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INFORMATION PACK
Director of Workforce and Organisational Development
May 2017
1
INFORMATION PACK
CONTENTS
PAGE
Welcome letter from the CEO
3
Background Information
4
Organisational Chart
7
Job Description
8
Person Specification
15
New Papworth Hospital Governance Structure
17
Response Instructions
18
Queries
18
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CHIEF EXECUTIVE’S OFFICE
[email protected]
DIRECT DIAL: 01480 364585
WELCOME LETTER FROM THE CHIEF EXECUTIVE
Dear Applicant
Thank you for your interest in the post of Director of Workforce and Organisational
Development with Papworth Hospital NHS Foundation Trust. Both the organisation and
the post itself offer a tremendous number of opportunities.
Papworth has a reputation as one of the best performing hospitals in the country, a
status I am determined we maintain. We are a hospital that has a pioneering spirit with a
culture and history of developing clinical practice for the benefit of our patients.
It is an exciting time to be joining us. In April 2018 we will move into the new-state-ofthe-art, purpose built Papworth Hospital on the Cambridge Biomedical Campus.
The post holder will play a crucial role in delivering this complex project as we effectively
manage the transition from our current site into Cambridge and realise the full range of
opportunities and patient benefits that exist from our new facility and location, at the
heart of the Cambridge Biomedical Campus. Building an exceptional employment brand
in support of the Papworth brand and delivering consistently first rate HR services are at
the heart of this role.
If you believe that you have the vision and leadership skills to make a difference, we
would welcome an application from you.
To organise a confidential telephone discussion please contact Liz Bush on 01480
364585.
Yours sincerely
Stephen Posey
Chief Executive
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BACKGROUND INFORMATION
Papworth Hospital is the largest specialist cardiothoracic (heart and lung) hospital in the UK
and includes the country's main heart and lung transplant centre. Over the last three years,
it has performed the highest number of heart surgery procedures in the UK whilst achieving
the country’s lowest cardiac surgery mortality rate.
The hospital has an extraordinary commitment to deliver the highest levels of clinical quality
and for providing the best possible standards of personalised care to its patients.
Papworth treated more than 24,000 inpatient and day cases and c.87,000 outpatients from across
the UK in 2015/16. Papworth Hospital’s services are internationally recognised and include
cardiology, respiratory medicine, sleep medicine, cardiac surgery, thoracic surgery and heart and
lung transplantation.
Papworth Hospital is located in Cambridgeshire in the East of England and sees patients
for the diagnosis and treatment of cardiothoracic disease. It is also the national centre for a
range of specialist services, including pulmonary endarterectomy (PEA) and has the largest
respiratory support and sleep centre (RSSC) in the UK.
Current Services
Services fall into three broad areas:

Cardiac Services – the management of heart disease, including a wide range
of diagnostic techniques and treatment options.

Thoracic Services - the medical and surgical management of respiratory
conditions.

Transplant Services – the transplantation of hearts and lungs.
Services are characterised by:






A focus on coronary heart disease, lung disease and cancer, all of which affect
significant numbers of people.
Rapidly growing levels of demand and activity.
Demographic change and increase in the numbers of older people needing
specialist treatment.
Use of advanced technologies leading to a new approach to diagnosis and
treatment.
Growing numbers of patients who have diseases that attack a number of
organs and systems that require treatment by a number of specialists
simultaneously.
Rapidly increasing opportunities for learning and development and the sharing
of expertise regionally, nationally and internationally.
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
A high profile and expanding clinical research programme heavily dependent on
collaborative working with the Cambridge University Hospitals NHS Foundation
Trust (“Addenbrooke’s Hospital”) and the University of Cambridge (including the
School of Clinical Medicine).
Foundation Trust Status
As a NHS Foundation Trust, the organisation is accountable to a membership community.
This membership community has elected a Council of Governors made up of 18 members
of the public and seven staff. There are also seven representatives appointed from other
key organisations. This group works closely with the Trust’s Board of Directors.
