Independent Non-executive Member

The independent ICB non-executive member will: As a statutory Member of our ICB board you will work collaboratively to shape and ensure the ICB board delivers on the 10 year Integrated Care Strategy, the 5 year NHS Joint Forward Plan, and help ensures we have viable short term plans for the delivery of our functions, duties and objectives of the ICB (and for the stewardship of public money in the interests of those we serve). Ensure that the board is effective in all aspects of its role and appropriately focused on the NHS ICS 4 core purposes to: 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. Be a champion of new governance arrangements (including with the ICP and any Joint Committees), collaborative leadership and effective partnership working, including with local government, NHS bodies and the voluntary sector. Alongside the ICB chair and the wider board members, contribute to the implementation of key priorities that impact the organisations and workforce across the ICB, such as integration, Joint Committees, the people agenda, digital transformation, emergency preparedness, resilience and response (EPRR) and performance recovery following COVID-19 challenges. As Committee chair maintain oversight of relevant ICB statutory and regulatory duties, building strong partnerships and governance arrangements with system partners, Accountabilities The ICB independent non-executive member (NEM): Is accountable to the ICB chair.

Have designated areas of responsibilities as agreed with the ICB chair. It is envisioned the role will be the committee chair for the ICB Citizen Engagement and Equity committee, but also sit on various other ICB committees as a Member. Noting also that we also work alongside other ICBs, such as Devon ICB who provide around 20% of the Cornish population with health care. Have a collective responsibility with the other members of the ICB to ensure corporate accountability for the performance of the organisation, ensuring its functions are effectively and efficiently discharged and its financial and regulators obligations are met.

Role responsibilities and competencies You will work alongside the ICB chair, other non-executive members, executive directors and partner members and as an equal member of our ICB unitary board. You will be responsible for specific areas relating to board governance and oversight: bringing independent and respectful challenge to the plans, aims and priorities of the ICB. promoting open and transparent decision-making that facilitates consensus aimed to deliver exceptional outcomes for our population. Personally, you will bring a range of professional clinical and business expertise as well as community understanding and experience to the work of the board.

We are also interested in your life experiences and personal motivations that will add valuable personal insights such as: being a patient, carer, or service user; experience of gender and issues affecting women; engaging with diverse social, economic and cultural groups and communities; experiences and challenges of younger people; and those with lived experience of mental health issues and / or living with physical chronic conditions or disability. As an NHS leader, you will demonstrate a range of leadership competencies outlined below. Corporately, as members of a unitary board, you will contribute to a wide range of areas. All NHS board members are required to comply with the Nolan principles of public life and meet the fit and proper persons requirements.

Strategy and transformation Setting the vision, strategy and clear objectives for the ICB in delivering on the 4 core purposes of the ICS, the triple aim of improved population health, quality of care and cost-control. Aligning partners in transforming the integrated care strategy 10 year long term plan, the NHS 5 year joint forward plan, the ICB operational plan, the people plan and the health and wellbeing strategy. Partnerships and communities Promoting dialogue and consensus with local government and broader partners, to ensure effective joint planning and delivery for system working and mutual accountability. Supporting the ongoing development of the ICP (Integrated Care Partnership), helping to develop strong relationships between the ICB board and the ICP.

Supporting the success of the ICP in establishing its shared strategic priorities within the NHS, in partnership with local government, to tackle population health challenges and enhance services across health and social care. Social justice and health equalities Advocating diversity, health equality and social justice to close the gap on health inequalities and achieve the service changes that are needed to improve population health. Ensuring the ICB is responsive to people and communities and that public, patient and carer voices are embedded in all the ICBs plans and activities. Promoting the values of the NHS Constitution and modelling our behaviours and leadership way to ensure a collaborative, inclusive and productive approach across the system.

Sustainable outcomes Oversight of purposeful arrangements for effective leadership of clinical and professional care throughout the ICB and the ICS. Fostering a culture of research, innovation, learning and continuous improvement to support the delivery of high-quality services for all. Ensuring the NHS plays its part in social and economic development and achieving environmental sustainability, including the carbon net zero commitment. Governance and assurance Collectively ensuring that the ICB is compliant with its constitution and contractual obligations, holding other members of the ICB and the ICS to account through constructive, independent and respectful challenge.

Maintaining oversight of the delivery of ICB plans, ensuring expected outcomes are delivered in a timely manner through the proportionate management of risks. Ensuring that the ICB operates to deliver its functions in line with all of its statutory duties, and that compliance with the expected standards of the regulatory bodies is maintained. People and culture Supporting the development of other board members to maximise their contribution. Providing visible leadership in developing a healthy and inclusive culture for the organisation, which promotes diversity, encourages and enables system working and which is reflected and modelled in their own and the boards behaviour and decision-making.

Ensuring the board acts in accordance with the highest ethical standards of public service and that any conflicts are appropriately resolved.