Scottish Ambulance Service Job Description

Transcription

1 Scottish Ambulance Service Job Description 1. JOB IDENTIFICATION Job Title: PROGRAMME MANAGER Department(s) NATIONAL Job Holder Reference: MLPR145 (2015) No of Job Holders:

2 2. JOB PURPOSE 1. On behalf of the Scottish Ambulance Service provide programme management to a wide variety of strategic programmes and projects across the organisation in order to deliver the objectives set out in the corporate strategy and annual corporate plans. 2. Responsible for the day to day leadership, management and coordination of a Project within the Scottish Ambulance Service. 3. The postholder will take forward this and other relevant work as part of the overarching strategic programme ensuring effective alignment throughout the organisation is achieved and that organisational priorities are clearly set out within a strategic programme plan. 4. The postholder will take forward the key deliverables for the organisation including development of a strategic approach, review and exploitation of appropriate technologies, establishment of key strategic alliances and support for local managers in developing and implementing appropriate models of service. To support the Board Chief Executive by creating real capacity to take a more proactive approach to undertake research aligned to key strategic and operational issues and produce papers for discussion at the Executive Team Meetings. This will provide capacity and senior level capability to support the Chief Executive and other members of the Executive Team. 3. DIMENSIONS (REPD) 1. The role has a national profile and the postholder will take forward programme management for the Scottish Ambulance Service on behalf of the Service Executive Team and Board. 2. The role involves a significant element of joint working with key strategic partners external to the organisation e.g. NHS Boards, voluntary sector and others and the postholder will be expected to establish and nurture effective partnership working to deliver the organisational strategy. 3. The post holder will work closely with other senior management teams, departments and directorates within Scottish Ambulance Service, e.g. OMT, SMT and the Operating Divisional Management Teams and their equivalents within Partner Agencies. There will be a number of key workstreams, all with a named executive and senior management leads in place. The post holder will be required to co-ordinate the activity of these workstreams through those leads, the divisional General Managers and the Executive Team and influence delivery of the plan. 4. ORGANISATIONAL POSITION Pat O Meara Head of Ambulance Control ScotSTAR Programme Manager

3 5. MAIN TASKS, DUTIES AND RESPONSIBILITIES 1. Responsible for co-ordination of the overall strategic programmes and the constituent projects. 2. Day to day leadership, co-ordination and management of the Project Management Office and the programmes and projects within this. 3. Ensures delivery of outputs to time and against plans. 4. Monitors overall progress and influences others to take corrective action via appropriate project lead. 5. Ensures maximum efficiency in resource allocation. 6. Ensures effective collation, monitoring, evaluation and storage of data produced by project leads in line with the data protection policy. 7. Manages dependencies and the interfaces between projects and programmes and advises on actions to mitigate risk. 8. Ensures coherence of the strategy and develop and maintain the appropriate environment to support Project Managers within it. 9. Implements systems and procedures. 10. Provides training for Project Managers and teams in conjunction with the Project Management Office. 11. Monitors changes in project portfolio. 12. Reassesses whether projects continue to meet business objectives and to use funds efficiently. 13. Manages exceptions, slippage and issues of priority. 14. Initiates extra activities wherever gaps in the programmes and projects are identified. 15. Reports progress to the Quality Improvement and Innovation Group, 2020 Steering Group, Executive Sponsor, Programme Director, Programme Board and Senior Management. 16. Responsible for effective overall management of the programme budgets. 17. Responsibility for line management of staff for a range of different projects from Project Support to Project Co-ordination staff. There is a responsibility to recruit, develop, train and undertake appraisal of staff to continuously ensure that capabilities are commensurate with duties and project requirements. There are instances whereby formal disciplinary or performance management issues have to be implemented and staff to be taken through this process. 18. To provide Board Chief Executive with dedicated senior level research capacity on key strategic and operational matters. 19. To produce discussion papers on strategic and operational matters for the Board Chief Executive. 20. To attend Executive Team Meetings to present discussion papers and record/monitor progress against actions. 6 EQUIPMENT AND MACHINERY 1. Long periods on Computers, VDU s. Daily access to MS packages and writing of reports is required. 2. Use of presentation aids such as laptop, projector, Microsoft Powerpoint, group sessions and activity work, flip charts, handouts, tests, evaluation forms, certificates. 3. Long periods of driving throughout Scotland and the wider UK to attend meetings and conferences

