Common use of Core Principles and Responsibilities Clause in Contracts

Core Principles and Responsibilities. The work of the Board will be driven by the following core principles:  Decisions will be based on achieving better outcomes and experience for the residents of Salford, and for those that use the health and care services within the city;  Service transformation will deliver an effective and efficient use of resources (within the statutory requirement to meet SCCG’s and SCC’s financial duties) whilst assuring safe and effective standards of service;  New care models will be developed by commissioners in partnership with providers, citizens and communities;  Services and support will be evidence-based and of the best quality, encompassing safety, effectiveness and experience;  Salford’s local population will be given more choice, in so far as this is possible and practical, and influence over services and support, which promote prevention, self- care and independence  Clinical and democratic accountability will be implicit within all decisions;  Respect will be given to professional areas of knowledge and expertise;  There will be collective management of risks and benefits; and  Each organisation remains sovereign: whilst decision-making responsibilities can be shared, accountability cannot. The Board has responsibility to deliver clearly defined objectives which are detailed below:  Contribute to the development of Salford’s Locality Plan and SCC’s and SCCG’s Strategic and Operational Plans ;  Use national and international best practice together with the Joint Strategic Needs Assessment (JSNA) data to influence decisions, working in partnership with other statutory and non-statutory organisations to improve health and wellbeing and reduce inequalities;  Provide strategic oversight and assurance regarding the development and delivery of the health, wellbeing and care service and support commissioning plans and associated financial plans for approval by SCC Mayor/Cabinet and the SCCG Governing Body. Ensure all new and existing workstreams, initiatives and projects are complementary and aligned;  Facilitate coherence and working towards shared goals with other commissioners, partners and programmes of work, including but not limited to:  Wider Salford Integrated Commissioning Arrangements;  Health and Wellbeing Board and other relevant city wide partnership;  Healthier Together / Bolton, Salford and Wigan Partnership Acute Reconfiguration Programme;  Greater Manchester Devolution including the Greater Manchester Health and Care Partnership and the Joint Commissioning Board; and  National guidance, including from NHS England, Department of Health, Department for Education, Public Health England, and other relevant national organisations.  Make decisions regarding new and existing contracts for health and social care services;  Promote engagement of public, service users and patients to inform decision making;  Drive forward service improvement and the development of new models of care, through an inclusive approach, including engaging with the Adults’ Advisory Board and 0-25 Advisory Board, as well as with relevant stakeholders whether individually or collectively. Make service/service model change and/or investment/disinvestment decisions, considering business cases and service reviews/evaluations;  Provide strategic oversight and assurance regarding quality assurance and quality improvement of all commissioned services, in line with the Quality Strategy, including receiving reports as required;  Manage performance and risk, considering performance data, setting improvement targets and timescales, reviewing provider performance, measuring progress against relevant aims, objectives and plans, and assessing risk, escalating matters as needed;  Maximise the benefit of democratic accountability and clinical leadership through the role of Elected Members and Clinicians on the Board.  Ensure that all aspects of financial governance are followed.  Promote learning that could be shared with other programmes and / or applied to different client groups; and  Inform the work of the Health and Social Care Scrutiny Panel and the Children’s Scrutiny Panel, relevant to their areas of responsibility, as well as providing appropriate reporting in response to the ‘call in’ of key decisions; These core principles and responsibilities should be read in conjunction with the levels of decision making authority provided in Schedule 5 of the Partnership Agreement.

