Job responsibilities
Across Leicester, Leicestershire and Rutland (LLR) integration and transformation of care is key our system vision to: To develop an outstanding, integrated health and care system that delivers excellent outcomes for the people of Leicester, Leicestershire and Rutland.
To achieve our vision it is vitally important that clinical leadership is at the heart of our transformation agenda, ensuring that we address our key priority areas for design and transformation. Integrated Care Boards are at the heart of a new way of working for the NHS, bringing together providers of NHS services with local authorities and other local partners to plan, co-ordinate and arrange health services as part of what is to be known as an Integrated care System. They are part of a fundamental shift in the way the health and care system is organised away from competition and organisational autonomy and towards collaboration, with health and care organisations working together to better integrate services, improve population health and reduce health inequalities.
As a member of the LLR ICS clinical leadership team, you will share responsibility as part of the team to ensure that the ICS exercises its functions effectively, efficiently and economically, with strong clinical input.
The post holder will bring clinical expertise and experience in any clinical field that can influence, change and innovate in the way we approach urgent and emergency care for our population.
The System Clinical Director for Urgent and Emergency Care (UEC) is a pivotal role, strengthening clinical and professional links between health and care organisations. The postholder will support the System UEC Director to lead, and support programmes aimed at improving unplanned care pathways and productivity across the Leicester Leicestershire and Rutland (LLR) healthcare system. The postholder will ensure the clinical voice for UEC supports strong and responsive operational delivery, and enacts bold, evidence-based changes in the best interests of both colleagues and the LLR population.
The UEC transformation program unites all ongoing UEC efforts into a cohesive strategy focused on improving patient experience, outcomes, and A&E performance. The aim is to transform every point of the UEC pathway, ensuring patients receive high-quality care and access services that best meet their urgent care needs.
Key Responsibilities
1. Support the leadership and the delivery of the UEC plan for the LLR UEC Collaborative, working with University Hospitals of Leicester, the LLR Integrated Care Board, Primary Care, Leicestershire Partnership Trust, East Midlands Ambulance Service, other urgent care providers, and local authorities.
2. Engage, lead and energise clinician to clinician conversations across the health and social care system to reach a common goal ensuring ideas are moved into reality and benefits are realised.
3. With the Director of UEC, lead the development of comprehensive end-to-end UEC pathways , ensuring they deliver timely, cost-effective care that aligns with the agreed LLR Joint 5-Year Plan, clinical strategy, and Place plans. This involves collaborating with clinical teams to establish clear, effective, and patient-centred processes.
4. Support the Director of UEC to oversee the system-wide program for UEC, focusing on improving population health, health equity, access, productivity, and ensuring value for money.
5. Provide clinical leadership to all UEC transformation activities and maintain effective relationships with clinical leadership across LLR.
6. Interpret changes and identify opportunities to influence policy, promoting positive changes in the delivery of UEC across LLR. Achieved by identifying best practices and innovations, conducting horizon scanning to ensure plans are fit for the future.
7. Support the communication of the shared vision, objectives, and plans effectively to secure commitment and ownership from all stakeholders.
8. Establish and maintain constructive, collaborative relationships with all providers, regulatory bodies, and other health and social care partners to reflect system-wide working. Foster open and honest relationships between providers, with the ability to challenge when necessary. Develop strong, transparent relationships with clinical and non-clinical leaders, as well as other key stakeholders, including Primary Care Networks (PCNs), providers, local government, and NHS England, to improve access to UEC services.
9.Establish and maintain effective partnerships with neighbouring systems to work effectively across organisational boundaries, making the best use of resources and drawing on best practice initiatives.
10. Respond to clinical risks and opportunities, such as winter pressures, and ensure alignment with CQC and patient safety standards, maintaining accountability for activities transferred to ICB.
11. Oversee specific service changes and developments related to UEC. This includes assessing and addressing the impact of these changes on health inequalities, population health, and personalised care. Work closely with stakeholders to ensure that service modifications meet the diverse needs of the community.
12. To represent the ICS in groups / meetings within the ICS and across Leicester, Leicestershire and Rutland providing a clinical view on policy, strategy, implementation and performance.
a) Core attributes and competencies
Each individual needs to:
- demonstrate commitment to continuously improving outcomes, tackling health inequalities and delivering the best value for money for the taxpayer;
- embrace effective governance, accountability and stewardship of public money and demonstrate an understanding of the principles of good scrutiny;
iii. - demonstrate commitment to clinical transformation, the ICB and to the wider interests of the health and social care services;
iv. - bring a sound understanding of, and a commitment to upholding, the NHS principles and values as set out in the NHS Constitution;
v. - demonstrate a commitment to upholding The Nolan Principles of Public Life along with an ability to reflect them in his/her leadership role and the culture of the ICB;
- be committed to upholding the proposed Standards for members of NHS Boards and Governing Bodies in England developed by the Council for Healthcare Regulatory Excellence;
vii. - be committed to ensuring that the organisation values diversity and promotes equality and inclusivity in all aspects of its business;
viii. - consider social care principles and promote health and social care integration where this is in the patients best interest; and bring to the ICS and ICB, the following leadership qualities:
- creating the vision- effective leadership involves contributing to the creation of a compelling vision for the future and communicating this within and across organisations;
- working with others- effective leadership requires individuals to work with others in teams and networks to commission continually improving services;
- being close to patients- this is about truly engaging and involving patients and communities;
- intellectual capacity and application - able to think conceptually in order to plan flexibly for the longer term and being continually alert to finding ways to improve;
- demonstrating personal qualities- effective leadership requires individuals to draw upon their values, strengths and abilities to commission high standards of service; and
- leadership essence- can best be described as someone who demonstrates presence and engages people by the way they communicate, behave and interact with others.
b) Core understanding and skills
Each individual will have:
- ageneral understanding of good governance and of the difference between governance and management;
- a general understanding of health and an appreciation of the broad social, political and economic trends influencing it;
-capability to understand and analyse complex issues, drawing on the breadth of data that needs to inform ICB deliberations and decision-making, and the wisdom to ensure that it is used ethically to balance competing priorities and make difficult decisions;
- the confidence to question information and explanations supplied by others, who may be experts in their field;
- the ability to influence and persuade others articulating a balanced, not personal, view and to engage in constructive debate without being adversarial or losing respect and goodwill;
vi. - the ability to take an objective view, seeing issues from all perspectives, especially external and user perspectives;
- the ability to recognise key influencers and the skills in engaging and involving them; the ability to communicate effectively, listening to others and actively sharing information; and
- the ability to demonstrate how your skills and abilities can actively contribute to the work of the governing body and how this will enable you to participate effectively as a team member.
c) Core personal experience
-previous experience of working in a collective decision-making group responsible for leading transformation
-a track record in securing or supporting improvements for patients or the wider public.
