Director of Operations/Deputy Chief Executive

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1 COLCHESTER HOSPITAL UNIVERSITY NHS FOUNDATION TRUST JOB DESCRIPTION TITLE OF POST: ACCOUNTABLE TO: Director of Operations/Deputy Chief Executive Chief Executive ROLE SUMMARY: The Director of Operations is an Executive Director of the Trust Board and will play an active role in the determination and delivery of corporate strategies and associated business plans. The Post holder is responsible for the day-to-day management of the Trust, ensuring high performance and confident delivery of services. Executive lead for emergency planning/preparedness. Acts as Deputy Chief Executive. 1. Strategy 1.1 Contribute to and participate in the development and promotion of the Trust s vision, aims and strategic objectives. 1.2 Provide the Chief Executive and the Board of Directors with practical advice and information on operational issues and any associated risks which flow from the consideration of strategic options. 1.3 Responsible for managing the strategic development and implementation of operational risk management. 1.4 Provide advice and support to the Trust s governance structures as required, including the Board of Directors, Members Council and Audit Committee. 1.5 Maintain relationships with providers on operational matters. Ensure that the Trust s operational profile is cost effective and long and short-term requirements are properly matched to the Trust s strategy. 1.6 Apply professional standards and monitor adherence to Trust s operational policies and procedures at all levels within the organisation. 1.7 Executive lead for the Trust s emergency planning/preparedness programme. 2. Finance and Operations 2.1 Provide strategic leadership for operational matters across the organisation and help strengthen their contribution to the Trust s activities. 2.2 Provide the Chief Executive and the Board with operational analysis, information and advice which will assist them in mitigating operational risks, maintaining overall operational control, and in monitoring the Trust s performance. 2.3 Responsible for the day-to-day management of the Trust, ensuring high performance and confident delivery of all service business plans and Health Commission standards. 2.4 Working with relevant Directors and line reports to ensure the controls and processes are in place to achieve the governance frameworks for the assurance framework, 1

2 clinical risk management, clinical negligence, human resources, health and safety and Healthcare Commission core standards. 2.5 In particular, work with the Medical Director and Director of Nursing to ensure the embedding of strong clinical governance systems which promote high standards of safe care based on best evidence-based practice. 2.6 Ensure robust systems exist to ensure full benefit is gained from audit and complaints or service studies to change practice and improve performance. 2.7 Responsible for the delivery of services within budget and ensuring value for money and ensuring patient choice income supports the capacity established within the organisation. 2.8 In partnership with the Chief Executive and other members of the Clinical Executive Board, responsibility for implementation of organisational development plans in key areas of change in clinical services. 2.9 Implement the changes identified to meet the requirements in the Cancer Plan and National Service Frameworks to achieve effective and efficient services to patients and carers Ensure the delivery of appropriate workforce reforms infrastructure to support the vision for investment in new hospital facilities and effective models of clinical care Provide leadership to managers and clinicians in the operation and delivery of hospital services and the development of effective care pathways and service reforms through the Clinical Leaders Maximise the opportunities for efficient delivery of services across the hospital patch Ensure consistent application of clinical and managerial protocols and procedures with the objective of achieving the highest level of performance and outcome for the benefit of patients Establish effective relations with key stakeholders, especially primary care practice commissioners 2.15 Proactively manage the interface between primary and secondary care with effective and clear patient care pathways Responsible for overseeing patient safety, e.g., infection control. 3. Performance and Information 3.1 Working with the Director of Finance and Chief Information Officer, ensure a robust process is in place to agree organisation capacity, financial and activity targets for the current year and in outline for three years forward. 3.2 Ensure value for money and audit recommendations are implemented and achieved. 3.3 Lead and support Divisional Leaders and Lead Clinicians to manage within their allocated budgets. 3.4 Take early action to contain overspending budgets and develop plans to return to financial balance. 2

