JOB DESCRIPTION. Divisional Director of Operations Jameson

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1 JOB DESCRIPTION Divisional Director of Operations Jameson Jameson division covers our adult and older adult mental health services in Brent, Harrow, Kensington and Chelsea and Westminster and our learning disability services. Grade and Salary: Circa 100,000 Contract: Working Pattern: Accountability: Key Relationships: Location: Job Purpose: Permanent Full Time Chief Operating Officer Chief Executive Service Directors Non-Executive Directors Executive Team Finance, Medical, Nursing, IT, Human Resources, Business Planning and Development, Communications Commissioners Based at Stephenson House in London NW1, but in order to meet the needs of the Trust s services you may be required from time to time to work outside your normal place of work. The Trust reserves the right to change your normal place of work to any other location within the Trust. The Divisional Director will have responsibility for the operational management of the division, ensuring effective implementation of both national and local strategies and the achievement of service objectives within the available resources. 1

2 Our vision Wellbeing for life: We work in partnership with all who use our services to improve health and wellbeing. Together we look at ways of improving an individual s quality of life, through high quality healthcare and personal support. Our values Compassion: Our staff will be led by compassion and embody the values of care outlined in our Staff Charter. Respect: We will respect and value the diversity of our patients, service users and staff, to create a respectful and inclusive environment, which recognises the uniqueness of each individual. Empowerment: We will involve, inform and empower our patients, service users, carers and their families to take an active role in the management of their illness and adopt recovery principles. We will ensure our staff receive appropriate direction and support, to enable them to develop and grow. Partnership: We will work closely with our many partners to ensure that our combined efforts are focused on achieving the best possible outcomes for the people we serve. Our strategic objectives Our vision and values are underpinned by our strategic objectives: High quality care and best outcomes for patients Provide high quality care to people who use our services, and to their carers. These services to be safe, caring, effective, responsive and well-led when benchmarked nationally. Operational stability Redesign our services to improve quality, efficiency and outcomes; with integrated care models that are easy to access, delivered in appropriate settings and in a way that meets patient and commissioner expectations; unnecessary hospital admissions. Financial sustainability Make the necessary savings and ensure all contracts are financially viable and comply with financial standards agreed by the Board to ensure organisational resilience and sustainability. Main Functions 1. Operational All local and national targets are delivered within a safe, high quality. 2

3 The Trust s corporate plan has operational contributions and the division achieves corporate objectives. Staff deliver high quality service that demonstrates the trust values of compassion, respect, empowerment and partnership. Actively contribute to all major activities of the Trust Executive and exercise corporate decision making and responsibilities. Work jointly with the Divisional Management Team to develop clinical services and make progress towards realising the Trust s long-term strategy. 2. Relationship Management Positive relationships exist with internal and external stakeholders. Positive relationships are evident across divisions in the trust. Clear lines of accountability are outlined within the division around lead relationship management with key stakeholders including CCGs, local/unitary authorities, NHS England and NHS Improvement. Positive relationships and system for managing them exist with all local carer and user groups. 3. Management of Services Through effective management of staff, the delivery of high quality clinical care and services will be demonstrated within available budgets. All aspects of operational management within the Division are visibly led and the Divisional Management Board, Operational Management boards and Trust Executive, Trust Board and external bodies receive performance reports and monitoring information to as required. Performance is regularly monitored and remedial action is taken, as necessary, to ensure that plans are achieved. Working alongside the contracts and finance team ensure all SLAs are agreed with local commissioners. Service / Borough Directors and their services are managed with agreed performance standards, these are achieved including the delivery of efficiency and 3

4 cost improvement plans as required. 4. Strategic and Service Planning Through jointly working with the Divisional Management Team, the Divisional Director of Operations will ensure: o Strategic and annual plans for the Division are developed and contribute to the development of the Trust s strategic and annual plan. o Annual objectives for the Division are agreed, which support the achievement of the Division s plans. o A strategy for improvement of services within the Division is agreed, which incorporates Trust initiatives including all aspects of clinical governance and the focus on the patient. o To prepare robust full business cases to develop or sustain services in line with the strategic direction of the Trust. o Contracts are reviewed and negotiated on an annual basis as part of 3 year plan. 5. Corporate and Clinical Governance Operational management is integrated with the clinical governance agenda through participation in Clinical Governance committees and the Divisional Management Board. The Division is compliant with national requirements including CQC, NHS Improvement and NHS Resolution. Standing Orders and Standing Financial Instructions are complied with and the highest standards in corporate governance and probity are maintained. 6. Performance Management A culture of performance management and appraisal is evident as both a responsibility and a right for management and staff within the areas managed. Robust internal performance management systems are in place enabling the Trust to adhere to plans, standards and targets. Appropriate management capacity at all levels operates within an organisational structure, which delivers responsive, safe and reliable patient services. 4

