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WORKING DRAFT
(SUBJECT TO REVIEW SIX MONTHS AFTER APPOINTMENT)
Job Description/Person Specification Sign-Off Document
Post Title: Director of Development & Commissioning for Priority Groups
AfC Band 8d
Department: Strategic Development
Commissioning
Directorate: Strategic Development
Commissioning
Name of Line Manager: Jill Copeland and Matt Walsh
Position: Jointly responsible to Executive Director of Strategic Development and
Executive Director of Commissioning
E mail Address:
Contact Number(s):
Please draw an
organisation chart showing Chief Executive
the two levels above and
below the post where
appropriate. Executive Director of Executive Director of
Strategic Development Commissioning
Director of Development &
Commissioning for Priority
Groups
Head of strategic partnerships
Head of Development & & development for older Head of Development &
Commissioning for people & disabled people Commissioning for
Services for Priority Continuing Care
Groups
The following individual
has agreed to be a Name : ……………
representative of this staff
group, if required for job Location: …………………
matching purposes. The
individual may be called Email address: …………………………………………………..
upon to provide additional
information regarding the Contact no(s): ……………………….…………….
post by the matching or
evaluation panel. ……………………………………………………………………….
PHYSICAL EFFORT
1. What physical skills needed in the role Range of keyboard skills to enable extensive daily
require, speed, accuracy, dexterity and PC use (variety of software packages);
or manipulation (includes both clinical
and non clinical posts).
2. Is the post holder required to lift
equipment? If yes, please specify type of
equipment, weight (approx kilos) and
frequency of the requirement.
MENTAL EFFORT
1. Describe the amount of concentration The post-holder has sole responsibility for the
required within the day to day job. management of a large and complex portfolio
Please give examples of how often and
for how long this occurs. I.e. frequent, Occasional requirement for prolonged concentration
prolonged, infrequent, occasionally etc. Examples include:
Please provide specific examples of • drafting detailed papers and reports
when mental effort is required. • undertaking financial and other complex analytical
work
• reviewing and interpreting performance and
planning for the short- and longer-term
• chairing large meetings with multiple and
competing demands
• sharing plans with stakeholders and listening to
and responding to feedback
Frequent interruptions. Little routine or cyclical work,
thus high degree of unpredictability
2. Is the post holder required to drive a Yes, on average three times a week for 90 minutes
vehicle? duration
EMOTIONAL EFFORT • Phone or personal contact with service
Does any part of the job cause emotional users/carers angry or distressed in relation to
concerns and why? personal issues in respect of their
How often does this happen? E.g. exposure care/treatment e.g. decisions on continuing care
to child protection issues. Please provide funding.
specific examples.
• Meeting with pressure groups over changes to
services and discussion on detrimental impact
they believe it will have on their lives
• Engagement and consultation on service
plans/changes where all stakeholders (staff,
users, cares, colleagues from the Local
Authority, MPs etc) are able to raise issues that
concern them in a public forum. E.g. closure of
elderly ward, acute day hospital
Imparting of unwelcome news to:
• Service providers and staff– e g, significant
changes within and across services to staff mix,
staff numbers and skill sets e.g. day services
review
• Senior programme stakeholders – e.g., where
plans are not delivered or targets not achieved
Dealing with distressing information
• Involvement in Mental Health Act Inquiries e.g.
homicide reviews
Dealing with difficult circumstances
• Clinical engagement requires post holder to act
as expert facilitator in a multitude of fora.
Distressed and angry stakeholders can be
aggressive and challenging in their statements,
views and sometimes accusations. Can be in a
vulnerable position in a public forum, unable to
walk away from the situation, each of which
needs to be heard and responded to in a suitable
manner.
WORKING CONDITIONS
Is the post holder required to work in VDU / computer software used daily for long periods
extreme heat, cold, smells, noise fumes
which are unavoidable, even with the
strictest health and safety controls? Does
the post holder encounter aggressive
behaviour of patients, clients, etc. Please
describe the requirement and the frequency
this may occur.
