Job responsibilities
PRINCIPAL
DUTIES & AREAS OF RESPONSIBILITY
1.
Service Improvement
To take lead responsibility for
developing a robust project management framework to support the delivery of
service change, including the preparation of a detailed project plan, key
outcomes, deliverables, and timescales.
To act autonomously ensuring that
daily tasks and workloads are prioritised and completed in agreed time
frames. Using excellent interpersonal skills and to hold project leads and
accountable managers to account.
Analyse and evaluate the many
diverse and conflicting issues associated with the completion of the
programme and decide how resources are to be used.
To ensure that projects are
delivered within the agreed resources and timescales, providing regular
highlight reports to the Clinical Service Unit General Manager and the ADOP
Lead for Theatres & Anaesthetics.
To ensure that the work of various
sub groups are on track, that the project as a whole is coordinated and that
significant issues/problems are raised in a timely manner, enabling early
remedial action if required through the development of options and
recommendations to mitigate risk.
To propose changes to processes,
procedures and patient pathways. To lead on developing new processes and
procedures, supporting development of clinical protocols and models of
delivery.
To identify areas of improvement
within the service and lead on the development of required changes to impact
on access, quality, performance and finance. Specifically, in relation to the
Malignant Hyperthermia service these developments may have a national
profile.
Identify, develop and implement new
initiatives to provide a cost effective timely service demonstrating
specialist knowledge while working with available resources.
To Implement and performance manage
adherence to Trust and departmental / service policies.
To ensure active engagement and
ownership of key stakeholders in the project, liaising with key professions
including clinicians, managers, nursing, service users and planners.
To act as an agent of change,
consulting with all stakeholders, gaining agreement and approval for new ways
of working. Ensure new patterns of
work are monitored and evaluated.
To establish and maintain an
effective communications strategy, to ensure that all stakeholders are fully
informed.
To take the lead on the development
of revised finance and activity plans, working closely with clinical and
finance colleagues to identify the costs of the agreed changes and ensure
that unintentional cost pressures.
To work with the service leads to
develop business cases for equipment or staffing bids required as part of the
centralisation.
On behalf of the CSU management
group, to ensure training and induction packages are provided for all staff
groups across the CSU.
Ensure that appropriate plans,
documentation, and procedures are in place when transitioning from the
development project to business as usual.
Support the alignment and
development of organisational; operational; clinical and workforce policies as
a key enabler of effective integration.
Provide effective communications to
update stakeholders on programme/project progress.
Make presentations to
multi-disciplinary groups of staff on topics associated with the integration
programme.
2. Business Delivery and Operational
Service Delivery
On behalf of the CSU Management
Team and in line with agreed plans to influence and negotiate with
stakeholders and managers, to achieve optimum efficiency of theatre
utilisation and day surgery, increasing productivity.
To ensure delivery of operational
service targets within the Clinical Service Unit whilst ensuring income is
maximised and targets achieved.
To line manage the CSUs Quality
Improvement Practitioners where appropriate.
Have direct management
responsibility for team members, as well as having programme management
responsibility for project teams and staff, which may include staff outside
of the immediate service area.
To ensure the development of
effective business systems and procedures within the Clinical Service Unit.
To ensure that robust activity and
financial management systems are in place to maintain business continuity
during the planning and commissioning of the service plans.
To ensure that appropriate risk
management strategies are developed and that the Theatres & Anaesthesia
risk register is updated regularly to reflect the current issues facing the
service.
To create, collate, interpret,
analyse, data to turn it into useful information to enable the Clinical
Service Unit to monitor and control performance and quality along with
changes in financial and activity modelling. This includes the use of
formulae.
Participate and deliver quality
assurance checks and visits within the clinical environment e.g. admission
areas, theatres and pre-assessment etc. with matrons to review the
environment, equipment and ensure it meets the necessary standards.
Participate in quality assurance of
facilities for example, when commissioning/relocating services, to ensure
that the facilities comply with national guidelines and legislation.
