Survey
* Your assessment is very important for improving the workof artificial intelligence, which forms the content of this project
* Your assessment is very important for improving the workof artificial intelligence, which forms the content of this project
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: 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: 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. 1 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. 2 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 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 3 Additional TOR of the ‘core’ Board 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 4 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 5 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. 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. The duties of the Board will include but not be confined to: 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; 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; 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; 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. 6