4 7. SYSTEMS 1. Required to analyse data from Scottish Ambulance Service systems for the production of reports and development of business cases, stage reviews, phase reviews, benefits realisation etc as required. Use of computer and printer equipment on a daily basis Use of laptop and projector Use of photocopier/scanner/fax machine Office filing systems Microsoft Office Microsoft Project Microsoft Visio 8. DECISIONS AND JUDGEMENTS 1. Objectives are agreed with the Director of Strategic Planning and Quality Improvement. There is a unusually high significance of freedom to act and the jobholder will guide directors on planned developments. 2. The postholder is required to work to a tight timescale and ensure all programme reporting timescales are met in line with the strategy. This will include working with project leads. 3. Externally, the jobholder is the service s focal point for the strategic programme matters and is required to deal with MSP inquiries, local authority heads of department and NHS leads, voluntary organisations senior level and take forward development of joint negotiations and planning. Work will also be generated by the Chief Executive. The postholder will be expected to work proactively and exercise a substantial degree of independent thinking and judgement. 9. COMMUNICATIONS AND RELATIONSHIPS 1. Direct interface with: SAS Board Members Chief Executives of Health Boards Chief Constables and Chief Firemasters Chairs of Local Health Councils Chief Executives of Integrated Health and Social Care Partnerships MSPs Patients and Members of the Public Local Authority representatives Media Trade Unions/Staff Representatives Voluntary Aid Societies 2. Must consult widely on national objectives with all stakeholders, including persuading and negotiating with heads of service and general managers on project deliverables and on wider changes necessary. This requires significant tact and diplomacy as postholder has no line management responsibility for heads of service, but do have executive accountability for delivering the strategic programme vision. 3. Often sensitive information is discussed, such as jobs/grades.

5 4. The post holder will have to be able to negotiate, persuade and empathise exhibiting professionalism at all times with colleagues in partner agencies when sharing a joint work load. 5. The post holder will be expected to represent the Service in establishing and nurturing key strategic relationship with NHS Boards and relevant agencies and organisations at a senior level. 6. Presentations are made to external groups, and these groups can often challenge ways of working either in practice, or proposed. This requires significant negotiation. 10. PHYSICAL, MENTAL AND EMOTIONAL DEMANDS OF THE JOB 1. Required to make complex decisions, based on a wide range of options, mainly at a strategic level, but with impact at operational levels to be judged as well. 2. Required to make judgments on detailed documentation, such as Scottish Governments policy guidance and advise vertically on Scottish Ambulance Services impact (advice to directors and to operational managers). 3. Driving for significant distances is often needed. Meetings across Scotland are required. 4. Keyboard skills of a high standard are required. Use of common Microsoft, and Scottish Ambulance Service systems are necessary. Material output must be of a high standard, as documentation is often used at Board level, both internally and externally. It must also be accurate as it will often be challenged, as improvements will take place as a consequence of these outputs. 5. Concentration on detailed and complex documents is therefore required. 6. Interaction at all levels of the Service and in the wider NHS and beyond is necessary. Meetings and explanations of service improvements/innovations, with the ability to interpret feedback quickly is made with groups ranging from chief executive to user level. The ability to translate concepts into reality is therefore paramount. 11. MOST CHALLENGING/DIFFICULT PARTS OF THE JOB 1. Ability to understand the wider concerns of programme management and to develop and maintain effective working relationships with senior managers and project managers. 2. The postholder will have line management responsibility for the Project Management Office staff. 3. As the postholder does not have line management responsibility for the project team, significant negotiation skills are required to ensure that project deliverables are met. 4. Project management with a number of project leaders, who have other priorities can be difficult. External organisations can also have different timescales and this can impact on the strategy. 5. Decisions are often made without consultation/direction from the Executive Sponsor (and within agreed tolerances). This decision may be challenged at a later date.

6 6. A great deal of conceptual thinking is required to look at new ways of working, which must be able to be carried out operationally, while fitting the strategic context, which in itself is a challenge. The postholder will require to be innovative and creative in working with partners and communities to develop solutions and ensuring these are affordable and sustainable. 7. Managing the delivery of a key strategic programmes for the Service brings with it considerable expectation from Service Executive Team and the Board. Each programme is considerable in scope and scale and the postholder will be required to balance competing needs and ensure effective co-ordination and alignment of a wide range of issues at all times. 12. KNOWLEDGE, TRAINING AND EXPERIENCE REQUIRED TO DO THE JOB 1. Educated to postgraduate level in a relevant subject. 2. Formal project management qualification such as Prince2 or APM. 3. Additional experience in other disciplines due to the variety of projects. 4. Seniority and credibility to advise Project Boards. 5. Strong project management skills. 6. Knowledge of techniques of planning, monitoring and controlling programmes. 7. Knowledge of project management methods. 8. Knowledge of budgeting and resource allocation procedures. 9. Ability to find ways of solving or pre-empting problems. 10. Dynamic management of staff within the Project Management Office and those aligned to it as required. 11. A proven track record in delivering and the ability to be creative in finding solutions to challenging problems. 12. Ability to develop and maintain effective, positive relationships with key partners and partner organisations, providing a positive role model for partnership working within Scottish Ambulance Service NHS Board. 13. A proven track record in the provision of creative and innovative solutions in meeting organisational requirements. 14. Ability to work autonomously and pro-actively in all aspects of the role. 15. The ability to manage own workload and prioritise conflicting demands. 13. JOB DESCRIPTION AGREEMENT Job Holder s Signature: Date: Head of Department Signature: Date: