JOB DESCRIPTION JOB DETAILS. Director Programme Management Office

Transcription

1 JOB DESCRIPTION JOB DETAILS JOB TITLE: Director Programme Management Office BAND: 9 HOURS OF WORK: 37.5 LOCATION: SPECIALTY/DEPARTMENT: ACCOUNTABLE TO: RESPONSIBLE TO: Queens Hospital Programme Management Office (PMO) Director of Finance Executive Team 1. JOB PURPOSE This is a trust wide post to support the organisation in identifying and delivering a challenging portfolio including BHRUT s Cost Improvement Programme (CIP) and Transformation Programme. This will include both leading and governing major programmes of work across the organisation with the aim of ensuring clinical sustainable and financially viable services. The role includes the following responsibilities: Lead the Programme Management Office (PMO) and oversee monitoring and accountability of 1) The Trust s Cost Improvement Programme (circa 20m per annum) and 2) All majors transformation projects within the Trust; Drive innovation and ideas generation within the Trust taking an active role in developing new programmes to improve efficiencies; Develop and implement a programme management framework that provides the basis for effective and sustainable improvement across the Trust; Providing a source of expert advice to the Trust Board, Executive Directors and Senior Managers on CIP, Transformation and Programme management. The post holder will be an acknowledged programme manager and have specialist knowledge in innovative and improvement programmes, with proven experience of delivering tangible financial and productivity benefits. Page 1 of 10

2 Organisational Position 2. RELATIONSHIPS The post holder is expected to establish and maintain positive interpersonal relationships with other staff members characterised by trust, mutual respect, and open, honest communication. Internal Relationships The postholder will enable delivery of CIP and Transformation across 11 Clinical Directorates and 7 Corporate functions. The postholder will work with clinical and managerial stakeholders to deliver the required outcomes of the Cost Improvement Programme and Transformation Programme. External Relationships Externally the postholder will work with the ONEL cluster and the CCGs to align and deliver key pieces of Transformation that cross organisational boundaries. Page 2 of 10

3 3. CLINICAL / OPERATIONAL RESPONSIBILITIES I) Cost Improvement Programme specific Direct and drive the identification, planning and delivery of BHRUT s Cost Improvement Programme in conjunction with the Finance department, holding directorate/corporate managers accountable for delivering the required outcome(s) and realisation of their associated benefits. Provide relevant data analysis and benchmarking from external organisations to assist with setting appropriate trajectories and targets. Complete complex analysis to enable trust wide and directorate specific financial opportunities to be identified, planned and delivered. Provide flexible targeted delivery support to clinical and managerial leads to help them deliver their CIPs. The post holder will be expected to challenge/support managers and clinicians and be able to influence senior colleagues within the organisation that are not line managed by this post. Chair/Deputy Chair (dependent on Director of Finance attendance) weekly directorate accountability meetings to drive the delivery of the CIP Programme and identify risks to delivery, agreeing and overseeing mitigating actions. Audit the delivery of the CIP programme (using the financial tracker) at a scheme level on a weekly basis and take responsive action to ensure financial delivery reflects the agreed financial plan. Ensure all CIP schemes are RAG assessed against agreed criteria for project planning, clinical risk and financial risk prior to their approval. Facilitate agreement and delivery of actions to move any agreed schemes with red or amber scores to a green rating. II) Transformation Programme specific Direct and lead BHRUT s Transformation Programme, taking personal accountability for its outcome(s) and the realisation of the associated benefits. Understand the strategic aims and long term vision for transformation so as to ensure all on-going and upcoming improvement programmes are focused toward this and play a significant part in enabling the Trust to become a cost effective provider of high quality care. Provide transformational leadership, promoting idea generation and leading on innovative solutions that improve the patient experience and generate efficiencies. Analyse complex performance data and clinical/non clinical pathways to diagnose and plan strategies that will lead to improved performance. Page 3 of 10

4 Be a key link for the development and sharing of new ideas with external stakeholders (Commissioners and other Trusts). III) CIP and Transformation Provide leadership and expert advice on CIP and Transformation that will be required to deliver financial and quality performance indicators; Establish the PMO as a key enabler of BHRUT s Cost Improvement Programme and Transformation Programme; Facilitate effective timely resolution of strategic issues and interdependencies blocking progress in programme delivery. Manage the Programme Management Office Staff and information systems ensuring the quality of the content and outputs from these systems. Ensure these outputs are consistent and reconcile with core Trust performance and financial information systems Manage the PMO s governance arrangements for CIP and Transformation including standard acceptance criteria, clinical risk assessment and standard reporting frameworks (milestone tracking, KPIs, risks); Ensure that the projects and financial savings do not have a detrimental effect on the operational business and performance of the Trust. Provide a mechanism to ensure that all major projects/cips have been approved by the clinical assurance panel. Support the annual business planning process, ensuring key areas of CIP and Transformation (including QIPP) are agreed with the PMO role defined; Support pre-project planning and the development of business cases with Directorates for submission to TEC Research best practice and new ways of working and translate these into practical implementation strategies for agreed priority areas. Commission and undertake audit reviews both during the programme and following programme closure (CIP and Transformation) that formally assess the programme s continued alignment with its objectives, capability of delivery and measurable achievement of benefits IV Communication Ensure senior management receive robust, timely management information that will provide sufficient information to support informed decision-making. Produce monthly executive reports and other presentations as requested by the Executive team and Trust Board; Report to the Trust Executive Committee (TEC), the Trust Board and NHS London on progress with CIP and Transformation across the Trust; Lead the interface with senior stakeholders and deliver effective interfaces and communications to all stakeholders; Page 4 of 10

