DIVISIONAL DIRECTOR Clinical Scientific Services · Section 4 Organisation Charts for Clinical ......

Divisional Director – Clinical Scientific Services (reference 10386) of 37

OUR FUTURE. IN YOUR HANDS.

DIVISIONAL DIRECTOR – Clinical Scientific Services

March 2015


CANDIDATE PACK

Divisional Director - Clinical Scientific Services

Letter from our Chief Operating Officer, Julia Bridgewater

Section 1 Job advertisement

Section 2

CMFT Background

Chief Operating Officer Organisational Structure

Section 3 CMFT 5 Year Strategic Plan 2014-2019

Section 4 Organisation Charts for Clinical Scientific Services

Section 5 Business Plan for Clinical Scientific Services

Section 6 Leading for Excellence

Section 7 Job Description & Person Specification

Section 8

Recruitment Timetable & Outline of Process

How to Apply


Trust Headquarters

Manchester Royal Infirmary Oxford Road Manchester

M13 9WL Tel No: 0161 276 4755

9th March 2015 Dear Applicant Thank you for your interest in the Divisional Director position at CMFT. Let me introduce myself, I am the COO at CMFT having joined the organisation only some 18 months ago. It has been an exciting time for me, and I have found the size, pace and complexity of CMFT exhilarating and challenging in equal measure. From my personal experience, I can tell you that you will find the Board here to be supportive and passionate and I am committed to building a senior team that shares this ethos. Quite simply we have the scale and opportunity to achieve great things, and I want to create a team of Directors that can rise to any challenge, both for today and the future. As you will be gathering, these are all high profile appointments at a pivotal time for one of the largest and most successful organisations in the NHS. The newly appointed Divisional Director will harness the substantial experience, expertise and enthusiasm within these complex Divisions, helping to drive the Trust forward in playing an increasingly critical role in local and wider Greater Manchester healthcare. Exceptional team work, strong collaboration and continuous improvement will be at the forefront of your thinking and you will need to be confident enough to challenge in the search for truly innovative solutions. With an annual income of £950m we have a national and international reputation for service delivery, teaching, research, transformation and innovation. Joining CMFT will provide the opportunity to work in a well-established, high performing Foundation Trust, now operating in the context of the recently signed historic devolution agreement incorporating Health and Social Care across Greater Manchester. You will be part of a tight knit group of Divisional Directors reporting directly to the Chief Operating Officer, with responsibility for the day to day running of the organisation. You will work closely with your Clinical Head of Division and Head of Nursing to provide coordinated leadership across your Division. We are seeking exceptional individuals to master some of the most complex change programmes in the NHS. Torres & Partners have been appointed to help with the search for the right individual for the posts. You will find useful contact details under the ‘How to Apply’ Section. I look forward to receiving your application. Yours sincerely,

Julia Bridgewater Chief Operating Officer


Section One – Job Advertisement

Make the change. Make the difference. Divisional Director – Clinical Scientific Services (CSS)

Competitive salary & remuneration package

Central Manchester &Trafford

There’s a real sense of change across the NHS in Greater Manchester, with a range of far reaching initiatives and collaborations between health and social care organisations as well as the added impact of the imminent devolution of £6bn of NHS Commissioning to the area. As one of the largest Foundation Trusts in England, with revenues in the region of £950m, we at Central Manchester University Hospitals NHS Foundation Trust are well regarded for our commitment to innovation and quality, so to be at the forefront of this change is genuinely exciting for us as an organisation. We are an integrated health, teaching, research & innovation hospitals group, responsible for running 8 hospitals and community services across Manchester and Trafford. We are a dynamic organisation working in an environment that is constantly changing and to support this, we’re recruiting an innovative, shrewd and talented Divisional Director of Clinical Scientific Services to form part of the Senior Leadership team. Managing a budget in the region of £100m in a division of almost 1900 staff, you will be responsible to the Clinical Head of Division for the direct delivery of all services comprising 9 Clinical and Scientific Divisions that include: a new 40 bed Critical Care Unit, Anaesthesia, Pharmacy, Radiology, Allied Health Professionals, Laboratory Medicine, Nuclear Medicine, Neurophysiology and Medical Engineering. With a flair for driving through service improvement and transformational change, you’ll have a natural ability to influence and communicate at all levels. Your strategic thinking along with your strength in leading others will be evident in all you do, acting as a role model and mentor for other key members of the senior team. You will need:

To be educated ideally to Masters degree level or equivalent plus evidence of continuing professional and personal development

Significant management and leadership experience at a senior level in the NHS

Experience at Director level in an NHS Acute Trust

Evidence of successfully leading significant organisational change in developing new models of healthcare delivery

Demonstrable experience of building, maintaining and utilising successful relationships with all staff, especially clinicians within complex organisations

You’ll be working in a fast moving pressurised environment where experience, strength of character and co-operation really matter. But more than that, you’ll be making a real difference to improving the health and wellbeing of our diverse population across our local communities. Quite simply, there could not be a better time to join us. For more information and to apply go to www.torres.co.uk/cmft or email your CV including salary details to our exclusively retained consultant Alison Diamond, at Torres and Partners; [email protected] or contact her on 01565 818121.

http://www.torres.co.uk/cmft

mailto:[email protected]


Section Two - CMFT Background

1. Introduction Central Manchester University Hospitals NHS Foundation Trust obtained Foundation Trust status in January, 2009. It had previously been formed in April, 2001, as the Central Manchester & Manchester Children’s University Hospitals NHS Trust, following the merger of the Manchester Children’s Hospital Trust and the former Central Manchester Healthcare Trust. It employs nearly 12,800 staff and has an income of approximately £950m. It has a close affiliation with Manchester University, as the largest undergraduate teaching centre in the North West and has built an enviable record in teaching, research and the provision of services to the populations of Greater Manchester and the North West and in certain specialties both nationally and internationally. 2. Divisional Structures The management structure is aimed at creating a balance between on the one hand, significant local autonomy and innovation with strong clinical involvement/leadership, and on the other a corporate style of working to address Trust wide operational issues and give a sense of strategic direction. In doing this, we have created a management structure around natural clinical groupings and hospitals but also have ensured that the units are not too large so as to be operationally unmanageable. On this basis, the following Clinical Directorates have been created: Children’s Hospital Saint Mary’s Hospital Royal Eye Hospital/Dental Hospital Clinical & Scientific Services (incorporating the Directorate of Critical Care Unit, Anaesthesia, Pharmacy, Radiology, Allied Health Professionals, Laboratory Medicine, Nuclear Medicine, Neurophysiology and Medical Engineering) Acute Medicine & Community Services – Manchester Royal Infirmary Specialist Medicine – Manchester Royal Infirmary Surgery – Manchester Royal Infirmary Trafford Hospitals Research & Innovation Each Division is headed by a Clinical Head of Division drawn from a clinical background. As well as being accountable for the agenda within their own Division, each Clinical Head of Division joins with the Executive Director team to form a single Management Board for the Trust. Within the general parameters set by the Board of Directors, the Management Board is the prime body for determining the overall operational management of the Trust and influencing effectively our corporate strategic direction and programmes. Each Clinical Head of Division is accountable to the Chief Executive, although much of their day to day dealings is through members of the Executive Director team and Associate Directors. On an operational basis this is through the Director of Patient Services/Chief Nurse. Divisional Directors report managerially to their Clinical Head of Division and professionally as managers to the Director of Patient Services/Chief Nurse.


