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Forming the future North Central London Clinical

Commissioning Group

Operating Model: Executive Management Team and Director-level structure and portfolios

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Forming one CCG for North Central London

• Following the publication of the NHS Long Term Plan in 2019, the North Central London Clinical Commissioning Groups (Barnet, Camden, Enfield, Islington and Haringey) started planning how to deliver its’ ambitions locally together.

• One of the most important decisions taken by our Governing Bodies to support this was agreeing to form a single NCL CCG from April 2020.

• We believe that as one organisation we can better support progress in improving our residents’ health and reducing the inequalities that continue to impact their lives. We will be more efficient, with less duplication of time and spending, meaning we can invest more NHS money in frontline services.

• Ultimately, we will be better able to work with our partners in NCL to provide the best health and care for our patients and residents

Future NCL CCG Operating Model

• A crucial part of our planning work is designing the right operating model for the NCL CCG, and ensuring a smooth transition to this.

• The future NCL CCG Executive Management Team structure was agreed in late 2019 and appointed individuals transitioned into these roles this month. We have now also designed and appointed to the Director-level structure, who will move into post from April 2020.

• Important note: The structure charts in this deck set out the portfolios sitting under each Director post, but this is not an exhaustive list of all functions that will sit within these portfolios.

Accountable Officer

Helen Pettersen

Chief Finance

Officer

Simon Goodwin

Executive

Director of

Strategy

Will Huxter

Executive

Director of

Clinical Quality

Vacant**

Executive

Director of

Performance &

Assurance

Paul Sinden

Executive

Director of

Strategic

Commissioning

Sarah Mansuralli

Executive

Director of

Corporate

Services

Ian Porter

Executive

Managing

Director: Barnet

Kay Matthews

Executive

Managing

Director: Camden

Sarah McDonnell-

Davies

Executive

Managing

Director: Enfield

Rob Larkman*

Executive

Managing

Director: Haringey

& Islington

Tony Hoolaghan

Director of

Financial

Management

Rebecca

Booker

Director of

Financial

Strategy and

Contracting

Anthony

Browne

Director of

System

Financial

Planning and

Assurance

Gary Sired

Director of

System

Productivity

Ali Malik

Chief Digital

Information

Officer

John-Jo

Campbell

Director of

Strategic

Programmes

Richard Dale

Director for

Major

Reconfigurations

Anna Stewart

Director of

Planning &

Assurance

Alexander

Faulkes

Director of

Acute

Performance

Edmund

Nkrumah

Director of

Non-Acute

Commissioning

& Contracting

Elizabeth

Ogunoye

Director of

Acute

Commissioning

& Contracting

Eileen Fiori

Director of

Continuing

Healthcare

Marisa Rose

Director of

Quality &

Safety

Jenny

Goodridge

Director of

Transformation

Barnet

Colette Wood

Director of

Integrated

Care

Barnet

Ruth

Donaldson &

Sarah D’Souza

Director of

Transformation

Camden

Moyra Costello

Director of

Integrated

Care

Camden

Sally

Mackinnon

Director of

Transformation

Enfield

Vince McCabe

Director of

Integrated

Care

Enfield

Deborah

McBeal

Director of

Transformation

Haringey

Sarah

McIlwaine

Director of

Integrated

Care

Haringey

Rachel

Lissauer

Director of

Transformation

Islington

Alex Smith

Director of

Integrated

Care

Islington

Clare

Henderson

***In development

*Rob Larkman covering role on interim basis

**Kay Matthews temporarily undertaking additional role of Executive Director of Clinical Quality

*** The NCL CCG Corporate Service portfolios are in development and therefore no information

on these are included in the following slides

Future NCL CCG Executive Management Team

Chief Finance Officer

(Simon Goodwin)

Director of Financial

Management

(Rebecca Booker)

Director of System

Financial Planning and

Assurance

(Gary Sired)

Director of Financial

Strategy and Contracting

(Anthony Browne)

Management of borough-based

budgets aligned to NCL CCG finance

strategy

Establishing and maintaining a robust

system of financial control

Local financial planning and budget

setting

Support to budget holders to maintain

and manage budgets within allocated

level

Monthly financial reporting and

monitoring

STP-wide financial planning, including

leading on the MTFS

Lead finance support for development

of ICS, including developing the system

financial assurance framework

Support and assurance of MTFS

programme delivery including support

to monitoring of system efficiencies

System financial consolidation,

monitoring and internal assurance

supporting CFO group

Coordinate and lead all financial

interaction with NHSL

Contract baseline setting and modelling

Financial QIPP delivery embedded

within contracts

Development of the commissioning

financial strategy including new contract

forms to enable ICS/ICP

Financial leadership of all contract

negotiations and strategy at borough

level and NCL level

Financial monitoring of contracts

against budgets and quarterly

reconciliation

Future NCL CCG Finance Directorate

Executive Director of

Strategy

(Will Huxter)

