NHS Argyll & Clyde – Job Description
Job Details Title of Post: Reporting Relationships: Job Purpose: To provide functional leadership and management of all estates and non-clinical support services across NHS Argyll & Clyde. As a member of the Executive Group of the Board, to participate in the corporate management and governance of NHS Argyll & Clyde. Background and Dimensions: Contextual background and general dimensions are described in appendix 1. The following are additional dimensions particular to the post: Profile of services managed by postholder: Domestic, Catering, Portering, Security, Waste Management, Laundry and Linen, Transport, Telecoms, TSSU, Residencies, Procurement/Supplies, Medical Physics and Estates (including property management and maintenance, energy and management of individual capital and minor capital schemes. Director Of Facilities The post reports to the Divisional Director X
Number of Staff managed by postholder: Budgets managed by postholder:
1475 WTE Pay Non-pay Capital £17.816m £21.550m £8.0m
An organisational chart is attached as Appendix 2. The management structure for the reconfigured NHS Argyll & Clyde organisation is still under consideration. Work is currently underway in designing the structure and this will be finalised over the forthcoming months. Accordingly, the organisational structure of posts reporting to the Director of Facilities has yet to be determined. The postholder will be accountable to each of the Divisional Directors within NHS Argyll & Clyde for the effective management of estates and facilities resources, and the provision of estates and facilities services within their respective Divisions, but for employment and performance management purposes he/she will be line managed by one of the Divisional Directors on behalf of all three.
Key Result Areas (text in italics indicates principle outcomes): 1. As a member of the Executive Group of the Board, participate in the Corporate Management of NHS Argyll & Clyde so that high level expertise and understanding of non-clinical support services are directly available to the Group, and that facilities management strategies are effectively integrated and aligned within the corporate management process. 2. Provide professional leadership for the facilities management function, providing organisational leadership and professional direction in the organisation development and change management involved in the implementation, delivery and continuing development of the organisation and services to meet the needs of service users. 3. Lead the development, in partnership with staff and service users, of a service proposal and development plan for the facilities function to meet the needs of NHS Argyll & Clyde and to utilise best practices and appropriate technologies so that available resources are maximised and to optimise current and future services. 4. Recruit, develop, and manage staff within the facilities function and create an open, supportive and positive culture to maximise their potential, ensure efficiency and effectiveness in achieving all aspects of the function’s role, and ensure that a customer orientation is developed within the service which responds to the needs of service users and relates to the function’s impact on patient services. 5. Lead and oversee the NHS Argyll & Clyde contribution to regional and national developments within the facilities function in order to inform such developments about Argyll & Clyde issues and to reflect regional and national policy and strategy developments into local context. 6. Demonstrate and exemplify positive behaviours and attitudes and establish effective working relationships with interdependent functions, services and other agencies, which will support co-operative and partnership working to ensure an inclusive/participative approach in delivering the NHS Board’s vision for high quality joined up services. 7. Lead the development and implementation of integrated strategies for Estates and non-clinical support services aligned to the needs of current and future health service provision within NHS Argyll & Clyde. 8. Provide strong, effective and visible leadership in the organisational development and change management processes involved in integrating the Estates and Facilities functions within NHS Argyll & Clyde to meet the needs of the organisation and service users. 9. Establish effective partnership arrangements with Trade Unions and other staff organisations to ensure effective communication and consultation processes are developed. 10. Lead and direct the ongoing development of performance management arrangements for the function to evidence effective working.
11. Ensure that effective risk management processes are in place and in particular ensure that adverse incidents are followed up and appropriate action is taken to avoid recurrences. 12. Ensure that the appropriate expertise is in place and appropriately deployed to meet NHS Argyll & Clyde’s statutory responsibilities in relation to Estates and Facilities. Assignment and Review of Work: This post is accountable to each of the Directors of the Operating Divisions within NHS Argyll & Clyde for the effective management and provision of Estates and non-clinical support services within their respective Divisions. For employment and performance review purposes the postholder reports directly to the Director of the xyz Division of NHS Argyll & Clyde and is responsible for providing high-level professional leadership and integrated management of all Estates and Facilities services across the NHS Argyll & Clyde system. The postholder is expected to fulfil this role autonomously within the parameters of established national and local priorities, policies and procedures. The post operates within NHS Argyll & Clyde’s own strategic framework, to which the postholder contributes as a member of the Executive Group of the Board. Review of performance in the post is undertaken through the agreement of performance objectives and individual performance appraisal by the xyz Divisional Director in consultation with the other Divisional Directors and reviewed by the Chief Executive. Formal appraisal is undertaken on an annual cycle, but the Divisional Directors will undertake more frequent, informal reviews of current developments and progress on major issues on an ongoing basis, giving authority where necessary for the postholder to proceed with matters outwith the scope of his/her delegated authority. Communications and Working Relationships: The postholder is expected to communicate with a wide range of senior clinical and nonclinical staff across NHS Argyll & Clyde and with senior officials of external organisations. Excellent communication skills are required since a major purpose of communication is to persuade others, and negotiate the implementation of change. The postholder is expected to have strong presentation skills and to be able to express a view convincingly and coherently, verbally and in writing. Excluding the postholder’s immediate boss (the Divisional Director) and his/her subordinates within the Facilities organisation, the following are key working relationships, with examples of the purposes of these contacts: • With Non-executive Directors (including the Employee Director) of the NHS Board to ensure the provision of information and support to enable them to effectively fulfil their roles as non-executives particularly in relation to Facilities Management strategies. With Executive Directors and other senior managers, clinical staff and primary care contractors within NHS Argyll & Clyde – working closely with them in the planning, delivery, evaluation and development of Facilities services.