5 Ensure communication is appropriate for target audiences. Make recommendations and present findings at all levels throughout the Trust and to external partners as required. Maintain and promote an effective communication strategy, to ensure that all stakeholders are fully informed and engaged in proposed changes. Identify, involve and incorporate the views and needs of patients, the public and stakeholders and ensure their voices are evident in all stages of the work. V Human resource management Take full line management responsibilities for the allocated team including; managing sickness and absence, grievances, disciplinary issues, delivery of training, recruitment and retention of staff. Ensure the PMO s delivery support resource achieves maximum beneficial effect, by allocating it according to the greatest need/benefit and ensuring the skills provided match those required. Support the development of the skills and abilities of the PMO team and ensure links with other teams, to encourage knowledge sharing and learning about transformation, innovation and improvement. Design and deliver a Trust wide skills transfer programme including competency training and a PMO rotational programme for Directorate staff; Any other duties within the scope of the post and appropriate for the grading may be assigned from time to time with the post-holder. 4. POLICY, SERVICE, ORGANISATIONAL AND PROFESSIONAL RESPONSIBILITIES Responsibility for development and implementation of trust wide programme management framework Responsibility for development and maintenance of Programme Management Office Operational policy 5. PERSONAL DEVELOPMENT All staff are required to be appraised by their line managers at least once a year at a personal development review meeting where progress made over the last year is discussed and agreed. Focus on the following year s departmental and personal objectives will be identified, discussed and agreed. Where necessary, help and support will be provided and development opportunities agreed in line with service provision and knowledge and skills competency framework. Mandatory Trust Responsibilities Page 5 of 10

6 AMENDING THE JOB DESCRIPTION: This is a newly created role and 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 and it is hoped that agreement can be reached to any reasonable changes. CONFIDENTIALITY: The post holder must at all times maintain a 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, obtain, process and/or use information held on a computer in a fair and lawful way, to hold data only for the specified registered purposes and to use or disclose 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 comply with all statutory legislation, Trust Financial Framework Guidance and approved national and local policy. 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 the other employees and visitors. INFECTION CONTROL: Employees must be aware of the responsibilities placed upon them by The Health Act (2007) to ensure they maintain a safe, infection free environment. This includes the knowledge and understanding of the management of infected patients and the principles of Standard Infection Control Precautions including the correct technique for Hand Washing and the appropriate use of Personal Protective Equipment (PPE) Page 6 of 10

7 EQUAL OPPORTUNITIES POLICY: The Trust operates in a multi-ethnic area. All members of staff are expected to take into account equalities in all areas of work. All employees are expected to abide by the Trust s equal opportunities policy, failure to do so could result in disciplinary action up to and including dismissal. Date: 05/04/13 Prepared By: PMO Office Page 7 of 10

8 Person Specification Post Title: Director Programme Management Office Grade: 9 Review Date: Speciality Programme Management Office Division Corporate Org Name Barking, Havering & Redbridge University Hospitals NHS Trust Selection Criteria Essential Criteria Desirable Criteria Means of Assessment EDUCATION/ QUALIFICATIONS Educated to degree level or equivalent Management qualification or equivalent experience at a senior level Project/Programme Management qualification Application Post graduate education to masters level or equivalent experience in an area relevant to transformation and service improvement Evidence of significant personal development through formal courses and/or experience Page 8 of 10

9 Selection Criteria Essential Criteria Desirable Criteria Means of Assessment SKILLS/ ABILITIES EXPERIENCE Able to innovatively contribute to the development of cost improvement projects Excellent interpersonal and communication skills Strong motivational, influencing and negotiating skills and proven experience of success with clinicians, directors, external organisations and stakeholders Knowledge and applied understanding of the context and challenges of leaders in the NHS Ability to deal with large volumes of information and draw out key themes and be able to present complex numerical information succinctly Excellent use of IT programmes (Word, Excel and PowerPoint) Excellent analytical skills-ability to analyse complex data and design data systems Minimum of five years senior manager experience Experience of programme management and the requirements of a successfully running Programme Management Office Knowledge of service improvement tools and techniques Knowledge of the principles of change. Experience of leading a team Sound understanding of NHS financing NHS/health organisation experience at a senior manager level Page 9 of 10

10 Selection Criteria Essential Criteria Desirable Criteria Means of Assessment PERSONAL QUALITIES Proven management qualities Creative, imaginative and challenging Diplomatic and able to engage with people in a positive, encouraging way Ability to prioritise/organise work load Adaptable, flexible and innovative approach to work Good personal insight to strengths of self and team and an ability to work under pressure and meet deadlines Ability to work effectively with peers to create consensus and agreed direction. Page 10 of 10