3. Executive Director Team The structure at Executive Director team level reflects an absolute commitment to place patient/clinical services at the heart of the Trust. The team is made up of four Executive Directors who play a major role in the overall corporate management of the Trust as well as discharging wider functional responsibilities. Given the breadth and complexity of the agenda each Executive Director is, in turn, supported by a number of Associated Directors. The following posts make up the Executive Director Team: Director of Patient Services/Chief Nurse (Deputy Chief Executive) This post has a crucial corporate role with the remit of aligning our patient partnership work, the professional nursing agenda, the overall day to day operational management of patient services, including the delivery of key targets and our work on service development and modernisation. This post also acts as the Deputy Chief Executive. Executive Director of Finance This post pulls together a wide range of work at corporate level around Finance, Contracting, Informatics, Planning and Capital development. Medical Director The Medical Director role is a full time managerial position and is corporately responsible for Clinical Governance, Research & Innovation and Medical Education. Director of Human & Corporate Resources This post plays a major role not only in human resources but also takes the lead responsibility for corporate support functions to include Board secretariat, Governors and membership, Communications and Legal services. Chief Operating Officer This post is a pivotal role in the corporate management and strategic development of the organisation, as well as providing professional leadership to the Divisional Directors. 4. Principles and Values The Board of Directors has established a clear vision for the future underpinned by five strategic aims. Our vision for CMFT is “to become the leading integrated health, teaching, research and innovation campus in the NHS and to position the Trust on an international basis alongside the major Biomedical Research Centres, as part of the thriving city region of Manchester – with it strong emphasis on economic regeneration, science and enterprise”. Underpinning our vision of five strategic aims. To maintain and build upon our position as being:

The leading provider of tertiary and specialist services across the NHS

Prestigious internationally renowned Centre for translational research

Excellent local hospitals providing integrated care for our resident population

At the heart at the regeneration of the communities we serve

The best place to train and work


Section Three - CMFT 5 Year Strategic Plan 2014-2019


Overview

Central Manchester University Hospitals NHS Foundation Trust is a renowned healthcare and research organisation with a local, national and international reputation. We are responsible for running eight hospitals and community services across Manchester and Trafford and have a strong track-record of delivering excellent clinical care, and achieving NHS performance targets and financial balance. Our vision for the future is:

‘To be recognised internationally as leading healthcare; excelling in quality, safety, patient experience, research, innovation and teaching; dedicated to improving health and wellbeing for our diverse population.’

We face a number of significant challenges over the next five years as we aim to deliver our vision at the same time as finances are tightening and costs are increasing. Our four key longer term initiatives that will help us to address the twin challenges of balancing the books and continually improving the quality of the services that we provide are:

Specialised Services Developing specialised services, building on our

strengths and our existing portfolio

Healthier Together

Actively supporting and delivering the programme to reconfigure health services across Greater Manchester

Living Longer, Living

Better Working with partners across Manchester to

implement a new community-based model

of care

Research & Innovation and

Technology Continuing to invest in

research and new technology to remain at the leading edge

of medicine and service delivery

This document is our response to the requirement of Monitor, our regulator, to set out our high level plans for the next five years. It is important to remember that all that we do each day is underpinned by our continued focus on:

Safety - delivering safe, harm-free care

Quality - delivering personalised, responsive and compassionate care

Productivity and efficiency – delivering our services in a cost-effective way.

Our Profile

We are a large teaching hospital group providing local community and general hospital services to the population of Central Manchester and specialist services to patients from Greater Manchester, the North West, and further afield. We have eight hospitals, four of which are located on the main Oxford Road site, two miles south of Manchester city centre:

Manchester Royal Infirmary (MRI) – a large acute teaching hospital providing a wide range of complex secondary and specialist services. We are a specialist regional centre for kidney and pancreas transplants, cardiology and cardiothoracic surgery. The Accident & Emergency Department sees around 145,000 patients each year. We have pioneered many medical breakthroughs including being the first hospital in the UK to use a standalone 3D system for prostate cancer surgery.


Saint Mary’s Hospital – a regional centre of excellence providing a wide range of world class general and specialist services for women and babies, including maternity, gynaecology, newborn intensive care, clinical genetics, and a sexual assault referral centre.

Manchester Royal Eye Hospital (MREH) – one of the largest teaching eye hospitals in Europe and one of only two dedicated eye hospitals in the UK. Globally acknowledged as a centre of excellence, MREH is renowned for its pioneering work in all aspects of ophthalmology, including the emergency eye centre, acute referral centre, ophthalmologic imaging ultrasound unit, electrodiagnosis, laser unit, optometry, orthoptics, Manchester eye bank, ocular prosthetics, and the bionic eye implant unit.

Royal Manchester Children’s Hospital (RMCH) – a specialist hospital that provides healthcare for children and young people from throughout the North West, as well as nationally and internationally. It has 200,000 patient visits each year across a range of specialties including oncology, haematology, bone marrow transplant, burns, genetics, and orthopaedics and is the largest single-site children’s hospital in the UK. The Wellcome Trust Children’s Clinical Research Facility based there is involved in research areas that include cancer, growth and endocrine disorders, mental health, inherited metabolic disease, and kidney disease.

The University Dental Hospital of Manchester is one of the major dental teaching hospitals in the UK and is located within the nearby University of Manchester campus. Around 90,000 patients, both adults and children, are treated here every year. A team of around 300 staff provide general and highly specialised care for patients from the North West in areas such as complex medical problems, oral reconstruction and implantology following trauma or oncology, intravenous sedation for anxious patients, and cleft lip and palate services.

Trafford Hospitals, which we acquired in April 2012, includes Trafford General Hospital in Davyhulme and two smaller out-patient facilities in Altrincham and Stretford. Services at Trafford General include an urgent care centre, in-patient medical facilities, daycase surgery, and a dedicated elective orthopaedic centre. Services at Altrincham Hospital will transfer to a new purpose-built £17 million development in spring 2015. They will include a 7-day minor injuries unit, a wide range of specialist out-patient clinics, physiotherapy, radiology, and a dedicated renal dialysis unit with an award-winning home care training unit.

We also provide a wide range of community services for adults and children from facilities such as health centres, children’s centres, schools, and in patients’ own homes. There are around 45 community services including adult services such as district nursing, continence, and podiatry in central Manchester, and specialist services including children’s services, contraception and sexual health, community dentistry, and learning disabilities for the city of Manchester.

For full details of our services, go to www.cmft.nhs.uk. We are responsible for teaching undergraduate students from The University of Manchester Medical and

Dental Schools and for providing postgraduate medical education for junior doctors. In addition, we provide

training for twenty professional staff groups, in partnership with local higher education institutes.

The Oxford Road site underwent major redevelopment which was completed in 2009. Manchester Royal Infirmary, Manchester Royal Eye Hospital, Saint Mary’s Hospital, and Royal Manchester Children’s Hospital are now located next to each other which gives patients easy access to a wide range of services and clinical expertise. Being able to provide specialist children’s services with a range of adult services, maternity and neonatal care alongside high quality biomedical research space on one site puts us in a unique position to deliver the highest quality and most up-to-date healthcare for patients with the most complex conditions.

http://www.cmft.nhs.uk/


Further recent developments include:

Critical Care - a £25m investment to expand and develop our critical care service and improve clinical safety was completed in June 2014. The new unit has 52 critical care beds with easy access to A&E, theatres, radiology, and wards.

Hybrid Theatres - two new hybrid theatres that have the equipment needed to produce very detailed images, along with the necessary facilities for traditional surgery were completed in July 2014. This will enable us to develop our expertise in vascular and cardiac services.

Citylabs 1 - a new commercial science and innovation centre to provide a base for companies to develop new healthcare solutions close to the clinical workplace was completed in August 2014.

Research and Innovation

Our focus on research and innovation differentiates us from other hospitals. It ensures that our patients have access to the latest high quality care and that we attract the best staff and get the best results for our patients. It also attracts investment and enables us to develop mutually beneficial relationships with industry.

We have a large number of clinical academics who are recognised leaders in their field. Our main academic partner is The University of Manchester and we work closely with industry and private sector organisations such as Manchester Science Partnership (MSP). We are a founding partner of the Manchester Academic Health Science Centre, a major biomedical/health hub providing clinical and research leadership and helping healthcare organisations reap the benefits of research and innovation to drive improvements in care.

Our campus and its proximity to the University enables us to work with our partners to develop new ideas and drive them though into clinical practice.

Our Values, Vision and Strategic Aims

Our vision has been updated to reflect recent developments, where we are now, and what our ambitions are for the future. Our vision is:

‘To be recognised internationally as leading healthcare; excelling in quality, safety, patient experience, research, innovation and teaching; dedicated to improving health and wellbeing for our diverse population.’

