Recruitment of Strategic Directors
I. Adult Services
II. Children’s and Specialist Services
(Two posts)
Bath and North East Somerset Community Health
and Social Care Services
Moving towards a new Social Enterprise
Information pack for applicants
Reference number: 621-SD-0811-25
Closing date for this post is midday 5th September 2011
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Contents
Strategic Directors
I. Adult Services
II. Children’s and Specialist Services
Introduction letter from the Chief Executive Designate of Bath and North East Somerset
Community Health and Social Care Services 3
Briefing 4
Job Description 6
Person Specification 10
How to respond 17
Application process 17
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Introduction letter from the Chief Executive Designate of Bath and North East
Somerset Community Health and Social Care Services
Dear Applicant
Appointment of Strategic Directors – Adult Services / Children’s and Specialist
Services (2 posts)
Thank you for your interest in the posts of Strategic Directors outlined above. Enclosed are
details of the posts, together with some background about the establishment of the new
Social Enterprise and how these posts will play a pivotal role in its development and
success.
As Executive Directors of the Board, with significant and wide ranging responsibilities, these
are very important posts for us. We believe they will ‘set the stage’ and will be instrumental
in securing the strategic context within which high quality, evidence based health and social
care services are delivered. The future viability and financial growth of the organisation will
be dependent on having a reputation for delivering skilled, efficient and effective services
which service users would choose and recommend.
Finding people with the skills and abilities which combine the promotion of the mission and
values of the Community Interest Company, the provision of safe and effective care,
demonstrate taxpayer value within a commercial environment and hold fast to the principles
of the social enterprise won’t be easy. But we know the individuals do exist; that they will be
able to work as part of the leadership team, whilst delivering against their own key
performance outcomes and that they will relish the challenges and rewards these posts
presents. These are exciting times and I hope very much you will want to be part of a
vibrant, entrepreneurial and socially aware team who are determined to deliver the best
services we can for the people we serve.
I am grateful to you for taking the time to read through the information and for submitting an
application form. If you require any additional information please do contact me on 01225
831813.
Yours faithfully
Janet Rowse
Designate Chief Executive
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BRIEFING
Introduction
This is an opportunity to be in at the beginning of an exciting and innovative start up social
enterprise providing integrated community health and social care services that aim to help
people reach their full potential and promote their independence.
As a Strategic Director you will be a key member of the leadership team which establishes
the new organisation as a viable and vibrant business. The leadership team as a whole and
the individuals within it will lead by example, demonstrating a clear set of values that give
confidence to those using, paying for, and working within our services.
The turnover of the Community Interest Company (CIC) is likely to be over £50 million but
surpluses in early years are projected to be small. The current Business Plan is high level
and demonstrates prospective viability of the CIC to the organisations responsible for
authorisation. This is being finalised into the detailed plan required by the CIC to ensure
effective financial control and positive growth.
Background Information
The services we provide within Community Health and Social Care Services:
Community health and social care services for adults and older people including
community nursing; therapies; domiciliary services; community hospitals;
community resource centres; outpatient services; specialist health and social care
services in community settings.
Specialist mental health social workers.
Community health and social care services for people with learning disabilities.
Community healthcare services for children including community nursing;
specialist paediatric services; services for children with life limiting illnesses;
therapy services and school nursing services.
A number of healthcare services are provided to areas wider than just Bath & North East
Somerset. Most notably:
Consultant Community Paediatrics and Child Health Administration services are
provided to two other areas (parts of Wiltshire and Somerset).
Specialist Services for supporting seriously ill children at home are provided to five
other areas (parts of Wiltshire and Somerset; Bristol, North Somerset and South
Gloucestershire).
The turnover of the Community Health and Care Services CIC is likely to be circa £50 million
of which £6.2 million is with parties other than the Council and NHS B&NES.
