Specialty Director Pathology

Job responsibilities

1. Key Responsibilities

Leading the speciality, with the Pathology Services Manager: direct and guide staff in speciality teams to perform well in the role, employing management styles and methods which are tailored to the individual, the team and specific situation with the aim that service lines deliver clinical services to agreed operational, quality and financial targets in line with departmental strategy and Trust objectives.

Develop individuals and teams: ensure appropriate systems and processes are in place to enable regular feedback on performance, holding medical staff to account for job performance: this to include job planning, activity levels, and meeting both national and local quality targets.

Communication: demonstrate and enable effective communication with colleagues. This to include:

Establish appropriate communication channels and processes

Demonstrate effective listening and openness to diverse views

Employ respectful, concise and professional ways to communicate

Construct and maintain effective working relationships within the organisation to support the successful achievement of objectives.

Delegate the responsibilities of the role of Laboratory Director as defined in ISO 15189:2022, and document the delegation in pathology document QMS CHC 056.

2. Service Improvement

Each service line must maintain a strategy document that defines the objectives of the service line over the next 3-5 years and defines how these objectives will be delivered and measured. An annual planning process is established within each service line to allow staff to contribute to setting objectives and to ensure there is a two-way flow between service line strategy and objectives and the overall Trust strategy and objectives. The strategy document should define how changes in clinical practice, local and national policies, structures and competition will impact the service lines activity workforce and pathways.

Gather and analyse performance data.

Involve the team in service improvement decisions and processes, fostering a culture of continuous innovation and improvement.

~ Challenge the way things are done currently where necessary

~ Encourage others to improve services and reward recognition

~ Introduce, monitor and sustain service improvements.

~ As appropriate, lead internal and external engagement on service developments/reconfigurations.

Working with the Trust Quality Academy and Pathology Gold coach to assist in the establishment of a culture of, and effective processes to achieve, continuous improvement. Through this approach contribute towards the highest quality and efficiency of service with appropriate involvement from patients and the public.

3. Management and Leadership

Lead and develop the service line through the Service Level Management tier progression process through:

~ Focussing on achieving results

~ Ensuring safe, up-to-date service delivery that meets current Trust objectives and targets.

~ Using information available e.g. in Business Intelligence to identify where intervention is required or good work acknowledged.

~ Managing financial, staffing and clinical resources effectively.

~ Taking appropriate action to rectify performance problems and where medical staff are not compliant.

~ Ensuring development within the Directorate of medium and short-term finance and workforce plans which deliver agreed efficiency targets and savings plans. (See also Divisional Specific Objectives, appendix 2)

4. Planning and Organisation

Actively focus on achieving results, ensuring service delivery that is safe, up-to-date and meets current Trust objectives and targets.

Manage financial, staffing and clinical resources effectively.

Take appropriate action to rectify performance problems through a just, restorative, learning culture through feedback mechanisms including oversight of governance / complaints, including where medical staff are not compliant.

Ensure development within the Directorate of medium and short-term finance and workforce plans which deliver agreed efficiency targets and savings plans.

5. Research and Development

Gather and analyse performance data.

Involve the team in service improvement decisions and processes, fostering a culture of continuous innovation and improvement

Challenge the way things are done currently where necessary.

Encourage others to improve services and recognise and reward innovation and improvement.

6. Communications and Working Relationships 7.

Within Specialty/

Cluster

Within Division

Wider Networks

Pathology Service Manager

Laboratory managers

Heads of Department

Clinical lead(s) within Departments

Pathology Gold QI coach

Pathology Quality Manager

Chief of service

Divisional Leads

Other Specialty Directors

Corporate support functions: Finance, HR, Safety, Information, Patient Experience, Programme Office, Learning & development etc

GPs

Education Leads

Clinical support functions: Theatres, pharmacy, pathology, therapies etc

ICB Diagnostics Leads

Pathology network partners

8. Personal Qualities

The post holder should display visible, compassionate leadership, an ability to work collaboratively across the whole service, and create psychological safety in the team through being an excellent listener and communicator. The individual should have the ability to reflect and take feedback (both personal and regarding the service) and

strive for continuous improvement. This includes an ability to tackle poor behaviours and have difficult conversations.

Self-awareness: demonstrate understanding of personal strengths and develop needs and the impact of behaviours on other. Seek regular feedback from colleagues.