This vision is underpinned by a series of more specific strategic aims:

1. Improve the safety and clinical quality of our services 2. Improve the experience for patients, carers and their families 3. Develop our specialist services and, in collaboration with our health and social care partners, lead on

the development and implementation of co-ordinated care 4. Increase the quality and quantity of research and innovation across the organisation to improve patient

health and wellbeing 5. Provide high quality education and training 6. Develop our organisation, support the wellbeing of our workforce and enable each member of our staff

to reach their full potential 7. Remain financially stable and generate a surplus to invest in our services.

Our organisational values underpin everything we do. We have developed a framework that sets out the core behaviours and attitudes that we expect of our staff, recognising how important the right attitude and behaviours are to delivering a positive patient and staff experience. Our values are: Pride – showing pride by being the best in everything we do

Respect – showing regard for the feeling, rights and views of others

Empathy – showing empathy by understanding the emotions, feelings and views of others

Consideration – showing thoughtfulness and regard for others, showing consideration for their feelings and circumstances

Compassion – showing understanding, concern and contributing to providing a safe, secure and caring environment for everyone

Dignity – showing respect and valuing all individuals and their diverse needs.


Values and Behaviours Framework PRIDE

RESPECT

EMPATHY

CONSIDERATION

COMPASSION

DIGNITY

Expected Behaviours

I will take pride in my own work and the contribution I make to others I will look for ways to do things better I will celebrate and share successes I will be a role model for others

I will consider the effect of my actions on others I will get to know people and understand how they wish to be treated I will actively listen, showing that I value others input and opinions I will manage my reactions to situations professionally, appropriately and calmly

I will involve patients, families, staff and others in decision making. I will listen carefully to others demonstrating my understanding and valuing other people’s situations I will take into account the views, opinions, actions and feelings of others. I will adapt my communication style and behaviour appropriate to the situation.

I will give relevant, timely and reliable information “No decision about me without me”. I will give Individualised care / service to patients, families and others. I will be collaborative and contribute to partnership and team working I will actively seek and respond constructively to feedback from others

I will show compassion through kindness, understanding of others and respect for their privacy I will make the time to listen, showing sensitivity and offer emotional support as required I will care for others in a professional, safe and secure way I will show appreciation to others, recognising what they do

I will show awareness and respect of people’s rights, diversity, privacy and cultural needs I will deal sensitively with all personal information ensuring confidentiality I will raise any issues of concern and support others to do so I will Involve and enable others to make informed decisions

Leadership Behaviours

Foster a culture to enable teams and individuals to continually improve services Celebrate achievements Lead by example, sharing knowledge and promoting best practice Build on and promote the positive reputation of CMFT

Demonstrate appreciation of the efforts of teams and individuals Encourage team members to recognise and value individual contributions Respect the diversity of others Address unacceptable behaviour Actively seek the views of others

Support individuals and teams to ensure the needs of others are understood and addressed Take into account the feelings and views of others in decisions and actions Foster a supportive and caring culture Role model appropriate communication and behaviour

Develop teams and individuals to ensure a personalised service. Ensure the involvement of individuals and teams in planning and decision making. Involve individuals and teams in changes which may affect them. Seek out opportunities for collaborative, team and partnership working.

Lead with a positive attitude Develop a culture which is open, honest and caring Listen and understand the needs of others Lead and develop services so they are safe, secure and delivered to a high standard.

Foster a culture where all individuals are able to contribute equally Proactively role model and promote equality, people’s rights, diversity and inclusion Lead and develop individuals and teams to ensure that people are treated with dignity and respect. Support individuals and teams to understand and learn from any concerns raised


Health and Hospital Services in Our Area Our hospitals provide local health services for the populations of Central Manchester and Trafford. The population of Central Manchester is growing. 56% are under the age of 30 and 47% come from black and minority ethnic (BME) groups. There are significant levels of deprivation and, despite the relatively young population, there are high numbers of people living with long term conditions. Central Manchester is in the worst performing group nationally* for: - Potential years of life lost from causes considered amenable to healthcare - Health related quality of life for people with long term conditions - Proportion of people feeling supported to manage their condition - Unplanned hospitalisation for chronic ambulatory sensitive conditions and for asthma, diabetes and

epilepsy in under 19s - Emergency admissions for acute conditions that should not usually require hospital admission. Generally health in Manchester is worse than the England average, with higher than average deprivation. Trafford has a population of c 235,000. Trafford fares better than Manchester, with general health better than the England average, lower than average deprivation, and life expectancy for men and women both above the England average. Trafford is better than the England median* for: - Potential years of life lost from causes considered amenable to healthcare - Health related quality of life for people with long term conditions - Proportion of people feeling supported to manage their condition but worse than the England median for unplanned hospitalisation for chronic ambulatory sensitive conditions and emergency admissions for acute conditions that should not usually require hospital admission. Both Trafford and Central Manchester sit in Greater Manchester. Health needs in the city region are variable, although general health in most of the local authorities in Greater Manchester is worse, deprivation is higher, and life expectancy is lower than the England average. Hospital services in the area are outdated. They were designed to meet the needs of the last century, not to deliver the type of care required today by people living with multiple long term conditions. The large spread of services across the region means that not all hospitals are able to provide senior doctors on site 24 hours a day, 7 days a week. As a result not all patients get the same level of service and this can result in variation in the quality of outcome for patients. An example of this variation in outcomes can be seen in mortality rates for emergency general surgery which vary from 23.1 to 51.7 per 1,000 spells across Greater Manchester. * (Outcomes Benchmarking Support Pack, NHS England 2013/14)


Our Strategic Plan 2014 – 2019

Our strategic plan sets out the key programmes of work which will enable us to continue to improve the

quality of our services and to live within our budget. It is based on four key strategic initiatives which are

described below:

Specialised Services Strategy – developing our specialised services, building on our strengths and our existing portfolio CMFT is a major provider of specialised services nationally - we are currently the 7

th largest provider

of specialised services in England. We have particular expertise in children’s services, genetics, women’s services, eye services, cancer surgery, vascular services, cardiac services and haematology. Our clinical campus is designed to enable us to treat those patients with the most complex conditions and our strategy is to develop our specialised services, building on our existing portfolio. Specific areas where we expect growth and development over the coming five year period include cancer surgery, vascular and cardiac services, and children’s services.

Healthier Together – actively supporting and delivering the programme to reconfigure health services across Greater Manchester to improve health outcomes and reduce variation

Healthier Together is a collaboration of health and social care organisations in Greater Manchester, including CMFT, working together on a programme that focuses on the redesign of hospital, community and primary care services with the aims of:

Improving the health and wellbeing of people in Greater Manchester

Improving equality of access to high quality services

Improving people’s experience of healthcare

Making better use of healthcare resources.

The proposed future model of hospital care is:

‘Specialist hospitals’ providing care more the most seriously sick patients on a small number of sites (4 or 5) across Greater Manchester

Local hospitals providing high quality care to the majority of patients, but not equipped to care for the small proportion of patients who are seriously ill and require highly specialised care.

We expect to be a ‘specialist hospital’ and will work together with a number of local hospitals to provide high quality care across our catchment area. Public consultation on the proposals started in July 2014. For more information, go to www.healthiertogethergm.nhs.uk.

http://www.healthiertogethergm.nhs.uk/

http://www.healthiertogethergm.nhs.uk/


Living Longer, Living Better - working with partners across Manchester to implement a new community-based model of care that is appropriate for patients today, in particular those living with multiple long term conditions

Living Longer, Living Better - working with partners across Manchester to implement a new community-based model of care that is appropriate for patients today, in particular those living with multiple long term conditions. Living Longer, Living Better is a 10 year programme that aims to ‘ensure that local people receive high quality, personalised and integrated services which support them to manage their own health and wellbeing, and live long, healthy lives’. Key to this is developing and investing in our community services to deliver new models of care that keep people well and enable them to be cared for, as far as possible, in the community and without the need to be admitted to hospital. We are focusing on people who are:

at the end of their lives

with long term conditions

frail and who may live with dementia

in their early years

living complex lives

children with long-term conditions.

