Scottish Ambulance Service. Job Description

Transcription

1 Scottish Ambulance Service Job Description 1. JOB IDENTIFICATION Job Title: Head of Service A&E/NES Department(s): Operations Job Holder Reference: MLPR 082 No of Job Holders: 12 1

2 2. JOB PURPOSE To be responsible for service provision within one or more NHS Health Board areas and to ensure that all Corporate and Divisional Objectives and targets within the Health plan are achieved with the effective and efficient use of resources. The post holder will provide effective leadership and development opportunities for all staff in their area. The post holder is a member of the Divisional Senior Management and is responsible for a number of staff over a significant geographic area Team and is required to deputise for the General Manager, assuming the full range of duties. Including provision of out of hours contact and potential response to significant incidents. The post holder will lead on National projects as required. Heads of Service will be expected to work in both Non-Emergency Service and/or Accident and Emergency. It is expected that post holders will work between 3-5 years in each functional area subject to operational demands. 3. DIMENSIONS Heads of Service will work within a geographic area which includes more than one Health Board area. They will cover either A&E or NES services for a full Division. There are 6 Divisions within the Scottish Ambulance Service (covering the whole of Scotland). Staff numbers reporting to this post will vary according to the Division. The post holder is responsible for the following groups of staff: NES Head of Service - A&E Head of Service - Area Service Managers NES NES Hospital based staff Team Leaders NES Ambulance Care Assistants Driver Grades Ambulance Car Drivers Area Service Managers A&E Team Leaders A&E Ambulance Paramedics Ambulance Technicians Urgent Tier ACA First Responders Ambulance Auxiliaries 2

3 4. ORGANISATIONAL POSITION Organisation chart attached The post holder reports directly to the General Manager No other posts report directly to the General Manager 3

4 5. MAIN TASKS, DUTIES AND RESPONSIBILITIES OPERATIONAL MANAGEMENT 1 Provide leadership for all staff within area of responsibilities by focussing on priority issues and strategic goals. 2 Introduce innovative divisional practices and policies, which reflect NHS strategic direction, whilst operating within an environment of conflicting priorities. 3 Contribute to objectives both internally and externally as they effect the post holders areas of responsibility 4 Be an active member of DMT, DPF DQC and other groups as required. 5 Maintain and improve on the level of performance by ensuring operational practices and resource levels meet demand, and are effectively and efficiently utilised. 6 In collaboration with other Head of Service create, deliver and test local emergency plan. 7 Establish/ develop local networks within are of responsibilities which will include Health Boards, Local Authorities, media and other agencies involved in public health and patient care. 8 Ensure that systems are in place to maximise operational performance in accordance with corporate priorities, key performance areas and NHS agendas. 9 Introduce and maintain a robust system of analysis, monitoring and reporting operational performance within the division, the organisation and externally as appropriate. 10 Identify and address NHS blockages and other factors within area of responsibility which impact on performance standards. 11 Monitor Service Level Agreements taking appropriate action as necessary in partnership with others. 12 Act when required as on/off site Senior Manager at significant operational incidents. 13 Lead on national projects relating to corporate objectives as required. 14 Ensure there is consistent and effective application of all service policies and procedures. 15 Play an active role in influencing NHS Service Redesign Strategies and evaluate potential impact on the service to ensure systems are in place to manage the impact. 16 Work with internal and external agencies to drive, develop and agree new Service Level Agreements. 17 Foster a positive culture and develop new ways of working, which allows for devolved decision making by lower level managers. 18 Provide support, advice and guidance on all aspects of service operation to maximise staff commitment to the provision of a quality service. 19 Responsible for the ongoing management of all staff within the area of responsibility. 20 Deal with and monitor all complaints relative to your area of responsibility. 21 Develop written proposals and bids for service developments as required. 22 Ensure ongoing compliance with Health and Safety legislation. 23 Participate in multi agency groups to ensure preparedness for major incident to comply with the statutory requirements of the Civil Contingencies Act and to ensure business continuity. 24 Provide strategic Integrated Emergency Management and Special Event Planning. 25 Responsible for policy implementation, which cover more than one area of activity. E.g. Joint working initiatives, Joint futures schemes etc 26 Responsible for initiating bids to secure funding for developments through external 4

