Job Description
Job Title:
Deputy Director - Contracting and Procurement
Band:
Band 9
Responsible to:
Chief Executive Officer (Subject to Change)
Accountable to:
Chief Executive Officer (Subject to Change)
Responsible for:
Management and delivery of the healthcare contracting and procurement
function within the CCG, monitoring the performance of providers and
ensuring delivery of contracted requirements.
Location:
The post holder will be based in Hemel Hempstead but will be required to
work at any establishment at any time, normally but not exclusively within the
geographic location of the CCG.
Job Summary
The post holder will have strategic and operational responsibility for the contracting and
procurement functions within the CCG, ensuring contracts with providers are procured,
negotiated and managed to deliver CCG and NHS operational requirements, including the NHS
Constitution. This will include:
1.
2.
3.
4.
5.
6.
7.
8.
9.
To lead the development and delivery of the CCG’s contracting and procurement strategy.
Provide expert leadership for the acute commissioning team.
Provide expert leadership for procurement projects across the whole procurement lifecycle.
Provide strategic direction for the delivery of the CCG’s contracted services and contractual
relationships, including the local private providers of acute services.
Lead the CCGs’ negotiation, commissioning and contracting arrangements with the CCG’s main
providers for which the CCG is the host commissioner, with providers where the CCG is an
affiliate commissioner, and for non contract activity (NCAs).
Fully engage with the commissioning cycle within the CCG from working with lead clinicians
and managers to develop commissioning intentions, supporting the prioritisation of business
cases, negotiating contracts and subsequent variations, monitoring performance and, agreeing
recovery plans with providers when necessary.
Working closely with the quality team within the CCG to ensure quality and safety is
embedded within the contract management process.
Working closely with the Programme and Locality clinical and managerial leads to ensure
strategic intentions and plans are made real through the contracting and procurement process
in a timely and effective way.
Working closely with the planning and performance team to deliver sufficient reporting to
assure the Board of delivery against expectations and statutory responsibilities and the
Commissioning Executive to support robust decision making.
10. Leading the work across the whole CCG, the Localities and its member practices to embed the
principles underpinning the commissioning cycle and ensure sufficient information and data is
available to enable proper engagement at all levels.
11. To chair regular Contract Management and Negotiation Meetings appropriate to the portfolio.
12. Develop and deliver QIPP plans, and provider service improvement plans, supporting the
programme management arrangements for QIPP delivery. Ensure that contracts identify
provider responsibilities in QIPP delivery. Hold providers to account for QIPP delivery
according to the contracts.
13. Ensure that all contracts and procurements are delivered within legal requirements and
procurem
14. ents meet all EU regulations and competition rules.
15. Ensure that contract include appropriate service specifications.
16. Ensure that the performance of all providers, both in quality and activity terms, is monitored
on at least a monthly basis ensuring that the outcomes meet the needs of the CCG. To use this
information to inform reports to the CCG’s Governing Body and Committees as appropriate.
17. Drive the performance management processes and ensure that remedial action plans are
delivered.
18. Construct and agree providers contracts that ensure providers comply with national
requirements and local service specifications.
19. Apply contract standards, ensuring that the terms of the contract are fulfilled and appropriate
payments made or withheld.
This job description and person specification are only an outline of the tasks, responsibilities and
outcomes required of the role. The job holder will carry out any other duties as may reasonably
be required by their line manager.
Key Working Relationships







Internal CCG staff including board members, clinicians, directors and senior management
Manage external service providers, including contracting and procurement services provides
by Commissioning Support Units or other organisations.
External staff from partner NHS organisations and NHS trusts including executive and clinical
leads
Health and Wellbeing Boards members
Non-NHS organisations
Members of the public and patient representative groups
Sustainability and Transformation Programme (STP) Partners and “Your Care Your Future”
Programme partners.
Operational Responsibility




The post holder will have strategic and operational responsibility for the contracting function
and procurement within the CCG, ensuring contracts with providers are negotiated and
managed to deliver CCG and NHS operational requirements, including the NHS Constitution
Responsible for ensuring implementation of the commissioning cycle and associated processes
and delivering outcomes within the required timescales
Responsible for all contracting staff and associated pay and non pay budgets
Supervision and leadership of Contract Management team staff engaged in all relevant
activities including:
o Oversee the admin and management of the contractual governance process ensuring
agendas, minutes and action logs are developed in a timely manner.
o Produce routine monitoring reports as required on the financial and operational
performance of thee acute providers and key mitigating actions being taken.
o Performance manage the providers to ensure that activity and finance are delivered with
the annual plan.
o Performance manager the provider to ensure that all quality and safety standards are
maintained and met.
o Performance manage the providers to ensure that all information and reporting
obligations are met.
o Ensure that provider obligations under SDIP and DQIPs are formulated and implemented.
o Manage the CQUIN processes.
o Use all available levers and rights under the contract to ensure delivery by providers.
o Work closely with acute and community finance, information, performance and other
functions to delivery the overall contract management function
Financial and Physical Resources Responsibility