The Trust continues to be subject to quality standards, performance ratings and systems of
inspection, however, Papworth enjoys greater freedom than non-Foundation Trust
organisations, enabling us to develop future services designed to meet the needs of the
patient population.
Clinical Vision
Over many years, the Trust has discussed how it should go forward and, in particular, how
clinical services should develop and be delivered in the 21st century. In June 2003, a major
study was commissioned to confirm the Clinical Vision in terms of the emerging needs of
patients and how they could be best served in the years ahead. This exercise was
repeated in 2005, and further updated in 2009.
The first stage of the process was to identify the key clinical issues and, as a result of this
exercise, clinicians agreed that:
 The average age of patients will continue to increase.
 The population we serve in this area, and beyond, will continue to grow.
and, because of this:
 The incidence of patients with multi-system disease will increase — this is where a
disease affects different parts or systems of the body, eg diabetes, which affects the
kidneys, heart and other organs.
 Co-morbidities will increase — this is where a patient is suffering from a disease
linked to another disease, eg operating on the heart but having concerns about the
potential risk of a stroke given the patient’s previous medical history.
 There will be a growing need for multi-specialty care where patients simultaneously
require care by experts from different fields working together, eg heart, chest,
diabetes, neurology and care of the elderly.
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The organisation therefore needs to:



Continue to expand and develop its services for patients.
Enhance its research capability, which will help them significantly improve the care
provided for patients in the future.
Recruit and retain the very best staff by offering improved career development and
training opportunities.
The conclusions reached as a result of this comprehensive exercise were that a new purposebuilt, state-of-the-art Papworth Hospital and Research Institute should be constructed.
The New Papworth Cardiothoracic Hospital and Research Institute
Current services at Papworth are provided in a range of buildings, dating back to the 1930s, which
compromise the high standards and patient outcomes for which the Hospital is renowned. A
Strategic Outline Case for a new Private Finance Initiative funded building co-located with
Addenbrooke’s Hospital on the Cambridge Biomedical Campus was approved in July 2004.
Building work started in March 2015 and New Papworth Hospital will open in Spring 2018. The
location of both hospitals in a single health and research campus will ensure they compete
successfully with other centres in the UK and beyond in attracting the very best quality of staff,
maintaining excellence in services and securing significant research funding. It will also allow
better integration of heart and lung work with other specialist services such as cancer treatment.
Full details of the redevelopment can be found at:
http://www.papworthhospital.nhs.uk/nph/index
Papworth Hospital Annual Report
The 2015/16 Annual Report is also on the Papworth Hospital website - follow the link:
http://www.papworthhospital.nhs.uk/docs/accounts/Annual-Report-and-Quality-Report-and-AnnualAccounts-2015-16
If you are unable to access these documents, please feel free to contact us (see the Queries
section) and we will email or post the information to you depending upon your requirements.
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ORGANISATIONAL CHART
COUNCIL OF
GOVERNORS
BOARD OF DIRECTORS
Chairman
Professor John Wallwork
Non-Executive Directors
Executive Directors
Karen Caddick
David Hughes
Susan Lintott
Professor Nick Morrell
Mark Millar
Ron Zimmern
Stephen Posey, Chief Executive
Claire Tripp, Deputy Chief Executive
Chief Operating Officer, Eilish Midlane
Director of Workforce and OD - Vacant
Roy Clarke, Director of Finance
Dr Roger Hall, Medical Director
Josie Rudman, Director of Nursing
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JOB DESCRIPTION
Job Title:
Director of Workforce and Organisational Development
Accountable to:
Chief Executive
1.
Job Summary
The Director of Workforce and Organisational Development will be responsible for the
development and implementation of our workforce and organisational design plans to relocate to the new state of the art and purpose built Papworth Hospital on the Cambridge
Biomedical Campus in spring 2018.
The Director of Workforce and Organisational Development will lead HR operational
services, our leadership development and play a key role in developing closer working
with Cambridge University Hospitals ahead of our re-location to the Cambridge
Biomedical Campus to benefit our patients and staff.