5 stakeholders to ensure the support of objectives. E.g. bids to NHS bodies for new or additional services. CLINICAL PERFORMANCE 1 Maintain and improve performance and ensure that a system of monitoring clinical performance is in place which is robust and effective. 2 Ensure that clinical performance meets national standards as a minimum and is patient focused at all levels. 3 Minimise inappropriate use of resources and /or patient care by ensuring that a system is in place which encourages the reporting of all critical incidents and Health and Safety issues. 4 Monitor complaint investigations and findings and take appropriate action. Lead and assist in the development of new Clinical standards 5 Ensure that delivery and development of all new clinical practices are in place and comply with the relevant legislation. E.g. Morphine. 6 Represent the service at both internal and external working groups, preparing and presenting information. MANAGEMENT OF HUMAN RESOURCES 1 Be an advocate for good HR practice within area of responsibility. 2 Ensure that service policies and procedures are complied with at all times. 3 Ensure that staff governance and other HR strategies are implemented positively within areas of responsibility. 4 Ensure effective management of employee relations within area of responsibility. 5 Support the development and progression of staff. 6 Ensure that recruitment and selection policy is adhered to at all times. 7 Participate in partnership forum and other groups as required. Lead within these groups as necessary. 8 Support an open and enabling culture which will support the achievement of corporate objectives. 9 Ensure that all Health and Safety policies and procedures, including clinical waste and control of infection are followed. 10 Maintain a system of safe working practices, reducing / eliminating accidents through effective risk management. 11 Take the lead in managing attendance within area of responsibility. 12 Ensure compliance with Employment and Health and Safety legislation. 13 Monitoring of performance of staff through the ongoing management, formal appraisal and drafting personal development plans where appropriate. 14 Carrying out investigations of complaints and grievances, which could be of a highly complex and highly sensitive nature, including instigating and carrying out disciplinary procedures that could result in recommending dismissal. 15 Identify and address capability issues with staff and then instigate an appropriate course of action e.g. re training, health assessment, redeployment etc 5

6 MANAGEMENT OF FINANCIAL RESOURCES 1 Be an advocate for good financial practice within area of responsibility. 2 Establish budget in collaboration with General Manager and Finance Department. 3 Monitor and manage budget efficiently and effectively. 4 Achieve a balanced budget. 5 Ensure that staff are involved with financial procedures as they effect their roles and responsibilities. 6 Prepare business cases as required. 7 Identify initiatives for continuous improvements and efficiency savings. 8 Responsible for budget which may include operational stations, hospital based Area Service offices, support staff, volunteers and contractors, Ambulance Car Service, first responder schemes, vehicles, vehicle accidents etc across multiple locations. 9 Maintenance of estates budget on multiple sites. 10 Ensuring compliance with Standing Financial Instructions. 11 Identify and procure alternative funding streams. 12 Authority to move significant amounts between headings within allocated budget. MANAGING COMMUNICATION 1 Liaise with internal and external stakeholders and establish effective network of relationships. 2 Ensure that all staff are fully involved with and informed on current and future initiatives for service related issues. 3 Ensure that all staff are given the opportunity to participate in shaping the strategic direction of the service. 4 Building robust relationships with MSP s, MP s and local councillors, keeping them informed on service issues. 5 Representing the service in the public arena including dealing with the media. GENERAL 1 Deputise for General Manager as required. 2 Lead and collaborate on projects as and when required in support of strategic direction of the service. 3 Learn additional skills and develop competencies which complement the strategic direction of the service. As required. 6

7 FINAL DRAFT ag 4 Work collab requirement 5 Any other d 6 Promote the partners. 7 Requiremen redesign. 8 Presentation and over the 9 Undertake i

