Deputy Chief Operating Officer (Transformation)

Job description

Job responsibilities

LEADERSHIP

Alongside the Chief Operating Officer, Deputy Chief Operating Officer and Divisional Boards;

The post holder is expected to establish and maintain relationships which enable the Trust to operate effectively with clinicians, managers and partners focused on improving outcomes and services to patients.

Ensure the Trust is able to meet all national and local performance targets and work closely with Divisional teams to ensure standards are met and support Divisions in taking corrective action where necessary.

Liaise with regulators to provide assurance on performance recovery and associated transformational plans.

To engage in and ensure delivery of the vision and objectives of the Trust to achieve continuous improvement of service delivery, monitor performance against these and take corrective action on poor performance alongside senior team members.

Help to develop a culture and environment where safe and high quality patient care is consistently delivered across the organisation.

Translate corporate, local and national strategies into clear objectives and transformational action plans and lead the implementation of these plans.

Deputise for the Chief Operating Officer where required at the monthly Executive Review Meetings in line with the Trusts Performance Management, Accountability and Support framework.

Oversee development and delivery of transformational action plans, working closely with the Divisional Boards.

SERVICE AND BUSINESS PLANNING AND DELIVERY

Lead transformational management from a corporate perspective, acting as a mediator and decision-maker on trust wide issues with cross-divisional implications, and ensuring timely and effective resolution of cross-Divisional issues.

Ensure development and delivery of Divisional operating plans, by designing and operating robust performance management and reporting processes, and intervening personally where necessary to ensure operational performance risks are anticipated and addressed.

Interpret and implement broad clinical and professional policies and NHS guidance across the organisation, providing advice to the Chief Operating Officer/Medical Director and other Executives / Divisional teams as necessary and developing services in line with them.

Undertake robust service planning for the organisation, develop and implement long-term strategic and transformational plans for continued development of sustainable and financially viable services. Provide expertise and support to Divisional teams in the development of business cases in support of strategic plans, within the framework of Trust annual business planning.

DELIVERY OF PERFORMANCE STANDARDS AND QUALITY PATIENT CARETo drive forward a culture of high performance and quality services by engaging teams in transformational change and supporting ideas for improvement. This will include close working with all executives particularly the Director of Nursing and Medical Director to work across triumvirate teams to improve services. Areas of specific focus include:

For elective and diagnostic care:

Ensure delivery of waiting times standards across elective and diagnostics including meeting elective recovery and COVID recovery trajectories

Ensure robust waiting list systems and processes are in place across the Trust and that they are appropriately managed

Ensure robust capacity planning takes place to meet demand for elective and diagnostic services

Ensure all access policies are compliant and updated in line with national guidance and that training is provided to all staff on a regular basis.

For urgent care:

Working closely with triumvirate teams including the COO, Medical Director and Director of Nursing, Deputy Chief Operating Officer lead on a programme of improving Patient Flow across the organisation in order to reduce length of stay, improve care and reduce crowding in ED and elective cancellations. This will include a focus on ensuring patients receive prompt diagnosis, treatment and discharge across the Trust.

Lead delivery of the ED performance recovery plan in partnership with the COO, Deputy Chief Operating Officer and triumvirate teams

Deliver an expansion of the Trusts Same Day Emergency Care service to achieve a standard of 30% of non-elective admissions being seen via this service.

Assist the Deputy Chief Operating on bank holiday and winter planning for the Trust

Ensure the Escalation Policy and supporting processes are reviewed and updated regularly and ensure briefings to all staff on any changes to operational practice as a result of updates to the policy. This will include operational management of the Repatriation Policy.

Ensure robust management of the Clinical Site Management Team & EPRR Team, and Hospital Integrated Discharge Service.

For cancer care:

Provide the necessary leadership and support to ensure smooth running of the Trusts Cancer management, including the achievement of national cancer waiting times standards, the implementation of the Trusts Cancer Strategy and the annual peer review cycle.

In conjunction with the Deputy Chief Operating Officer, Clinical Lead for Cancer, Cancer Manager and Divisional teams, develop action plans to address areas of under-performance.

Ensure the Trust is planning appropriately to meet known changes in cancer service demand (e.g. National Cancer awareness campaigns).

DELIVERING STRATEGIC CHANGE

The Deputy Chief Operating Officer (Transformation) will work with the Chief Operating Officer, Deputy Chief Operating Officer (Operations) and other executives, particularly the Medical Director and Director of Nursing, to lead key programmes of strategic and transformational change to realise the Trusts priority objectives. These will be determined based on Trust priorities but initial areas of focus include:

Emergency Department: lead a programme of change to support staff wellbeing, patient experience and flow through the Emergency Department. This will include work to support the ED team through listening to their ideas and supporting the department to implement these, to redesign processes with them to improve and smooth flow, and to improve patient experience. This programme links closely to the Patient Flow programme below.