The Director of Organisational Development & Workforce is responsible for professional
leadership and practice in relation to the Board’s responsibilities as an employer. As a
Board member (non-voting) and member of the Executive Team, the Director will hold
corporate responsibility jointly with other Board and Team members for the strategic
direction, corporate policy making and the development and delivery of the Trust’s
objectives.
The Director will provide strategic Workforce and OD advice to the Board. A key catalyst
for change the role holder will be expected to champion culture change and the on-going
embedding of Trust Values and Behaviours as we plan and deliver our re-location to the
Cambridge Biomedical Campus.
Executive Directors are required to be part of the Gold on-call rota.
2.
Principal Responsibilities and accountabilities
Leadership & Culture
To be a champion and role model of our care values
Leading with
care:
Instilling
innovation:
We seek to lead always with the care of our patients and our
staff at the forefront of our work.
We are a leading cardiothoracic hospital.
We have a history of pioneering achievements.
We aim to instil an innovative approach in all our work such as
our Service Improvement Programme (SIP) and research
breakthroughs, through to our new Heart and Lung Research
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Institute.
We want our staff to feel valued when they come to work.
We want our staff to:
Feeling
valued:




Encouraging
excellence:
feel listened to
have clarity on their role
have opportunities for education and learning
develop skills and capabilities to provide the highest quality of
care for our patients
Our attitude to everything we do: we encourage excellence in all
aspects of our clinical and non-clinical services.
Our services are internationally recognised as we have an
extraordinary commitment to deliver the highest levels of clinical
quality and to provide excellent care to our patients.
The post holder provides operational leadership and direction in respect of Workforce
policies and procedures, health & safety and strategic delivery.
To lead and champion an empowered leadership style which maximises team
performance to enable great patient care.
To develop, deliver and champion a people and organisation development strategy
which creates the capability to deliver the organisation’s short, medium and long term
goals.
To develop the skills and capabilities of the organisation to ensure there is a people
talent pool to meet the needs of the Trust and wider system’s Strategic Plans.
Working closely with Executive colleagues to ensure that there is robust workforce
planning and modelling to ensure that the organisation has the right resources in the
right places to deliver both safe and high quality patient care.
Working closely with Executive colleagues to ensure there is a robust focus on
performance improvement plans across all aspects of the business and a culture
supportive of effectiveness and efficiency.
Corporate
As a member of the Trust Executive Team contribute to developing the strategic
direction of the Trust and the wider local health economy through the Cambridgeshire
and Peterborough STP.
As a member of the Trust Executive Team contribute to and be responsible for the
development of the vision, strategic direction, financial viability and service delivery of
the organisation.
Work closely with the Chief Executive in developing and integrating the Trust Board and
Executive Team and help ensure that Board and executive team members model
positive leadership behaviours and the Trust Values.
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Lead a strategic project, as part of the Cambridge Transitions Programme (CTP) to
develop and deliver maximum efficiency from back office support and to seek further
opportunities for effectiveness through collaboration.
Working closely with all interested parties, internal and external to the Trust, to ensure
compliance with national policies and initiatives to ensure that staff are professionally
trained and developed to meet the skills and knowledge required in their roles within the
organisation and also to identify, plan and develop their future potential.
Ensure the development and successful delivery of people and organisational
development strategies and policies to meet the Trust’s objectives and to ensure the
continuing transformation of the Trust and its services.
Ensure that appropriate systems, processes, structures and roles are developed to
ensure continuous development of the organisation and delivery of Trust objectives.
Ensure that systems are in place to deliver employment practice that is dynamic and
meets legal and statutory requirements.
Develop a strategic framework which ensures that the organisation complies with equal
opportunities legislation and good practice.
Workforce, Leadership and Organisation Development
Engage effectively with clinical leaders and others to ensure that the Trust’s managers,
clinicians and staff work in an environment that enables them to provide safe, high
quality care for patients/service users, within the resources available.
