Associate Director, Performance and Planning (8d)

Transcription

1 Job title Accountable to Reports to Job summary Associate Director, Performance and Planning (8d) Director of Operations and Planning Director of Operations and Planning To implement a Trust-wide strategy for performance reporting, management and improvement, ensuring that it meets the requirements of the various different levels of the Trust. To create, promote and enable the embedding of a culture of performance management across the Trust, which is service / locality owned and led, focused on the delivery of the Trust s strategy, has a robust accountability framework and well-defined escalation processes in the event of underperformance and/or non-delivery. To hold the divisions to account for the production of viable operational delivery plans that ensure the Trust meets its quality, activity and financial targets. Working closely with the wider Executive Team, the post holder will be required to lead the Trust strategically in relation to all aspects of performance management and performance improvement. Accountability 1. In collaboration with clinical services, oversee the development and implementation of a culture of performance, including the introduction of robust performance reporting, management and improvement. 2. Work to matrix management model in close collaboration with all Directors. 3. As a Senior NHS Manager, the post holder will be required at all times to comply with the principles set out in the Code of Conduct for NHS Managers and the NHS Constitution 4. Ensure Trust safety, compliance and development is driven by analysis of high quality information and trends Liaises with The duties and obligations outlined in this role specification are a guide to the current and major responsibilities of the post: they will inevitably vary and develop and the role specification will be reviewed on a regular basis. Changes will be subject to consultation with the post holder. The post holder will be required to agree and review annual objectives with the Director of Planning and Operations. Executive Directors, Associate Directors, Board Members, Divisional Directors, senior clinical staff, senior clinical support service staff, key external contacts and partners (including voluntary agencies), service users and carers and governors. Key responsibilities: Performance Management Local requirements Support the design and implementation of a Trust-wide strategy for performance reporting, management and improvement, ensuring that it meets the requirements of the various different levels of the Trust: - Council of Governors - Board of Directors - Divisional Directors - Divisional Teams - Corporate Departments

2 Work with the wider Executive Team to create, promote and embed a culture of performance management across the clinical services, which is service / locality owned and led, focused on the assured delivery of the Trust s clinical strategy, transparent in its accountability framework and has well-defined escalation processes in the event of underperformance and/or non-delivery Performance Management (lead area) Work with key managers and clinicians to ensure that robust plans are in place to monitor delivery of the Trust s strategy this will include the selection and monitoring of key performance indicators (KPIs) and milestones that are linked to objectives and can be used to demonstrate delivery. Design and implement a methodology for escalation where performance against agreed standards / targets is not achieved this will include timely identification of slippage in performance, analysis of the impact on other KPIs or milestones (within the clinical service and Trust-wide), analysis of the impact on national performance standards, and appropriate escalation. Monitor achievement of KPIs and prospectively highlight areas of potential concern for clinical service and/or Trust performance. Ensure that the Director of Planning and Operations has an accurate and informed understanding at all times of the position with regard to the achievement of key targets. Work with the Director of Planning and Operations to design and implement a performance management framework to be used in the event of under-performance and/or non-delivery this will include triggers for escalation and de-escalation, processes for increased monitoring / assurance activities, and the introduction of limitations to be introduced during any escalation period Performance Improvement Work with key managers and clinicians to ensure that robust recovery plans are developed where agreed standards / targets are not achieved. Act on behalf of the Director of Planning and Operations to approve recovery plans and undertake increased monitoring activities. Make recommendations to the Director of Planning and Operations regarding deescalation and the removal of enhanced performance management when suitable assurance has been provided. Introduce benchmarking to enable comparisons with other organisations wherever possible, enabling a potential focus on areas for improvement Establish networks within and beyond the NHS to discover best practice and undertake horizon scanning / intelligence gathering which can be incorporated into local systems and processes to support the development of the Performance Management function.