3 3.5 Ensure a good understanding between income and expenditure. 3.6 Actively participate in and develop clear processes for setting performance standards for reporting and reviewing progress and initiating change to improve outcomes and engage clinical leaders in this process. 4. Service Improvement 4.1 Working with Clinical Leaders, identify opportunities for implementing new ways of working or ways of improving services within the Trust. 4.2 Support the introduction of pilots or trials of new ways of working and facilitate the process of implementation with staff and throughout the hospital. 4.3 Establish a clear process to benchmark performance of specific services so that a clear relationship is established with tariff and that a basis is developed for measuring identified improvements in performance and associated productivity. 4.4 Ensure effective systems are in place for gathering information and that such information is effectively used in managing and developing the service. 5. Human Resources 5.1 Facilitate and provide training opportunities for operational staff to ensure the Trust has appropriately stilled staff to meet its requirements and ensure that these functions are adequately resourced. 5.2 Educate and influence management and compliance. 5.3 Promote professionalism amongst operational staff by maintaining and developing the current appraisal system. 5.4 Together with the Director of Finance, promote the enhancement of financial responsibility and understanding of those who commit expenditure through internal budgetary and accounting arrangements. 5.5 Together with the Director of Nursing and Medical Director promote the enhancement of risk management responsibility. 6. Communications and Relationships 6.1 Take the lead in establishing and maintaining constructive and fruitful working relationships with all members of the health community, fostering a strong culture of partnership working. 6.2 Lead, manage and influence people through motivation and effective communication. 6.3 Develop effective external contacts and relationships to ensure that the Trust is best placed to benefit from clinical networks and specialist care delivery systems. 6.4 Have an awareness of customer needs and the ability to deal effectively with the elected representatives, senior public officials, the media and members of the public. 6.5 Have a sound understanding of public-private partnership. 3

4 6.6 Communicate the vision, objectives and plans to achieve commitment and ownership. 7. Estates/Capital/Site Plan/Service Modernisation 7.1 Develop a clear vision for the future service models of the Trust and a suitable site plan to deliver this 7.2 Ensure the Trust s Estate Plans integrate with the future site development plan AMENDING THE JOB DESCRIPTION: It is expected that as the organisation develops and changes, it may be necessary to vary the tasks and/or the responsibilities of the postholder. This will be done in consultation with the postholder is hoped that agreement can be reached to any reasonable changes. CONFIDENTIALITY: The postholder must at all times maintain complete confidentiality of the material and information that they handle. Any matters of a confidential nature, or in particular, information relating to diagnoses and treatment of patients and individual staff records must not, under any circumstances, be divulged or passed on to any unauthorised person or persons. The postholder must respect patient named confidentiality in keeping with Caldicott principles. DATA PROTECTION: The postholder must at all times respect the confidentiality of information in line with the requirements of the Data Protection Act. This includes, if required to do so, obtaining, processing and/or using information held on a computer in a fair and lawful way, holding data only for the specified registered purposes and using or disclosing data only to authorised persons or organisations as instructed. POLICIES AND PROCEDURES: The postholder will be expected to comply with all statutory legislation, Trust Financial Framework Guidance and approved national and local policy. The postholder is also expected to be aware of the Trust s Risk Management Strategy which includes the responsibilities placed on them by the Health & Safety at Work etc Act (1974) and the Clinical Governance Framework. All employees are expected to comply with all Trust Policies and Procedures. GENERAL: The postholder will be expected to be responsible for his/her continuing professional development and to take a proactive approach to maintaining personal and professional effectiveness in an evolving role. The duties and responsibilities described in this Job Description are intended to be indicative but not exhaustive of the responsibilities of the postholder. As the Trust develops, the requirements of the job may change and the postholder is expected to adapt to these changes. HEALTH AND SAFETY: Employees must be aware of the responsibilities placed on them by the Health & Safety at Work etc Act (1974) to ensure that the agreed safety procedure is carried out to maintain a safe environment for themselves, other employees and visitors. EQUAL OPPORTUNITIES POLICY AND ANTI-HARASSMENT: The postholder will immediately report to their line manager any breach or suspected breach of both equal opportunity and anti-harassment guidelines SMOKING CONTROL POLICY: The Trust has adopted a smoking control policy. The policy applies to all staff, patients and visitors, and extends to the hospital grounds as well as internal areas. 4

5 NHS CODE OF CONDUCT FOR MANAGERS The NHS Code of Conduct for NHS Managers outlines the central standards of conduct expected of NHS Managers and seeks to guide them in the work they do and in their decision making. The Code is also intended to assure the public of the high professional standards and accountability within NHS Management. The Code applies to all Chief Executives and Directors in the NHS and also to other Senior Manager positions with a similar responsibility and accountability. The Code applies to this post and the post holder will be required to abide by its terms. Copies of the Code itself are available from the HR Department. 5