5 Collaborative partnerships exist with stakeholder organisations to optimise the performance and development of the Trust s services. There is demonstrable evidence of multi disciplinary engagement in decision making within the division and all disciplines are clear on performance standards and expectations of their role in the delivery of high quality services. 7. Human Resource Management The highest quality of staff management is provided in all areas of responsibility through working with the Director of Human Resources. Effective staff communication and involvement systems are displayed within the overall framework of the Trust s Employment Policies and Procedures, issues arising from the Annual Staff Survey are proactively and effectively addressed. All staff are developed as a key organisational and management responsibility with the strategic requirements of current national initiatives pursued. 8. Development of the Culture within the Division The culture within the Division and that of the Trust is active staff engagement and devolved decision at the point closest to patient care. Service Line Reporting and Management is in place including a robust system of earned autonomy. Clear performance management and accountability down to front line staff is evident. 9. Personal Development Personal development objectives are agreed and reviewed annually with the Chief Operating Officer. Continuing professional development is undertaken as agreed with the Chief Operating Officer. 5

6 Supplementary Information Job Flexibility The postholder will be required to work flexibly, providing assistance as and when necessary, which may involve them in a developing role. Working Relationships The working relationship between all members of staff should be mutually supportive, with staff deputising and covering for each other when appropriate. Please refer to the codes of conduct that are expected which can be found on Trustnet. Health and Safety Central and North West London NHS Foundation Trust has a Health and Safety Policy applicable to all employees. Employees must be aware of the responsibility placed on them under the Employment Rights Act 1996, to ensure that agreed safety procedures are carried out, and to maintain a safe environment for employees, patients and visitors. Safeguarding Central & North West London NHS Foundation Trust is committed to safeguarding children and adults, so all staff are expected to work in accordance with Trust and partner agency policies and procedures and seek advice and training where appropriate. Improving Working Lives Central and North West London NHS Foundation Trust is committed to the principles of Improving Working Lives and all managers are encouraged to follow Improving Working Lives practices. Consideration will be given to all requests for flexible working in line with Trust policy. Staff Involvement Central and North West London NHS Foundation Trust is committed to involve staff at all levels in the development of the organisation. Managers should ensure that staff are encouraged and involved in organisational and service developments including business planning and they are able to influence discussions, which affect them and their working conditions. All managers should engender a culture of openness and inclusion so that staff feel free to contribute and voice concerns. They should develop and implement communication systems that ensure staff are well informed and have an opportunity to feedback their views. Smoking Central and North West London NHS Foundation Trust acknowledges its responsibility to provide a safe, smoke free environment to its employees, patients and visitors. In expressing its commitment to the prevention of smoking related diseases, the Trust has a Non Smoking Policy and all Trust buildings and vehicles are designated as smoke free areas. 6

7 Alcohol Employees are expected to be aware of and understand that Central and North West London NHS Foundation Trust has a policy on alcohol and the consumption of alcohol. Alcohol is not permitted whilst on duty. Confidentiality Employees should be aware that the Trust produces confidential information relating to patients, staff and commercial information. All employees have a responsibility for ensuring the security of information and to comply with the Data Protection Acts, Access to Health Records and Computer Misuse Act and Trust policies. Disclosure of personal, medical, commercial information, systems passwords or other confidential information to any unauthorised person or persons will be considered as gross misconduct and lead to disciplinary action which may include dismissal. Equal Opportunities All employees of Central and North West London NHS Foundation Trust are expected to be aware of and adhere to, the provision of the Trust s Equality, Diversity and Human Rights Policy (Employment), Equality, Diversity and Human Rights Policy (Service Delivery), Disability Policy (Employment) and Disability Policy (Service Delivery), and to carry out their associated duties and responsibilities under these policies. As a Two Ticks employer, the Trust guarantees to interview all disabled applicants who meet the minimum essential criteria for a vacant post. Grievances, Disputes, Disciplinary and Other Industrial Relations Procedures Central and North West London NHS Foundation Trust has grievance, disputes, disciplinary and other industrial relations procedures. Employees are required to make themselves aware of these procedures, copies of which are available on the Trustnet, from your manager and the Human Resource Directorate. Personal Development The postholder is expected to co-operate in activities which line management believes will contribute to personal and/or to team growth. This includes attending supervisory sessions and training modules, both at their work base and other selected venues of instruction. Conflict of Interest Employees are expected to declare any private interest or practice, which might conflict with their NHS employment, and be perceived to result in actual or potential financial or personal gain. Working Time Regulations The Working Time Regulations 1998 require that you should not work more than an average of 48 hours each week i.e. no more than 816 hours in a 17-week period. To work more than 48 hours you must have management authorisation and you will be required to sign an opt out agreement. 7