3 2. Performance Management National requirements Ensure that the local system for performance reporting, management and improvement is designed in a way that links with national requirements wherever possible. Ensure that appropriate systems are in place in order that the Trust is able to meet performance reporting requirements against all agreed standards and targets as defined by commissioners (e.g. CCGs), regulators (e.g. Monitor, CQC) or other external organisations. 3. Service Improvement Work with the Director of Planning and Operations to ensure that the Trust is proactively supporting the development of health economy-wide transformation plans, and ensure that the impact of these is assessed and included within the Trust s planning and performance management frameworks. Use appropriate service improvement techniques to support departments in the identification of opportunities for improvement and the elimination of waste / non-value added steps within current processes. Assist clinical services and corporate departments in the development of business cases which address ideas for service redesign. Work with the Medical Director and Director of Nursing & Quality to ensure that care pathways are developed and implemented which provide high quality care for patients as well as delivering efficiencies to the Trust. Work with the Executive Directors to model whole systems transformation programmes, working with health economy partners. Establish networks within and beyond the NHS to discover best practice and undertake horizon scanning / intelligence gathering which can be incorporated into local service transformation schemes.

4 4. Other General Responsibilities Ensure the timely preparation of management information and reports as necessary. Present information/reports to decision making bodies as required and ensure necessary follow up action is taken to enable implementation of decision. Work in a joined up manner, promoting and supporting the development of external and internal partnerships aimed at improving the effectiveness of the Trust s performance management strategies/arrangements. Participate in project work, taking the lead as necessary. Represent the appropriate lead executive director as and when required. Carry out any other reasonable duties within the overall function, commensurate with the grading and level of responsibility of the post. The post holder will be expected to evaluate the effectiveness of the service and ensure it fits with the changing landscape of the Trust and the NHS. Participate and lead activities that enhance the Trust s reputation to deliver quality services, e.g. presenting at conferences/submitting articles for publication. 5. On-Call Participate as required in the Director on-call rota and related training/development related to on call duties and emergency planning

5 Essential Person specification Qualifications Qualified to masters level or significant equivalent proven experience Knowledge and Expertise Postgraduate management qualification or substantial relevant experience Evidence of strong and recent commitment to continued development through study or alternative Extensive specialist knowledge covering more than one discipline (e.g. programme management, service redesign methodologies, performance management, information management) Demonstrable experience of overseeing Trust-wide programmes / initiatives; leading successful change management / service redesign processes; leading cost improvement programmes Experience of providing advice to, and liaising with, managers / staff at all levels, including working with Executive Directors and senior clinicians Demonstrable experience of working successfully across functional boundaries at a Strategic level Experience of working across other NHS organisations (or beyond) for benchmarking purposes or to identify best practice / areas for improvement; Experience of successfully managing central / clinical support services in a complex organisation; including people and budgetary management Desirable Experience of working in the NHS across different organisations e.g. Commissioning, Acute Trusts, Mental Health Trusts Method of Assessment Application Form / Interview Application Form / Interview

6 Analytical and judgemental skills Highly developed analytical and problem solving skills; capable of interpreting and evaluating complex, multi-faceted information; ability to summarise complex information; ability to make judgements and advise on the best course of action Experience of using Statistical Process Control (SPC) to track benefits / performance Application Form / Interview Skills required to undertake research, audit and evaluation, and to analyse and interpret highly complex / sensitive information Ability to present highly complex/controversial information to a wide range of audiences, with differing levels of understanding, in a suitable format and with appropriate explanation Ability to influence / persuade / motivate others and the ability to present reports / arguments effectively at all levels Personal skills Excellent communication, presentation, analysis and report writing skills personal and professional credibility at Board level. Application Form / Interview Excellent IT skills including Word, Excel and PowerPoint Highly organised, with a structured and logical approach to planning and prioritising workload Ability to develop collaborative working relationships within and across organisational, professional and cultural boundaries Capable of working on own initiative and able to meet deadlines Experience of strong facilitation and negotiation skills Ability to work in collegiate models with other services/trusts Ability to ensure behaviour reflects values of the

7 organisation Ability to work with sensitivity/tact, including a commitment to confidentiality Resilient and able to work in a pressurised environment

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