To lead the operational delivery of recovery, performance, and improvement requirements as outlined in the ICS Operational Plan. Act as strategic commissioning lead for the ICB for all services commissioned by the ICB Act as the key Board link to system partners and NHS England in relation to strategic commissioning and the development of our operating model. Act as the key board link in developing place and collaboratives to deliver on 10-year plan priorities. This includes reporting and governance arrangements Act as the ICBs Accountable Emergency Officer. Act as the Executive Lead for Regional Commissioning of Urgent and Emergency Care Services (111/999) for 6 ICSs in the West Midlands, hosted by Black Country ICB. Oversee liaison with Councils scrutiny committees ensuring this is effective; provide appropriate assurance and build positive relationships with the committees. Lead the ICBs Business Intelligence function, ensuring appropriate linkage with the ICS Academy and Digital teams. Formalising the structure of business intelligence across the ICB. Management of the Strategic Commissioning, Business Intelligence, Operations, EPRR and Place Based teams for the ICB, in addition to the Regional UEC commissioning team hosted by the ICB. Setting Strategy and Delivering Long-Term Transformation With ICS Strategic Programme Boards, oversee the transformation required for the delivery of the Operational Plan. This will incorporate the development, implementation and evaluation of the way in which the ICB delivers transformational change in conjunction with other Executive Directors as we move to a new Operating Model Lead on the ICS Restoration and Recovery programme. In conjunction with the Strategic Planning team, develop plans for the achievement of national and local planning requirements to meet operational and performance targets Ensure that systems are in place for effective capacity planning for winter and other pressures, including surge and super-surge planning as required. Be responsible for ensuring the ICB meets its strategic commissioning responsibilities for service change across the ICS. In particular ensuring our strategic commissioning arrangements delivery improved outcomes for the population we serve. Ensuring that strategic commissioning infrastructure is robust and resilient to deliver on 10-year plan priorities. Ensure that plans achieve the right balance of national and local priorities and service improvement ambitions alongside strong alignment of the performance trajectories with financial, clinical and workforce plans. In year operational plans align with the Joint Forward Plan priorities. Working closely with system partners to support the development of Place Based Partnerships and Provider Collaboratives, with an emphasis on ensuring system governance supports devolution of decision making and the appropriate reporting to sub committees and Board. Driving High Quality, Sustainable Outcomes Proactively identify and manage key risks and issues associated with system wide delivery, engaging effectively with constituent organisations, and ensuring there is a clear line of sight and robust accountability from organisations, Collaboratives or Partnership to Board. Ensuring that the ICB EPRR arrangements as a Category 1 responder are developed, understood by system partners, and resourced adequately for effective delivery. Building Trusted Relationships with Partners and Communities Proactively build good working relationships and provide information and advice to a wide range of internal and external stakeholders on a range of business sensitive issues. Lead as an expert; integrating systems, strategic commissioning and managing effective working relationships with the appropriate stakeholders. Developing a strong culture of public accountability, probity, and governance, ensuring that appropriate and compliant structures, systems, and processes are in place to minimise risk and promote the freedom to speak up. Drive and challenge each key working relationship to innovate and drive reform to achieve agreed objectives. Provide and receive highly complex, sensitive and contentious information, including presenting information about projects and dependencies to a wide range of internal and external stakeholders in formal settings. Manage potentially complex situations with staff and stakeholders within change programmes for successful outcomes. Employ effective communication, negotiation and influencing skills to enable stakeholder relationships to deliver objectives over the duration of the tenure/project with: - external organisations to ensure delivery of organisational and system strategies and plans - wider ICB stakeholders to ensure collaboration in developing and implementing strategy across the system - internal leaders and staff to gain input to the development of systems, processes and activities. - Represent the ICB in sensitive and complex situations, delivering difficult messages where required to high-level audiences. Creating a Compassionate and Inclusive Culture Lead in way that builds a collaborative, open and supportive culture. Lead teams of third parties (consultants/interims) to ensure that deliverables are met in a timely manner, to the required standards and within budget. Work across the wider organisation to agree prioritisation of blocks of work and related resource allocation to ensure high priority work is completed in a timely manner. Responsible for the recruitment and development of direct reports, including undertaking appraisals and personal development and, where appropriate, progressing any disciplinary or capability issues. Work in a matrix management style and ensure effective working practices with system colleagues. Lead, motivate and develop staff within the specific area of operations to ensure that they are able to deliver the responsibilities required of them.