Job responsibilities
Specific Responsibilities
1 People and Personal Leadership
a) To provide professional leadership to all clinical staff in the division.
b) To provide oversight and support to the broader care group leadership.
c) To link professionally with the Deputy Chief Medical Officers, Other Divisional Medical Director, Director of Medical Education, and the Medical Directors Office to ensure that the division fulfils its commitments for appraisal, revalidation and job planning and education.
d) To be an integral member of an effective, high performing divisional team, building effective working relationships with the Divisional Director of Nursing and the Divisional Director of Operation and all other members of the team.
e) To lead communications within the division, ensuring that staff are regularly briefed on developments and have the opportunity to contribute their views to the development of the divisions plans.
f) To set a personal example in articulating, role modelling and delivering a performance management culture within the division with emphasis on safe, effective and timely operational performance.
g) To seek feedback on personal performance, engage in self and peer assessment and take part in Trust leadership development activities.
h) To identify, encourage and develop the potential of staff in clinical leadership, research and education in the division.
i) To champion improved staff morale by encouraging innovation, autonomy and mastery within the workplace and ensuring that initiatives such as Freedom to Speak up for staff are embedded across the Division and in particular within the medical staff.
2 Safety and Quality Leadership
To line manage the Divisional Medical Lead for Quality & Governance to ensure that:-
a) Clinical incidents are managed in a timely way and analysed to identify underlying themes and trends throughout the Division.
b) To ensure that complaints are managed in a timely way, where necessary intervening personally to make sure patients receive adequate redress.
c) To use all appropriate means to ensure that patients are actively consulted on current service delivery and future plans.
d) To make sure that safety, quality and patient experience are properly reflected in the performance scorecard, performance management processes and in the review of the performance of individual members of staff.
e) To take final accountability for the investigation of serious incidents and implementation of action points emerging from the reports.
3 Operational Leadership
In collaboration with Divisional Nursing and Operation Directors to ensure that patients accessing Division services do so in a safe, effective and timely manner. In particular to;
a) Provide day to day management of the Division dealing with and or effectively delegating operational critical issues as they arise. This includes the appointment and support for the Divisional lead consultant for Resident doctors.
b) To manage Clinical Directors in the Division. The post holder will be responsible for the appointment and development of 3 Clinical Directors in the division. Through the Clinical Directors the post holder will be responsible for the appointment and development of the 10 Clinical Leads in the division Acute, Emergency, Frailty, Neurology, Rheumatology, Cardiology, Respiratory, Gastroenterology, Diabetes and Endocrinology and General Medicine.
c) Mandatory attendance at the monthly Divisional Governance and Management board meetings and approval of relevant papers.
d) It will be the responsibility of the post holder to lead the timely completion of the annual job planning process in the division. It will be the post holders responsibility to ensure the departments produce team job plans with the support of the operational colleagues. The Divisional Medical Director will be the second and final sign offs of all the consultant and SAS doctors in the division.
e) To work on behalf of Chief Operating Officer when in Opel 4 to prioritise flow and effective response to site pressures.
f) Ensuring that medical staff are engaged in delivering effective board rounds to encourage effective discharge and promote flow within the system
g) To identify and provide support to medical colleagues who are performing at variance from the norms with regard to safe and effective discharging.
h) To drive a performance management approach to flow across all professions to encourage safe, timely and effective management of patients through the hospital to achieve both organisational and broader NHS performance targets.
i) Along with the triumvirate the post holder will be expected to create a divisional winter plan ahead of the winter months.
j) To support the Divisional Director of operations in the annual business planning.
4 Transformational Leadership
a) To lead on the implementation of Patient First as part of the divisional triumvirate across the division. This includes mandatory presence at the weekly patient first coaching and driver sessions, monthly Strategic Deployment Review (SDR) meetings with the executives and separately with each of the care group triumvirates.
b) To lead on the implementation of Seven Day Services within the Division.
c) To lead on Getting it Right First Time across the Division, working with GIRFT clinical lead, for the division ensuring all areas have action plans to achieve GIRFT standards within agreed timescales and are managing progress towards achieving these goals. The post holder will be supported by three Divisional GIRFT leads who are nominally designated to each care group.
d) To take accountability, with the Divisional Directors of Nursing and Divisional Director of Operations, for the development and delivery of plans agreed through the annual planning round and strategic reviews, including financial and operational plans and service developments.
e) To champion small and large scale transformation projects to drive up quality, safety and efficiency at Medway.
f) To develop in co-ordination with HR Business Partners new and innovative staffing solutions including establishing the Physicians Associate programme.
g) To articulate the case for service change, motivate staff and to lead personally implementation of agreed plans.
h) To represent Chief Operating Officer on UEC Delivery Board and Medway and Swale Delivery Board as required.
5 Collaborative Leadership
a) To ensure that service strategies within the division align with the Trusts vision, objectives and overarching strategic plan.
b) To work collaboratively with other divisions and corporate functions, contributing as appropriate to the work of others.
c) To make sure that the division is properly briefed on issues and developments within the division.
d) To work with other members of the division in communicating effectively with and engaging external partners, including GPs, commissioners and patient representative groups.
e) To collaborate fully, openly and honestly with all regulatory and supervisory bodies.
6 Interpersonal Team Management
a) To provide professional leadership to all clinical staff in the division.
b) To link professionally with the Chief Medical Officer to ensure sure that the division fulfils its commitments for quality, safety, appraisal, revalidation, job planning, mandatory training, audit, research and education.
c) To work collaboratively with the Quality & Safety Medical Director patient safety for all aspects of safety relating to patient care.
d) To lead communications within the directorate, ensuring that staff are regularly briefed on developments and have the opportunity to contribute their views.
e) To role model and deliver the Trusts values
f) To seek feedback on personal performance, engage in self and peer assessment and take part in Trust leadership development activities.
g) To provide clinical leadership of complex and challenging specialties providing mentoring and support to Clinical Directors to manage these areas effectively.
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