With officials of the Scottish Executive Health Department to discuss national Facilities Management policy; to participate in national working groups or planning groups and to respond to parliamentary questions. With representatives of Local Government, voluntary and independent sector agencies and private sector organisations e.g. representing NHS Argyll & Clyde in discussions relating to facilities strategy for joint service provision. With MPs/MSPs/ Local Health Council Chairs/Public Pressure Groups/Patient Representatives etc - to impart information about/respond to questions or concerns about Facilities services issues within the Argyll & Clyde health system. With the media – e.g. to respond to media questions about matters within NHS Argyll & Clyde relating to the postholders sphere of responsibility. With national and local representatives of Trades Unions and Professional Organisations e.g. proactively for communication and/or consultation on issues relating to Human Resources within the Argyll & Clyde or to address employee relations matters such as grievance or disciplinary issues
Most Challenging Part of the Job: To ensure all Estates/Facilities functions are delivered within appropriate quality and statutory compliance levels in a planned and cost effective manner within challenging financial parameters. Qualifications and Experience Required: The post requires an individual who demonstrates competencies in the critical leadership behaviours identified as crucial to achieving success within NHS Scotland: • • • • • • • Working in partnership Learning and development Caring for staff Improving performance through team-working Communicating effectively Improving quality Achieving results
A more detailed description of essential knowledge, skills and competencies, aligned with broad descriptors of common core key result areas for executive and corporate director posts within NHS Argyll & Clyde, is attached as appendix 3 The postholder will require a high level of interpersonal, strategic and technical skills combined with a supportive and visible leadership style. He/she must have the stature to earn the confidence and respect necessary to effectively deliver the agenda of major change. It will be essential to develop a culture that encourages initiative, individual and team responsibility with open communication that motivates staff.
The post holder will be educated to degree level and hold a relevant professional qualification or have gained an equivalent level of expertise through experience. He/she will have at least 10 years experience in a senior Facilities Management role, some of which should be within a complex healthcare setting.
Appendix 1 NHS Argyll & Clyde – Corporate Management Arrangements
Background and General Dimensions
Argyll & Clyde NHS Board came into being on 1 October 2001 as part of the process of implementing the Scottish NHS policy documents Our National Health and Rebuilding Our National Health Service. These national strategies brought into place new unified NHS Boards to create more integrated local health systems in Scotland, including developing the interface between the NHS and other care agencies, particularly local authorities. There was an acknowledgement in Our National Health that “no one size fits all” in relation to the organisation of local health systems, and NHS Boards were actively encouraged to consider ways of improving arrangements in their areas. In addressing this challenge, NHS Argyll & Clyde has developed proposals to reconfigure the management arrangements within its health system to provide for a more streamlined approach with clearer lines of accountability. These proposals have been developed within the context of a Government White Paper being imminent to promote the movement towards unified NHS organisations in Scotland. Local circumstances have enabled NHS Argyll & Clyde to bring forward proposals to dissolve the existing NHS Trusts within the system and to introduce three geographicallybased Operating Divisions through which services will be managed. The purpose and functions of NHS Boards as set out in Rebuilding Our National Health Service include: efficient, effective and accountable governance, within a framework of prudent and effective controls which enable risk to be assessed and managed; strategic leadership and direction for the system as a whole; strategy development, including the Local Health Plan; resource allocation to address local priorities; implementation of the Local Health Plan; and performance management of the entire local NHS system.
NHS Trusts have been responsible for implementing the strategic plans of the NHS Board by organising and providing healthcare services, under the direction of Trust Management Teams. With the dissolution of the Trusts, the strategic planning, governance and performance management roles of the NHS Board will remain unchanged, but the operational management role previously undertaken by NHS Trusts will transfer to Operating Divisions of the fully unified NHS Argyll & Clyde system. Each Operating Division will be managed by a Divisional Management Team chaired by a Non-executive Director of the NHS Board, and each will have the ability to take operational decisions and manage the delivery of healthcare services within the governance framework of the NHS Board without undue interference from the Board.
