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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 2 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 3 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. 4 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. 5 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. 6 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 7 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 8 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. 9 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. 10 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. 11 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 12 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 13 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. 14 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 15 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 16 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 17 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. 18