Multi-agency teams will provide co-ordinated care to those most at risk of admission to hospital. Specialist teams working in hospital and in the community will support these teams. All beds, including those in hospital wards, nursing and residential homes and patients’ own homes, will be used to provide the highest quality of care, wherever people are. We have agreed a goal of 20% more care being provided in the community rather than in hospital by 2020.

Research & Innovation and Technology Strategy – continuing to invest in research and new technology to remain at the leading edge of medicine and service delivery.

We aim to make the most of our state-of-the-art facilities to deliver ground-breaking research and world-class services. Our strategy is to build on our existing areas of strength by investing in new technology and in people to be at the leading edge in key areas such as: Genomics and personalised medicine - this is a new type of medicine that tailors medical decisions, practices and products to the individual patient, based on their genetic make-up. Our Centre for Genomic Medicine is one of the largest and most comprehensive in Europe. We expect the number of diseases that we treat using this approach to increase greatly over the next 5 years. Cardiac - we aim to develop a single Manchester cardiac service with the University Hospital of South Manchester that will enable us to become an internationally recognised centre for research and to increase the life expectancy for patients with cardiovascular disease. Inflammation and repair – we already have internationally recognised research expertise in the area of musculo-skeletal disease. Areas for future development include the establishment of a Manchester Cartilage Centre where research will be undertaken and findings quickly brought into clinical practice, and the establishment of an academic department of orthopaedics.


Our Strategic Plan 2014 – 2019: Plan-on-a-Page

OUR VISION

To be recognised internationally as leading healthcare; excelling in quality, safety, patient

experience, research, innovation and teaching; dedicated to improving health and wellbeing for our diverse population

CHALLENGES STRATEGIES OUTCOMES

Wh

at d

rive

s u

s ...

Getting value for money from limited NHS resources

Achieving and exceeding quality standards

Delivering services that patients and commissioners want

Improving hospital services across Greater Manchester

Ensuring that we have the capacity to do all that we want to do

Improving the health and wellbeing of local people

Responding to the NHS England specialised services strategy

Building on the strengths of the Oxford Road site – facilities, skills and co-location

Building on our commercial , academic and research links

Responding to the national procurement for genetics

Remaining at the leading edge of technology

Wh

at w

e a

re d

oin

g ...

Key Strategies

Specialist services – targeted

development of services, building on our strengths and existing portfolio

Healthier Together – work with

partners across Greater Manchester to redesign services to ensure equitable access to high quality services

Living Longer, Living Better –

develop a new community based model of care between acute, community, primary and social care

Research, innovation and

technology – invest in key areas to remain at the leading edge of medicine

Supporting strategies

Quality IM&T Estates Organisational Development Workforce Communications Finance

Wh

at w

e w

ill be

...

One of 15 – 30 national centres for specialised care

An accredited major trauma centre for adults and children

One of 40 – 70 major emergency centres nationally

An accredited centre for specialised cancer surgery

One of 4-5 designated specialist hospitals across Greater Manchester

One of the top three integrated care systems in England

A designated NIHR Biomedical Research Centre

A nationally recognised Centre for Translational Research

A recognised national leader in personalised medicine

The Genomics hub for the North of England

OUR VALUES

PRIDE – being the best

RESPECT – regard for the feelings, rights and views of others EMPATHY – understanding the emotions, feelings and views of others DIGNITY – respect and value all individuals and all their diverse needs

CONSIDERATION – thoughtfulness and regard for others, consideration of their feelings and circumstances COMPASSION – understanding & concern and providing a safe, secure and caring environment for everyone


Section Four – Organisation Charts for Clinical Scientific Services

Last Updated – June 2014

Clinical Head of Division

Clinical Director

Divisional Director Vacant

Directorate

Manager

Directorate of Laboratory Medicine

Directorate of

Anaesthesia

Directorate of Radiology

Clinical Directors

Directorate

Manager

Directorate of Nuclear

Medicine

Clinical Director

Directorate

Manager

Directorate of Anaesthesia

Clinical Director Deputy CD’s

Directorate Manager Deputy DM Anaesthetics / Critical Care

Directorate of Critical Care

Clinical Director

Directorate of Pharmacy

Director of Pharmacy

Directorate of Allied Health Professionals

Head of AHPs

Directorate of Neurophysiology

Clinical Lead

Directorate Manager

Divisional Accountant

Directorate Accountants

HR Business Partner

Divisional Clinical

Effectiveness Manager

Business Analyst IT Analyst

Divisional Comms Lead

Divisional Research Mgr.

Procurement Manager

Associate Director of Division

Medical Engineering

(MEAM)

Head of MEAM

Trust Medical Devices

Coordinator

Post Grad Education Lead

Under Grad Education Lead

AHP Professional Leads Adult / Paediatrics

OT Physio Dietetics SALT MSK

Divisional Quality & Complaints Manager

Head of Nursing

Clinical & Scientific Services Division Organisational Chart & Management

Arrangements


Trust Management

Board (TMB)

Operational Management

Group (OMG)

Trust Clinical

Effectiveness Committee

Trust Risk Management

Committee

CSS DIVISIONAL BOARD

CSS DIVISIONAL CLINICAL

EFFECTIVENESS BOARD

CSS OPERATIONAL

GROUP (COG)

- CSS Quality Group

Directorate Management & Clinical

Governance Meetings

Corporate Meetings

CSS Meetings

CSS Directorate Meetings

CSS Divisional

Infection Control

Forum CSS QUALITY GROUP

- CSS Quality Group

CSS GOVERNANCE ARRANGEMENTS


Section Five - Business Plan for Clinical Scientific Services

Clinical & Scientific Services (CSS) Division

Business Plan (DRAFT)

2016/16 – 2019/20 1. KEY CHALLENGES

Identify the key issues facing the Division over the coming 5 year period - these will include significant risks, threats, opportunities

Key Clinical Challenges

Meeting the need for clinical service reconfiguration across Greater Manchester through Healthier Together, Living Longer Living Better & Place Based Care

Working with clinical divisions to support NHS Seven Day Service implementation

Introduce a standalone vascular and non-vascular consultant on call rota to support vascular services development and complex EVAR

Manage the final roll out of the CRIS communicator system for radiology reporting within the Trust.

Improving overall clinical outcomes from medicines through individualising patient care – Medicines Optimisation

Key Operational Challenges

Matching Anaesthetic capacity with demand through effective resource management and timely recruitment.

Implementing a Post-Operative Care Unit (POCU) to facilitate improved CCU patient flow.

Reducing the gap between radiology reporting capacity and demand to reduce reporting delays and outsourcing requirement

The installation of a second MR scanner on the MRI site to reduce the need for outsourcing scans to the independent sector

Implement a Managed Equipment service (MES) to provide the DLM with cutting edge and cost efficient automation platforms that streamline operations and workflow.

Implement a substantive ESP service in the Emergency Department at MRI to support the achievement of the 4hr target.

Key Strategic Challenges

Continued harmonisation & integration of service at Trafford to deliver equitable services across sites and rationalise estate requirements.

Responding to Seven Day Service delivery requirements whilst ensuring cost effective and sustainable services

Pursuing opportunities for collaborative working with partner organisations to deliver high quality and sustainable services across Greater Manchester

Continue to enhance the Trust’s strong reputation for embracing clinical research through the installation of a PET-MR scanner within Neurophysiology in partnership with the University of Manchester

Identify opportunities for partnership working with the Nuffield development to enhance service provision through innovative service models.

Key Financial Challenges

Identification and delivery of the divisional Trading Gap

Continue to ensure premium payments are brought baseline.

Implementation of Seven Day Services across key support services

To lead on and support the implementation of Transformation schemes

Ensuring sufficient capital funding is available to support the purchase of replacement, new and innovative clinical technologies.