Core Principles and Responsibilities. The Core Principles of the work of the Board Committee will be driven by the following core principles:  Decisions will be based on achieving better outcomes and experience for the residents of Salfordchildren, young people and for those that use the health families who require Health and care services within the cityCare Services;  Service transformation will deliver an effective and efficient use of resources (within the statutory requirement to meet the SCCG’s and SCC’s financial duties) whilst assuring safe and effective standards of service;  New care service models will be developed by health and social care commissioners in partnership with providers, citizens and communities;  Services and support will be evidence-based and of the best quality, encompassing safety, effectiveness and experience;  Salford’s local population Salford residents will be given more choicechoice and control of services, in so far as this is possible and practical, and influence over services and support, which promote prevention, self- and support self-care and independence independence;  Clinical and democratic accountability will be implicit within all decisions;  Respect will be given to for professional areas of knowledge and expertise;  There will be collective management of risks and benefits; and  Each organisation remains sovereign: whilst decision-making responsibilities can be shared, accountability cannot. The Board Committee has responsibility to deliver clearly defined objectives which are detailed below:  Contribute to the development of Salford’s Locality Plan and SCC’s and SCCG’s joint Strategic and Operational Plans for children and young people;  Use national and international best practice together with Acknowledge the Joint Strategic Needs Assessment (JSNA) data to influence decisionsinterdependencies of this programme of work ensuring that all options considered are congruent with, working in partnership with other statutory and non-statutory organisations to improve health and wellbeing and reduce inequalities;  Provide strategic oversight and assurance regarding the development and delivery of the health, wellbeing and care service and support commissioning plans and associated financial plans for approval by SCC Mayor/Cabinet and the SCCG Governing Body. Ensure all new and existing workstreams, initiatives and projects are complementary and aligned;  Facilitate coherence and working towards shared goals with other commissioners, partners and programmes of work, including but not limited to:  Wider Salford Integrated Commissioning Arrangements;  Health and Wellbeing Board and other relevant city wide partnership0-25s Advisory Board;  Greater Manchester Devolution;  Joint Commissioning of Primary Care;  Healthier Together / Bolton, Salford and Wigan Partnership Together/ North West Sector Acute Reconfiguration Programme;  Greater Manchester Devolution including the Greater Manchester Health and Care Partnership and the Joint Commissioning Boardand; and  National guidance, including from NHS England, Department of Health, Department for Education, Public Health England, and other relevant national organisations;  Respond and contribute to the Joint Strategic Needs Assessment (JSNA), working in partnership with other statutory and non-statutory organisations to improve health and wellbeing and reduce inequalities;  Lead the development and delivery of the Children’s commissioning Plan;  Inform the work of Children’s Scrutiny Panel as well as providing appropriate reporting in response to the ‘call in’ resulting from key decisions;  Develop a robust evaluation framework to ensure progress can be measured against the Locality Plan and Children’s Commissioning Plan aims and improvement targets;  Facilitate coherence and working towards shared goals and objectives with co- commissioners and other partners;  To instigate performance intervention in line with contract clauses e.g. performance notices, contract deductions etc. Information received will include:  Compliance or any failure to comply with standards and targets;  Service user/patient or carer experience feedback (including themes and trends from complaints and surveys);  Measures of staff satisfaction; and  Safeguarding case reviews and data via the Bridge;  Make investment/disinvestment decisions regarding new and existing contracts for health and social care servicesreview evaluations;  Promote engagement of publicConsider provider performance, service users and patients to inform decision makingincluding quality assurance;  Drive forward service Set improvement targets and timescales, using the identified improvement measures;  Establish arrangements to enable the development of new models of care, through an inclusive approach, including engaging with the Adults’ Advisory Board and 0-25 Advisory Board, as well as with relevant stakeholders whether individually or collectively. Make service/service model change and/or investment/disinvestment decisions, considering business cases and service reviews/evaluations;  Provide strategic oversight Review existing initiatives to align complimentary workstreams and assurance regarding quality assurance and quality improvement of all commissioned services, in line with the Quality Strategy, including receiving reports as requiredconsolidate projects;  Manage performance As appropriate, consult with and risk, considering performance data, setting improvement targets and timescales, reviewing provider performance, measuring progress against relevant aims, objectives and plans, and assessing risk, escalating matters as neededallocate responsibilities / tasks to appropriate sub groups;  Maximise the benefit of Ensure democratic accountability and clinical leadership through the role of Elected Members and Clinicians on the Board. Committee;  Ensure that all aspects clinical and professional accountability and leadership;  Propose changes to existing payment mechanisms and contractual arrangements with relevant providers where necessary to support new models of financial governance are followed. care and outcomes based commissioning;  Promote learning that could be shared with other programmes and / or applied to different client groups;  Ensure that all aspects of best practice, both nationally and internationally are duly considered and where appropriate applied;  Ensure that appropriate risk management and escalation processes are correctly adhered to;  Ensure that all aspects of financial governance are followed; and  Inform Seek advice from the work Safeguarding Board about the impact of the Health and Social Care Scrutiny Panel and the Children’s Scrutiny Panel, relevant to their areas of responsibility, as well as providing appropriate reporting in response to the ‘call in’ of key decisions; decisions on safety. These core principles and responsibilities should be read in conjunction with the levels of decision making authority provided in Schedule 5 of the Partnership Agreement.

