JOB DESCRIPTION. Chief Nurse

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1 JOB DESCRIPTION Chief Nurse Post: Band: Division: Department: Responsible to: Responsible for: Chief Nurse Executive Director Trust Services Trust Headquarters Chief Executive Deputy Chief Nurse Head of Quality (Patient Safety) Head of Quality (Patient Experience and Effectiveness) Personal Assistant Corporate Patient Safety Team Job purpose A summary Responsible to the Chief Executive and Trust Board for delivering the Quality agenda with the Medical Director within the Trust. The postholder will provide clear leadership to improve the patient experience, clinical outcomes and safety of patients. As the Chief Nurse, the postholder will advise the Trust on all aspects of professional practice relating to nursing and midwifery and will assume corporate leadership for maternity and children s services, mental health, learning disability and dementia. In addition leadership of Infection Prevention and Control and Safeguarding sits within this role. As an Executive Director, the postholder will share corporate responsibility for the strategic direction and operational performance of the Trust. Main duties and responsibilities Key dimensions The post-holder will: Provide dynamic leadership of the nursing, midwifery, allied healthcare professional and clinical scientist workforce. Take corporate responsibility in the shaping and delivery of the organisation s strategic direction and the development of the organisation s culture. Fulfil statutory responsibilities as a Trust Board member, and ensure that the Trust 1

2 adheres to appropriate policy and practice where required in the management of nursing, midwifery, allied healthcare professionals and clinical scientists. As a Board Director, be collectively responsible for the direction and performance of the Trust and for the decisions made by the Trust Board In conjunction with the other Directors develop and maintain systems of clinical governance which ensure the Trust places patient safety at the heart of the organisation. Provide professional advice on the highest standards of care, and play an integral role in the development of clinical and academic skills, including research. Key responsibilities Engaging with the Trust Board, Executive Directors, Council of Governors, key partners and stakeholders: Ensure that the shared organisational vision and strategic aims, values and culture of the Trust are actively promoted and that the post holder provides clear leadership and is a role model for their delivery. Lead the development of innovative and productive partnerships with other secondary, community and primary care providers, local authorities, business partners, education providers and the private sector. Continually seek to improve the safety, quality and efficiency of services to support the provision of excellent patient care. Actively contribute towards the leadership of the Trust, ensuring that all services are patient focused and of high quality optimising utilisation of human, financial and other resources As joint lead Executive Director, contribute to achieving compliance with Infection Prevention and Control guidelines and legislation, while ensuring delivery of relevant performance outcomes. Executive Lead for key aspects of the Transforming Care Programme, both at theme level (especially working with the Medical Director, delivering best practice) and specific work-stream level. Participate in the Transformation Programme Board. Executive Lead for nursing transformation programme, providing the right staff, in the right place and ensuring value for money. As joint Executive Lead for Quality with the Medical Director, provide strategic leadership for development, delivery and monitoring of the Quality Strategy. Provide leadership for the successful implementation of the NHS Safety Thermometer and tangible year on year improvements in harm free care. Translate national strategy and guidance into Trust-wide plans, including the National Nursing, Midwifery and Care Givers Strategy Compassion in Practice. Lead the implementation of the Francis Report recommendations, providing assurance to the Trust Board and Council of Governors of progress and delivery within set timescales. Executive Lead for Mental Health Services, responsible for all aspects of care from improving care partnerships to ensuring compliance with Mental Health Act administration. Board lead for Safeguarding of children and adults, ensuring a strong multi-agency working approach, full participation in Serious Case Reviews, compliance with national standards and a culture of learning and improvement. Leadership and close working relationship with Named Nurse Consultant, Safeguarding Children and Named Doctor. Act as Trust Lead for improving the care for people with dementia and the implementation of National Strategy objectives and lead for improving care for people with learning difficulties. 2

