1. Transforming Care Learning Disabilities Governance and Roles November 2015

2. 2 Programme Board Service model design Activity & finance modelling Workforce Communications and engagement SRO (Senior Responsible Officer) Deputy / Prog. Director Deputy / Prog. Director PMO (Project Management Officer) Lead / Programme Mgr Example delivery work streams (structures will vary) Programme leadership team PMO Mobilising governance & leadership By 1 January 2016 a Programme board should be established and a leadership team in place The Programme board will oversee development of the transformation plan. It must include representatives from the commissioning organisations involved (CCGs, Local Government Authorities, NHS England specialised) and key stakeholders (e.g. people with lived experience). Local areas will need to consider how to align this governance with other local structures (e.g. Learning Disability Partnership Boards where they exist, Health and Wellbeing Boards)

3. The roles in the ‘leadership team’ collectively ensure three functions are performed to drive success 3 SRO Deputy / Prog. Director Deputy / Prog. Director PMO lead / Programme Mgr Programme leadership team Function 2. Management across organisations to resolve issues and build consensus Function 1. Senior ownership and sponsorship with partner organisations and the wider sector Function 3. Coordination and management of the individual work streams to deliver the plan

4. The functions are collective, but each role has a weighting towards different skillsets 4 SRO Deputy / Prog. Director Deputy / Prog. Director PMO lead / Programme mgr Function 2. Management across organisations to resolve issues and build consensus Function 1. Senior ownership and sponsorship with partner organisations and the wider sector including families /carers and people with lived experience Function 3. Coordination and management of the individual work streams to deliver the plan Senior Responsible Owner (SRO) needs senior strategic influencing and decision- making skills and has real accountability for local success. Ideally a CO/AO at a CCG or equivalent from local government Deputy / Programme Director needs to have strong local relationships and act as point of issue resolution without the need to escalate to the top. Ideally a local senior official in the system PMO lead / Programme Manager needs to have a strong planning, coordinating and implementation skillset. Does not need to be a subject specialist. Ideally a programme management professional

5. Role specifications will vary to ensure the collective skillset is provided, but core skills need to be covered 5 Senior ownership Programme direction Management and delivery Key requirements Strong local relationships Senior decision-making authority on behalf of a commissioning organisation Strong knowledge of the strategic context and vision for services Knowledge of local authority and health commissioning Able to provide visible leadership and sponsorship and champion the voice of people with lived experience Strong working level relationships with key organisations Strong understanding of local issues Strong understanding of the provider and commissioner environment Strong understanding of learning disabilities and autism Able to work in ambiguity and comfortable making decisions Strong programme management experience, ideally in health or social care Experience of mobilising work packages and planning to deliver a scope Experience of managing workstreams in complex system change Ability to write and review content based on Subject Matter Expert input Expectations around the time commitments for each role should be communicated upfront to ensure successful engagement and effective delivery of a plan We are providing example job roles/ desriptors as a tool but they are not intended to be prescriptive. Local areas can use/amend them as they see fit.