Self-management: Take action to make the most of/build on strengths and development strategies to improve areas for development both as a leader and as a clinician.

Engage in appropriate training to develop your capabilities.

Lead by example: demonstrate personal and leadership qualities: -

Personal enthusiasm and integrity

Resilience

Visibility and accessibility

9. Competency Assessment

There will be an annual management appraisal of the Speciality Director led by the Chief of Service: assessment will be against all aspects of the job description. As part of this management appraisal, there will be discussion to evidence that responsibilities below are being carried out. The Pathology Management Competency assessment form (QMS CHC 051) should be used to document the assessment of these responsibilities, and included in the appraisal.

There will be monthly assessments of the service line attended by the Speciality Director and Pathology Services Manager (Deputy Speciality Director) with reporting against a standardised template prepared by the Pathology Services Manager.

a) The Speciality Director and Deputy will attend the appropriate level Pathology and Trust meetings including the following:

a. Pathology Management Board Meetings (chair)

b. Pathology Finance Meetings as required

c. Divisional Board Meetings as required

d. Network meetings including Programme Delivery Group

e. Diagnostics Programme Board

f. Pathology User Forum as required

g. POCT ICB and Network (may be delegated)

h. EPR Clinical Design Authority (currently delegated to Clinical Chemistry Head of Department)

Attendance expected to be at least 75% of meetings held: evidence from Minutes.

b) The Speciality Director will meet with Heads of Department from the following Pathology disciplines: Chemical Pathology, Microbiology, Cellular Pathology to review job plans and Form As prior to appraisal. Target 90% per year.

c) The Speciality Director will conduct Annual Management Review of the service with each Head of Department and Laboratory Manager. Target 100% of departments

d) The Speciality Director will represent the department in communication with external accrediting and regulatory agencies as required, e.g. UHAS, HSE, HTA, HFEA, MHRA or others.

e) The Speciality Director will represent the department in communication with service users, and the providers of formal agreements/SLAs e.g. GHC, ICB.

f) The Speciality Director will respond to complaints/comments/concerns and staff suggestions in conjunction with service line managers.

g) The Speciality Director will ensure that risks and incidents are appropriately managed and kept up to date meeting as required with divisional risk support. Pathology policy will be reviewed by the Speciality Director as required.

h) The Speciality Director will participate in the recruitment and selection of senior medical staff and laboratory managers.

i) The Speciality Director will hold budgetary responsibility for senior medical staff including Heads of Departments. Approval of study leave, including related claims, and annual leave may be delegated to Heads of Departments.

Qualifications and Clinical Skills

Essential

• Clinician of at least 6 months demonstrating successful clinical practice and good reputation.
• Remain registered with the appropriate professional body.

Knowledge and Skills

Essential

• Leadership Managment
• Evidence of leadership and/or people management (inc. persuasions/negotiation and conflict management)
• Service Improvement (must include improved quality/safety)

Desirable

• Risk management awareness and training
• Financial and budgetary awareness

Experience

Desirable

• External work roles - E.g Professional body or the Deanery

Experience

Desirable

• External work roles - e.g. professional body or the Deanery

Clincal Skill;s

Essential

• Clinician of at least 6 months demonstrating successful clinical practice and good reputation.

Personal Attributes

Essential

• Understanding of job requirments
• Commitment to the role/challenges

Personal Attributes

Essential

• A Clear understanding of the job requirements
• Commitment to the role/challenges
• Energy and courage
• Patient Focused: Understands how their role impacts on the patient journey, and a willingness to place the patient at the centre of what they do.
• Achieving Results: Experience of successfully working to deadlines and completing tasks.
• Inspirational Leadership: Keen to develop themselves and others, open to new ideas and willing to share their experience with others
• Maximising Value: Takes ownership of problems and does not overly complicate matters or involve colleagues unnecessarily.
• Working Together: Approachable and able to build relationships with a wide variety of colleagues.
• Equality and Diversity: can demonstrate a positive and non-judgmental attitude towards difference in terms of service delivery and working practice.
• Caring: is able to show knowledge and understanding of promoting care, compassion and empathy

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).

UK Registration

Applicants must have current UK professional registration. For further information please see NHS Careers website (opens in a new window).