Governance

NHS organisations in south east London are working together to develop the programme for Our Healthier South East London (OHSEL). This includes: NHS clinical commissioning groups (CCGs); commissioners from NHS England (London); and NHS trusts. We also have involvement from local councils, patient representatives and other people from the community.

The programme is managed through several key groups:

  • The Strategic Planning Group (SPG) is the senior joint group for strategic decision making. It is the programme board that ensures system and organisational level alignment and agreement of key phases of the programme. It meets every two months and periodically in public.
  • The STP Executive Group is a monthly meeting of NHS trust chief executives and NHS clinical commissioning group chief officers. It oversees the clinical and productivity boards, and receives regular reports on progress.
  • Reporting in to the STP Executive, and ultimately the SPG, are two boards which make up the bulk of OHSEL delivery:
    • The Clinical Programme Board is responsible for the delivery of benefits from our clinical projects.
    • The Productivity Programme Board oversees the delivery of benefits from the productivity groups. 

OHSEL governance does not undermine individual organisations as sovereign legal entities. Leaders remain accountable to their respective boards and governing bodies.

September 2018 update
We are in the process of revising the way we organise some of our meetings to improve how we manage the programme. From September 2018 the Strategic Planning Group will become the OHSEL Board, the first meeting of which will take place on 10th September. Further information about these changes will be added to the website after this meeting.
 

 

 

Meetings and papers

Some of our programme meetings are held in public. 

Meeting our equality duty

Like other NHS and public bodies, Our Healthier South East London has several statutory equality duties. Championing equality and reducing health inequalities runs throughout everything we do.

Anticipating and managing risks

We take an active approach to risk management which allows us to prioritise and manage the risks we face. We identify and manage risks and issues periodically at an individual project level. A Board Assurance Framework (BAF) approach has also been adopted, which means that the most serious risks and issues are reviewed at board level by exception. The BAF risk and issue log is routinely shared and reviewed in a range of governance meetings to ensure stakeholders have sight of current risks, mitigation and items requiring further planning and discussion. 

The risk register includes:

  • A description of the risk and its possible impact
  • The “proximity” of the risk, indicating how soon it is anticipated to become an issue
  • The mitigation controls in place to help respond to the risk
  • The impact of the risk after mitigation controls are accounted for. The impact is rated from 1 to 5, with 1 being the lowest score
  • The likelihood of the risk occurring before and after mitigation actions. The likelihood is rated from 1 to 5, with 1 being the lowest score

Risks and issues are stored in a central risk and issue log and calculated using the below methodology: 

 

Risk rating

Risk score

High

15-25

Significant

10-14

Moderate

5-9

Low

1-4

 

 Issue severity Severity description
 High

A prioritised issue that requires immediate attention. Programme/project milestones, reputation, budget or quality are impacted.

 Significant

A significant issue that requires urgent resolution. Programme/project milestones, budget or quality are impacted.

 Low

An issue that has a limited impact on the programme, but needs resolution to contain the impact on programme delivery.