Services are provided through joint Community Adult Health and Social Care Locality
Teams, supported by a range of specialist services in two Community Hospitals, three
Community Resource Centres and a range of other centres and clinics across the area.
CHSCS also provides children’s healthcare services commissioned from and working in
close partnership with the Children and Young Families Directorate of the Council.
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The journey so far:
NHS Bath and North East Somerset and Bath and North East Somerset Council are
committed to working in partnership to integrate community health and social care services
and commissioning for the benefit of patients, clients and taxpayers.
The NHS will undergo radical change over the next 3-5 years as a result of the coalition
government’s plans for the NHS as set out in its White Paper, Liberating the NHS
(Department of Health, July 2010). This will have implications for the Council and the NHS.
At the same time the Council and NHS B&NES will also need to respond to a difficult
financial climate and substantial reductions in funding in the short, medium and longer term.
As a consequence the Council and NHS B&NES have committed to transferring their
community health and adult social care services to a social enterprise, providing this can be
demonstrated to be financially sound and clinically and service safe.
Prior to the General Election the NHS Operating Framework 2010-11 required PCTs to
divest themselves of PCT provided community health services by April 2011. Where
arrangements included the establishment of a new organisations such as a Social
Enterprise, the following requirements needed to be met by April 2011:
Establishing a viable and sustainable business case for the new Provider.
Establishing the social enterprise as a legal entity in a pre-trading form,
including the appointment of a Chair and Chief Executive.
The Council and NHS B&NES revisited their options appraisal of March 2010 and in
November 2010 agreed their commitment to a direction of travel that envisaged a transfer of
services to a social enterprise subject to a business plan demonstrating this option was
viable and sustainable.
In February 2011, the Council and NHS B&NES agreed to proceed with the social enterprise
option subject to a number of conditions, and in the form of a Community Interest Company
(CIC) limited by guarantee.
In March 2011, the Council and the PCT agreed their views about the Community Interest
Statement and high level governance arrangements of the CIC. During the same month the
Chair Designate of the Board of the CIC and the Chief Executive Designate were appointed.
The Council and NHS B&NES have received the approval of NHS South West (the Strategic
Health Authority) and work is currently underway to establish the CIC in its own right before
the transfer of services and staff which is targeted for 1st October 2011.
The following links include documents to provide Applicants the context to the project:
http://www.banes.nhs.uk/SiteCollectionDocuments/About Us/Board
Papers/2010/Board Papers November 2010/PCT18-11Final Board Paper
18 November.pdf
http://www.banes.nhs.uk/SiteCollectionDocuments/About Us/Board
Papers/2011/February/Agenda item 6 TCS Report main document.pdf
http://www.banes.nhs.uk/SiteCollectionDocuments/About Us/Board
Papers/2011/March 2011/Agenda Item 8a TCS Report Governance.pdf
http://www.banes.nhs.uk/SiteCollectionDocuments/About Us/Board
Papers/2011/March 2011/Agenda Item 8b TCS Community Interest
Statement.pdf
Please note there have been minor amendments to the proposals in the last of the two
documents above.
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Job Description
Community Health Job Role Strategic Director
and Care Services I. Adult Services
CIC II. Children’s and Specialist
Services
Location St Martin’s Hospital, Bath
Salary £70,000
Hours Full time and permanent
Responsible to Chief Executive
Accountable to CIC Board
These are new Board level roles arising from the establishment of the Community Interest
Company. The job description and person specification are based on the overall scope of
the roles and the competencies required to fulfil the posts. Whilst each postholder has
accountability for defined service areas, the Executive team is designed to operate with a
high degree of flexibility which means individual service portfolios are likely to change over
time to meet the needs of the service.
Job Summary/ Main Purpose
These strategic Executive roles provide expert practitioner knowledge gained from extensive
front line and managerial experience. The key purpose is to ensure that practitioners within
the organisation have a clear strategic context within which they can deliver care that is
focused around service user needs and the best evidence based practice.