Develop an Organisation Development plan which clearly articulates the systems and
process requirements and actions required as well as the people elements
Establish a process improvement methodology which can be applied across the
organisation
Establish organisation development tools and methodologies and ensure consistent
application across the organisation
Lead the development of a workforce that supports patient care from in-hospital care to
effective prevention, early intervention and long-term community based support. Lead
the development of change management and leadership capacity, challenging practices
and culture within the Trust in order to meet ambitious plans, changing healthcare and
information technologies.
Develop people and leadership strategies and implementation plans that support clinical
leadership and engagement in decision making and enable a drive for continuous
service change and improvement, ensuring a workforce fit for purpose.
Contribute to the development of a learning organisation through appropriate OD and
training interventions that encourage personal and organisation growth, reflection,
innovation and team building.
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Performance
Lead and develop a vision, strategy and effective operational plan for growing capability
and delivering real improvement in people and organisational performance. Seek
examples of best practice to inform continuous improvement at the Trust.
To develop a culture of operational excellence and innovation and ensure that direct
reports are equipped to support and lead in this way.
Define and agree Performance Standards and ensure that there is clear accountability
within the organisation for delivery and compliance with all people performance metrics.
Through our HR Business Partners ensure that all Divisions have a robust people plan
which supports Corporate objectives and delivers local objectives.
Ensure that workforce change, redesign and efficiency contributes to the Trust’s
achievement of its financial targets, integrating workforce planning with financial and
service planning for all services within the Trust, ensure that the workforce is fit for
purpose and employed in suitable numbers, with the necessary skills to deliver patient
care and organisational effectiveness.
Develop a culture of cost consciousness and efficiency to enable delivery of financial
targets. Manage specific HR, training and OD budgets, ensuring efficient use of funds
and continuous
Deliver year on year improvements in efficiency.
Ensure that employee performance management and appraisal systems are
implemented with annual objectives agreed with all staff, in accordance with the
Corporate Trust objectives and cascading appraisal system.
Ensure that all staff are managed well, and trained and developed appropriately, to
enable delivery against key objectives.
Ensure the delivery of an Occupational Health Service that maintains a healthy
workforce and minimises staff absences and occupational health risks.
Ensure all aspects of the transactional personnel function including recruitment and ongoing employment of all groups of staff are delivered in a timely, efficient and effective
way to meet organisational need and legislative requirements.
People and Organisational Development and Partnership Working
Develop and nurture an effective employee relations climate that supports necessary
change and development of services whilst promoting the Trust as an employer of
choice within the health economy.
Develop and maintain strong staff relations, by working collaboratively with Trade Unions
and staff side representatives.
Establish effective recognition and partnership arrangements with trade unions locally
and nationally, to ensure that through effective communication and consultation the
interests of staff are understood and appropriately reflected in the management process
of the Trust.
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Develop a culture of staff involvement that is open and transparent and develop and
implement an internal communication strategy that is sensitive and responsive and
secures the support of staff and contractor professions within the Trust.
Build on clinical leadership and engagement in collaboration with the Medical Director
and the Director of Nursing.
Ensure that systems are in place to protect and support the health and wellbeing of all
employees and promote sustainable health improvement.
Talent Management
Develop a Workforce Plan, including appropriate measurable outputs, which clearly
identifies the capabilities that will be needed to deliver the organisation’s ambitions.
Develop and maintain a Talent Management Framework which ensures Talent is
identified nurtured and enhanced.
Ensure that all staff have an appraisal and Personal Development Plan which is
supported by their managers.
Ensure that there are robust succession plans for all senior and critical roles.
Identify and develop talent pools for all senior and critical roles.
Ensure that a robust training plan is developed and delivered to maximise development
of people and optimise training spend. Manage the apprenticeship levy to maximise the
use of funds.
Human Resource Leadership
Develop the Trust’s human resource management core principles and values and to role
model them as the lead director for people management.
Provide visible leadership to the human resources staff and ensure that human resource
management is given high profile with the Trust Board.