6 October 2010 PERSON SPECIFICATION POST: Director of Operations EDUCATION/ QUALIFICATIONS SKILLS/ ABILITIES Essential Criteria In-depth knowledge in a number of management disciplines acquired through training and experience to Masters level equivalent. Having the ability to understand the long term or widespread implications of decisions In managing others, has an approach which is both inclusive and developmental The ability to set out a clear direction, inspires others and assumes command The ability to read where the sources of power and influence lie and to use them effectively The ability to relate to other people and bring out the best in them The ability to strive for excellence and stay focused on what is important and end results The ability to grasp critical issues and distil them into clear and manageable priorities, weighing both costs and benefits The ability to express oneself clearly both orally and in writing. Strategic influencing Uses a range of influencing strategies to bring about change and modernisation of services Builds and uses extended networks of influence Strives to ensure that local people, staff and other agencies are involved in shaping the health modernisation agenda Takes time to build critical mass or support for a position, with the aim of getting results by working in partnership Communication, flexibility and understanding Clarifies key points from diverse and complex sets of information Explains complex situations in ways that are accessible to a range of stakeholders including the use of analogies Able to move easily between the detail and the big picture on issues in understanding and explaining the complexity of challenges and possible solutions Models and is able to encourage others in being innovative in finding ways of improving the 6 Desirable Criteria

7 quality of services Assessing the future Looks to the future and is able to see and act on opportunities Uses a range of innovative approaches to progress a situation Uses detailed understanding of the broader trends in health improvement/service delivery to innovate Leading change through people Communicates the vision and brings it alive describes what the future needs to look like in terms of service improvement and modernisation Gives people a sense that change is achievable and that their contribution matters Holding to account Sets boundaries/parameters for how others are to work and act Ensures that processes are in place to support individuals in achieving standards and to learn from their mistakes and failures Is prepared to be held openly to account for meeting goals and targets Political astuteness Understands the underlying social, political and historical factors shaping local and national realities of health services and uses understanding of politics ( large and small p ) of health and social care to get things done Knows how too identify key influencers and how to get them involved in shaping and delivering change across the wider health and social care system Uses relevant interest groups and networks to improve services Broad scanning Able to probe and access networks for information in order to benchmark own services Has developed a systematic way of keeping self informed through local and national networks Commissions research to probe particular local issues Keeps abreast of national developments in health and social care through active involvement in national networks Collaborative working Shares information with partners Summarises progress, taking account of differing viewpoints so as to clarify understanding and establish common ground 7

8 PERSON EXPERIENCE PERSONAL QUALITIES Takes responsibility to inform self about current priorities for partners and responds to changes in their circumstances Drive for results Invests effort in making a quality difference to how services are planned and delivered Understands the need to work collaboratively with internal and external stakeholders to achieve positive outcomes for patients Makes own experience and expertise available to the wider health and social care system Demonstrates openness to learning from others and improving services for the greater good Empowering others Deliberately lets others take the lead and credit by stepping to one side to grow their capability and confidence Actively promotes the role of stakeholders and patients in shaping services and influencing decisions about services Coaches others, challenging and asking questions to help them work out answers for themselves Shares power and develops constructive relationships with patients/customers and stakeholders At least 5-7 years recent relevant senior management experience In depth knowledge of the structure and workings of the NHS and associated partners Detailed grasp of the full range of current NHS issues Proven track record of successful and sustained management in an NHS Foundation Trust or similar organisation Record of significant achievements at a senior level Successful delivery of significant organisational change Experience of working as an NHS Chief Ops Officer or senior level post within a complex, related organisation Evidence of a substantial track record in change management Demonstrates a commitment to the highest ethical and professional values and a belief in government funded healthcare Winning people over. Ability to articulate and persuade others up, down and across the NHS organisations and represent/act as an Ambassador to the trust Senior experience within a large complex organisation 8

9 Drive for improvement Is clearly focused on the goal of service improvement and resists being side tracked Invests sustained effort in making a significant impact on improvement within the organisation and across the whole healthcare community Works in such a way as to leave a legacy of improved services Personal integrity Demonstrates a real commitment to working with, involving and consulting patients and other stakeholders in decisions about service delivery and improvement Acts as a role model for such an approach even where this results in challenges to how things are done Self belief Draws upon own relevant experience and is positive about own ability to succeed Is able to maintain and communicate an optimism about achieving goals even when the going is tough Self management Able to take conscious steps to manage self under pressure creating time for reflection and support for self and others Able to manage own energy and pace efforts Recognise others anxieties and problems encourage them to find ways of dealing constructively with stress Able to absorb and deal constructively with criticism and seek support as necessary 9

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