Each Operating Division will have an executive team led by a Divisional Director who will be an executive director of the NHS Board. In addition to being responsible for the operational management of their respective divisions, the Divisional Directors will have specific strategic management responsibilities across, or on behalf of, the whole NHS Argyll & Clyde system and will have high levels of authority and autonomy delegated to them to fulfil their roles. The Divisional Management Teams will include Nursing and Medical Directors. One of each from within the Argyll & Clyde system will be selected for appointment to the NHS Board. In addition to providing advice to the NHS Board, they will provide functional leadership for their respective professions across the whole health system. Non-clinical services will be operationally managed within the Divisional organisations, but the alignment and integration of such services are key organisational objectives, and there will be corporate directors of Finance and Performance Management, Human Resources, Facilities and Information Management and Technology who will be responsible for overall functional leadership, integration and redesign of services to ensure continuous improvement and effective whole–system working to meet the needs of NHS Argyll & Clyde. The following are some key organisational dimensions; Revenue budget allocated to NHS Board for HCH/GMS/FHS: Capital allocation to NHS Board Area: Population of NHS Board Area: £ 550 m £ 13m in 2002/03 421,000 approx
Number of staff who will be employed by the NHS Board: 8,750 wte approx
Other NHS organisations which provide significant service to the NHS Board Area: Greater Glasgow Primary Care NHS Trust North Glasgow University Hospitals Trust South Glasgow University Hospitals Trust Local Authorities in NHS Board Area: Inverclyde, West Dumbartonshire (overlap with Greater Glasgow NHS Board), Renfrewshire, East Renfrewshire (overlap with Greater Glasgow NHS Board), Argyll & Bute. A total of approximately £10M is identified in resource transfer agreements ranging from £3M to £100,000 with six separate Local Authorities (the five identified above, plus Glasgow City Council) Parliamentary Constituencies: There are seven (both Westminster and Scottish) parliamentary constituencies in the Board geography.
Significant Factors affecting the Health of the Population: The population for which the Argyll and Clyde NHS Board has responsibility lives in many and varied circumstances. The towns of Greenock, Paisley and Dumbarton contain some of the most deprived post code sectors in Scotland, which is reflected in premature death rates for some key conditions well above the Scottish average. For example in Inverclyde deaths from lung cancer are 30% above the Scottish average, those from stroke 57% above and those from coronary heart disease 25% above. The health profile in the large rural spread of Argyll with remote mainland villages, small towns and 26 inhabited islands does not show a rural health idyll. To take the misuse of alcohol as an example, the statistics show a major impact on health from this cause, an issue which notoriously presents a major challenge to health, social and other statutory services. There are marked inequalities in health throughout the Board area associated with socio economic status for all the health issues for which national targets have been set. In the crucial area of child health, inequalities exist in rates of teenage pregnancy, dental caries, smoking during pregnancy, breast feeding and low birth weight. Tackling these inequalities presents a major challenge in Argyll and Clyde. The many and varied problems in different communities, together with their distinctiveness communities, require tailored approaches. Argyll and Clyde could be a microcosm of the NHS in Scotland.
NHS Argyll & Clyde
Director of Facilities
XYZ Divisional Director Accountable to other Divisional Directors for Facilities Services within their Divisions
Divisional Head of Human Resources
Divisional Head of Finance & Performance Management
Divisional Medical Director
Divisional Nursing Director
Systemwide Director of Facilities
Appendix 3 NHS Argyll & Clyde – Executive and Corporate Directors – Key Knowledge/Skills/Competency Requirements Core Key Result Areas Key Knowledge/Skills/Competencies 1. Corporate Management and • Professional leadership Strategic Planning • Strategic planning and thinking • Understanding of corporate agenda • Awareness of national strategy/direction 2. Functional Leadership • • • • • • • • 4. Patient/Service User Focus • • • • • • • Leadership and management experience Strategic planning and analytical skills OD and change management Professional and organisational vision Innovative thinking Effective partnership working Knowledge of professional best practice and developments Project management experience Servant Leadership Uses influencing and negotiating skills Patient and service user oriented Delivers change to meet user needs Leader and effective team contributor Understands national and political context and sensitivities Ability to adapt to changing strategic forces and direction Effective partnership and relationship building Culturally and politically aware/sensitive Ability to manage conflict resolution Leadership, coaching and management Promotes a learning culture Promotes partnership working with staff Delegates appropriately and empowers staff Results orientation/ achievement focused Financially competent/numerate Information management orientated/IT literate
3. Service Redesign
Regional and National Working
6. Collaborative Working
• • •
7. Lead, Support and Develop Staff
• • • •
8. Resource/Performance Management
• • •