Patient Flow: driving forward a programme of change to reduce Trust bed occupancy by moving to Same Day Emergency Care, reducing delays for inpatients, and improving discharges. The programme aims to improve quality of patient experience, reduce long stay patients, and reduce non-elective length of stay by 0.5 days.Theatre Productivity: working closely with the Surgical Division including the Divisional triumvirate team and surgical and theatre teams to support improvements to theatre utilisation. This programme aims to work closely with clinical teams to support improvements to ways of working in theatres with the goal of improving staff satisfaction, patient outcomes and theatre utilisation.

EMERGENCY PLANNING AND ON-CALL ARRANGEMENTS

In conjunction with the Head of Resilience, develop a programme of support and development for the on-call managers and on-call directors to ensure they are fully equipped to manage operational risks and contingency plans.

Work with external agencies, such as the Ambulance Trust, CCGs, and other Acute Trusts and Community providers to ensure the Trust response to emergency planning is robust and where possible, consensus across organisations is reached on how to respond to incidents.

Ensure escalation plans and business continuity plans for the organisation are robust, monitored and escalated as appropriate and take account of the specific needs of high risk clinical environments and equipment in the Trust.

CORPORATE GOVERNANCE AND RISK

Lead, on behalf of the Chief Operating Officer, the review and mitigation of operational risks.

Regularly review all corporate risks identified via the Trusts Risk Management Framework that are the responsibility of the Chief Operating Officer and ensure the required reporting and mitigating actions are adhered to.

Support the Chief Operating Office in reviewing areas of delivery concerning CQUINS, contract limiters and issues arising from external regulators such as NHSE/I and CQC, commissioners or auditors.

BUDGETARY, PERFORMANCE & RESOURCE MANAGEMENT

Budgetary responsibility where required, for the Chief Operating Officers budget, ensuring it meets its financial targets and contributes to the Trust meeting its corporate financial obligations.

Assist in the preparation of annual cost improvement programmes across the Directorate, on behalf of the Chief Operating Officer.

Assist in the delivery of savings for the Directorate and for supporting processes which improve financial information and budgetary control.

Assist in the allocation of Chief Operating Officers resources to ensure service delivery and support developments.

Operate within the Trusts standing orders, standing financial instructions and schemes of delegation.

Monitor the performance of the Directorate against agreed objectives taking corrective action when performance is not in accordance with performance plan

Person Specification

Qualifications

Essential

• Educated to Master's degree or equivalent experience
• Evidence of extensive and recent commitment to continuing managerial development
• Post-graduate qualification or undertaking Master's Degree/MBA or equivalent experience

Desirable

• Prince 2 qualification

Experience

Essential

• Extensive leadership and senior management experience in a medium/large acute healthcare provider setting.
• Substantial management experience and achievement at operational level plus evidence of significant achievement in strategic level projects or work streams.
• Experience of and ability to manage complex operational situations that involve staff from all levels within the organisation and across a range of professional and organisational boundaries
• Proven record in leading and managing substantial service change and redesign in a complex environment.
• Detailed knowledge of current acute Trust issues and the regulatory Framework

Knowledge / Skills

Essential

• Demonstrable experience of establishing productive relationships, communicating with and effectively engaging clinical and non-clinical staff.
• Ability to develop and deliver effective business and operational plans which are financially sound
• Skills in, and experience of, influencing and enabling others to perform, and of effective performance management.
• Ability to operate effectively within difficult financial and performance challenges
• Demonstrable ability to use resources effectively and efficiently, and to maximise the skill set and experience of others

Disclosure and Barring Service Check

This post is subject to the Rehabilitation of Offenders Act (Exceptions Order) 1975 and as such it will be necessary for a submission for Disclosure to be made to the Disclosure and Barring Service (formerly known as CRB) to check for any previous criminal convictions.

Certificate of Sponsorship

Applications from job seekers who require current Skilled worker sponsorship to work in the UK are welcome and will be considered alongside all other applications. For further information visit the UK Visas and Immigration website (Opens in a new tab).

From 6 April 2017, skilled worker applicants, applying for entry clearance into the UK, have had to present a criminal record certificate from each country they have resided continuously or cumulatively for 12 months or more in the past 10 years. Adult dependants (over 18 years old) are also subject to this requirement. Guidance can be found here Criminal records checks for overseas applicants (Opens in a new tab).

Employer details

Employer name

Gloucestershire Hospitals NHS Foundation Trust

Address

Trustwide

Gloucester, Cheltenham

GL1 3NN

Employer's website

https://www.gloshospitals.nhs.uk/ (Opens in a new tab)