Clinical and care professional leadership

In Lancashire and South Cumbria, our ambition is to ensure that clinical and care professional leadership is a key part of everything we do, from planning and delivering services, to making important decisions about our future direction as an Integrated Care Board. We are committed to ensuring that our clinicians and care professionals play an active role in our system and their voices are heard within every strand of transformation and service development.

In September 2021, NHSE published implementation guidance on their Clinical and Care Professional Framework (CCPL) to enable a multi-professional leadership to be created within ICBs.

Our leadership model was developed by working closely with our clinical and care professional networks to build a multi-disciplinary model which ensures a focus on local places, as well as ensuring a robust and integrated leadership profile across Lancashire and South Cumbria.

The clinical and care leadership framework builds on the many existing professional leadership and engagement networks such as clinical networks and single profession networks which already exist in primary community, secondary and social care.

One of our key commitments is to include a diverse range of clinicians and care professionals’ voices within our decision-making processes and therefore every member of the leadership team will hold an invite to our clinical and care professional assembly to ensure the input from all of our clinical and care professional leaders is fed in at all levels of the system.

Lancashire and South Cumbria Clinical and Care Professional Framework

You can download Lancashire and South Cumbria's Clinical and Care Professional Leadership Framework using the button below.

Lancashire and South Cumbria Clinical and Care Professional Leadership Framework >>

Lancashire and South Cumbria assembly

All members of the clinical and care professional leadership team will form part of the Lancashire and South Cumbria (LSC) assembly. The assembly will:

  • Provide clear strategic advice for ICB and ICP particularly related to national policy, delivery of the LSC strategy, scoping/delivery of LSC-wide transformation programmes, and the clinical and care professional workforce

  • Provide Clinical and Care Professional voice into the development and delivery of the LSC Health and Care Integration Strategy

  • Lead development of Clinical and Care Strategy for the System

  • Early (scoping, innovation, planning) and continual (delivery, realisation) engagement of / with clinical and professional leaders to ensure intelligence led transformation and change at all levels

  • Ensure broad clinical and care professional voice is present in recommendations made to the ICB for decision making

  • Ensure wider clinical and care professional leaders and groups are kept updated, involved and influential

  • Connect to formal ICB structures via the ICB medical director and director of nursing

The framework will:    

  • Ensure that the full range of clinical and care professional leaders from diverse backgrounds are integrated into system decision-making at all levels, supporting this with a flow of communications and opportunities for dialogue.
  • Nurture a culture that systematically embraces shared learning, supporting clinical and care professional leaders to collaborate and innovate with a wide range of partners, including patients and local communities.
  • Support clinical and care professional leaders throughout the system to be involved and invested in ICB planning and delivery, with appropriate protected time, support and infrastructure to carry out this work.
  • Create a support offer for clinical and care professional leaders at all levels of the system, one which enables them to learn and develop alongside non-clinical leaders and provides training and development opportunities that recognise the different kind of leadership skills required when working effectively across organisational and professional boundaries and at the different levels of the system (particularly at place).
  • Adopt a transparent approach to identifying and recruiting leaders which promotes equity of opportunity and creates a professionally and demographically diverse talent pipeline that reflects the community served and ensures that appointments are based on ability and skillset to perform the intended function.

In our neighbourhoods:

  • Support health and social care to work together effectively
  • Engage with VCFSE groups to ensure that we are all working on behalf of individuals and families
  • Enable self care models
  • Encourage people to take an active role in managing their own health and wellbeing

At our place-level:

  • Support care to be locally delivered, managed and planned
  • Make best use of all the expertise and staff skills available
  • Ensure engagement with people and communities about how best to provide care
  • Respect that communities know what they need best

Across our system:

  • Improve access by collaborating in care delivery e.g. mental health, stroke, cancer, urgent care to collectively manage vulnerable services​
  • Improve services by applying a shared approach to the use of technology to improve services
  • Support work to ensure that as much care as possible will be delivered in local places
  • Ensure we spend our funds on the services patients need most
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