Core Principles and Responsibilities. The Core Principles of the work of the Board Committee will be driven by the following core principles:  ✓ Decisions will be based on achieving better outcomes and experience for the residents of Salfordchildren, young people and for those that use the health families who require Health and care services within the cityCare Services;  ✓ Service transformation will deliver an effective and efficient use of resources (within the statutory requirement to meet the SCCG’s and SCC’s financial duties) whilst assuring safe and effective standards of service;  ✓ New care service models will be developed by health and social care commissioners in partnership with providers, citizens and communities;  ✓ Services and support will be evidence-based and of the best quality, encompassing safety, effectiveness and experience;  Salford’s local population ✓ Salford residents will be given more choicechoice and control of services, in so far as this is possible and practical, and influence over services and support, which promote prevention, self- and support self-care and independence  independence; ✓ Clinical and democratic accountability will be implicit within all decisions;  ✓ Respect will be given to for professional areas of knowledge and expertise;  ✓ There will be collective management of risks and benefits; and  ✓ Each organisation remains sovereign: whilst decision-making responsibilities can be shared, accountability cannot. The Board Committee has responsibility to deliver clearly defined objectives which are detailed below:  ✓ Contribute to the development of Salford’s Locality Plan and SCC’s and SCCG’s joint Strategic and Operational Plans for children and young people;  Use national and international best practice together with ✓ Acknowledge the Joint Strategic Needs Assessment (JSNA) data to influence decisionsinterdependencies of this programme of work ensuring that all options considered are congruent with, working in partnership with other statutory and non-statutory organisations to improve health and wellbeing and reduce inequalities;  Provide strategic oversight and assurance regarding the development and delivery of the health, wellbeing and care service and support commissioning plans and associated financial plans for approval by SCC Mayor/Cabinet and the SCCG Governing Body. Ensure all new and existing workstreams, initiatives and projects are complementary and aligned;  Facilitate coherence and working towards shared goals with other commissioners, partners and programmes of work, including but not limited to:  • Wider Salford Integrated Commissioning Arrangements;  Health and Wellbeing Board and other relevant city wide partnership• 0-25s Advisory Board;  • Greater Manchester Devolution; • Joint Commissioning of Primary Care; • Healthier Together / Bolton, Salford and Wigan Partnership Together/ North West Sector Acute Reconfiguration Programme;  Greater Manchester Devolution including the Greater Manchester Health and Care Partnership and the Joint Commissioning Boardand; and  • National guidance, including from NHS England, Department of Health, Department for Education, Public Health England, and other relevant national organisations.  Make decisions regarding new ; ✓ Respond and existing contracts for contribute to the Joint Strategic Needs Assessment (JSNA), working in partnership with other statutory and non-statutory organisations to improve health and social care serviceswellbeing and reduce inequalities;  Promote engagement ✓ Lead the development and delivery of publicthe Children’s commissioning Plan; ✓ Inform the work of Children’s Scrutiny Panel as well as providing appropriate reporting in response to the ‘call in’ resulting from key decisions; ✓ Develop a robust evaluation framework to ensure progress can be measured against the Locality Plan and Children’s Commissioning Plan aims and improvement targets; ✓ Facilitate coherence and working towards shared goals and objectives with co- commissioners and other partners; ✓ To instigate performance intervention in line with contract clauses e.g. performance notices, service users contract deductions etc. Information received will include: • Compliance or any failure to comply with standards and patients targets; • Service user/patient or carer experience feedback (including themes and trends from complaints and surveys); • Measures of staff satisfaction; and • Safeguarding case reviews and data via the Bridge; ✓ Make investment/disinvestment decisions and review evaluations; ✓ Consider provider performance, including quality assurance; ✓ Set improvement targets and timescales, using the identified improvement measures; ✓ Establish arrangements to inform decision making;  Drive forward service improvement and enable the development of new models of care; ✓ Review existing initiatives to align complimentary workstreams and consolidate projects; ✓ As appropriate, through an inclusive approach, including engaging consult with the Adults’ Advisory Board and 0-25 Advisory Board, as well as with relevant stakeholders whether individually or collectively. Make service/service