Director of System

Productivity

(Ali Malik)

Chief Digital Information

Officer

(John-Jo Campbell)

Director of Strategic

Programmes

(Richard Dale)

Director for Major

Reconfigurations

(Anna Stewart)

Support financial management and

planning approach; and support

development of provider productivity

plans, including relevant MTFS

programmes

Monitor, report and evaluate impacts

of major transformation projects

Manage productivity PMO staff

across NCL and hold delivery leads

to account for productivity plan

Lead on productivity planning and

support design and delivery; and on

compiling pipeline of major

transformation projects

Lead on compiling system

productivity plan, and implement

common system processes to deliver

productivity

Lead on STP implementation

programme structure and oversee

delivery of STP programmes

Lead with NHS E&I on strategy for

devolution of specialised

commissioning

Coordinate strategy across system to

deliver new models

Lead on ICS programme structure

and oversee delivery

Lead on LTP implementation

programme structure and oversee

delivery of LTP programmes

Lead all stages of planning,

consultation and decision-making

processes for all major

reconfigurations

Lead implementation of specific LTP

and STP programmes as agreed

Work with NHS England and CCGs

outside NCL on reconfigurations

affecting specialised and non-NCL

CCG activity

Develop and implement best practice

in resident and stakeholder

engagement on major

reconfigurations

Lead for NCL with the regulators on

all major reconfigurations

Leadership of NCL digital programme

and management of associated

capital and revenue budgets and staff

Leadership of NCL input into London

and national digital programmes

Data Protection Officer function for

primary care

Implementation of Health Information

Exchange and HealtheIntent

Leadership of GPIT including GP

websites

Future NCL CCG Strategy Directorate


Clinical Quality

Vacant**

Director of Continuing

Healthcare

(Marisa Rose)

Director of Quality and

Safety

(Jenny Goodridge)

Providing the quality leadership voice

and ensuring quality is the golden

thread that is embedded into

everything we do across the CCG

Coordination of NCL Quality

Committee and NCL Quality

Surveillance Group

Management of central and borough-

based teams; and lead for CSU

quality and clinical services staff

Delivery of the annual work plan of

the NCL Quality Strategy

Assurance and oversight of the

quality of commissioned services and

delegated functions (primary care)

Development and monitoring

standards to ensure that clinical

outcomes, CQUINs, productivity and

efficiency measures are delivered

Management of the borough

designated safeguarding

professionals

Serious incident assurance process

and coordination of thematic learning

from serious incidents/failures in the

standard of clinical care

Ensuring quality is embedded in

provider contracts

Strategic leadership of CHC and

identification of commissioning

opportunities to provide high quality,

cost effective care

Development and operationalisation

of the NCL CHC market management

strategy

Development and delivery of NCL

CHC QIPP transformation work

programmes

Operational leadership of the central

and borough-based CHC teams, and

establishment of a productive matrix

across the finance and performance

assurance directorates

Delivery of national and local CHC

KPIs and CQUINs and

implementation of effective recovery

plans

Leadership and delivery of the NCL

CHC Transformation Programme

NCL CCG lead for the Enhanced

Health in Care Homes Framework

NCL CCG Lead for the End of Life

Care Programme

Work in partnership with other NCL

workstreams to achieve system-wide

change and quality improvements

**Kay Matthews temporarily undertaking additional role of Executive Director of Clinical Quality

Future NCL CCG Clinical Quality Directorate


Performance & Assurance

(Paul Sinden)

Director of Planning &

Assurance

(Alexander Faulkes)

Director of Acute

Performance

(Edmund Nkrumah)

Winter Planning / Urgent and

Emergency Care

Patient experience in Performance

Review

Primary Care Performance

Framework

Planned Care – RTT Delivery Group /

Cancer Alliance

Acute Provider Performance

including benchmarking – Right Care

/ Get it Right First Time

Annual Operating Plan process

including System Intentions

Patient experience in Performance

Review

Non-Acute Provider Performance

including benchmarking

NHS London Assurance

System Performance Framework

including Long Term Plan

Future NCL CCG Performance and Assurance Directorate


Strategic Commissioning

(Sarah Mansuralli)