2. PLANS

2.1 Quality Improvement Plans Clinical Effectiveness

Plan milestones to be achieved by (enter √ in appropriate box)

Key challenge(s) addressed

Significant risks and mitigation (of plans)

Resource requirements

Name / Description

Milestones 15/ 16

15/ 16

16/ 17

16/ 17

17/ 18

18/ 19

19/20

Q2 Q4 Q2 Q4 Q4 Q4 Q4

Implement Trustwide Electronic Prescribing and Medicines Administration system.

Pilot complete √ Improving safe medicines practice Improving clinical outcomes from medicines Operational productivity and efficiency

Scale of organisational change.

Capital funding (total £4m) DH allocation (£2m) CMFT allocation (£2m) Project management team.

Phase 1 roll-out √



Full implementation √

Roll out of Radiology communicator system

Complete roll out across central site

√ Failsafe communication of diagnostic results IT challenges associated with a regional shared information system

7 – day working Full scoping exercise √ Reducing overall LoS for patients Equity in quality of services received Improvement in weekend mortality rates

Significant funding implications Ability to link divisional priorities with the need to support plans of clinical divisions

TBC

Prioritise areas and resource implications

√

Agree funding for priority areas and initiate recruitment

√

Continue process of implementation

√ √


2.2 Quality Improvement Plans Patient Experience





Name / Description

Milestones 15/ 16

15/ 16

16/ 17

16/ 17

17/ 18

18/ 19

19/20

Q2 Q4 Q2 Q4 Q4 Q4 Q4

Development of a Daycase Interventional Radiology unit.

Business Case approval √ Reducing day before and on the day cancellations due to lack of beds Improve overall patient experience Reduce failed daycase rate Assist patient flow across MRI

Inability to effectively re-utilise released capacity within MRI Use of ICON facility for alternative services

Physical space requirement Execute Implementation plan √

Go live √

Lloyds outpatient dispensing contract achieving specification.

Max OP wait < 30 minutes √ Extended waiting times for out-patient dispensing times

Contract management. Refurbishment of adult facility to improve workflow and patient experience

Average OP wait < 15 minutes √

Zero Complaints √

? Dispensing errors √

Annual contract review √

Adult facility refurbishment √

Contract re-tendered √ √

Use patient feedback to improve service

Increase data collection compliance relating to patient experience

√

Ensure data is displayed in both patient and staff areas across directorates

√

Identify and implement improvement opportunities

√

Utilise patient stories within key agendas to communicate real life experiences to drive change.

√


Embed the Trust quality strategy in service delivery

Identify quality improvement actions at directorate level

Annual review of quality improvement actions

Continue to utilise divisional theme of the month agenda

√

Deliver Cancer Survey Action Plan

Carry out review of patient information

√

Review OP survey to capture areas for improvement

√

Improve departmental environment through life cycling process

√ √ √ √

2.3 Quality Improvement Plans NHS Performance Targets


Key target(s) addressed



Name / Description

Milestones 15/ 16

15/ 16

16/ 17

16/ 17

17/ 18

18/ 19

19/20

Q2 Q4 Q2 Q4 Q4 Q4 Q4

Anaesthetic capacity / demand

Advertisement and recruitment

√ Financial Delivery Contribute to 18w RTT achievement

Competition from other Trusts. Turnaround time of recruitment process (approval, recruitment etc) Annual Availability

Availability of high quality candidates Robust and timely data

Consultants start in post in line with project plan

√

Development of Fellow Posts in Areas of Specific Interest

√

Development of Solo lists for ST5+ trainees in hours

√

Recruitment and training of locums as a potential source of Consultant recruitment

√


Installation of a second MR unit on the Manchester Royal Infirmary site

Business Case submission & approval

√ 6 Week diagnostic waits 18w RTT achievement Supports reduction in LoS

Ensuring appropriate physical location for new scanner Unable to support additional activity but will reduce need for outsourcing

Capital funding

Commence Procurement process

√

Estates enabling works √

Installation and commissioning √

Commence operational use √

Implementation of a POCU (Critical Care)

Submit business case for approval

Reduced unnecessary admissions to Critical Care Unit Reduced elective cancellations Improve 18w RTT performance

Funding for capital and revenue requirements

Engage with commissioners

Estates enablement works

Operational implementation

Implement Trustwide Electronic Prescribing and Medicines Administration system

Pilot complete Reduced LoS Reduced readmissions

Scale of organisational change.

Capital funding (total £4m) DH allocation (£2m) CMFT allocation (£2m) Project management team. On-going system management and training team.

Phase 1 roll-out

Phase 2 roll-out

Phase 3 roll-out

Full implementation

DLM Managed Equipment Service

Release BAFO tender docs √ Reduced Turnaround time in DLM Potential to reduce LoS due to reduced downtime and quicker turnaround of blood samples

Impact of equipment installation on current service provision

Project implementation plans √

Complete enabling works √

Transfer from existing equipment following evaluation

√ √ √

Integration of virology/ Immunology/serology service into a fully automated blood science laboratory

√ √


AHP Support to ED/Urgent Care

Review pilot scheme effectiveness

√ Improved achievement of ED 4hr target Reduced unnecessary admissions Improved patient experience

Ability to identify accurate demand profile to maximise impact

Funding for additional substantive staffing

Develop substantive business case

√

Align staffing requirements & recruit if needed

√

2.4 Strategic Development Plans Plan milestones to be achieved by (enter √ in appropriate box)




Name / Description

Milestones 15/ 16

15/ 16

16/ 17

16/ 17

17/ 18

18/ 19

19/20

Q2 Q4 Q2 Q4 Q4 Q4 Q4

PET/MR scanner for Dementia research Collaboration with University Translational research

Confirm estate refurb plans √ Improved access for NHS patients Reputational profile of Trust for advancing research

Timescales for implementation to align with spend requirements for grant to Manchester University

Funding to contribute to estates refurbishment

Complete estates works √

Scanner Installation √

Commission equipment √

Commence operations v

Developing services to align with the Living Longer, Living Better agenda

Centralisation of Pharmacy Aseptic Units at MRI

Project feasibility and planning v In line with trust TGH Estate Rationalisation strategy Potential delivery of financial improvement

Impact on current service delivery. Various service model options to be considered Long term inability to respond to changes in clinical model for TGH

TBC

Submit case for implementation v

Implementation v


2.5 Transformation Plans Plan milestones to be achieved by (enter √ in appropriate box) *

Measurable Benefits

Risks and mitigation (of plans)

Lead Clinician / Lead Operational Manager

Name / Description

Milestones 15/ 16

15/ 16

15/16

15/16

16/ 17

16/ 17

16/17

Q1 Q2 Q3 Q4 Q1 Q2 Q3

Blood Management

Confirm project scope and deliverables

v Reduced blood product wastage and associated costs

Improved LoS

Improved patient experience

Requires Trust wide buy in and implementation. Divisional project and clinical leads to be identified

Dr Kate Pendry

Identify required project management requirements

v

Confirm workstreams and project plan

v

Implementation v v

Review impact and outcomes v

Place Based Care (Pharmacy & AHP)

Identify Community Offer v Reduced ‘in-hospital’ activity

Reduced readmissions

Improved patient experience

Cost implications for implementation of new service models Ability to meet 20% shift objectives

Leigh Hudson

Finalise service redesign models √

Implementation √

EPP (anaesthetics)

Confirm actions within overall project plan

Improved theatre utilisation

Reduced ad-hoc anaesthetic sessions

Financial improvement

Requires trust wide buy in and support Ability of Trust systems to capture baseline and improvement data

Leigh Hudson / Clinician TBC

Confirm baseline data

7 Day Services (all services)

Identify developments to achieve compliance

√ Reduced LoS

Improved clinical outcomes

Improved ED/UC 4 hr performance

Potential for significant cost implications for weekend working

Identify resource needs √

Project implementation √

*Please note different timescale


3. WORKFORCE 3.1 Human Resources

What are the key workforce issues/challenges over the next 5 years and how are they being addressed (eg recruitment, implementing new roles, productivity)?

RECRUITMENT AND RETENTION

Nursing recruitment and retention to be addressed via a rolling programme of recruitment, international recruitment, and retention plans including exit questionnaire review and staff engagement initiatives (Critical Care).