A clear commitment to and expectation of high quality delivery of services needs to be
evidenced through the performance of these Executive roles. In part this will be
demonstrated through at least 6 days frontline work a year within teams to understand
systems of care and user experience and the environment within which staff are working.
The attached portfolios describe the key role and responsibilities these posts will lead,
manage and strategically develop.
Dimensions
The Community Interest Company is responsible for providing high quality integrated
community health and social care according to the requirements of its commissioners. The
main commissioners include NHS Bath & North East Somerset and Bath & North East
Somerset Council; 10% of services are commissioned by other NHS commissioners in
Wiltshire, Somerset and the Bristol sub region. The CIC provides services for adults and
children.
These are new roles, the dimensions of which are attached in the outline portfolios. In
addition to the direct accountabilities associated with the portfolio, the post holders will be
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expected to play a full role in the wider corporate leadership and governance and
stewardship of the organisation.
Principal Duties and Responsibilities
Operational Strategy
Responsible for the strategic leadership and management of services outlined in one
of the portfolios
Responsible for translating, communicating and implementing the organisation’s
strategy into operational plans across the integrated operating model, with clear
goals and performance targets
Supporting and leading team to be entrepreneurial in approach to service
development and design
Develop, design and implement services consistent with local and national
frameworks which provide at their core:
- safe and clinically effective care
- efficiency and best value
- commissioning intentions
Monitor and evaluate the operational strategy and plans for the allocated portfolios
ensuring that there are robust systems, procedures, processes and accountabilities
are in place and ‘fit for purpose’ to provide efficient, effective and co-ordinated flows
for patient and service user care.
Responsibility for the negotiation and agreement of contracts and service
specifications with commissioners on existing services and identify and make costed
recommendations for wider commercial and business related opportunities.
Identifying opportunities and threats to the business and advising the Board on
appropriate response
Forge strategic alliances and build effective relationships at all levels within the
organisation to build cohesion between services for continuity and quality of care for
patients and service users
Ensuring high standards of safety, clinical governance and compliance with external
regulators (one post will take lead Director level responsibility for Infection,
Prevention and Control on the Board
Establish and develop highly effective working relationships with external
stakeholders such as other providers (in particular GP colleagues in primary care)
and commissioners to assist with the achievement of interagency effectiveness in
order to deliver the organisation’s business plan
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Responsible for determining and implementing the skill mix and workforce plans
necessary to deliver the services outlined in the portfolio in ways that are coherent
across the organisation and maximise the benefits to patients and users of our
services and which are responsive to their needs
Performance Management
Hold managers within the service portfolio to account for the delivery of their agreed
service and financial targets, engendering a culture of visible but support supportive
accountability and proactive performance intervention
Work with the Director of Finance, Commerce and Performance to ensure the
organisation’s performance management framework covers contractual performance,
statutory and regulatory requirements, customer and commissioner satisfaction,
quality and safety.
Report to the Board on the organisation’s key service delivery performance
measures, agreeing actions with the executive leadership team where necessary.
Corporate Management
Contribute to the direction, performance and leadership of the organisation, as a
member of the executive leadership team and the Board
With the Board and other Directors, contribute to the effective development,
management and delivery of strategic plans, priorities, targets and objectives for the
organisation
Promote the vision and values of the organisation in ways that tangibly demonstrate
the attitudes and behaviours expected
Ensure the provision of safe and effective care, best value and the principles of social
enterprise and community interest
Communication with the key stakeholders in the organisation, including members,
service users, commissioners and regulatory bodies, contributing to the growth of the
organisation’s business and reputation
Act as an ambassador for the organisation
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Managing Staff
Appoint and manage staff according to their employing organisations’ policies and
procedures and the agreed framework for managing staff in integrated teams. Ensure
effective systems of supervision, appraisal and personal development are in place to
support the development of staff and that professionals have appropriate access to
specialist supervision and support.