Job Description
Job Details
Job Title: Director of Development and Commissioning for priority groups
Employing Organisation: Leeds PCT
Location:
Specialty/Department: Strategic Development & Commissioning
Reports to: Executive Director of Strategic Development and Executive Director of
Commissioning
Accountable for: Head of Development & Commissioning for Priority Groups; Head of
Strategic Partnerships & Development for Older People & Disabled
People; Head of Development & Commissioning for Continuing Care;
Business and special projects manager ; plus other team members
Key Working Relationships
Chief Executives and Executive Directors from health and social care including:
PCT, Leeds Mental Health Trust, Leeds teaching Hospitals Trust; Leeds Social Services; Leeds
Housing Department
Practice Based consortia leader
Director of Contracts and Performance, Director of Finance & Investment, Director of Public Health
PCT Board
MLB Board/Executive
PEC Colleagues
Voluntary Sector providers/groups
Independent sector providers
Leeds Local Strategic Partnership
Local Ward councillors
Senior leaders / policy leads in NHS Yorkshire and the Humber
Senior Policy leads at the DH
Local research networks and Universities
Service user and carer networks/ representatives
Local Government Office
DAT
Prison Service / NOMs/ROMs
Senior leaders Care Services Improvement partnership (CSIP)
Citywide Modernisation Teams and emergent structures
Directors of Finance, planning and Operations, medical Director LMHT
Job Purpose
Statement of Job Purpose:
Core
Responsible for leading on a challenging strategic portfolio containing a mix of core and specialist
policy, strategy and performance priorities including:
• Creating long term strategic solutions to develop capacity, improve services and tackle
areas of under performance, taking a whole systems approach working across
organisations in and around Leeds, developing a culture that improves quality.
• Addressing a wide range of highly complex situations where there is often no clear guidance
or framework for development of the workstream (only high level policy) and there is
commonly time pressures around delivery of the workstream, highly complex facts requiring
analysis and interpretation, and there may be various Groups/Stakeholders in conflict.
• Providing authoritative advice to Board members, Senior Trust Managers and others over a
broad area of activity.
• Facilitating relationships and effective communication with all the organisations (NHS, Local
Authority, Voluntary sector) in and around Leeds, harmonising cultures, managing conflicts
of interest and achieving common understanding, to ensure there is a constructive and open
dialogue about the development of effective working to deliver the agenda.
• Contributing to the creation of a framework for service, organisation and systems change
that anticipates the future and provides the basis for sustainable and positive change.
• Leading and coordinating patient focused strategy development with local health and social
care communities to ensure coherent and integrated approaches to workforce, finance,
health and performance improvement and modernisation.
Specialist
1.0 Corporate Delivery
• The post holder will have responsibility and be the lead expert for developing and
implementation of policy and long term strategic and implementation plans for improving the
health and well being for priority groups ( older people, disabled people, people with mental
health problems, learning disabilities, the homeless, refugees and asylum seekers, travelers,
offenders and those with substance misuse problems )
• To be responsible for providing authoritative advice to Board members, Senior Trust
directors/managers and others, over a broad and deep area of activity on matters
associated with Priority groups such as corporate requirements within the DOH
Commissioning Framework. This advice includes demonstrating extensive knowledge and
expertise across a number of areas, disciplines and functions relating to Priority Groups and
wider issues, (Department of Health policy; Local Government, the NHS, clinical practice
and behaviour, research and development, workforce development, performance
management, commissioning, service development and improvement, organisational
development and transformation, financial management).
• To be responsible for interpreting health and local authority policy and strategy impacting on
Priority Groups.
• To be responsible for leading the creation of a policy framework for service, organisation
and systems change that anticipates the future and provides the basis for sustainable and
positive change.
• To be responsible for leading the development of strategic partnerships and a strategic
approach to joint commissioning for health and well being with the Local Authority. This will
require developing agreed approaches to corporate governance and financial planning and
management.
• To be responsible for leading the development of effective strategies and systems for the
development and delivery of Continuing Healthcare in the PCT and effective financial
management, ensuring that service planning and developments reflect identified local needs
and meet the strategic objectives of the PCT and are in line with government policy.
• To be responsible for compliance of priority group commissioning against Department of
Health inspection, such as Fitness for Purpose Reviews and Standards for Better Health.
• To ensure robust governance arrangements are in place within the PCT for priority Groups
NHS commissioning and integrated commissioning with the City Council providing regular
performance reports to the PCT board and advising the PCT Board and officers of issues of
concern and risk.
• To be responsible for ensuring that commissioned NHS services for priority groups
contributes to achieving robust financial health for the local and national NHS and meets
local and national priorities.
• To be responsible for leading on the interpretation and implementation of new policy and
legislation relevant to health and social care for priority groups (e.g. Mental Health Bill 2006,
Mental Capacity Act 2005) and ensuring the PCT meets all its statutory and legal requirements
• Developing strategic partnerships with commissioners and providers across the city and
with service users and carers. The post holder will provide specialist advice to staff and the
public to ensure that strategic development and commissioning and the delivery of services
are meeting the assessed needs of individuals and communities in Leeds.
• To deputise for the Executive Directors of Strategic Development and Executive Director of
Commissioning across the full range of specified duties of the post.