Development of ESP (extended scope practitioner) roles in AHPs (2015-2016)

Lack of experienced paediatric AHP staff for specialist areas to continue to be addressed by a combination of external recruitment, internal training, Masters Level programme training and liaison with the NW workforce board.

Neurophysiology - workforce development - 60% of the experienced band 7+8 staff will retire within the next 2 years. There is a local and national shortage of clinical physiologists. Plans to address this include the recent recruitment of a newly qualified Band 5, in house training and development of lower banded staff to support succession planning along with short term over-establishment at Band 7 to manage workload on retirements. Further recruitment and increased clinical placements for MMU students to assist with future staffing shortages.

Consultant recruitment –Neurophysiology for which Salford are the Hub. Support needed with capacity issues. Joint advert unsuccessful and requires further re-advertisement. Recent replacement at SpR level at Salford.

Recruitment of sonographers to meeting service development and increasing demand. Review of internal training provision and recruitment and retention packages.

WORKFORCE PRODUCTIVITY

Impact of increased flow and acuity and expectation for greater productivity

Anaesthetic capacity and demand (2015-2016) and expansion of pre-operative clinics, addressed via the implementation of the workforce plan for Consultants Anaesthetist appointments and increasing sub-specialisation.

7 day working and staffing levels, addressed through service review, workforce planning and forecasting, recruitment to turnover e.g. Nursing, Pharmacy and ad-hoc utilisation of internal bank workers.

Cycle of job plan review to determine the scope for Consultant APA’s in delivering the one week referral to CPET test commitment (2015-2016).

Increasing demand for PST and CT scans addressed by workforce planning review.

Workforce review and training needs analysis to be undertaken as POC tests and devices are identified as appropriate in line with the Urgent Care Plan.

SKILL AND CAPABILTY

MEAM - Professional rolling apprenticeship and staff development training programmes to address succession plans and ensure skilled available workforce.

Ensure high quality appraisals take place for every member of staff.

Achievement of appraisal and mandatory training targets by a scheduled rolling programme of planned completion dates.


IMPROVING ATTENDANCE

Improving sickness absence levels by:

1. ensuring consistent application of policies and procedures, through a review of management practices and robust performance management.

2. reviewing sickness data on a regular basis to target hotspot areas. 3. reviewing divisional data to identify specific causes for high level of

absence and developing work programmes to address areas of concern.

What is the direction of travel for your activity projections over the period 2014/15 to 2018/19 (increasing / decreasing / stable) and how are you changing the workforce to manage this?

Increase in activity relating to new developments, increased acuity and throughput managed by service review and rationalisation.

Rapid, major change service reconfiguration across Greater Manchester, TGH redesign, Healthier Together, integration primary care, hospital mergers, place based care, managed via service review.

7 day working in some services following baseline assessment, addressed via review of current establishment, working patterns, workforce profiling, skill mix and staffing review.

Development of chronic pain service and recruitment of additional staff.

Development of fellow posts in areas of specific interest (Anaesthesia).

Supply of Clinical Fellows to support the resident on-call rotas operated from Adult Anaesthesia/Critical Care.

Robust and resilient delivery of specialist assays and services to other laboratories across Manchester and maintaining demand for these services e.g. GMIS (2015-2016)

HMD service review and associated consultation (2015-2016)

How do you plan to transform your workforce to improve quality/safety and / or productivity during the period 2014/15 to 2018/19?

Continued focus on clinical effectiveness

Continued service review/ skill mix & workforce re design

Reduce agency/locum utilisation.

Review of Bank worker remuneration

Benchmarking

Training of IVF staff in a specific area of ultrasound to release sonographer capacity.

Increasing number of resident clinical staff on site to support A&E targets, major trauma and length of stay (Radiology)

Utilisation of Radiology Department Assistants to support clinical staff.

Review of automation of equipment and IT e.g. e-prescribing

Supporting the development of leaders within the Division through the relevant programmes e.g. Newly Appointed Consultant, Clinical Directors, Senior Leadership and NHS Leadership Academy programme as appropriate.

Review of staff satisfaction and survey results to achieve increased levels of engagement in line with the Divisional Action Plan.

Utilisation of the Equinity Revalidation Management system and application of local systems to achieve improvements in Mandatory Training and Appraisal rates with performance reviewed via the Divisional COG meeting.

Reduced levels of sickness absence utilising the available Health and Wellbeing improvements to facilitate this.

Appropriate values and behaviours sessions with staff along with the application of the Equality and Diversity Divisional Action Plan objectives.


What measures do you plan to put in place to reduce workforce costs while meeting your activity projections and maintaining safe services? Include measures to control bank and agency costs?

Directorate level review of bank and agency by reason utilising the embedded divisional mechanism with performance reviewed formally via the Divisional COG meeting.

Skill mix review and organisational change.

Review of on-call arrangements/working patterns. Improved integration of laboratory IT systems with clinical IT systems.

3.2 Organisational Development

Plans/actions Timescales Lead

How will you work collaboratively to develop a patient focussed culture?

Embed Values and behaviours

Implement effective appraisals and individual objective setting

Cultural assessment and improvement plan

Intra and inter team development

Staff recognition and reward

Divisional attendance at Living our values workshops Application of the staff experience action plan in conjunction with 2014 results Trajectory in place for key workforce KPI’s i.e. appraisals and objective setting. Extension of focussed directorate support e.g. MEAM Promotion of We’re Proud of You and Divisional Star recognition awards aCroSS the Division newsletter focus on recognition e.g. proud of you articles. Divisional Director and Clinical Head of Division compliment recognition letters. Team Briefs Values based recruitment for key appointments as vacancies arise.

2015/2016 2015/2016 2015/2016 2015/2016 2015/2016 2015/2016 2015/2016 2015/2016 Corporate approach 2015/2016

DD/AD/DM/HRBP/HOD DD/AD/DM/HRBP DM DM/HRBP DM/HRBP DD/DM/HRBP DD/HOD DM DD/AD/DM/HRBP


How will you ensure you recruit, develop and retain talent and ensure leadership capability- in particular clinical leadership?

Talent management and succession planning

Leadership and management capability assessment and development

Learning and development needs analysis and plans

Learning organisation/culture

Supporting the development of leaders within the Division through the relevant programmes e.g. Newly Appointed Consultant, Clinical Directors, Senior Leadership and NHS Leadership Academy programme as appropriate.

Workforce Planning/Succession Planning

2015/2016 2015/2016

DD/HOD/DM DD/DM/HOD/HRBP

How will you encourage a participative, listening and open culture that creates commitment and engagement?

Staff engagement (aligned to patient engagement plans)

Staff Survey plans

Employee well-being

Alignment with ED&I plans

Continued application of the staff survey action plan and refinement following 2014 results.

Away Days.

Departmental engagement sessions as appropriate.

Health and Wellbeing events

2015/2016 2015/2016 2015/2016

DD/AD/DM/HRBP DD/DM/HRBP DD/DM/HRBP

How will you further develop and sustain services through distributed leadership, transformation and service improvement?

Change and service improvement capability and development

Creating and harnessing creativity and innovation

Alignment of transformation plans with OD Plans

Senior Team Away Days to discuss Divisional Strategy and Vision

2015 DD

3.3 ED&I

SMART Objective – outline what the objective is, who it will impact on, how it will progress equality and diversity in the division, how success will be measured and the timeframe for delivery.

Resource Requirements

Risk/issues

1. Workforce Using available data such as workforce data, staff surveys etc. the Division should identify key issues that can be progressed within the division. The objective should identify how the teams will engage their staff on this objective.

Incorporation of objective as part of appraisal planning process.

Line manager to monitor progress against objectives on a regular basis.

Divisional Audit of appraisal documentation.

Appraisal administrative time.

Achieving the appraisal KPI of 100%. Performance managed by Divisional Operational Group and Board Meetings.


2. Patients Using available data such as patient outcomes, patient surveys, patient profiles, patient complaints and other feedback mechanisms the Division should identify areas for development for either all patients or identified key groups.

Develop survey data capture detail. Service user feedback linked to protected characteristics.

