Job responsibilities
Main Duties and Responsibilities:
Responsible for the strategic leadership and operational management of the service area, ensuring the delivery of high quality, safe and effective health, and care within the resources available, providing assurance to the Committee (CfHSC).
Responsible for providing strategic and operational leadership in developing service plans that are aligned to the HSC Care Values and the Partnership of Purpose and the relevant professional standards. This will include leading opportunities for transformation, innovation and modernisation whilst ensuring the delivery of all operational performance objectives and outcomes specific to the service area.
Responsible for monitoring and continually improving the quality of services so that they are effective, efficient, and meet best practice and professional standards, with reference to taking a system view of service user flow.
Responsible for establishing excellent relationships with health and care staff, leaders, and external stakeholders to successfully develop user centred pathways of care.
Responsible for providing leadership and direction in developing workforce capability so that all colleagues have the right knowledge and skills in an open culture which fosters high morale and a commitment which is aligned to the Professional Alliance
Have an awareness of local policy and guidance in relation to the safeguarding of vulnerable children and adults. As a leader will ensure that the services comply with the policy and guidance.
Attend the Quality Governance Committee and contribute significantly to the safety, quality, and risk management practices of HSC.
Performance Management:
Manage the delivery of all agreed objectives for the service area through regular performance review meetings.
Delivery of agreed performance indicators in relation to health and care outcomes, quality and safety, risk management, efficiency, activity and access, service line reporting, service transformation and workforce including organisational development.
Ensure the service area has clearly defined performance objectives supported by a management structure to deliver continuous improvement.
To contribute as part of the senior team, to the implementation of the HSCs Corporate plan.
Develop and implement effective reporting arrangements to accurately record and monitor performance against targets and to pro-actively manage any variances.
Provide written and/or verbal reports as required to the Director of Care Delivery and Corporate Management Team/Committee with assurance that appropriate follow up actions will be completed.
People Management:
Support the Professional Alliance in providing professional leadership to registrants within their service areas (e.g. nursing, midwifery, health visiting, allied health professionals, social care workers).
Ensure the voice of the Mental Health Service is raised and services that are supported are at the forefront of Health and Social Care transformation programmes.
Develop and co-ordinate representation on several organisational committees and forums, to ensure that the views and perspectives of professional groups are accurately and expertly represented.
Provide professional judgement in all matters within the service area relating to fitness to practice referrals to registering bodies.
Support a culture that values continuous professional development and strives for excellence in all aspects of health and care delivery.
Line manages, coach and develop direct reports and ensure regular 1:1s and appraisals are carried out.
Ensure that managers and supervisors in the service area have been trained in core Human Resource (HR) policies, HSC Appraisal and are competent to deal with first line HR issues.
Ensure all staff have access to and are compliant with their core mandatory training and essential to role requirements.
Ensure staff are deployed in a safe, cost-effective way and that controls are in place to meet key workforce performance indicators on bank and agency spend, sickness absence reduction and turnover.
Facilitate an environment of continuous learning and development within the service area.
Work with the HR Team in terms of Strategic Workforce Planning to ensure safe staffing levels across the service area. Ensuring all areas have a strategic workforce plan.
Financial Management:
Work with the Finance Team in developing and engaging clinicians and managers in a collaborative approach to financial management.
Responsible for managing the service area budget and monitoring expenditure against agreed targets.
Responsible for co-ordinating and monitoring the effective use of financial resources.
Responsible for accounting for actual or potential deviations from budgets and recommending corrective action. This will include forecasting expenditure in accordance with States of Guernsey directives.
Responsible for authorising and controlling financial expenditure.
Propose future financial expenditure in line with agreed objectives, considering experience, trends/developments and sound financial management.
Responsible for supporting the procurement of physical assets or supplies for department/service in conjunction with department managers.
Strategy and Service Improvement:
Advise CfHSC on national developments relating to professions within the service area and how they might impact on the development of the profession locally and ensure the Bailiwick of Guernsey has a modern fit for purpose workforce.
Identify and evaluate areas for potential service improvement and transformation including disinvestment.
Provide professional and practical advice and information on clinical issues and risks in the context of the CfHSCs strategic aims and objectives, including the changing workforce requirements for delivery of integrated health and social care across primary and secondary care sector.
Effectively engage service users and other key stakeholders in an open and effective discussion on values, direction, policies, and strategies for services.
Discuss and agree with others how services can be improved, how to balance and prioritise competing interests and how improvements will be taken forward and implemented.
Work effectively with staff to clearly define values, direction and policies including guidance on how to respond when these are under pressure or interests are in conflict.
Constructively undertake own role in improving services as agreed and to time, supporting others effectively during times of change and working with others to overcome problems and tensions as they arise.
Work proactively as part of a collaborative Crown Dependencies Professional Alliance.
Maintain and sustain direction, policies, and strategies until they are firmly embedded in the culture inspiring others with values and a vision of the future whilst acknowledging traditions and background across the Bailiwick of Guernsey.
Work effectively with staff to formulate service plans and associated objectives that are consistent, attainable given available resources and timescales, contain sufficient detail for operational planning of hospital and community services. Take account of any restraints and realistically balance competing interests and tensions.
Enable and encourage staff to alter their practice in line with agreed improvements, share achievements and challenge tradition.
Quality and Safety:
Work effectively with the Director of Quality, Safety, Improvement and Safeguarding and the Quality and Safety team to promote a culture of Safer Everyday.
Support the implementation of systems, control processes and risk management arrangements to support monitoring of compliance with health and care governance standards, other HSC policies and procedures and best practice requirements.
Lead on the resolution of complaints, conflicts and issues from patients/service users, staff, suppliers, other internal and external service providers, and partner organisations in a timely and appropriate manner in line with policy and procedures.
Encourage the reporting of all clinical and adverse incidents, including near misses and ensure a consistent and robust feedback mechanism to aid continuous learning and improvement, providing assurance to the SoG Chief Executives Office.
Provide leadership and direction in the formulation and completion of business impact assessments and business continuity planning relevant to specific areas of responsibility.
Support the development of major incident planning (MIP) and will provide senior leadership in the testing and implementation of the plan ensuring that their specific areas of responsibility understand their roles and responsibilities.
Lead to ensure that the service area is compliant with the HSC safeguarding policy for the protection of vulnerable children and adults.
Lead, monitor and continuously evaluate Infection Prevention and Control for all relevant areas.
Health, Safety and Security:
Take all possible steps to safeguard the welfare and safety of service users, colleagues and not least oneself, in accordance with the Health and Safety at Work (General Ordinance) Guernsey 1987.
Follow appropriate moving and handling techniques in the work area whilst maintaining health, safety and security of self and others.
Monitor work areas and practices ensuring, they are safe and free from hazards and conform to policy and procedure, taking necessary action in relation to risk.
Identify how health, safety and security can be improved and take action to put this into effect.
Evaluate the extent to which legislation, policies and procedures are implemented in the environment. This includes policies related to Infection Control, Fire safety, Property, Valuables, Cash and Equipment.
Promote an environment and culture of best practice in relation to health, safety, and security.