2.0 Strategic Planning and Development
• To be responsible for developing a strategic vision for priority groups, based on
local/national priorities and stakeholder views, ensuring connectivity with the Local Delivery
Plan and Local Area Agreement
• Working closely with patients, service users, carers, the public, clinicians, service providers,
partners in the Local Authority and the third sector to develop long term service strategies,
new service models and care pathways for all priority groups
• To lead the development of service strategies, new service models, care pathways and
capacity plans where there is often no clear national precedent, in response to future health
and social care needs; health inequalities; the views of patients, the public and service
users; the plans of practice based commissioning groups; evidence-based clinical practice;
new technology; innovations in service improvement and workforce redesign; capacity
planning; and national policy targets and developments.
• To lead the development of service plans and service improvements that ensure the PCT
supports delivery of key national and local targets and priorities such as the White Papers,
National Service Frameworks (NSFs), NHS Plan targets and Local Delivery Plan (LDP),
Local Area Agreement and MLB targets.
• To lead the development of service strategies and plans that focus on improving health and
wellbeing by redressing the balance between hospital services and community services,
increasing the focus on prevention of ill health and earlier intervention, promoting social
inclusion and supporting people to maintain their lives in the community and live in their own
homes
• Ensure the PCT plays a full role in the broader agenda for the city through senior level
engagement with the Local Authority and other stakeholders in the Local Area Agreement,
Vision for Leeds and pan organisation programmes working closely with the Director of
Public health
• Ensuring all strategic development programmes are aligned with the agreed strategic vision
and priorities of the PCT and Local Authority and the plans of practice based commissioning
groups
• Ensuring implementation of strategic plans through robust programme and project
management, with agreed objectives, scope, timescales and success measures. Bringing
together teams from across the PCT and our partner organisations to deliver real benefits
for the people of Leeds.
• Lead and oversee the delivery of the NSFs for older people, mental health and neurological
conditions
3.0 Commissioning
• To be responsible for the commissioning of all NHS services for priority groups, to include
ensuring compliance against clinical governance and other performance criteria, assuring
the board of the fitness for purpose of the commissioning of these services. This includes
taking responsibility for the investigations into significant clinical and non clinical incidents
from a clinical perspective
• To lead working with practice based commissioning groups and consortia leads in respect to
their developing plans for commissioning healthcare in the city. This will include being
responsible for the development of locality wide commissioning arrangements between practice
commissioning groups and experts in priority services.
• To lead the development of a strategic approach to joint commissioning across all adult
cares groups and, with PCT and Local Authority colleagues, ensure effective
implementation. This will include working closely with the Local Authority to develop new
approaches to joint commissioning and integrated provision of services
• To be responsible for ensuring that robust governance and processes are in place to deliver
effective commissioning for services for priority groups and integrated commissioning with
the City Council, inclusive of health needs assessment, strategic planning, service review,
performance management and service and outcome measures, highlighting areas of
success and risk to the PCT Board and Integrated Strategic Commissioning Board.
• To lead the interface between the commissioning of services for priority groups in Leeds and
specialist commissioning networks. This is to ensure connectivity between secondary and
specialist services (e.g. forensic secure services) and most effective use of resources,
• Lead the strategic planning, development and commissioning of Continuing Health Care and
implementation of the NSF for Continuing Healthcare in the PCT, working with service users,
carers and all stakeholders.
• Lead for the PCT the development of a new Continuing Healthcare policy working with other
PCTs and Local Authorities across Yorkshire.
4.0 Service Improvement - development
• To be responsible for the development of priority group services, within robust clinical
governance frameworks, across Leeds, both within the NHS and health services and those
services within Leeds City Council.
• To lead the on-going development of professional and managerial networks to support
service improvement and provider development.
• To be responsible for ensuring that systems are in place to review pathways of care across
the health and local authority community to ensure improvements follow best practice and
will provide the greatest impact across the system.
• To be responsible for ensuring delivery and implementation of re-modeled care pathways
that contribute to improved health outcomes
• To be responsible for ensuring an active clinical audit programme is in place for Priority
Group services in order to support and enable service development and improvement.
• Lead on partnership work with Universities to ensure that research and education is meeting the
needs of strategic development, commissioning and service delivery. Co-ordinate research
needs of key partnership groups, secure funding, develop research and development
programmes and commission primary research.
5.0 Strategic and Operational Leadership
• To be responsible for ensuring effective partnerships are in place with commissioners and
service providers within the NHS , Local Authority and third sector
• To be responsible for ensuring all functions are discharged in a manner that places high
value on issues of equality and diversity, engagement and consultation.
• To be responsible for the fostering of productive relationships with clinical and professional
leaders to ensure effective reform of health and social care services.
• To harnessing the impetus already existing within the Making Leeds Better programme, the
Modernisation Teams and other service strategies, and providing leadership for the further
development of these work programmes.
• To lead the facilitation of others’ contributions and to share leadership, nurturing capability
and continuing development of oneself and others in areas of practice.