Support for patient to complete survey, time to access data & interpretation of data

Patients may choose not to complete. Reference reason for data collection on survey. Issue survey on arrival, where possible.

3. Community To ensure that the services of the division meet the needs of their community local community, patient’s community (friends and family/carers), other staff groups or key national groups this objective should set out how the division will understand the wider impact of its services and support a fully inclusive approach to their services.

Each Directorate to plan engagement session with service users Each Directorate to have held an engagement session. Recommendations following sessions to be fed into Divisional COG/Clinical Effectiveness meetings for review of actions.

Time, Room availability,

Willingness of users to participate. Encourage participation where difficulties encountered with securing service user feedback.

4. Communications This objective will outline how the Divisions ensure that their communications are clear, timely and inclusive.

E&D Knowledge Training facilitated by HR/E&D Manager.

Trainer time. Participant time.

Attendance levels on the sessions and application in the workplace outside of classroom setting.

5. Engagement Each division has been set the objective to ensure their teams engage with patients, staff and community to identify key issues and create plans to improve.

See objective 3.

In addition divisions will be asked to report on how they are supporting their teams in the development and delivery of their individual E,D& I objective.


CMFT are currently undertaking an organisation wide development programme for all Senior Managers and this poster captures some of these activities and aspirations.

1. Strategic Context 2. Progress so far

Leading for

Excellence

Leading for Excellence a distributed leadership culture-balance between leadership, accountability and ownership.

Culture for Change

Skills for Change

Transforming care for the Future service lines to affect change collaboratively and innovatively across the clinical pathways

Delivering Change

Clinical led high performing teams where specialist clinical areas are led and managed by clinicians and managers as distinct operational units

High levels of staff

engagement

Supportive leadership

and people management

High Quality Care culture

Inspiring Vision and compelling

strategy

Clear objectives at every level

Learning and Innovation-

responsibility of all

Genuine team working and co-operation

3. What are we doing now ?

Over 100 consultants completed/ undergoing training, significant service developments demonstrating improvements in quality to patient care .

11 Ward Managers completed development programme, enhanced personal leadership skills and capabilities and improvements made within own service areas of work

Trafford Ward Managers

Newly Appointed Consultants

12 Clinical Directors completed leadership development programme

Clinical Directors

Two further cohorts are going through the programme with a further two identified. Overall, 225 leaders will have completed the programme.

Leading for Excellence Development

Sessions

Leading for ExcellenceDevelopment

Leading for ExcellenceCompetency Framework

Vision 2Action

.Leading for ExcellenceDevelopment Centres

Is designed to set the standard and expectation of all staff in leading change at CMFT. It will underpin our leadership and talent management initiatives.

First cohort of Exec Team and Divisional/Corporate Directors have completed 5 masterclasses, a leadership 360 and started a strategic change project.

Understanding Individual leadership capability and potential and Leadership culture and distributed leadership capability

Equip teams with service improvement tools/skills to lead change , develop the triumvirate leadership structure of a consultant lead supported by a manager and nurse.

4. What’s next?

Starting a career

Mid Career

Advanced Career

Toward retirement

Creating development opportunities and a range of career pathsAttracting talent from within and beyond our local communityDeveloping inclusive and diverse leadership and career development opportunitiesSupported to get involved in quality improvement and transformational change

Creating opportunities for skill and competency development for all staff to enable growth as professionals at all stages of careerMaking a personal contribution to quality improvement and transformational changeInstil and embed the value of lifelong learning

Equitable and flexible opportunities for staff to progress and where desired into senior leadership rolesLeading on quality improvement and transformational changeWherever possible develop staff from within into senior and advanced career roles.

Support and value our older workforce to continue to grow and provide flexible retirement optionsLeading on quality improvement and transformational changeCreate succession planning and knowledge retention processes that make the most of our more experienced staff

Leadership and Career Development

Leadership and Career development at CMFT is our effort to attract, develop and retain skilled and valuable employees.

Transformation Leaders

Developing change capability across the whole workforce

Leadership and Management

Level 1 and 2Leadership and management development for frontline managers will be developed in the next 12 months, ILM endorsed.

Leadership Development at Central Manchester HospitalsSection Six – Leading for Excellence


Section Seven - Job Description and Person Specification

JOB DESCRIPTION

Job Title: Divisional Director Division: Clinical Scientific Services Accountable to: Chief Operating Officer & Clinical Head of Division Reports to: Chief Operating Officer & Clinical Head of Division

Main Organisational Relationships Internal Chief Operating Officer, Clinical Head of Division, Clinical Directors, Directorate Managers,

Divisional Directors, Corporate Directors and professional colleagues from the wider healthcare setting.

External: Develop and maintain excellent collaborative relationships with other NHS organisations,

CCG’s, NHSE and other relevant agencies to ensure that objectives are met.

Job Summary The Divisional Director is responsible to the Clinical Head of Division for the direct delivery of all patient services within the Division. This involves ensuring that all operational performance targets, including waiting lists, finance, the quality of services to patients and improving services towards best practice standards within available income are achieved. The Divisional Director will provide highly visible leadership to all staff working within their area of responsibility to foster a culture that promotes our values and behaviours framework and ensures effective staff management and development to deliver service priorities and high quality patient care. The Divisional Director maintains overall budgetary responsibility for meeting Divisional financial targets and ensuring that the Trust can meet its own corporate financial obligations. The post holder will work closely with the Chief Operating Officer and Executive Director Team (EDT) to achieve the Trust’s corporate objectives and will be expected to make a positive contribution to the provision of health services across the local health economy.

Main Duties & Responsibilities 1. Service Delivery

To manage all services across the Division ensuring the development and maintenance of the highest standards.

In conjunction with the Trust's Directors, ensure that the Division is able to meet its performance standards as outlined in the Trust's Performance Assessment Framework.

To assume responsibility for the resolution of any urgent issues within the Division.

To establish systems in order to implement the Trust's PPI strategies for assessing service users' views on the quality of services provided and for involving patients, relatives and their representatives in the planning and development of services.

In conjunction with the Trust's Directors, agree Local Delivery Plans, capacity and efficiency plans and be responsible for implementation of changes agreed in Local Delivery Plan negotiations, delivering agreed activity levels to enhance performance.


To lead on the Division's modernisation strategy including the identification, development and delivery of appropriate service improvements.

To play a key role in engaging staff in the development and implementation of service reconfiguration programmes, particularly with respect to the proposed changes, ensuring the benefits identified are realised.

To ensure the Division is able to meet all national and local performance standards through the establishment of divisional performance objectives and securing the infrastructure to support the levels of performance required.

To ensure the Divisional teams utilise available performance information to facilitate the monitoring of performance and the opportunities for improvements, agreeing plans to improve service efficiency and quality.

To participate in the Divisional/Trust Senior Manager/Director's on-call rota as required. 2. Communication

Work with Executive and Divisional Directors, to develop a shared vision of service and to promote a culture within the Divisions whereby all staff are working together towards the achievement of Divisional and Trust objectives.

To develop and maintain relationships using effective and pro-active communication mechanisms with staff maximising the opportunity for their involvement and their ability to speak up or raise concerns in an open an honest culture.

To develop excellent relationships with Clinicians to ensure that professional staff have an opportunity to influence the management, planning of and development of services within the Divisions.

To develop effective partnerships with the other Divisions and corporate functions in order to develop the corporate strategy and operations of the Trust.

To develop excellent relationships with all external stakeholders including CCG’s, the Strategic Health Authority, the Local Authority, patients' interest groups, the media and the local community.

To maintain effective working relationships and open communication with other Directors and divisional staff to ensure a consistent and cohesive corporate approach to the delivery of clinical operations.

Active participation when required in meetings including Trust Board, Executive Team and Divisional Reviews.

3. Performance and Resource Management

To have overall budgetary responsibility to ensure that the Division meets its financial targets and to ensure that the Trust can meet its own corporate financial obligations.

To develop and sustain an organisational structure and culture that devolves operational budgetary responsibility within the Division whilst achieving cost efficiency targets.

