Download acute care national collaborative centre

NATIONAL COLLABORATING CENTRE FOR CANCER (NCC-C)
TERMS OF REFERENCE FOR THE MANAGEMENT BOARD
Board membership
The organisations that form the Consortium known as the 'National Collaborating Centre
for Cancer' will have member status on the Management Board. These organisations
are as follows:
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Velindre NHS Trust
Cardiff University
Swansea University (Health Economics)
Royal College of General Practitioners
Royal College of Surgeons of England
Royal College of Radiologists
Royal College of Physicians
Royal College of Pathologists
Royal College of Nursing
Clinical Effectiveness Forum of Professions Allied to Medicine
National Council for Hospice and Specialist Palliative Care
National Cancer Research Institute Consumer Liaison Group
Director of the National Collaborating Centre for Cancer
All Board members are expected to identify a Deputy from within their organisation who
will fulfil the person specification. The Board Member will undertake full briefing of the
deputy before the meeting and arrange for a de-brief afterwards.
Additional members can be co-opted to provide specialist advice and expertise as
required, with the agreement of the Management Board.
The following organisations/individuals will have observer status on the Management
Board:
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Executive Board member of the National Institute for Health and Care Excellence
(NICE)
Centre Manager of the NCC-C
The administrator of the NCC-C will act as Secretary to the Management Board. Other
staff members of the NCC-C may be invited to attend specific meetings, particularly if
their project(s) is being discussed.
A list of all host organisations, their nominated representatives (and deputies) and length
of tenure can be found in Appendix A.
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Person specification for Board members and observers
 To be representative of the views of their parent body and its constituents
 Be in a position to generate discussion to gain the views of the parent body in new
areas
 A good knowledge of the current issues facing their constituency
 Understanding of healthcare issues especially in relation to cancer
 Understanding of clinical effectiveness and healthcare quality issues
Management Board areas of responsibility for full and core members
 Establishment of appropriate governance arrangements, in accordance with
Schedule 5 of the contractual agreement with NICE (Appendix B)
 Appointment and removal of Consortium Members
 Election of a Chair and vice-Chair
 Endorsement of commissions from the Institute
 Monitoring progress of projects
 Endorsement of publications on behalf of the Consortium
 Endorsement of quarterly and annual accounts and reports
 Representing the Contractor (NCC-C and Velindre NHS Trust) in dispute resolution
with the Institute
 Monitoring the operation of the Collaborating Centre, within the terms laid down in
the contractual agreement with NICE
 Ensuring sound financial governance of the Collaborating Centre, including the
monitoring, approval and review of Collaborating Centre budgets and financial
statements
 Participation in the appointment of the Director of the NCC-C
 Monitoring the work of all current Guidelines Development Groups (GDG) and their
draft and final products
 Advice on the management of negotiating processes with NICE for any commission
digression, quality issues, etc
 Ensuring that parent bodies receive regular updates on the work of the NCC-C
Working methods
Meeting frequency
 The Board will meet on a quarterly basis on rolling days of the week usually during
the last week of the month. The meeting schedule should be set 12 months in
advance.
 The Board will hold two full meetings attended by all members in April and October
and two further meetings in July and January attended by a core membership of the
Board.
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The following describes the broad working methods that apply to meetings of both the
full and core NCC-C Management Board:
 Members will represent their host organisations for a three-year term in the first
instance. They may seek re-appointment from their host organisation for one further
three year term, after which they will not be eligible for membership until three years
have passed.
 Conflicts of interest, in relation to the work of the Collaborating Centre in general
and to specific project commissions, will be declared and recorded.
 Members will have a good understanding and commitment to the principles of
equality and diversity.
 Members will maintain the strictest confidentiality when dealing with NCC-C and
NICE documentation and ensure compliance with the Data Protection Act.
 Board decisions will be reached by consensus agreement where possible.
 All members will have equal standing on the Board.
 The Chair and vice-Chair will usually be elected from within the Board by a majority
Board decision every three years. The Chair and vice-Chair may not serve for more
than two consecutive three-year terms. However in exceptional circumstances and
with a majority full Board decision, the tenure of the Chair may be extended for a
further 12 months (to a maximum of seven years service)
 The Chair must ensure that all members are given equal opportunity for input.
 Observers are in attendance for information purposes and to assist in decision
making where possible.
 The Director and/or Centre Manager and the Chair of the Management Board will
represent the NCC-C at external meetings.
 Papers will be circulated 5 working days in advance of the meeting.
 Minutes will be circulated within 15 working days of the meeting.
 Communication will be electronic where possible.
Additional TOR for the ‘full’ Board
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Two full meetings of the Board will be held every year in April (including signing off
the end of year finance report) and October (including preparation of the NCC-C
business plan for the next financial year).
A minimum of seven Board members must be present for the full meeting to be
quorate.