Motivate the workforce with a clear direction and vision
Lead, motivate and manage the performance of staff by setting and reviewing
innovative service area and individual targets and objectives – communicating
appropriately and managing issues of competence and capability within the teams
Promote all health, safety and welfare issues and ensure staff are aware of and
observe statutory and other requirements to achieve a safe working environment.
Undertake annual and mid year performance reviews and personal development
plans and ensure this process is cascaded and undertaken throughout the
directorate
Ensure all staff within the teams are up to date with mandatory training requirements
and maintain an appropriate personal development and training log
Ensure that accurate records of staff absence are maintained with a view to
generating a supportive culture of proactive intervention to optimise attendance and
performance.
Organisational Chart [Draft]
CEO
Company Secretary
Director of Finance, Strategic Director: Strategic Director: Medical Director Director of
Commerce & Adult Services (1) Childrens’ & (2 days/ week) Personnel and
Performance Specialist (2) Development
Director of
Business
Development
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Person Specification
COMMUNITY INTEREST COMPANY
PERSON SPECIFICATION
STRATEGIC DIRECTOR
I. ADULT SERVICES
II. CHILDREN’S AND SPECIALIST SERVICES
Education/ Qualifications Essential Desirable
Relevant professional qualification and current registration (Medical, X
Nursing, Social Work, Allied Health Professionals etc)
Educated to degree level or evidence of equivalent continuing X
professional development
Highly developed specialist knowledge relevant to professional X
qualification. Underpinning knowledge, theory and experience
equivalent to Masters Level qualification
Management Qualification X
Personal Qualities
Evidence of an entrepreneurial approach to achieving benefits for X
service users
Ability to maintain focus and direction on strategic priorities in an X
atmosphere of competing demands and deadlines
Ability to self-motivate and work with a high level of individual X
responsibility
Clear commitment to improving care and putting the service user at the X
forefront of their work.
Strong relationship builder, able to form alliances and work well with a X
wide cross section of people
Ability to create certainty and direction X
Ability to develop and articulate rational and persuasive options from X
complex and sometimes overlapping or conflicting policy requirements
Adaptable and versatile, quick to assimilate new information X
Knowledge and Experience
Extensive experience of working at a senior management level, X
including involvement at board level or equivalent
Able to demonstrate high level of understanding of the national X
perspective and future strategy for Health and social care and its
implications for the business
Proven ability to work with and influence key stakeholders and X
partners
Demonstrable track record of effective cost control and budgetary X
management, and of instilling this culture into clinical teams
Successful track record of leading and implementing major service and X
strategy development
Working knowledge of safeguarding practice and policy. X
Experience of workforce design and development X
Familiarity with NHS and LA commissioning arrangements and their X
potential impact on the business
Skills
Excellent interpersonal skills with clear ability to influence others and X
secure their support and ongoing co-operation
Strong leadership skills with proven ability to work effectively across X
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complex and diverse organisations and people.
Experience and credibility to inspire confidence at a very senior and X
professional level across organisational boundaries, with an excellent
ability to negotiate and influence change
Able to demonstrate ability to foster partnerships, work collaboratively X
across boundaries and achieve performance and results through
others
Excellent oral and written communication skills including report writing X
and presentations
Ability to analyse complex information and present key issues in a X
clear manner.
