Job summary
We are looking for a strong and dynamic leader for our Children and Adolescent Mental Health Services and Eating Disorder Services in Central and North West London.
It is an exciting time, as we work with partners at place, across the Integrated Care System and in the Provider Collaboratives.
There are real opportunities to improve our offer. To do this, you will need to show determination and commitment to good patient outcomes and share our vision of delivering care in the least restrictive environment. You will have a demonstrable track record of improving timely access to treatment and working with partnership organisations to offer better outcomes. You will particularly be able to talk about how you have improved access and working environments for diverse groups of patients and staff.
Working as part of the Goodall Divisional Board, you will become part of a wider team across disciplines and specialties with a range of learning and development opportunities.
To arrange an informal conversation about the post or speak to the current post holder, please contact Monique Simpson on monique.simpson@nhs.netto speak to the appointing manager.
We are keen to attract a high-quality candidate for his job and are willing to discuss a suitable relocation package with the successful candidate.
Main duties of the job
The Service Director for CAMHS and Eating Disorders in CNWL is responsible for the operational management of the CAMHS community services, CAMHS inpatient services, Eating Disorders community services and Eating Disorders inpatient service across the North West London boroughs of Kensington & Chelsea, Westminster, Brent, Harrow and Hillingdon ensuring effective, high quality delivery which meets key national and local requirements within available resources.
The Postholder will work closely with the Clinical Director for CAMHS and Clinical Director for Eating Disorders to ensure the delivery of high quality services for children and young people and those people who need support and treatment with their Eating Disorder. You will also work with other partners to ensure high quality services.
You will have a key role in overseeing estates planning and day to day operation for services where your teams are based.
The Services Director participates in the senior manager on-call rota as required, providing senior management advice and support to mental health services out of hours.
The Service Director is a member of the Goodall Divisional Board and contributes to the management of the Division as a board member.
About us
There's a place for you at CNWL.
We're passionate about delivering first-class patient-centred, safe and effective care, whether it is in a hospital setting, a community clinic or in the patient's own home. Patients are at the heart of everything we do.
CNWL (Central and North West London NHS Foundation Trust) has almost 7,000 staff providing integrated healthcare to a third of London's population, Milton Keynes and areas beyond. We involve service users, carers, the public, staff and partner organisations in the way that we are run.
We aim to employ only the best people; our experts are frequently called upon to contribute to national health strategy and policy, and many models of our care have been adapted for use in other countries.
The successful applicant may have contact with patients or service users. As an NHS Trust we strongly encourage and support vaccination as this remains the best way to protect yourself, your family, your colleagues and of course patients and service users when working on our healthcare settings.
Job description
Job responsibilities
Operational
The delivery of high quality clinical care and services that promote recovery within available budgets, through effective management of staff
All local and national targets delivered within a safe, high quality framework
Efficient systems in place to optimise the use of beds, including marketing beds and clear service user pathway
Staff deliver high quality services that demonstrate the trust values of compassion, respect, empowerment, and partnership
Clear leadership of services' management teams to develop clinical services in line with the trusts strategy
Operational management integrated with the care quality agenda through senior management care quality groups and business meetings
Appropriate management capacity at all levels within a structure which delivers responsive, safe and reliable services
Operational management within the service visibly led
Active contribution and decision making in all major activities of the division
The division achieves corporate objectives
- Relationship Management
Positive and collaborative partnerships with stakeholder organisations to optimise the performance and development of the trusts services
Positive relationships across the divisions and the trust
Clear lines of accountability within the services
Positive relationships with user groups
- Strategic and Service Planning
Strategic plans for the service in place which contribute to the trusts annual plan
Implementation of the aspirations of the Long Term Plan and transformation associated with relevant Provider Collaboratives
A strategy for quality improvement which incorporates trust initiatives, care quality and focus on the service user
Opportunities for new business developed and implemented.
Contracts are reviewed and negotiated on an annual basis as part of 3 year plan.
Robust business cases to develop or sustain quality services in line with the strategic direction of the trust
Planning service changes in line with national and local strategy developments
- Corporate and Clinical Governance
Operational management is integrated with the clinical governance agenda through participation in relevant clinical quality committees and the Services Senior Management Team
The Service is compliant with national requirements including CQC and NHS and LA.
Standing Orders and Standing Financial Instructions are complied with and the highest standards in corporate governance and probity are maintained
- Performance Management and Quality Improvement
A culture of performance management and appraisal for management and staff
Service compliance with national requirements
Robust internal performance management systems in place enabling the trust to adhere to plans, standards, quality priorities and commissioning performance indicators
Multi-disciplinary engagement with all disciplines clear on performance standards and expectations of their role in the delivery of high quality services
Services managed with agreed performance standards, including the delivery of efficiency and cost improvement plans
Performance regularly monitored and remedial action taken as necessary
The senior management teams and external bodies receive performance reports and monitoring information as required
Work with the contracts and finance teams to agree contracts, SLAs and service development improvement plans
- Human Resource Management
The highest quality of staff management is in all areas of responsibility
Effective staff communication and involvement within the framework of the trusts employment policies and procedures
Issues arising from the annual staff survey proactively and effectively addressed
All staff developed in line with the requirements of national and local initiatives
Active staff engagement and devolved decision making to the point closest to patient care
Clear performance management and accountability to front line staff
- Personal Development
Personal development objectives are agreed and reviewed annually with the Divisional Director of Operations.
Continuing professional development is undertaken as agreed with the Divisional Director of Operations
Job description
Job responsibilities
Operational
The delivery of high quality clinical care and services that promote recovery within available budgets, through effective management of staff
All local and national targets delivered within a safe, high quality framework
Efficient systems in place to optimise the use of beds, including marketing beds and clear service user pathway
Staff deliver high quality services that demonstrate the trust values of compassion, respect, empowerment, and partnership
Clear leadership of services' management teams to develop clinical services in line with the trusts strategy
Operational management integrated with the care quality agenda through senior management care quality groups and business meetings
Appropriate management capacity at all levels within a structure which delivers responsive, safe and reliable services
Operational management within the service visibly led
Active contribution and decision making in all major activities of the division
The division achieves corporate objectives
- Relationship Management
Positive and collaborative partnerships with stakeholder organisations to optimise the performance and development of the trusts services
Positive relationships across the divisions and the trust
Clear lines of accountability within the services
Positive relationships with user groups
- Strategic and Service Planning
Strategic plans for the service in place which contribute to the trusts annual plan
Implementation of the aspirations of the Long Term Plan and transformation associated with relevant Provider Collaboratives
A strategy for quality improvement which incorporates trust initiatives, care quality and focus on the service user
Opportunities for new business developed and implemented.
Contracts are reviewed and negotiated on an annual basis as part of 3 year plan.
Robust business cases to develop or sustain quality services in line with the strategic direction of the trust
Planning service changes in line with national and local strategy developments
- Corporate and Clinical Governance
Operational management is integrated with the clinical governance agenda through participation in relevant clinical quality committees and the Services Senior Management Team
The Service is compliant with national requirements including CQC and NHS and LA.
Standing Orders and Standing Financial Instructions are complied with and the highest standards in corporate governance and probity are maintained
- Performance Management and Quality Improvement
A culture of performance management and appraisal for management and staff
Service compliance with national requirements
Robust internal performance management systems in place enabling the trust to adhere to plans, standards, quality priorities and commissioning performance indicators
Multi-disciplinary engagement with all disciplines clear on performance standards and expectations of their role in the delivery of high quality services
Services managed with agreed performance standards, including the delivery of efficiency and cost improvement plans
Performance regularly monitored and remedial action taken as necessary
The senior management teams and external bodies receive performance reports and monitoring information as required
Work with the contracts and finance teams to agree contracts, SLAs and service development improvement plans
- Human Resource Management
The highest quality of staff management is in all areas of responsibility
Effective staff communication and involvement within the framework of the trusts employment policies and procedures
Issues arising from the annual staff survey proactively and effectively addressed
All staff developed in line with the requirements of national and local initiatives
Active staff engagement and devolved decision making to the point closest to patient care
Clear performance management and accountability to front line staff
- Personal Development
Personal development objectives are agreed and reviewed annually with the Divisional Director of Operations.
Continuing professional development is undertaken as agreed with the Divisional Director of Operations
Person Specification
Education and Qualifications
Essential
- Professional Qualification or Degree in management and leadership
- Evidence of ongoing professional development, particularly in leadership
- Post Graduate Degree in Leadership or equivalent years of experience
Desirable
- A relevant professional qualification
PREVIOUS EXPERIENCE
Essential
- Sufficient recent senior management experience encompassing operational leadership and relevant post graduate degree
- Significant experience of managing complex change including public consultation
- Substantial budget management experience
- ignificant experience of managing and motivating diverse and multiprofessional teams, transforming cultures
- Experience of representing services at a senior level and with other agencies
- Demonstrable experience of effective partnership working with other organisations at a senior level
- Significant experience of service transformation, care pathways and new models of care.