8 The Trust policy has a limit of 60 hours per week and all staff must ensure a 24-hour rest period is taken in every 7 days. Conditions of Employment The Trust will screen all staff who will be working with children or vulnerable adults and police checks will be carried out on all staff appointed to posts, which have access to children or vulnerable adults. This will also apply if role develops to include access to children or vulnerable adults. Terms and Conditions The terms and conditions of service associated with this position are those agreed by the Trust. 8

9 POLICY FOR RECRUITING STAFF WITH A HISTORY OF MENTAL ILL-HEALTH The Trust recognizes the disadvantages faced by people with mental health problems in gaining employment, and the specific expertise they can bring to working in mental health services. Often this experience provides users with insight and coping skills which are of value to others with similar difficulties. The Trust is committed to addressing discrimination in employment, in line with the Equality Act 2010t, and to improving the quality of its services by recruiting current or ex-service users. What this means in practice is: Experience of mental health problems, or other disabilities, will not form a barrier to selection to posts providing you demonstrate that you are the best candidate. The Trust positively encourages applications from people with mental health problems. Providing they have the qualities required for the job, plus mental health experience is regarded as a positive asset in many posts. Assistance is available from the User Employment Programme (see below) to help you present your skills and experience effectively when applying for work in the Trust. People with disabilities (including mental ill-health) who are appointed to posts in the Trust will receive support, if required, to enable them to work effectively. For people with mental health problems, this is available from the Trust s User Employment Programme, and is tailored to the employee s individual needs. It always involves regular contact with a member of the programme team. The Trust will also explore what reasonable adjustments can be made to accommodate a person s disability. More details are available online: 9

10 ESSENTIAL DESIRABLE PERSON SPECIFICATION CRITERIA EVIDENCE EDUCATION, QUALIFICATIONS, TRAINING Educated to Masters level or equivalent experience and learning App Form Educated to MBA App Form Additional Postgraduate management qualification App Form Evidence of continued management development App Form EXPERIENCE Experience at senior management level with responsibility for operations in complex health/social care setting (service director or equivalent) of at least 5 years App Form/ interview Experience and evidence of delivering high standards of performance to achieve national and local targets within a complex healthcare setting App Form/ Interview Experience and evidence of formal project management App Form/ Interview Experience of business planning in complex organisations Interview Experience complex finance and budgetary management App Form/ Interview Experience of managing large-scale change in a complex environment Interview Experience of delivering efficiency and productivity targets at operational level Interview 10

11 Experience of working effectively in partnership with other organisations App Form/ Interview Experience of dealing with difficult situations including the resolution of conflict and influencing others to accept demanding outcomes SKILLS / KNOWLEDGE / APTITUDES App Form/ Interview Strategic and operational leadership skills Interview Understanding of the work and priorities of an NHS foundation trust and a good grasp of current policy direction in respect of all its health and social care services Interview Solid understanding of all governance issues Interview Highly developed operational management skills Interview Highly developed operational performance improvement skills App Form/ Interview Highly developed interpersonal and communication skills necessary to establish and maintain effective working relationships across and between a variety of diverse interest groups, and the ability to communicate effectively where there may be significant barriers to acceptance Interview Proven visionary leadership / ability to set out a clear vision for services, to persuade others of the benefits and requirements of the plan for the future, and overcome obstacles Interview Ability to anticipate and plan for change App Form/ Interview Demonstrate an ability to lead and motivate individuals and teams Interview 11

12 Ability to present all work in a clear and concise manner appropriate to the target audience Presentation Highly numerate and high level of analytical/problem solving skills Assessment Influencing / negotiating skills Interview Proven track record of delivering to deadlines Interview PERSONAL QUALITIES AND ATTRIBUTES Ability to work under pressure Assessment Ability to build effective working relationships Interview High levels of resilience, tenacity, self belief and integrity Interview Flexible and adaptable to suit circumstances Assessment Confident of own abilities Interview Team worker as well as individual achiever Interview Able to manage a range of responsibilities at the same time, giving priority to all dimensions of the role appropriately, and meeting necessary deadlines OTHER JOB REQUIREMENTS Travelling between and working at different locations, locally regionally and nationally will be required Assessment 12