Job responsibilities
The Deputy General Manager will have a specific responsibility in managing both operational and junior level strategic decision planning, supporting the General Manager on the recovery and transformation actions post the COVID pandemic to allow us to deliver a new normal.
- Provide leadership to areas managed, working with surgical general managers and clinical colleagues to manage the design and delivery of clinical/non-clinical elective services within the specialities.
- Develop a culture within areas managed in which all staff are delivering high quality patient-centred clinical and support services.
- Develop short, medium and long-term objectives, which are turned into effective, affordable and achievable annual service plans for the specialities, and deliver these plans within the financial resources available.
- Responsible in identifying the opportunity and formulation of new service developments and initiatives, supporting the General Manager in preparing bids and ensuring business cases are produced for services developments, taking into account activity and income projections and resource allocations.
- Work with colleagues to review and redesign services in order to meet the needs of patients and enable the specialities to achieve key performance indicators and reduce costs.
- Support the General Manager in the planning of future capital developments for the specialities to deliver improved facilities for patients in line with the Trusts Strategic Plan, ensuring that capital developments are designed around the services.
- Develop robust mechanisms to ensure clear communication of service plans, objectives and service changes within the specialities ensuring that staff are engaged directly in any review and the development of services.
Performance Management
- Develop effective processes for monitoring and managing elective and emergency activity, identifying when performance falls below set standards and taking corrective action, ensuring that all national and Trust performance targets are achieved.
- Analyse and interpret a range of options in highly complex situations, making judgements and deciding upon corrective action to ensure performance targets are achieved. Escalating where appropriate to the General Manager.
- Determine the information needs of the specialities and ensure appropriate timely data collection mechanisms are established to support capacity and demand analysis.
Financial Management
- Support the General Manager on the planning and implementation of cost reduction elective programmes for the specialties in line with corporate objectives.
- Ensure that the specialties adhere to the Trust Standing Orders, Standing Financial Instructions, and works within the Trusts policy framework.
- Undertake budget holders training to ensure you have the skills to manage budgets effectively and provided support to budget holders by regularly reviewing budget statements.
- Lead on business planning and participate in corporate approach, and agree proposed commissioned activity with relevant clinical leads.
Staff Management
- Deliver safe, efficient and effective delivery of care through the non-clinical management team, supporting and empowering the clinical leadership teams to implement change and make improvements to care as appropriate.
- Manage all non-clinical staff within the specialties in line with the Trusts employment policies.
- Monitor key workforce indicators (sickness absence, turnover etc.) that affect productivity and work with line managers and the Divisional HR Manager to address issues of concern.
- Develop mechanisms for ensuring performance appraisals and continuous professional development of all staff, and take responsibility for ensuring the specialties achieves compliance with mandatory and statutory training and appraisal rates.
- Ensure that appropriate mechanisms are in place to identify and meet education and training needs of all staff. Conduct performance management reviews as and where appropriate.
- Promote a high-performance culture by holding people to account within the specialties.
- Analyse current and future service activity and establish the workforce required to ensure the appropriate staffing skill-mix for the delivery of service plans, producing an annual workforce plan supporting the General Manager and Service Line Tri. Utilising any opportunities for benefits realisation from Agenda for Change i.e. role redesign.
- In conjunction with the Medical Staffing team, to ensure that all rotas are sent to new consultants and junior doctors rotas are sent to them 6 weeks prior to starting
- Develop plans in conjunction with the Human Resources team, which enable the specialties to successfully implement the Trusts Human Resources Strategy, ensuring innovative and patient focused working practices and continuous development of staff.
- Design and implement change within the specialties, acting as a change agent and role model to gain commitment from colleagues and motivating the workforce so that barriers to improve the effectiveness of the departments are overcome.
Clinical Governance
- Supporting the General Manager in improving the effectiveness of clinical services by working with the Clinical Lead to ensure that clinical standards, education, audit and research and development are pursued in line with Trust strategy, and that ongoing clinical practice is evidence based. Ensure that relevant national policy guidance/targets in relation to clinical governance are implemented, and adhered to.
- Develop and co-ordinate within the specialties effective methods for determining user views on services provided, encouraging the service users to participate in user strategy.
- Take overall responsibility for the specialties responses to complaints, in line with Trust policy, ensuring a thorough investigation is undertaken, replies are produced to required standards, within specified timeframes and ensure that they are sensitive to the needs of the patients and their families. Ensure lessons are learnt and corrective action is taken.
- Develop and monitor effective risk management strategies thus improving patient and staff safety, and reducing unnecessary costs and financial liabilities to the Trust.
- Undertake research and benchmarking work to identify areas of best practice in order to ensure continuous improvement and innovation.