- Experience of involving service users and carers in service redesign and improvement
Desirable
- Negotiated contracts/ worked in partnership with other mental health Trusts /primary care services / voluntary sector
- Experience of tendering for new services
SKILLS, KNOWLEDGE, ABILITIES
Essential
- Working knowledge and understanding of present health policy in relation to services provided by the Trust and expectations of stakeholders
- Understanding of negotiation processes and ability to lead or contribute in contract negotiation
- Excellent understanding of NHS Quality agenda and regulation
- Excellent communication and negotiation skills
- Excellent presentational skills
- Ability to demonstrate knowledge and expertise in managing performance
- Excellent and proven negotiation/influencing skills
- Excellent communicator
- Excellent report writing skills
- Ability to analyse and interpret complex information with ability to formulate required plans in response
- Evidence of developing long term direction and of translating vision into practice
- Ability to communicate complex information to diverse audiences
- Evidence of anticipating problems, appraising risks, considering overall implications and making effective and possibly difficult recommendations/decisions.
ATTITUDES, APTITUDES PERSONAL CHARACTERISTICS
Essential
- Track record and able to demonstrate political acumen
- Entrepreneurial attitude
- Innovative and strategic thinker
- Politically astute, able to prioritise and make things happen
- Energy, enthusiasm and resolve
- Demonstrable commitment to involving/consulting service users/ carers
- Demonstrable ability to manage, and to promote diversity in day to day practice of self and others
- Able to influence others, including service users and carers, in service planning and delivery
- Able to work flexible hours
OTHER
Essential
- Sickness (or attendance) record that is acceptable to the Trust: to be checked at interview. Declared medically fit by the Occupational Health Department to perform the duties of the post
- Must be able to travel to all areas across all areas of the Trust
Person Specification
Education and Qualifications
Essential
- Professional Qualification or Degree in management and leadership
- Evidence of ongoing professional development, particularly in leadership
- Post Graduate Degree in Leadership or equivalent years of experience
Desirable
- A relevant professional qualification
PREVIOUS EXPERIENCE
Essential
- Sufficient recent senior management experience encompassing operational leadership and relevant post graduate degree
- Significant experience of managing complex change including public consultation
- Substantial budget management experience
- ignificant experience of managing and motivating diverse and multiprofessional teams, transforming cultures
- Experience of representing services at a senior level and with other agencies
- Demonstrable experience of effective partnership working with other organisations at a senior level
- Significant experience of service transformation, care pathways and new models of care.
- Experience of involving service users and carers in service redesign and improvement
Desirable
- Negotiated contracts/ worked in partnership with other mental health Trusts /primary care services / voluntary sector
- Experience of tendering for new services
SKILLS, KNOWLEDGE, ABILITIES
Essential
- Working knowledge and understanding of present health policy in relation to services provided by the Trust and expectations of stakeholders
- Understanding of negotiation processes and ability to lead or contribute in contract negotiation
- Excellent understanding of NHS Quality agenda and regulation
- Excellent communication and negotiation skills
- Excellent presentational skills
- Ability to demonstrate knowledge and expertise in managing performance
- Excellent and proven negotiation/influencing skills
- Excellent communicator
- Excellent report writing skills
- Ability to analyse and interpret complex information with ability to formulate required plans in response
- Evidence of developing long term direction and of translating vision into practice
- Ability to communicate complex information to diverse audiences
- Evidence of anticipating problems, appraising risks, considering overall implications and making effective and possibly difficult recommendations/decisions.
ATTITUDES, APTITUDES PERSONAL CHARACTERISTICS
Essential
- Track record and able to demonstrate political acumen
- Entrepreneurial attitude
- Innovative and strategic thinker
- Politically astute, able to prioritise and make things happen
- Energy, enthusiasm and resolve
- Demonstrable commitment to involving/consulting service users/ carers
- Demonstrable ability to manage, and to promote diversity in day to day practice of self and others
- Able to influence others, including service users and carers, in service planning and delivery
- Able to work flexible hours
OTHER
Essential
- Sickness (or attendance) record that is acceptable to the Trust: to be checked at interview. Declared medically fit by the Occupational Health Department to perform the duties of the post
- Must be able to travel to all areas across all areas of the Trust
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.
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).
Additional information
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.
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).