Excellent planning and organising skills X
Ability to design, develop, interpret and implement policies X
High degree of Computer literacy - able to work confidently with IT X
systems and a range of applications
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Portfolio One: Strategic Director (Adult Services)
Community Rehabilitation:
Stroke
Neuro Rehabilitation
IMPACT
Toe Nail Cutting
Hearing & Vision
Adult S<
CCRU
Specialist Nursing:
Lymphoedema
Tissue Viability
Heart Failure
Continuing Health Care
Mental Health:
Reablement
IAPT
Integrated Locality Teams (adults)
Health Promotion
Community Resource Centres & Extra Care
Adult Safeguarding
Deprivation of Liberty Safeguards
Management of Social Care Professional Lead
In Patient Hospital Beds (This will initially sit in the Children &
Specialist Portfolio and will be reviewed at 6 months)
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Portfolio Two: Strategic Director (Children’s and Specialist
Services)
Children’s Services:
Health Visiting
School Nursing
Paediatric Therapies
Paediatric S<
Community Consultant Paediatrics
Community Audiology
Lifetime
Learning Disability Services:
Locality based services including Day Services, Supported
Living, LD Nursing, Social Care and Shared lives services
LD Complex Health Needs Service
Employment Inclusion
Out Patients/ Ambulatory Care / OIS
MIU
GP Led Health Centre
Patient Safety
Control of infection/DIPC
Children’s Safeguarding
Deprivation of Liberties
Management of Nursing Professional Lead
In Patient Hospital beds (for initial 6 month period and then review)
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Contacts:
To provide information and expertise; to influence and motivate others regarding proposals
and to develop strong and collaborative working relationships across services, between
professions and within teams. To represent and promote the organisation to a variety of
external agencies and potential business partners.
Working Conditions:
The post holder will spend time based in an office environment at St Martins as well as
visiting and working at other PCT and Local Authority sites and visiting a variety of external
bodies both locally and nationally.
SPECIAL NOTE
This job description does not form part of the contract of employment but indicates how that
contract should be performed. The job description will be subject to amendment in the light
of experience and in consultation with the post holder.
This job description is not a complete list of duties, but is intended to give a general
indication of the range of work undertaken. It will vary over time as demands and priorities
within the CIC change. Significant changes in the range of work undertaken will be made
only after discussion with the post holder.
NO SMOKING POLICY
It is the policy of this organisation to promote positive health. Smoking, therefore, is actively
discouraged and is prohibited in the offices and grounds we occupy and is not allowed
during working hours.
EQUALITY AND DIVERSITY
The organisation is committed to achieving equality of opportunity for all staff and for those
who access services. You must work in accordance with equal opportunity
policies/procedures and promote the equality and diversity agenda of the organisation.
THE MANAGEMENT OF RISK
All managers have a responsibility to assess risks and implement the necessary actions to
minimise these within the sphere of responsibility. They must enable staff to attend statutory
and essential training. All staff have a personal responsibility to be familiar with the Risk
Management Strategy.
HEALTH & SAFETY
The organisation recognises its duties under the Health and Safety at Work Act 1974 to
ensure, as far as it is reasonably practical, the Health, Safety and Welfare at Work of all its
employees and, in addition, the business of the organisation shall be conducted so as to
ensure that patients, their relatives, contractors, voluntary workers, visitors and members of
the public having access to the organisation’s premises and the facilities are not exposed to
risk to their health and safety.
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THE WORKING TIME REGULATIONS 1998 (SI 1998/1833)
You are required to comply with CIC policy on implementation of the Working Time
Regulations, including declaration of hours worked and breaks taken, completing written
records if required, and reporting any instances where your pattern of working hours may
constitute a health and safety risk to yourself, patients, the public and other Trust
employees. You have the right not to be subjected to any unlawful detriment by reporting
any concerns under the Regulations.
ADDITIONAL WORK
You are required to disclose any additional work you undertake or are planning to undertake
for another employer. The CIC will permit you to undertake this additional work providing the
CIC is satisfied that this does not conflict with the interests of the organisation, performance
of your normal duties or with the requirements of the Working Time Regulations.
SAFEGUARDING CHILDREN AND VULNERABLE ADULTS
All staff have a responsibility children and vulnerable adults in the course of their daily duties
and for ensuring that they are aware of the specific duties relating to their role.
INFORMATION GOVERNANCE
It is a contractual requirement for the post holder to ensure that as a minimum they acquire
the necessary skills to implement good practice in all matters relating to information
governance and in particular data which can be attributed to an individual.