The full Board meetings may include updates from GDG Chairs and presentations
from other relevant organisations (for example NCC-C and NICE)
Members (or their nominated deputies) will be expected to attend all ‘full’ meetings
of the Board
Organisations whose member representatives fail to attend three consecutive
meetings will be asked to re-consider their representation on the Board
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Additional TOR of the ‘core’ Board
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Two core meetings of the Board will be held every year in July and January. These
will be attended by the core group of members
The membership of the ‘core’ group will be:
o NCC-C Management Board Chair
o NCC-C Management Board vice-Chair
o The member representing Velindre NHS Trust
o The member representing NICE (observer status only)
o The NCC-C Director
o A patient representative
Members of the ‘full’ Board not represented on the ‘core’ group may participate via
tele/videoconference if they give reasonable notice to the NCC-C Manager
A minimum of three core Board members must be present for the core meeting to be
quorate.
The Chair may request members of the full Board to attend a core meeting should
their expertise be required
Decisions taken at core meetings will be presented to the next full Board meeting for
endorsement
Core group members (or their nominated deputies) will be expected to attend all
meetings of the Board. Those who fail to attend three consecutive meetings will be
asked to re-consider their membership of the Board and their host organisations
informed
If required, a core Board meeting can be converted to a full Board meeting provided
members are given six weeks’ notice.
Work load
It is not anticipated that Board members and observers will need to undertake extensive
work outside of preparation for the Board meetings. Comment may be sought on key
issues if the timescale does not match the meetings schedule. Consequently no
remuneration is offered to partner host organisations for their time.
Day to day management
Even though the modus operandi of the NCC-C will be collaborative and multiprofessional it is imperative that there is clear responsibility for day to day management
of the commissions and deliverables. The responsibility for day to day management
issues rests with the Director of the NCC-C. This covers the following areas of
responsibility:
 budget management
 staff management
 project management
 purchasing
 accommodation.
JG/AC/GW
29th January 2019
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Appendix A
Organisation
Board member
First Board meeting
End of tenure
Nominated deputy
Velindre NHS Trust
Simon Dean
25 Jul 2012
31 Mar 2016
Prof Peter Barrett-Lee
Cardiff University
Prof John Chester
22 March 2013
31 Mar 2016
Prof John Staffurth
Swansea University (Health Economics)
Prof Ceri Phillips
22 Oct 2010
31 Mar 2016
Dr Deb Fitzsimmons
Royal College of General Practitioners
Dr Thomas Round
31 Oct 2012
31 Mar 2016
Dr Ellen Wright
Royal College of Surgeons of England
Miss Rachel Hargest
30 Jul 2013
31 Mar 2016
Mr Michael Douek
Royal College of Radiologists
Prof Roger Taylor
7 Nov 2014
31 Mar 2016
Dr Jeanette Dickson
Royal College of Physicians
Dr Adam Dangoor
24 Jul 2009
31 Mar 2016
Dr Roshan Argawal
Royal College of Pathologists
Dr Lynn Hirschowitz
30 Apr 2012
31 Mar 2016
Prof Tim Stephenson
Royal College of Nursing
Dr Cathy Hughes
22 Oct 2010
31 Mar 2016
Miss Michele Pengelly
Clinical Effectiveness Forum of Professions
Allied to Medicine
Susan Lamb
31 Oct 2012
31 Mar 2016
TBC
National Council for Hospice and Specialist
Palliative Care
Dr Mark Taubert
31 Oct 2012
31 Mar 2016
Veronica Snow
Patient/Carer member
VACANT
National Cancer Research Institute
Consumer Liaison Group
Richard Stephens
29 Apr 2013
31 Mar 2016
Diana Robinson
Director of the National Collaborating
Centre for Cancer
Dr John Graham
N/A
N/A
Dr Andrew Champion
31 Mar 2016
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APPENDIX B
SCHEDULE 5
Governance
The Contractor shall procure that:
The Consortium is established with the membership detailed in Schedule 2, the purpose of
which is to ensure that there is a collaborative approach to the projects undertaken which
reflects the multi-dimensional nature of the delivery of NHS care and that products are
developed in a fair and inclusive manner and in accordance with the NICE methodological
principles.
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An effective Board is established which represents the interests of all the Consortium
Members and which provides leadership on the activities covered in this Agreement.
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The duties of the Board will include but not be confined to:
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Establishment of appropriate governance arrangements to include but not be
confined to a defined and agreed quorum required for decision making.
Appointment and removal of Consortium Members and election of a chair;
Endorsement of commissions from the Institute;
Monitoring progress of projects in the Memorandum set out in Schedule 3
Endorsement of publications in Memorandum set out in Schedule 3 on behalf of the
Consortium;
Endorsement of quarterly and annual accounts and reports;
Representing the Contractor in dispute resolution with the Institute;
The Consortium Board is supplied in a timely manner with information in a form and of a
quality appropriate to enable it to discharge its duties;
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The Consortium Board meets at least every quarter to consider the progress of the
commissions then current, to review the future workload of the Consortium and generally to
lead and control the activities of the Consortium Members so far as these relate to the
Services;
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The individual from time to time named as the Responsible Officer shall at all times be a
member of the Consortium Board. Subject to that, the Consortium Board shall be entitled to,
having consulted the Institute and on at least two thirds of the members of the Consortium
Board voting in favour, remove a member and/or appoint a new member of the Consortium
Board;
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One of the Institute’s executive directors shall attend each of the meetings of the Consortium
Board in accordance with clause Error! Reference source not found. of the Agreement.
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