Monitor and respond to developments in employment law and human resource practice
and ensure that the HR service supports changing health care needs.
Create and manage a strong, effective team of senior Workforce and OD managers,
practitioners and specialist staff by inspiring with vision and providing motivational
leadership and a clear direction.
Lead on the national targets in HR, particularly Health and Wellbeing, modernisation of
terms and conditions, and staff engagement.
Lead and develop the Trust’s Occupational Health Service. Ensure that the Occupational
Health Service and HR Service work together to deliver the workforce agenda.
Lead and develop childcare services and ensure that the Trust complies with the
national standards for child protection. Provide childcare services that support
recruitment and retention of key staff.
Embed people plans and proactive business partnering as mechanisms to deliver value
add HR. Develop appropriate policies and practice development to support flexible
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working practices, absence management,
management, equality, diversity and inclusion.
performance
management,
change
Governance and Risk Management
Contribute to the overall Clinical Governance strategy and aims by implementing policies
geared to a high level of recruitment and retention and progressive training and
development.
Work within the provisions of Standing Orders and Standing Financial Instructions and
ensure that the highest standards in corporate governance and probity are maintained.
Ensure high standards of staff governance are established and implemented.
Develop effective organisational arrangements and capacity that enables the Trust to
meet its strategic aims within a framework of strong, effective governance. This should
be consistent with the standards of good governance set for the NHS.
Personal Development
Agree and review personal development objectives annually with the Chief Executive.
Undertake continuing professional development as agreed with the Chief Executive
General Trust Standards
To act in a manner that a reasonable person would expect from a member of staff in that
profession or pay band
To adhere to the Trust’s policies and procedures
To treat all information in accordance with the Data Protection Act (1998)
To report any areas of concern to the Chief Executive Officer
To comply with the Code of Conduct for NHS managers
Dignity at Work
To be responsible for their own behaviour
To be aware of the Trust’s Dignity at Work (Eliminating Bullying and Harassment)
Procedure and to comply with requests to attend training and similar activities in support
of the procedure
To comply with requests for information regarding harassment and bullying in the Trust
as required
To treat all colleagues, patients, and visitors in a manner this meets equal opportunities
legislation and good practice
Health, Safety and Security
To be responsible, within your own area of responsibility, for assessing the risks to the
health and safety of staff, patients and visitors or to the achievement of the Trust’s
objectives
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To ensure that identified risks are reported centrally to the Risk Management Team, so
that significant clinical and non-clinical risks are included in the Trust’s Risk Register
To participate, as required, in clinical and non-clinical audit projects aimed at improving
patient care and the effective and efficient delivery of services
Where required by safety legislation or mandatory requirements of bodies such as the
NHS Litigation Authority, to contribute to the preparation and review of written risk
assessments, including clinical risk assessments, at appropriate intervals and, where
necessary, develop and implement suitable risk treatment plans
To be responsible for ensuring attendance of staff at mandatory training sessions
appropriate to the posts held and for providing a quarterly breakdown of attendance and
reasons for non-attendance
To apply standard precautions for infection control, using a series of interventions that
minimise or prevent cross infection, including effective hand washing/cleansing when
appropriate, particularly on entering and leaving clinical areas and between each patient
To work in partnership to promote health and well-being and reduction of risk in relation
to infection control standards which might include walk-around audits, analysis of data
and challenging non- adherence
To be accountable for continuously improving the quality of their services and
safeguarding high standards of care, and contribute to creating an environment in which
clinical excellence will flourish.
This job description is intended as a guide to the main responsibilities of the post, and
the post holder will be required to undertake such duties appropriate to the position as
may be required by the Manager to ensure the smooth running of the service.
It will be reviewed annually by the line manager and may be amended after discussion
with the post holder.