Director of Non-Acute

Commissioning and

Contracting

(Elizabeth Ogunoye)

Director of Acute

Commissioning and

Contracting

(Eileen Fiori)

Acute commissioning and contracting

for four Acute Trusts plus out of area

acute contracts

Developing and implementing the

commissioning strategy aligned to

MTFS and planning guidance,

embedding QIPP/CIP in contracts

New forms of contracting for ICS

Commissioning and contracting for

NCL Integrated Urgent Care

London Ambulance Service

Mental health strategic

commissioning and contracting for

two Mental Health Trusts plus out of

area contracts

Developing and implementing the

commissioning strategy aligned to

MTFS and planning guidance,

embedding QIPP/CIP in contracts

New forms of contracting for ICP

Community health commissioning

and contracting with borough-based

partnerships

Developing ICP/ICS contracting and

outcomes framework

Management of Individual Funding

Request (IFR) process

Future NCL CCG Strategic Commissioning Directorate

Director of Transformation

(Colette Wood)

Director of Integrated Care

(Ruth Donaldson & Sarah D’Souza)

Using commissioning to support

improvements to services for young

people (focus on complex care

special educational needs and

CAMHS)

Primary care development and

quality improvement

Commissioning of community health

services for children and adults in line

with ICP plans

Leadership and delivery of NCL-level

projects and programmes

Commissioning support to ensure

delivery of community health and

care services around PCNs

Borough lead for QIPP pipeline

Ensure support for borough staff who

are leading on QIPP schemes and

delivery

Lead for borough delivery boards and

alignment of QIPP and CIP including

clinical involvement

Responsible for QIPP local reporting,

coordination and liaison with central

team

Borough lead for liaison with

regulator on QIPP assurance

Local commissioning of mental health

and learning disability services

including pathway re-design linked to

NCL-wide strategic approach

Contribution to and delivery of NCL

MH and CHS strategy in the borough

Joint commissioning for vulnerable

children and adults including

brokerage and personal health

budgets where done locally

Leadership on Better Care Fund and

Section 75 agreements

Mental and Community Health

service improvement and integration

including QIPP

Lead for planned care approval

process including business cases

Referral management



Acute operational flow and the

management of delayed transfers of

care

A&E delivery board

Development of local Integrated Care

Partnership (ICP)

Ensuring successful delivery of the

Borough Partnership Programme

Plan

Borough lead for local QIPP strategy,

development and implementation

Local coordination, support delivery,

reporting and liaison with central

QIPP team

Medicines optimisation

Delivery of QIPP in all areas of

responsibilityPlanned care transformation delivery

at borough level and for some NCL

schemes including QIPP

Leads partnership working for

planned care including clinical

involvement

Borough lead for QIPP Borough lead for planned care

Executive Managing Director, Barnet Directorate

(Kay Matthews)Future NCL CCG Barnet Directorate


(Moyra Costello)


(Sally MacKinnon)





CAMHS)


quality improvement



with ICP plans









delivery






team

















including QIPP



Referral management





care

A&E delivery board


Partnership (ICP)



Plan





QIPP team








involvement


Executive Managing Director, Camden Directorate

(Sarah McDonnell-Davies)Future NCL CCG Camden Directorate


(Vince McCabe)


(Deborah McBeal)





CAMHS)


quality improvement



with ICP plans









delivery






team

















including QIPP



Referral management





care

A&E delivery board


Partnership (ICP)



Plan





QIPP team








involvement


Executive Managing Director, Enfield Directorate

(Rob Larkman*) *Rob Larkman covering role on interim basisFuture NCL CCG Enfield Directorate


(Sarah McIlwaine)


(Rachel Lissauer)





CAMHS)


quality improvement



with ICP plans









delivery






team

















including QIPP



Referral management





care

A&E delivery board


Partnership (ICP)



Plan





QIPP team








involvement


Executive Managing Director, Haringey Directorate

(Tony Hoolaghan)Future NCL CCG Haringey Directorate


(Alex Smith)


(Clare Henderson)





CAMHS)


quality improvement



with ICP plans









delivery






team

















including QIPP



Referral management





care

A&E delivery board


Partnership (ICP)



Plan





QIPP team








involvement


Executive Managing Director, Islington Directorate

(Tony Hoolaghan)Future NCL CCG Islington Directorate

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