model change and/or investment/disinvestment decisions, considering business cases and service reviews/evaluationsallocate responsibilities / tasks to appropriate sub groups;  Provide strategic oversight and assurance regarding quality assurance and quality improvement of all commissioned services, in line with the Quality Strategy, including receiving reports as required;  Manage performance and risk, considering performance data, setting improvement targets and timescales, reviewing provider performance, measuring progress against relevant aims, objectives and plans, and assessing risk, escalating matters as needed;  Maximise the benefit of ✓ Ensure democratic accountability and clinical leadership through the role of Elected Members and Clinicians on the Board.  Committee; ✓ Ensure that all aspects clinical and professional accountability and leadership; ✓ Propose changes to existing payment mechanisms and contractual arrangements with relevant providers where necessary to support new models of financial governance are followed.  care and outcomes based commissioning; ✓ Promote learning that could be shared with other programmes and / or applied to different client groups; ✓ Ensure that all aspects of best practice, both nationally and  Inform internationally are duly considered and where appropriate applied; ✓ Ensure that appropriate risk management and escalation processes are correctly adhered to; ✓ Ensure that all aspects of financial governance are followed; and ✓ Seek advice from the work Safeguarding Board about the impact of the Health and Social Care Scrutiny Panel and the Children’s Scrutiny Panel, relevant to their areas of responsibility, as well as providing appropriate reporting in response to the ‘call in’ of key decisions; decisions on safety. These core principles and responsibilities should be read in conjunction with the levels of decision making authority provided in Schedule 5 of the Partnership Agreement.

Core Principles and Responsibilities. The work of the Board will be driven by the following core principles:  ✓ Decisions will be based on achieving better outcomes and experience for the residents of Salford, and for those that use the health and care services within the city;  ✓ Service transformation will deliver an effective and efficient use of resources (within the statutory requirement to meet SCCG’s and SCC’s financial duties) whilst assuring safe and effective standards of service;  ✓ New care models will be developed by commissioners in partnership with providers, citizens and communities;  ✓ Services and support will be evidence-based and of the best quality, encompassing safety, effectiveness and experience;  ✓ Salford’s local population will be given more choice, in so far as this is possible and practical, and influence over services and support, which promote prevention, self- care and independence  ✓ Clinical and democratic accountability will be implicit within all decisions;  ✓ Respect will be given to professional areas of knowledge and expertise;  ✓ There will be collective management of risks and benefits; and  ✓ Each organisation remains sovereign: whilst decision-making responsibilities can be shared, accountability cannot. The Board has responsibility to deliver clearly defined objectives which are detailed below:  ✓ Contribute to the development of Salford’s Locality Plan and SCC’s and SCCG’s Strategic and Operational Plans ;  ✓ Use national and international best practice together with the Joint Strategic Needs Assessment (JSNA) data to influence decisions, working in partnership with other statutory and non-statutory organisations to improve health and wellbeing and reduce inequalities;  ✓ Provide strategic oversight and assurance regarding the development and delivery of the health, wellbeing and care service and support commissioning plans and associated financial plans for approval by SCC Mayor/Cabinet and the SCCG Governing Body. Ensure all new and existing workstreams, initiatives and projects are complementary and aligned;  ✓ Facilitate coherence and working towards shared goals with other commissioners, partners and programmes of work, including but not limited to:  • Wider Salford Integrated Commissioning Arrangements;  • Health and Wellbeing Board and other relevant city wide partnership;  • Healthier Together / Bolton, Salford and Wigan Partnership Acute Reconfiguration Programme;  • Greater Manchester Devolution including the Greater Manchester Health and Care Partnership and the Joint Commissioning Board; and  • National guidance, including from NHS England, Department of Health, Department for Education, Public Health England, and other relevant national organisations.  ✓ Make decisions regarding new and existing contracts for health and social care services;  ✓ Promote engagement of public, service users and patients to inform decision making;  ✓ Drive forward service improvement and the development of new models of care, through an inclusive approach, including engaging with the Adults’ Advisory Board and 0-25 Advisory Board, as well as with relevant stakeholders whether individually or collectively. Make service/service model change and/or investment/disinvestment decisions, considering business cases and service reviews/evaluations;  ✓ Provide strategic oversight and assurance regarding quality assurance and quality improvement of all commissioned services, in line with the Quality Strategy, including receiving reports as required;  ✓ Manage performance and risk, considering performance data, setting improvement targets and timescales, reviewing provider performance, measuring progress against relevant aims, objectives and plans, and assessing risk, escalating matters as needed;  ✓ Maximise the benefit of democratic accountability and clinical leadership through the role of Elected Members and Clinicians on the Board.  ✓ Ensure that all aspects of financial governance are followed.  ✓ Promote learning that could be shared with other programmes and / or applied to different client groups; and  ✓ Inform the work of the Health and Social Care Scrutiny Panel and the Children’s Scrutiny Panel, relevant to their areas of responsibility, as well as providing appropriate reporting in response to the ‘call in’ of key decisions; These core principles and responsibilities should be read in conjunction with the levels of decision making authority provided in Schedule 5 of the Partnership Agreement.

Core Principles and Responsibilities. The Board’s purpose is to be the local system board, bringing together senior leaders for the NHS (primary, secondary, community and mental health), local authority and the VCFSE (Voluntary, Community, Faith & Social Enterprise). Its role is to focus on the shared priorities within the Locality Plan and, by working together, improve health, wellbeing and care for the population of Salford. The work of the Board will be driven by the following core principles:  Decisions will be based The Board will: • Act in the best interests of the people of Salford • Commit to our shared vision and agreed strategic priorities • Prioritise approaches which are asset based, neighbourhood focused and integrated, promoting independence, self care, prevention, early intervention and service integration • Focus relentlessly on achieving better improving population health and reducing inequalities • Embrace innovation, social value and environmental sustainability • Keep focused on improving outcomes and experience for the residents of Salforddelivering safe, and for those that use the health and care services within the city;  Service transformation will deliver an effective and efficient use services • Listen to the needs and voices of resources (within all local communities • Listen to the statutory requirement to meet SCCG’s and SCC’s financial duties) whilst assuring safe and effective standards views of service;  New care models will be developed by commissioners in partnership with providers, citizens and communities;  Services and support will be evidence-based staff and of clinical, professional and political leaders • Work in an actively inclusive way to create a culture of equals, recognising the best qualityunique contribution each partner brings • Make decisions transparently, encompassing safety, effectiveness recognising organisational interests and experience;  Salford’s local population will be given more choice, in so far as this is possible and practical, and influence over services and support, which promote prevention, self- care and independence  Clinical and democratic accountability will be implicit within all decisions;  Respect will be given to professional areas openly managing conflicts of knowledge and expertise;  There will be collective management of interest • Collectively manage risks and share benefits; , financial and  Each otherwise • Uphold a positive culture through appropriate behaviours which build collaboration • Respect the tension and the complexity of system working, recognising that each organisation remains sovereign: whilst decision-making responsibilities can be shared, accountability cannot. The Board has responsibility to deliver the responsibilities clearly defined objectives which are detailed below. In summary the Board will:  Contribute to • Create a system culture that combines high ambition with strong mutual support, fostering collaboration • Lead the development of Salford’s Locality Plan locality level strategy for health and SCC’s and SCCG’s Strategic and Operational Plans ;  Use national and international best practice together with the Joint Strategic Needs Assessment (JSNA) data to influence decisions, working in partnership with other statutory and non-statutory organisations care to improve population health and wellbeing outcomes, and reduce inequalities;  inequalities • Oversee the co-ordination and transformation of local health and care services at strategic level • Strategically manage the resource allocation and integrated fund including sharing risk and making investment/disinvestment decisions to shift funding towards prevention and early intervention • Approve recommendations from provider board in relation to service design, where there is a significant financial impact or service change • Provide strategic quality and performance oversight and assurance regarding assurance, driving improvement and addressing unwarranted variation to improve outcomes and deliver safe services • Align whole system clinical, political and organisational leadership across the development and delivery of locality • Agree the health, wellbeing and care service and support commissioning plans and associated financial plans for approval by SCC Mayor/Cabinet and the SCCG Governing Body. Ensure all new and existing workstreams, initiatives and projects are complementary and aligned;  Facilitate coherence and working towards shared goals with other commissioners, partners and programmes of work, including but not limited to:  Wider Salford Integrated Commissioning Arrangements;  Health and Wellbeing Board and other relevant city wide partnership;  Healthier Together / Bolton, Salford and Wigan Partnership Acute Reconfiguration Programme;  locality view in relation to Greater Manchester Devolution level decisions • Provide dual accountability, from the locality to individual organisations (including the Greater Manchester Integrated Care Board) and vice versa In detail the Board will: Strategic Leadership: • Undertake all functions and duties delegated to it by GM ICB • Convene partners to set the overall vision and strategic direction for the locality, utilising Public Health led data and intelligence to inform decision making and reduce health inequalities. • Develop a single local strategic plan for health and care in the locality which ensures that services are planned and co-ordinated around people’s needs • Ensure connection to the objectives and delivery arrangements of the wider plan for the place and to the means to address the social determinants of health • Ensure that delivery of the Triple Aim is embedded across the system • Agree resource allocation within the scope of responsibilities delegated to it • Be accountable for the pooled budget and have shared oversight of the local £ to ensure the most effective use of public resources. • To consider, make recommendations and have oversight of spend in relation to specific budget areas where it is agreed to align services and funds or hold ‘in-sight’ • Cooperate to have a shared understanding of the total locality health and care spend and of the mechanisms by which to shift investment towards prevention and early intervention • Operate as the strategic interface into the Greater Manchester Integrated Care System (GMICS), regional and national systems. • Lead locality implementation of key enablers such as digital, estates and workforce planning • Ensure that local people have the opportunity to influence strategy and local service provision • To agree appropriate representation at GM ICS and reflect the agreed locality input Assurance: • Hold the system to account for delivery of Health and Care Partnership provision for the Borough to ensure delivery of agreed outcomes. • To monitor delivery of agreed plans including oversight of the Locality Provider arrangements • Seek assurance on the delivery of system wide statutory duties including, but not exclusive to, reducing health inequalities, quality and the Joint Commissioning Board; and  National guidance, including from NHS England, Department safety of Health, Department for Education, Public Health England, and other relevant national organisations.  Make decisions regarding new and existing contracts for health and social care services;  Promote engagement of public, service users and patients to inform decision making;  Drive forward service improvement and the development of new models of care, through an inclusive approach, including engaging with the Adults’ Advisory Board and 0-25 Advisory Board, as well as with relevant stakeholders whether individually or collectively. Make service/service model change and/or investment/disinvestment decisions, considering business cases and service reviews/evaluations;  Provide strategic oversight and assurance regarding quality assurance and quality improvement of all commissioned services, in line with the Quality Strategy, including receiving reports as required;  Manage performance and risk, considering performance data, setting improvement targets and timescales, reviewing provider performance, measuring progress against relevant aims, objectives and plans, and assessing risk, escalating matters as needed;  Maximise the benefit of democratic accountability and clinical leadership through the role of Elected Members and Clinicians on the Board.  Ensure that all aspects of financial governance are followed.  Promote learning that could be shared with other programmes and / or applied to different client groups; and  Inform the work of the Health and Social Care Scrutiny Panel and the Children’s Scrutiny Panel, relevant to their areas of responsibility, as well as providing appropriate reporting in response to the ‘call in’ of key decisions; These core principles and responsibilities should be read in conjunction with the levels of decision making authority provided in Schedule 5 of the Partnership Agreementarrangements.