3 Lead Executive Director role for Maternity and Children s Services. On behalf of the Chief Executive, lead the Trust approach to on-going achievement of the Care Quality Commission outcomes and relationship with the local manager. Fulfil all statutory and/or regulatory responsibilities as a member of the Trust Board and an Executive Director of the Trust Take collective responsibility with other Executive Directors for the performance and strategic direction of the Trust. Contribute to the corporate development of the Trust through the leadership of key areas of work agreed with the Trust Board. Work closely with the Medical Director to improve the quality of patient care against national and local indicators and establish and maintain relationships with GPs, commissioners and other local representative organisations. Contribute to and participate in the development and promotion of the Trust s vision, values, and strategic aims and objectives. Provide the Chief Executive and the Trust Board Directors with professional and practical advice and information on clinical issues and risks in the context of the Trust s strategic aims and objectives. Provide professional advice and support to the Trust s governance structures as required Work closely with the Medical Director to set professional standards of patient care and monitor adherence to clinical policies and procedures at all levels within the organisation. Contribute to the business planning process of the Trust by being aware of and advising on the professional implications of: o o The requirement for and development and utilisation of nursing and midwifery resources to ensure the provision of high quality, cost effective care within the Trust The legislative requirements of the statutory authorities in relation to the provision of nursing and midwifery care To represent the Trust at regional and national levels on professional nursing, midwifery and corporate issues, developing partnerships, sharing best practice and integrating this knowledge within the Trust. Act as the professional voice for nurses, midwives, allied health professions and clinical scientists to the Trust Board, Executive Team and Trust Directors. Provide highly visible professional leadership, motivation and support to staff of all disciplines, ensuring compliance with Statutory Instruments, NMC, HPC professional standards and local policies. Lead the development and review of workforce plans for nursing and midwifery, advising the Trust Board of Directors on issues of skill mix, deployment and utilisation of the nursing and midwifery workforce consistent with National Standards, ensuring safe services. Provide the ultimate professional judgement in all matters relating to nursing, midwifery and allied health professions within the Trust. Encourage, facilitate and develop collaborative practice across the professions. Quality Improvement Patient Experience Lead the development, implementation and monitoring of a strategy for patient experience, ensuring a cohesive, proactive Trust-wide approach and improvement. Ensure that the Trust responds to this feedback in a structured way with evidence of learning from experiences on a wider scale. Support Divisions setting and achieving Patient Experience Action Plan Targets. 3

4 Maintain contact with patients and special interest groups, and develop their capacity and capability to contribute to Trust planning arrangements to allow them to act as the patients advocate when required. Ensure close links between the wider aspects of patient/carer/advocate participation and the complaints management processes within the Trust. Executive leadership of the Patient Complaint and Support Team to ensure a patient centred service and achieving stretch targets. Supporting Staff Ensure that staff are treated consistently fairly, feeling valued and supported to enable them to achieve their fullest potential in a working environment that is safe and stimulating to work in. Ensure appraisal, preceptorship and clinical supervision processes are developed and implemented across the Trust for nursing, midwifery and clinical professions. Working with the Director of Workforce and Organisational Development, assume the Executive lead for the pre and post registration education commissioning of all nursing healthcare professional from workforce plans and service developments. Communications Communicate the Trust vision, values and strategic aims and objectives both inside and outside the organisation. Develop effective working relationships with our commissioners and cross city partners Ensure effective arrangements are in place to communicate both operational and strategic issues with managers and clinical staff. Develop and maintain relationships with external professional advisers. Develop and manage relationships, especially the Care Quality Commission. Contribute to the maintenance of constructive and fruitful working relationships with all members of the health community to foster a strong culture of partnership working. Participate in the Trust s Executive Director on-call rota. Key working relationships The post-holder will forge close working relationships with staff at all levels. Of particular importance is the need to establish effective working relationships with: Chief Executive and Chairman Executive and Non-Executive Directors Council of Governors Heads of Divisions and Divisional managers Deputy Chief Nurse Heads of Nursing and Midwifery Matrons Commissioners, the local community, including GPs, local politicians, health organisations, interest groups, patient reference groups and the local media Educational institutions Monitor, the CQC and other regulatory and professional bodies. Local education providers. General Information: 4