To lead on projects and to be
involved in long term strategic planning as part of the core management team
in relation to Theatres, Anaesthesia and day surgery.
3.
General Management
To attend and contribute as a key
member at the Clinical Service Unit Team meetings.
Lead the development of effective
measurement of the services within the CSU.
Support the CSU Bronze Commanders
rota taking responsible for making day to day service decisions relating to
Theatre & Anaesthesia Services operational management escalating to the
appropriate triumvirate manager those which cannot be resolved.
Responsible for the delegated
budget for the Service Improvement Team, taking every reasonable action to ensure
financial balance.
Identify, develop and lead projects
and schemes which can feed into and support the Clinical Service Unit waste
reduction programme.
Continually develop service
provision to ensure it meets the needs of the patient and the business in
line with the Trusts strategic direction.
Maintain and manage up-to-date
accurate records in relation to his/her team regarding staff absence,
education and training and take any necessary action in line with Trust
Policy.
Monitor Clinical Service Unit
performance highlighting to the triumvirate management any areas of concern.
Retrieve, analyse and interpret
information from the Theatre Management System (TMS) in order improve theatre
efficiency and service delivery. Work with the information team to deliver
accurate data on all theatre activity.
Lead the Clinical Service Unit
Sustainable Theatres Programme to ensure services are delivered in a
sustainable and cost-effective manner. To engage with key stakeholders to
further propagate the culture of sustainability and waste reduction across
the Trust.
To lead on projects relating to the
theatre complex and activity linked with the day surgery unit.
Liaise with Clinical Service Unit
Management Teams and the wider multi-disciplinary team to improve theatre
efficiencies and productivity. Build and sustain effective communications
with stakeholders involved in the shared projects, programmes or tasks as
required.
4. Research/Audit Activity
To contribute to staff surveys,
Clinical Service Unit patient experience surveys etc to identify areas of
improvement.
To regularly monitor and conduct
audits such as theatre performance, elective/acute activity levels, theatre
utilisation and delayed discharges from Recovery areas.
Support the set-up of clinical
trials, work with clinical and research teams to monitor the recruitment of
patients and ensure the business process that co-ordinates the R&D
programmes are effective.
5. THE LEEDS WAY VALUES
Our
values are part of what make us different from other trusts, so we see this
as a strength, as well as a responsibility. They have been developed by our
staff and set out what they see as important to how we work. Our five values are:
Patient-centred
Collaborative
Fair
Accountable
Empowered
All
our actions and endeavours will be guided and evaluated through these values.
6. WEST YORKSHIRE ASSOCIATION OF ACUTE
TRUSTS (WYAAT)
Leeds
Teaching Hospitals NHS Trust is part of the West Yorkshire Association of
Acute Trusts (WYAAT), a collaborative of the NHS hospital trusts from across
West Yorkshire and Harrogate working together to provide the best possible
care for our patients.
By
bringing together the wide range of skills and expertise across West
Yorkshire and Harrogate we are working differently, innovating and driving
forward change to deliver the highest quality care. By working for Leeds Teaching Hospitals NHS
Trust this is your opportunity to be a part of that change.
WYAAT
is the acute sector arm of the West Yorkshire and Harrogate Health and Care
Partnership, one of the largest integrated care systems in the country. The
Partnerships ambition is for everyone to have the best possible health and
wellbeing, and the work of WYAAT, and each individual trust, supports that
ambition.
7. INFECTION CONTROL
The
jobholder must comply at all times with the Leeds Teaching Hospitals NHS
Trust Infection Control policies, in particular by practising Universal
Infection Control Precautions. Hand hygiene must be performed before and
after contact with patients and their environment.
8. HEALTH AND SAFETY / RISK MANAGEMENT
All staff are responsible for working with their
colleagues to maintain and improve the quality of services provided to our
patients and other service users.
See
enclosed JD for Details
