NCL CCG structure charts


Our structure charts have now been updated to reflect the completed CCG staff realignment. All staff are encouraged to read the following carefully to understand which post are included, and how posts are represented in the charts. These will be refreshed and published on the intranet each month by the HR team, with support from the designated leads in each Directorate.

While every effort has been made to ensure these are as accurate as possible, please contact the HR Team if you note any errors, omissions or have any questions (nclccg.nclhrtransition@nhs.net)

Please note the following with regards to the structure charts:

  • The structure charts show CCG employees in permanent and fixed term roles. The solid lines between roles represent line management arrangements
  • Substantive roles are shown with the employee’s name in black font. Where an employee is on secondment, their name appears in both their substantive post (black font) and their secondment post (red italic font) which will be titled ‘secondment cover: Joe Bloggs’.
  • Posts with dotted line arrangements appear in the charts for both the Directorate they have been aligned to and the Directorate they have a dotted line to. Further information is available in the colour code key on each structure chart page.
  • Services provided by external organisations (for example, local authorities, Provider organisations and the CSU) are shown, and colour-coded, on the structure charts.
  • Individual posts/staff from external organisations are only shown where either CCG staff report into these or where teams/individuals from partner organisations report to a CCG post, for the purpose of highlighting management arrangements.
  • ForservicesprovidedbytheCSU – these are shown as:
    • a team where a team of CSU staff deliver the service; or
    • individual posts where a stand-alone resource/post delivers the service.
  • In this version, not all vacancies and temporary cover arrangements are captured. Vacant posts are only shown to show reporting arrangements. An exercise is underway to identify and confirm Directorate vacancies. Once this is complete all other vacancies will be added. The exception to this is the Quality Directorate – CHC/CIC teams in which this process of confirming vacancies has already been undertaken so vacant posts in the structure are shown for this directorate.
  • Governing Body Members and Clinical Leads are not shown on the structure charts

You can access the current structure chart for each Directorate by selecting the Directorate name below:

The structure charts will be updated and published on a monthly basis to reflect new starters and leavers on a monthly basis.

Ways of working are just as important as our formal structures. As we continue to respond to and recover from the pandemic flexibility is paramount. As a single CCG, we must continue to develop and operate in a matrix style structure. This means staff will often, due to priorities/demand and service requirements, need to work closely with teams and individuals from across our new Directorates to support the delivery of CCG priorities. 

The success of our operating model and matrix is not determined solely by structure or formal governance – it is more heavily reliant on how we organise and collaborate, the professional relationships we build, flexible groups/forums to deliver rapidly changing priorities, solution focus and a collective responsibility to each other for good communication.

We must all take responsibility for our ‘System’ (NCL) and ‘Place’ (Boroughs), and play a role in ensuring there is an effective relationship between these different focal points.

There are some senior managers that have a dotted line arrangement to another Directorate – this will be in cases where the senior manager retains some responsibility for a function in another Directorate. In such cases, the team(s) that report into the senior manager will be required to support the delivery of duties/projects/programmes that relate to the function of another Directorate via their manager.

Dotted line managers will need to jointly agree with hard line managers, priority projects or tasks for staff with dotted line arrangements (reflecting balance of local and NCL wide priorities). Dotted line managers should join 3 way meetings, and contribute to objective setting and appraisals.

Hard line managers will be responsible for formal line management (HR processes, final approval for leave, performance management and formal communications to staff). Dotted line managers feedback to staff is also required and of particular significance.

Successful delivery of matrix working is heavily reliant on matrix working between the teams / directorates to which they report.