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PERSON SPECIFICATION
EDUCATION, QUALIFICATIONS & TRAINING
Masters Degree or equivalent experience
Chartered MCIPD (or higher)
evidence of continued CPD
ESSENTIAL EXPERIENCE & ACHIEVEMENTS
A successful track record and background of consistent personal and organisational
achievement as a senior leader in a comparable organisation
Experience in a senior workforce and OD role in a complex environment with proven
experience of working and contributing at Board level
Experience of working across a range of organisations to achieve significant change;
experience of strategic planning and development
Evidence of actively participating in service improvement and efficiency and driving
delivery through clear accountability
Demonstrable experience of leading at least one major change programme, ideally
involving a site/service re-location, commissioning of new services and buildings to
deliver improved care for patients
Experience and a track record of building personal and professional credibility with
the Board, management and staff; acknowledged as Workforce, Change and OD
expert
Demonstrable track record of building workforce plans to future proof the organisation
and building talent pools to support identified needs
Clear evidence of acting as a coach and confidante to CEO, Chair and Board
ABILITIES, KNOWLEDGE & PERSONAL QUALITIES
Extensive Workforce and OD knowledge and experience with a sound understanding
of current practice, techniques and tools.
Being able to champion the organisation’s values and behaviours
Deep expertise in talent management, succession planning, workforce planning, team
development and culture change
Excellent communication skills and ability with work in partnership with colleagues
and stakeholders
Commercially aware with the ability and desire to contribute beyond the role portfolio
A strategic thinker, able to analyse and solve highly complex problems
Inspirational leader demonstrating the ability to lead and manage change
Strong commitment to personal and staff development
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Commitment to culture of openness and partnership and to improving quality of
patient care
Self-aware and creative thinker
VALUES

A strong affinity with the PapworthLife values:
Leading with care
Instilling innovation
Feeling valued
Encouraging excellence
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Chief Operating Officer
Deputy Director of Operations
Private
Patients
Clinical
Director
Ambulator
y
Clinical
Director
Deputy Director of Operations
Clinical
Support
Services
Clinical
Director
Cardiology
Clinical
Director
Head of Nursing
Service
Managers
/Ward
Sister
Private
Patients
Trust Wide
Operations
Operations
Manager
Manager (s)
(S)
Matron
Matron(S)
(S)
Clinical
Clinical
Leads(s)
(s)
Leads
Operations
Manager
Matron (S)
Clinical
(s)
Leads (S)
Service
Managers
/Ward
Sister
Service
Managers
/Ward
Sister
Service
Managers
/Ward
Sister
Ground
Floor
Critical Care
Anaesthetics/
Theatres
Cath Labs
Pathology
Radiology (Gr
Floor)
First Floor
Plant
Second
Floor
Intervention
Structural
ICC
CRM
Valve
Heart Failure/
GUCH
Third Floor
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Operations
Manager
Matron
Clinical
Leads (S)
Service
Managers
/Ward
Sister
CF/LD
rd
RSSC (3
floor)
ILD
Oncology
PVDU
Fourth
Floor
Trust Wide Central Administration – Bookings; MDT; Information Management
•
Surgery
Clinical
Director
Head of Nursing
Operations
Manager
Matron
Clinical
Leads (S)
Out-Patients
Day Ward
Pharmacy
Prof Support
Services
Thoracic
Clinical
Director
Nurses professionally accountable to Director of Nursing. Report through the Head of Nursing.
Operations
Operations
Manager
Manager
Matron(S)
Matron
Clinical
Clinical
Leads(s)
(s)
Leads
Service
Managers
/Ward
Sister
Transplant/
VAD
Thoracic
Cardiac
Surgery
PEA
Fifth Floor
RESPONSE INSTRUCTIONS:
For further information about this post, and to apply online please visit
www.papworthhospital.nhs.uk.
Closing date:
Monday 5th June, close of play
Interview date:
w/c 12th June 2017
QUERIES
If, having considered this information, you would like to have a confidential telephone
discussion about the role with Stephen Posey, Chief Executive, arrangements can be
made by contacting Liz Bush, 01480 364585.
If you have queries on any aspect of the appointment process or need additional information,
please contact: John Syson, Assistant Director of Human, telephone 01480 364270.
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