impact on health.
Driving high quality, sustainable
outcomes
The CPO will lead the performance
oversight arrangements for people issues with each provider of NHS services
within the ICS.
Leading on the identification of
performance risks and issues related to the workforce and work with relevant
providers and partners to develop impactful solutions.
Actively address poor performance,
working with the ICB executive team to agree intervention as required.
The CPO will take a leadership role in
overseeing recruitment within ICS and a direct role in all senior people
professional appointments.
The CPO will contribute to the people
aspects of Emergency, Preparedness, Prevention response.
Providing robust governance
and assurance
The CPO will support a strong culture
of public accountability, probity, and governance, ensuring that appropriate
and compliant structures, systems, and process are in place to minimise risk
and promote the freedom to speak up.
This will include ensuring the formal governance and accountability
arrangements are in place in the ICB. In addition, hereto this will also
include:
Agreement of the formal governance
and accountability arrangements for people and workforce functions in the ICS,
including appointing senior responsible officers (SROs).
Agreement of how and where specific
people responsibilities are delivered and funded within the ICS.
Review and refresh of the ICS People
Board, including reporting metrics.
Assess the ICSs readiness, capacity,
and capability to deliver the people function.
Lead the ICS Leadership and Talent
Board: accountable for the development and delivery of the ICS talent strategy.
Work with the ICS chair to ensure the
Fit and Proper Persons Regime and the Well Led Framework are in effective
operation across the ICS.
Identification of workforce risks and
mitigations.
Creating a compassionate and
inclusive culture
The CPO will support the CEO to ensure
their ICB is Well Led.
Arrangements for driving significant
improvements in equality, diversity and inclusion and health and wellbeing will
be key.
The CPO will also play a lead role (with
the NHS Leadership Academy and Health Education England [HEE]) in the
development of leaders, leadership teams and next generation leaders in their
system and across their region.
They should ensure their ICB is well
positioned as an anchor employer in their system.
The CPO should ensure the delivery of the People Plan against
the four pillars including how digital will be a key enabler for People
Services
