Portfolios of our ICB Executives

Executive Place Director – Barnsley, Wendy Lowder

Develop strong partnerships in place particularly with the local authority, VCSE and others.

•Establish effective local governance and operating arrangements to ensure that the ICB’s aims are delivered at Place.

•Leading the development and delivery of integrated health and care services at place.

•Delegated arrangements (functions and commissioning of services) which could have a range of between £300 -£700m

•Providing place leadership and ICB performance (accountability)

•Place based plans and governance development

•Mental Health, Learning Disability, Autism & Downs Syndrome

•ICB executive link to the Mental Health, Learning Disabilities and Autism Alliance (MHLDA).

Executive Place Director – Doncaster, Anthony Fitzgerald

•Develop strong partnerships in place particularly with the local authority, VCSE and others.

•Establish effective local governance and operating arrangements to ensure that the ICB’s aims are delivered at Place.

•Leading the development and delivery of integrated health and care services at place.

•Delegated arrangements (functions and commissioning of services) which could have a range of between £300 -£700m 

•Providing place leadership and ICB performance (accountability)

•Place based plans and governance development

•Wider primary care (GP, Dental, Optometry and Pharmacy), prescribing, medicines management and vaccination

•ICB executive link to Primary Care Alliance.

Executive Place Director – Rotherham and Deputy Chief Executive, Chris Edwards

•Develop strong partnerships in place particularly with the local authority, VCSE and others.

•Establish effective local governance and operating arrangements to ensure that the ICB’s aims are delivered at Place.

•Leading the development and delivery of integrated health and care services at place.

•Delegated arrangements (functions and commissioning of services) which could have a range of between £300 -£700m 

•Providing place leadership and ICB performance (accountability)

•Acute Hospital Services

•ICB Executive link to Acute Federation.

Executive Place Director – Sheffield, Emma Latimer

•Develop strong partnerships in place particularly with the local authority, VCSE and others.

•Establish effective local governance and operating arrangements to ensure that the ICB’s aims are delivered at Place.

•Leading the development and delivery of integrated health and care services at place.

•Delegated arrangements (functions and commissioning of services) which could have a range of between £300 -£700m 

•Providing place leadership and ICB performance (accountability)

•Cancer

•ICB Executive Link to Cancer Alliance and Specialised Commissioning.

Executive Director of Strategy and Partnerships, Will Cleary-Gray

•5-year system plan development

•NHS ICB Governance

•Lead for developing external partnerships and public engagement. Supporting all ICB executives to ensure partnerships are active and aligned to the delivery of the strategy

•Digital and data

•Governance and corporate

•Communications and involvement (accountability)

•Chair the Environmental Sustainability System Delivery Group

•Co-Chair the Digital, Research & Innovation System Delivery Group

•Coordinate our wider partnership engagement and our contribution as an Anchor Institution to the wider development of SY.

•ICB Accountable Emergency Officer and lead on EPRR

•Co-Chair of the Local Resilience Forum (LRF) and Local Health Resilience Partnership (LHRP)

•Children & Young People (CYP)

•ICB Executive Link to CYP Alliance.

•VCSE and ICB executive link to VCSE Alliance.

Chief People Officer, Christine Joy

• Integrated people strategy for the ICB underpinned by a one workforce ethos
• Fostering an organisational culture based on our co-created values.
• Workforce transformation, strategy and planning
• Learning and education
• Delivery of a high-quality, values-based people services function Equality, Diversity and Inclusion
• Organizational Development
• System OD
• Board development
• ICB leadership development
• Chair the System Delivery Group for People and Culture

Chief Finance Officer, Lee Outhwaite

•Development and delivery of system financial plan aligned to the delivery of the ICB's aims.

•Responsible for the internal and external audit arrangements.

•Financial leadership and financial performance of the ICB

•Contracting and commissioning oversight

•Estates strategy, procurement, capital planning

•Long-term financial strategy of the ICB

•Chair the System Deliver Group for Finance, Capital & Estates.

Chief Medical Officer, Dr David Crichton

•Clinical and professional leadership with a focus on medical workforce

•Facilitate collective responsibility for improving whole pathways

•Innovation and service transformation

•Chair the System Delivery Group for Population Health, Health Inequalities and Inclusion

•Public Health lead

•Co-Chair System Delivery Group for Digital, Research & Innovation Group

•Co-Chair the System Delivery Group for Quality

•ICB lead Executive Lead for urgent and emergency care

•Clinical Safety Officer

•Medicines Safety

Chief Nursing Officer, Cathy Winfield

•Clinical/Professional/Care leadership with a focus on nursing, midwifery, allied health professionals (AHPs) and others

•Nursing and midwifery workforce transformation

•Statutory and regulatory responsibilities:

• Safeguarding
• Mental Capacity Act (MCA)
• Children & Young People
• Special educational needs and disability (SEND)
• Learning disabilities and Autism including LeDeR

•Patient Safety

•Infection Prevention & Control

•ICB executive lead on maternity safety and service delivery and link to Local Neonatal and Maternity Service (LNMS)

•Continuing Health Care

•Co-Chair the System Delivery Group for Quality

•CALDICOTT