Responsible for the direct budget of the contracting team
Responsible for the acquiring all procurement support for the CCG and managing the
procurements within the allocated financial envelope
Monitoring the financial performance of all commissioned contracts activity (circa £640m),
identifying overspends or savings opportunities and reporting against these along with plans
to bring overspends in line
Human Resources Responsibility



Line management of contracting team and their team and personal development.
Provide effective line management support for those staff for whom the post holder is
responsible, supporting staff in identifying their professional development needs.
Recruitment and retention of a high perform Contract Management team.


Appraisal and staff development processes.
Pursue lifelong learning by participating in appraisal and professional development activities.
Information Management Responsibility

Develop reports and schedules utilising all the data feeds and software systems available and
take active responsibility for managing and developing the software systems used within and
by the contracting and procurement functions
Planning and Organisation Responsibility


Formulate short medium and long term plans for contracting and procurements in conjunction
with programme clinical and managerial leads
Provide significant input to CCGs strategy, operational and implementation plans
Research and Policy Development Responsibility


Contributes to any research projects being undertaken within the CCG or the west herts health
and social care system. Leads on relevant research or audit work across the system
Leads on the development and implementation of contracting and procurement policy within
the CCG and aligning that where appropriate with the county council in relation to the Better
Care Fund
Freedom to Act


Operates within all CCG general policies, and establishes interpretation of these policies within
their team and working environment
Leads on a range of activities and acts with delegated authority within the parameters set
through the commissioning cycle and decisions of the Board and Commissioning Executive
Analytical and Judgemental Responsibility


Work with highly complex data from across a range of providers and national sources to
interpret implications for contract delivery and also, and just as importantly, implications for
health and social care system planning and service redesign
Analyse performance across all providers and the CCG as a whole against set national and local
targets and strategic objectives and develop strategies, plans and where neccessary business
plans to ensure those targets and objectives are met
Safeguarding Children, Young People and Vulnerable Adults

Safeguarding children and vulnerable adults is everyone’s responsibility. Whatever your role
the welfare of children and vulnerable adults should be your concern. It is your duty to report
any concerns through your line manager / designated Safeguarding Lead.

All CCG staff are required to undertake safeguarding awareness training and to undertake
additional training in relation to safeguarding relevant to their role.
Communication Responsibility