8 6 EQUIPMENT AND MACHINERY Use of computer and various software packages including Microsoft Word/Excel/Power Point. Use of Microsoft project, Visio etc for Project planning and management Use of . Use of intranet to access financial reports and budget information. Use of EIS, Cleric, GRTD, Command and Control reports. Laptop computers, projectors, printers, photocopiers, fax, telephone system Very occasional requirement to operate full range of A&E equipment, e.g. if at major incident and acting as Senior Tactical / Strategic Officer, or at mass gathering events Communications equipment Cellular telephones, VHF / UHF / Ambulance Service systems Service vehicles that include cars with audible and visible warnings 7. SYSTEMS CHRIS read only access to personnel details Authorisation of payroll data (e.g. overtime, expenses) where required Generates or commissions performance reports Use of . Use of intranet to access financial reports and budget information. The post holder receives highly complex or highly sensitive information and acts accordingly and generating information or, for example, updating systems using restricted password access. Cleric, GRTD Command & Control to monitor and act on live performance issues and to access and down load reports. Require to Project Manage specific projects/developments using Prince 2 methodology.. 8

9 8 DECISIONS AND JUDGEMENTS The post holder is given a degree of freedom and flexibility to use own initiative and act independently with a high level of discretion: This is agreed in advance with line manager. For example, they would be expected to negotiate with external stakeholders and other NHS bodies on service redesign and development issues, and formulate a local Service strategy to allow any new development to happen. They may do this without automatically referring to their manager. Limits of autonomy are agreed in advance with postholder. Often, there is no precedent for similar initiatives and collaboration, and the level of freedom and empowerment to establish new ways of working is apparent. The post holder is expected to initiate action and seek advice and support as necessary. Carry out investigations, which could have many components, which require analysis and judgement of a highly complex nature. Decisions may have to be justified in subsequent forums e.g. at Disciplinary hearings. Any lessons learned are acted on. Responsible for assignment of and prioritising of own workload. Provide professional advice guidance and support in your area of responsibility to internal and external stakeholders. Amend the resource allocation (staff skill mix and vehicle resources) to take account of changing environmental factors and the conflicting priorities. Anticipate problems and propose and implement solutions. Responsible for the decision making process when selecting and appointing staff up to and including managers. Requires the ability to make clear and precise judgements and decisions on a wide range of intricate issues inherent in a developing service. Budget responsible and accountable for establishing service budget (A&E / NES) with General Manager / General Manager Finance. Responsible and accountable for managing high level budgets and has freedom and flexibility to propose major budget changes. In HR matters they would have discretion to award up to a Final Written Warning during a Disciplinary Hearing. 9

10 9 COMMUNICATIONS AND RELATIONSHIPS Internal Provides leadership for Area Service Managers and Team Leaders. Provides information which can be contentious i.e. major shift reviews, management of change etc in situations which have the capacity to be volatile and emotive, requiring tact, persuasiveness and diplomacy. Or, situations with staff which are highly sensitive and requires empathy and understanding. Organise and or provide support to all staff levels after traumatic incidents. Managing conflict internal and external. Liaises with Divisional Management Team and all other departments in the service. I.e. Executive Team, Fleet, procurement, MIS, PPU, Personnel, EMDC etc Deputises for General Manager when necessary. Promote and encourage full partnership working at all levels. External Liaises with MSP s, Community Leaders. Promote the PFPI process, organising and representing the service at meetings. Develop integrated working solutions to enhance service delivery. e.g. Joint Futures, private and public sector and voluntary sectors Liaises with other emergency care providers: Chief Superintendent / Assistant/Deputy Chief Constable level of police, Assistant Firemasters in Fire Brigade. Regularly communicates with NHS Managers at General Manager / Director level, Emergency Planning Officers etc Communicates with multidisciplinary groups e.g. Community Health Partnerships, Local Health Care co-operatives, Local Authorities. And Managed Clinical Networks. Liaises with general public, patients, carers and complainants by way of home visits. This type of communication can be highly sensitive and emotive and requires empathy and understanding. 10