5 The Trust s Values University Hospitals Bristol NHS Foundation Trust is committed to provide patient care, education and research of the highest quality. In delivering this ambition, we will be guided by the following values: Respecting Everyone Embracing Change Recognising Success Working Together The Trust expects all staff to work in ways which reflect these values and behaviours at all times as follows: Respecting Everyone We treat everyone with respect and as an individual We put patients first and will deliver the best care possible We are always helpful and polite We have a can do attitude in everything we do Embracing Change We will encourage all change that helps us make the best use of our resources We learn from our experiences and research new ideas We look to constantly improve everything we do Recognising Success We say thank you and recognise everyone s contribution We take pride in delivering the best quality in everything we do We share and learn from each other We encourage new ideas that help us to be the best we can Working Together We work together to achieve what is best for our patients We support each other across the whole Trust We listen to everyone We work in partnership Transforming Care Transforming Care challenges everyone at University Hospitals Bristol to play their part in supporting quality changes and improvements in their work place, building efficient care systems critical for our patients and their families, both today and in the future. The Trust s mission is to deliver clinical services, teaching and research of the highest quality. Our vision is to provide first class technical care, with humanity, compassion and sensitivity to the needs of each patient. Delivering best care, Improving patient flow, Delivering best value, Renewing our hospitals, Building capability, Leading in partnership. These are the core elements essential to Transforming Care. Delivering sustainable 5

6 healthcare services to our patients, which are effective, efficient and driven by excellence, is at the heart of our organisation. Equal Opportunities The Trust is committed to eliminating unlawful discrimination and promoting equality of opportunity. All staff have a personal responsibility to contribute towards an inclusive and supportive environment for patients, carers, visitors and other colleagues from all the equality strands (race, gender, age, sexual orientation, religion, disability). Staff have a personal responsibility to: Ensure their behaviour is not discriminatory Does not cause offence To challenge the inappropriate behaviours of others Adhere to the Trust s values, including Respecting Everyone, as well as the Staff Conduct Policy and the Equal Opportunities policy Health and Safety Under the provisions contained in the Health and Safety at Work Act 1974, it is the duty of every employee to: Take reasonable care of themselves and for others at work To co-operate with the Trust as far as is necessary to enable them to carry out their legal duty Not to intentionally or recklessly interfere with anything provided including personal protective equipment for Health and Safety or welfare at work. Senior Management is responsible for the implementation throughout the Trust of suitable arrangements to ensure the health, safety and welfare of all employees at work and the health and safety of other persons who may be affected by their activities. Where health and safety matters cannot be resolved at Senior Management level the appropriate Executive Director must be notified. Line Managers are responsible for the health and safety management of all activities, areas and staff under their control. This includes responsibility for ensuring risk assessments are completed and implementation of suitable and sufficient control measures put in place. Health and safety issues are dealt with at the lowest level of management practicable. Where health and safety matters cannot be resolved at a particular management level the appropriate Senior Manager must be notified. Everyone has a responsibility for contributing to the reduction of infections. Safeguarding Children and Vulnerable Adults University Hospitals Bristol is committed to safeguarding and promoting the welfare of all children, young people and vulnerable adults, and as such expects all staff and volunteers to share this commitment. Quality and Clinical Governance Quality in the NHS has three core dimensions: Patient Safety, Patient Experience and Clinical Effectiveness. 6

7 Clinical Governance is about the systems, processes and behaviours to ensure that high quality services are provided to patients. Every member of staff has a role to play in striving for excellence: it is important that everyone is aware of and follows policies and procedures that govern their work; and if something goes wrong, everyone has an obligation to report it so lessons can be learned from mistakes, incidents and complaints. If any member of staff has concerns on any clinical governance matters, they should raise them with their line manager, professional adviser, or a more senior member of management. Reference should be made to the Trust s guidance on Raising Concerns about provision of patient care. Information Governance It is the responsibility of all staff to respect the confidentiality of patients and staff, as specified in the Caldicott Principles, Data Protection Act and the Human Rights Act. It is the duty of every employee to: Only access person identifiable information as required in the execution of their duties. Disclose information appropriately, in line with the Data Protection Act To ensure good quality data by recording, promptly and accurately, clinical and non-clinical information within agreed timescales to PAS, the health record or the appropriate clinical or non-clinical information system Always trace patient notes on the Patient Administration System Maintain the confidentiality of their password / username and if in possession of a Smartcard abiding by the terms and conditions of its use. Sustainability University Hospitals Bristol NHS Foundation Trust recognises the impact our activities have on climate change and the effects that climate change will have on people s health. The Trust is committed to reducing its impact on the environment, in line with the NHS Carbon Reduction Strategy. All staff have a responsibility in achieving this goal by using resources efficiently and disposing of waste responsibly. Job Description completed/reviewed by: Managers name: Robert Woolley, Chief Executive Date: 9 th All job descriptions are subject to review. Post holders are expected to be flexible and be prepared to carry out any similar or related duties which do not fall within the work outlined. The Line Manager, in consultation with the post holder will undertake any review. The NHS Knowledge and Skills Framework (the NHS KSF) defines and describes the knowledge and skills which NHS staff need to apply in their work in order to deliver quality services. It provides a consistent, comprehensive and explicit framework on which to base review and development for all staff. Closely aligned with this job description is a KSF profile supporting the effective learning and development of the post holder in a variety of ways. 7

8 Person Specification Attributes Essential Desirable Qualifications Registered Nurse Management qualification Educated to Masters level or equivalent Evidence of on-going continuous professional development Knowledge and Experience Demonstrable experience of operating at Board level within a Healthcare/NHS setting, including within the acute setting Experience in and expertise in managing complex change processes while maintaining sustained improvement in performance Expert-level knowledge of the critical factors in delivering improvements in performance Expert-level knowledge of the critical factors in delivering improvements in clinical performance/standards or care relevant to an acute hospital setting such as control of infection Knowledge and demonstrable background in improving the patient experience Outstanding reputation as a leader, with a proven track record of producing high quality results in the management and leadership of nursing and clinical services Experience in building organisational capabilities, including establishing a clear strategic vision and direction and translation into successful outcomes Experience of managing clinical governance agendas Understanding of continuing professional and managerial development Working knowledge of healthcare regulatory environment Previous experience in a Foundation Trust 8

9 Skills and Abilities Must be able to demonstrate: Successful team leadership/motivation of others Success as a team player and the ability to work with staff at all levels A proven ability to plan strategically Financial awareness and business acumen Excellent interpersonal skills Highly effective negotiating and influencing skills Intellectual flexibility, including the ability to understand both operational detail and wider, longer strategic visions, and to articulate these to others; and the ability to cope with ambiguity and perform through uncertainty where necessary Political awareness, with the ability to understand the wider interest groups and stakeholders within and outside of the Trust, and to work sensitively to overcome their differing positions and interests Drive for improvement with the proven ability to set and meet ambitious targets and monitor against targets Able to present relevant information in a concise format (as evidenced by CV) Computer literacy Ability to interpret national policy guidance into meaningful local action 9

10 Disposition/Att itude/ Motivation Personal and professional credibility, with the ability to quickly gain the confidence of others, including clinicians, managers, staff, patients, relatives and users of services. Team player Ability to work flexibly Willingness to undertake training required for the job Highly motivated and enthusiastic to learn and develop further Able to cope with the demanding nature of this role The above attributes will be measured by the application form and selection process. 10

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