Ensure the effective management of sensitive data and information within the team and when
necessary provide such data appropriately
Present complex, sensitive or contentious information to large groups, some of which may be
hostile, antagonistic or highly emotive
Give formal presentations at Board level and other groups within and outside of the CCG and
reconcile conflicting views where there are significant barriers to acceptance or understanding
Person Specification: Deputy Director Contracting and Procurement
Supporting Evidence
In the supporting evidence of your application form, you must demonstrate your experiences by giving
specific examples for the criteria within the person specification.
Factors
Description
Knowledge,
Training and
Experience
Educated to masters level in relevant
subject or equivalent level of experience
of working at a similar level in specialist
area
Essential
Desirable
Assessment
√
A/C
Proven and significant leadership
experience in a related field
√
A/I
Significant evidence of continued
professional development
√
A/I
Demonstrated expertise in a Healthcare
environment
√
A/I
√
A/I
√
A/I
Significant management experience at
senior level in the NHS or other public
healthcare related industry
Proven Board level experience of
leading and delivering complex change
and strategy development programmes
in a politically sensitive and complex
environment
Proven record in transferring processes
and roles between locations.
√
A/I
Commissioning expertise in healthcare
environment
√
A/I
Significant experience and
understanding of proven
implementation of project management
methodologies
√
A/I
Experience and/or understanding of the
wider Health Economy
√
A/I
Awareness of relevant public and
private sector business management
best practice
√
A/I
√
A/I
Experience of successfully operating in
and delivering priorities in a partnership
environment
Communication
Skills
Dynamic personality and the ability to
build trusted stakeholder relationships
and wide support networks in a political
context
√
A/I
Strong external communications skills in
a politically sensitive environment and
experience in handling media
√
A/I
Ability to prepare and produce concise
yet insightful communications for
dissemination to senior stakeholders
and a broad range of stakeholders as
required
√
A/I
Extensive experience of delivering
presentations to large groups of
stakeholders in often pressured and
politically sensitive environments
√
A/I
Analytical
Planning Skills
Autonomy
Management Skills
Ability to analyse highly complex issues
where material is conflicting and drawn
from multiple sources
√
A/I
Demonstrated capability to act upon
incomplete information, using
experience to make inferences and
decision making
√
A/I
Ability to analyse numerical and written
data, assess options and draw
appropriate initiatives
Leadership, vision, strategic thinking
and planning with highly developed
political skills
√
A/I
√
A/I
Demonstrated capability to plan over
short, medium and long-term
timeframes and adjust plans and
resource requirements accordingly
√
A/I
Experience of managing and prioritising
a budget
√
A/I
Ability to provide informative reporting
on finances and impact to Board
management
√
A/I
Demonstrated capabilities to manage
own workload and make informed
decisions in the absence of required
information, working to tight and often
changing timescales
√
A/I
Ability to make decisions autonomously,
when required, on difficult issues
Experience in leading a major change
initiative with entrepreneurialism in a
challenging organisational environment
√
A/I
√
A/I
Experience of creating a new team and
motivating and inspiring staff to work
together to achieve a common objective
√
A/I
Ability to delegate effectively
√
A/I
Ability to work effectively between
strategic and operational activities
√
where required
Physical Skills
Working knowledge of Microsoft Office
√
with intermediate keyboard skills
Equality and
Will consider the most effective way to
√
Diversity
promote equality of opportunity and
good working relationships in
employment and service delivery and
has the ability to take actions which
support and promote this agenda
*Assessment will take place with reference to the following information
A=Application form
I=Interview
T=Test
A/I
A/I
A/I
C=Certificate
Role Specification
Role
Deputy Director Contracting and Procurement
Band
9
Post number
Our vision
Herts Valleys CCG is committed to buying and planning high quality health services on behalf of the
population it serves; the Localities of Hertsmere, Dacorum, St Albans, Watford and Three Rivers. We
seek to do this through close working relationships with the local council, organisations who provide
services like hospitals, voluntary organisations and local people including patients and carers. At the
heart of what we do, are the following values:
1. Being: Caring and respectful:



Make sure that at the heart of all our decision-making, is the impact on patient care.
Treat everyone - including colleagues - with courtesy; listening to and respecting everybody’s
opinion.
Support colleagues and partners.
2. Having: Ambition, courage and high standards:

Do things that are going to make a positive difference to local people.



Are optimistic that as a team - with partners and the public - we can change things.
Expect ourselves and each other to produce high quality work.
Are not be afraid to do things differently to improve patient care.
3. Making sure we: are open, transparent, honest and straightforward:




Share our mistakes; and are prepared to say ‘sorry’.
Acknowledge that mistakes happen – and learn from them.
Give each other honest and straightforward feedback.
Celebrate and share good practice when things have gone well.
4. Working: with partners and the public – as a team:





Actively involve partners and local people in planning and decision-making - in genuine
partnership.
Ask for people’s views and act on what they tell us.
Explain how we’ve reached decisions and be clear in our communications.
Co-operate fully and enthusiastically with colleagues in other teams to achieve aims.
Appreciate everybody’s contribution.
5. Empowering and energising: clinicians, staff and local people:



Are enthusiastic about what we do.
Encourage and support new ideas.
Let colleagues and teams get on with projects.
6. Learning: to be the best we can:



Understand that we can always do better.
Learn from others about how to do things better.
Spend time learning new things
Specific purpose and delivery of role

Responsible for implementing, leading and managing a robust contract management service
across the CCG, including the commissioning, management and monitoring of contracts with
providers for the provision of Acute and non-acute (including community, mental health and CHC)
services. They will lead a team with a portfolio approach encompassing the full range of contracts
and service level agreements.

Overall responsibility for developing, negotiating and performance managing robust contracts for
services such that they are delivered in line with the CCGs’ financial strategies each year. In doing
so, the post holder will play a key role in developing the plans that underpin the overall strategy
providing expert input on what is likely to be achievable, and prioritising investments,
identifying/realising opportunities for delivering efficiency gains through contractual mechanisms,
including through the invoice validation and challenge process.

Provide professional leadership of an appropriately resourced function and to support the training
and development of all staff to achieve their full potential and deliver excellent results, and as
such will have operational and line management duties across a mixed competency team and will
act as the overall specialist with regard to contracts managed.