Governance

NHS organisations in south east London are working together to develop the OHSEL programme. 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.

Programme governance is managed through several key groups:

  • The Strategic Planning Group (SPG) is the programme board that ensures system and organisational level alignment and agreement of key phases of the programme. It is the senior joint group for strategic decision making. 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 into 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 is responsible for 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.

 

Meetings and papers

Some of our programme meetings, including the Committee in Common, 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 track risks and issues at an individual project level and use this monitoring to provide updates to the programme risk register.

The risk register is regularly reviewed and updated periodically.

The risk register is also shared in a range of other 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

An overall risk rating is calculated as the product of the Impact and Likelihood scores. This rating can be interpreted as follows:

 

Negligible          1-4

Low                   5-9                      

Moderate          10-14      

Significant         15-19                  

High                   20-25