To develop and sustain an organisational structure and culture that devolves operational budgetary responsibility within the Divisions whilst achieving cost efficiency targets.

To support processes aimed at improving financial information and budgetary control.

To ensure that all assets operated by the Divisions are utilised effectively. To contribute to the Trust-wide debate on the Estates strategy.


To ensure that all activity and service objectives are effectively met within the Trust's Standing Orders, Standing Financial Instructions and Scheme of Delegation.

To ensure that the Division meets its access targets.

To ensure that activity, 18 week, cancer, 6 week diagnostic, booking/choice, access and quality targets (including in-patient, day patient and out-patient) are achieved within agreed financial constraints and having regard for Trust policies and procedures.

To ensure the effective implementation of appropriate Payment by Results arrangements across the Division.

4. Human Resources Management

To adhere to all Trust Human Resources Management policies and procedures, ensuring compliance with employment legislation and regulation at all times.

To be responsible for the management of all human resources within the Division. This includes the setting of objectives, personal development plans and appraisal.

In conjunction with the Clinical Head of Division, to agree job plans and appraisals with Consultant medical staff and ensure that effective arrangements are established to engage medical staff and other clinical professionals in both the management and planning of all services.

To work with colleagues to develop workforce plans for the Division, ensuring that both professional and non-professional workforce requirements are planned to ensure that the Division has the right people in the right place at the right time.

To take the lead, together with the Divisional HR Business Partner to develop strategies and plans which will enable the Division to implement the Trust HR Strategy.

To actively promote and deliver against the Trust Values and Behaviours framework.

To fully encourage and participate in organisational and management development activities designed to enhance Trust, Divisional, team and individual capacity and capability.

To generate a culture which promotes empowerment and ensures that decision-making is allocated to appropriate levels, allowing staff to feel they make a valuable contribution.

To engender an environment where all staff are constantly seeking to make service improvements and deliver to agreed individual and group targets.

5. Clinical Governance

To review and maintain clinical standards within the Division, together with the Clinical Head of Division, in order to ensure that the highest standards are achieved and maintained and that relevant national policies and objectives in relation to Clinical Governance are achieved.

To work with clinical staff to develop changes in clinical practice through the development of evidence-based practice which supports the Trust's Governance Strategy.

To ensure full compliance within the Division with the Trust's Complaints procedure, taking any action where necessary to improve the quality of service to patients.

To monitor performance against the fundamental standards of the Care Quality Commission and initiate appropriate action to ensure the standards are achieved and maintained.


6. Strategic Management In working with the Clinical Head of Division and other colleagues within the Trust and within the wider health community, the postholder will be expected to:

Contribute to corporate policy making and promote and support policy decisions both internally and externally.

Contribute to the strategic development of adult & children’s services across Greater Manchester.

Ensure the NSF for Children and Young people is implemented and monitored.

Establish effective relationships with commissioning agencies such as National Specialist Commissioning Advisory Group and specialist commissioners with respect to certain specialist services provided within the Division.

7. Professional Development

To be aware of latest best practice thinking and service delivery elsewhere within the NHS.

To adhere to the standards laid down in the NHS Code of Conduct of Managers.

To participate in personal objective setting and review, including the development of a personal development plan.

To attend and complete all mandatory training sessions as required.

To be responsible for ensuring the quality of the data collected and managed by staff within the span of control. To be responsible for ensuring such staff receive appropriate training and that they comply with Trust policies and procedures.

___________________________________________________________________________ Infection Control It is a requirement for all staff to comply with all infection control policies and procedures as set out in the Trust’s Infection Control manual. The postholder is also responsible for ensuring all their staff attends mandatory training, including infection control and to provide support to the Director of Infection Control. Health & Safety The postholder must not wilfully put him/herself or others at risk while at work. Safe working practices and safety precautions must be adhered to, protective clothing and equipment must be used where provided. All accidents must be reported to a member of management who has to participate in accident prevention by reporting all potential hazards. Research & Innovation The Divisional Director will be responsible to ensure that the Divisional Research plan is full implemented, with the supporting governance and information systems. Research performance, will be an important factor in the recovery of research income, balanced against a portfolio of research, which can be conducted safely and to high quality standards. Equality, Diversity & Inclusion The Trust is fully committed to promoting equality and managing diversity both in its employment and service delivery. The Trust aims to make the promotion of diversity a mainstream issue which is part of its day to day activities. All staff are expected to play an active role in promoting equality and managing diversity and inclusion.


Security The post holder has a responsibility to ensure the preservation of NHS property and resources. Confidentiality The post holder is required to maintain confidentiality at all times in all aspects of the work. Team Briefing The Trust operates a system of Team Briefing, which is based on the principles that people will be more committed to their work if they fully understand the reason behind what is happening in their organisation and how it is performing. No Smoking Policy The Trust had adopted a smoking control policy, which applies to all staff, patients and visitors and extends to the hospital grounds as well as internal areas. Staff appointed will agree not to smoke on hospital premises. Purpose of Job Description This job description is provided as an outline of the key tasks and responsibilities and is not intended to be an exhaustive list. The job will change over time to reflect the changing needs of the Trust and its services, as well as the personal development needs of the post holder. A flexible approach to work and an ability to prioritise workload is required.

PERSON SPECIFICATION

Attribute Essential Criteria Desirable Criteria Measurement

Qualifications - Academic & Professional

Educated to Masters degree level or equivalent professional qualification

Evidence of relevant professional/managerial qualification e.g. MBA or relevant equivalent in depth specialist managerial knowledge acquired through specific experience and substantial programme of knowledge development

Evidence of maintaining continuing professional and personal development

Clinical qualifications

CV

Skills & Knowledge Requirements

Project management techniques and their applications

Experience of leading and implementing the NHS Modernisation agenda

Planning programmes, developing, structuring and scheduling plans for delivery

High level knowledge of HR, Finance, Estates and change management

High level knowledge of delivering within a robust governance framework and risk management processes

Good understanding of IT systems, their application and potential

Ability to judge highly complex facts which require analysis and interpretation

Interview & CV


Attribute Essential Criteria Desirable Criteria Measurement

Experience Substantial management experience

Substantial senior operational management experience in a healthcare setting

Detailed understanding and recent experience of the operation of a large acute teaching hospital services

Successful management of change in a complex organisation

Proven ability to manage resources effectively

Effective performance management and development of staff to deliver key priorities

Understanding of the service provision and management across the Health Economy Interview

& CV

Personal Attributes

Strong interpersonal skills and personal credibility, with the ability to quickly gain the confidence of and build relationships with others, including managers, clinicians and staff

Innovation and creativity – ability to make decisions that encourages new ways of working and develop a culture of innovation

Achievement focused – ability to set targets and get things done to achieve continuous improvement

Politically astute

Flexible and willing to commit to achieving results and meeting deadlines

Sets high standards for self and team and motivates to achieve these

Initiative – sees opportunities and acts on them – proactive rather than reactive approach

Decision making – make decisions based analysis of key financial and service concepts

Aware of own limitations

Committed to support and deliver a culture of continuous learning for both self and team

Interview & Psychometrics


Section Eight

Recruitment Timetable

9th March 2015 Search Commences

13th March 2015 Advertisement in HSJ Appears

31st March 2015 Closing date for receipt of CVs

w/c 11th May 2015 Panel Interviews

Selection Process

Initial screening and interviews with Alison Diamond

28th April 2015 Panel Members to agree shortlist with Alison Diamond

Between 29th April and 8th May 2015

Shortlisted candidates invited to attend CMFT for half day assessment exercise

w/c 4th May 2015 Online psychometric testing sent to shortlisted candidates

Afternoons of 13th, 14th or 15th May 2015

Panel Interviews

How To Apply All applications must include:

A full curriculum vitae/resume

Quoting reference: 10386

A covering letter indicating how you meet the selection criteria with current salary/remuneration package

Contact details for three referees (who will not be contacted without your permission)

Please send by email to: [email protected]

For a confidential discussion on the role contact: Alison Diamond Managing Partner Torres and Partners 01565 818121 Closing date for applications: Tuesday 31

st March 2015

mailto:[email protected]

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