11 Internal contact with senior managers, directors, and all other levels of staff. External contact with senior managers within other public sectors. I.e. would liaise/negotiate with Assistant Chief Constable level in police force, Assistant Fire Master level in Fire Brigade and NHS General Managers of other trusts. Nature of communication would typically be to negotiate service re-design and development. Considering and responding to queries and complaints from internal external stakeholders, some of which could be highly contentious Other external contacts would include Heads/Directors of Social Work and General Manager/ Executive level of Local Authority. Management of traumatic and serious operational incidents, including potentially dealing with bereaved relatives at an incident scene. E.g RTA s or multi trauma incidents Deal with media relations, being prepared to compile press releases and undertake interviews. 11

12 10. PHYSICAL, MENTAL AND EMOTIONAL DEMANDS OF THE JOB Physical skills driving skills Delivering presentations to a variety of groups regularly. Physical effort driving duties to visit stations within Division, or attend meetings outwith Division. Also there is a requirement for carrying, laptop computer, and brief case regularly. Mental Demands deal with large variety of issues and concerns, however workload is fairly predictable and core objectives are obvious and rarely change Performance, absence and finance. However, unpredictable priorities arise through reaction to NHS redesign and priorities. Often, these conflicting priorities require negotiation, persuasion and a rational approach to decision making. These unpredictable interventions which demand a response to a third party can be frequent. Main drivers for performance improvement and achievement of targets can be particularly demanding, whilst trying to take a NHS wide approach to redesign and reconfiguration. Working at his level within the NHS health economy can demand periods of intense concentration whilst pro-actively engaging with the general public and pressure groups. Driving in all weather conditions and traffic levels daily, some of which entails long journeys, including advanced driving skills in response to incidents Emotional demands The post holder may often deal with complaints and complainants, which can be highly distressing and emotional. Rarely to occasionally, dependant on the area, assumes the role of Incident Officer at Major Incidents. Mental demands deals with huge variety of issues/concerns. Core objectives and workload are relatively predictable and not subject to extensive change. Core objectives generally involve financial, performance, operational and HR concerns. Emotional demands typically the post holder will deal with the resolution of differences between the Service and staff, at a high level. There will be a requirement to deal with some complaints/complainants at a high level. 12

13 11. MOST CHALLENGING/DIFFICULT PARTS OF THE JOB Managing external NHS and Public Service/General Public priorities based around service redesign. Maintaining communications with MSP s and NHS Directors, as well as Pressure Groups and General Public. Constantly seeking opportunities for joint working / collaboration with partners. Managing internal conflicting priorities of the Service (other Directorates) and balancing the drive towards improving performance and meeting performance targets with creating and maintaining an appropriate working environment for staff (compliance with Treating People Well standards) and other priorities Finance, H&S etc. Ensuring that leadership skills and opportunities for staff development are maintained and managed. Communicating with external stakeholders, general public, patients and complainants. Being proactive to and aware of NHS service redesign change at the National / Health Board level and introducing systems / processes for managing demand and expectations Shaping and managing Divisional Budget and identifying and maintaining funding streams to assist with core funding. Driving service changes whilst maintaining constructive partnership working. 13

14 12. KNOWLEDGE, TRAINING AND EXPERIENCE REQUIRED TO DO THE JOB Ideally the post holder would have at least 5 years experience within a management grade role, be committed to improving quality and standards of care and be self-motivated, with the ability to demonstrate an analytical and flexible approach to the post. The individual must be determined, quick thinking and a successful people manager. Effective communications and interpersonal skills are essential, as is the ability to manage change and conflicting priorities. Desirable but not essential: Diploma in General Management / Degree or equivalent would be an advantage as would IT skills and knowledge of Microsoft programmes. Good IT skills and in depth specialist knowledge of the systems in use across the service Excellent presentation, communication (both verbal and written) interpersonal and problem solving skills Flexible approach to meeting individual and organisational needs. Self motivated and able to work without supervision using own initiative to complete tasks Evidence of ability to manage change An in depth understanding of the wider NHS policy agenda Ability and expertise to develop and manage high performance teams, providing leadership and guidance. Training provided on Service policy and procedure Excellent budgetary/financial experience and awareness essential Must be flexible as may be required to alternate between A&E and NES services. 13. JOB DESCRIPTION AGREEMENT Job Holder s Signature: Head of Department Signature: Date: Date: 14

15 Date: Date: 15