The post holder must adhere to the organisation’s information governance policies and
procedures including the Data Protection Act, Records Management, and any other policies
and regulations.
APPRAISAL AND PERSONAL DEVELOPMENT
We are committed to lifelong learning for all staff and will have in place an appraisal and
development infrastructure.
RECORDS MANAGEMENT
The post holder has a responsibility to adhere to the standards within the organisation’s
policies in the creation, use, closure, retention and disposal of records. The types of record
held may consist of patient or staff records, administrative records, photographs, microfiche,
audio and tapes, e-mails, electronic and scanned records and text messages.
DATA QUALITY
The organisation is committed to producing relevant and reliable data and information to
support decision making, manage performance and provide evidence to demonstrate
compliance with CQC standards. The post holder is responsible for ensuring any data and
information recorded by the individual complies with any guidance or policies.
PARTNERSHIP WORKING
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The organisation is committed to partnership working and staff involvement, underpinned by
the values of openness, trust, staff involvement, development, diversity at work, commitment
to modernisation and delivering the highest standards of performance.
SERVICE USERS AND PUBLIC INVOLVEMENT
The CIC aims to improve the service user experience. We will achieve this by ensuring that
working practice is based on listening and talking to service users and using the information
learnt to promote equality, dignity and respect, improve patient experience, and deliver
effective and responsive services.
Competencies and Qualities
In addition to the essential knowledge and experience, all candidates interviewed will need
to show that they have the generic competencies required to be effective in this board level
role:
Service Users and An understanding of the Social Enterprise, its values, purpose, and
Community Focus opportunities and an understanding of the local population and its
health needs including key stakeholders.
Strategic Direction The ability to think and plan ahead, balancing needs and constraints
as well as a high level of personal and business integrity.
Holding to Account Ability to challenge and debate constructively.
Intellectual Flexibility Ability to think analytically and creatively about complex issues.
Effective influencing Ability to influence others and communicate effectively at all levels,
And Communication with sensitivity for individual and wider public feeling. Ability to foster
a symbiotic relationship with the Staff Forum.
Team Working Be committed to working collaboratively.
Self Belief and Drive The motivation to improve processes and procedures and confidence
to take on challenges.
Ability to keep calm and remain focussed under pressure.
Membership An understanding and experience of a shareholding / employee
organisation and the dynamics of realising potential.
In addition candidates must be able to demonstrate an understanding of diversity, equal
opportunities and human right issues.
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How to Respond
To apply for this post you will need to complete the on-line application form
which you will find at www.jobs.nhs.uk by midday 5th September 2011.
If you experience any difficulties completing your application form, please contact NHS Bath
and North East Somerset on 01225 831533 and we will do our very best to help in ways that
meet your needs best.
Application Process
This section outlines the service you should expect to receive if you apply:
We will acknowledge receipt of your application form by email (if supplied) or letter
shortly after the closing date.
We will then assess your completed form to see the extent to which you have the
qualities and expertise specified for the posts before it is passed to the selection
panel for consideration. You should be aware that quite often the selection panel only
receive the strongest group of applications and usually one or two of the selection
panel members receive the full set of applications in order that they can satisfy
themselves regarding the assessment.
Successful candidates will be informed by us as soon as possible by telephone if
they have been selected for shortlisting and/or interview and the interview details will
be confirmed by post or email.
In addition to a formal panel interview comprising of Chair of the Social Enterprise,
Chief Executive Designate, representatives from B&NES Council and the Strategic
Health Authority you will be expected to participate in a formal stakeholder event as
part of the selection process. At the time of the formal interviews, as a source of
external validation as part of their due diligence checks on candidates, references will
be sought by NHS Bath and North East Somerset.
Interviews have been pencilled in for 15 and 16 September in Bath. At interview, you
will be asked questions by the selection panel to assess whether you can
demonstrate the required qualities and skills for the post
August 2011
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