6.0 Financial Management
• To be responsible for the commissioning and service development budget for Priority groups
(circa. £125m)
• To be responsible for Continuing Healthcare Service budget( £27M), working closely with
Social Services, to ensure robust management in line with explicit eligibility criteria.
• To be responsible for budget setting of both commissioning and service development and
planning budgets within the directorate.
• To lead the monitoring of contract budgets against agreed budget and activity levels, taking
remedial action when required.
• To be responsible for the procuring and contracting of specialist priority group services when
there is no local alternative, such as forensic mental health services
• To be responsible in the role as authorized signatory for commissioned contracts with
providers, travel and other expenses
7.0 Professional and Workforce Management and Development
• Strategic and operational management responsibility, providing leadership, support and
supervision for staff groups engaged in strategic service planning:
- priority groups
- older people and disabled people
• Strategic and operational management responsibility for providing leadership, support and
supervision for staff groups engaged in direct service delivery - patient assessment and
development of specialised programmes of care:
- Continuing Health Care
- Funded Nursing care
• Responsible for the recruitment and selection of staff,
• To ensure proper and effective management of staff groups ensuring key results are clear;
appraisal and personal development planning takes place; and staff are supported as
necessary.
• To line manage staff for departments detailed above in accordance with PCT HR policies.
To produce, disseminate and ensure implementation of new or revised policies and
guidance.
• To facilitate and deliver training and development to staff on defined projects to support
capacity and capability building.
• Strive to facilitate others’ contributions and to share leadership, nurturing capability and
continuing development of oneself and others in areas of practice.
• Developing a culture that promotes equality and values diversity.
• To take personal responsibility for the maintenance and improvement of professional
knowledge and competence of self and colleagues within the directorate, including devising
training programmes for team members.
• To provide expert teaching to students on post-graduate programmes such as Policy and
Politics.
Communication and Stakeholder Management
• To be responsible for facilitating relationships and effective communication with all the
organisations in and around Leeds, harmonising cultures, managing conflicts of interest and
achieving common understanding, to ensure there is a constructive and open dialogue
about the development of effective working to deliver the agenda.
• To be responsible for working with stakeholders/partners to define priorities and boundaries,
encouraging engagement through creating an effective environment, incentives and
governance frameworks to enable best practice to flourish.
• To be responsible for working with clinical leaders, PCT Chief Executives and the Leeds City
Council, ensure the establishment of effective networks to inform the commissioning for
Priority groups.
• Establish working relationships and effective networks with SHA and DH leads, National
Treatment Agency Yorkshire and the Humber for substance misuse, Health and Criminal
Justice Board Yorkshire and Humber for prison health, Local Government Yorkshire and the
Humber, CSCI, HCC , CSIP and other partners to ensure Leeds PCT is fully informed of
policy development , implementation and good practice
• To be responsible for presenting complex, sensitive or contentious information, such as
significant changes to the commissioning and provision for priority groups, to large groups of
staff or the public. Groups will include;
PCT Board and Professional Executive Committee
• Leeds City Council Cabinet and senior leaders
• Leeds City Council Overview and Scrutiny Committee
• GP’s and senior community clinical leaders
• TARGET training events
• Third sector providers
• Other examples of this include response to conflicting clinical and management information
in relation to commissioning requests for specialized treatment and appeals against
continuing healthcare funding decisions; in these situations there is the potential for national
and local media interest and legal challenges.
• To be responsible for ensuring effective internal communication between different groups
and staff through access to briefings, formal team brief, intranet etc.
• To be responsible for developing communication mechanisms to support the role of the
Directorate in sharing good practice and innovation e.g. events, newsletters, website
development etc.
• To be responsible for enabling communication by and between stakeholders through the
use of website, events etc.
• To be responsible for ensuring communication channels are used appropriately to facilitate
the flow of information between the team and other colleagues within the NHS and Local
Authority.
• To be responsible for ensuring that confidentiality is maintained at all time in conjunction
with Leeds PCT Confidentiality Policy.
8.0 Performance and Information Management
• To be responsible for ensuring the development, maintenance, management and monitoring
of a performance and information framework for Priority Services which incorporates key
Department of Health and key relevant targets, local targets and service quality and clinical
outcomes.
• To be responsible for ensuring that performance information is available for all stakeholders,
including, in order to inform service improvement and management and clinical
engagement.
• To be responsible for the development, implementation, monitoring of a programme for
service reviews for all commissioned services, working closely with provider organizations,
being responsible for reporting on outcomes and taking remedial action when required in
order to maintain patient safety and corporate governance. The outcomes of the service
reviews will influence on-going contracting of services.
9.0 Health and Safety
• To co-operate with all statutory regulations, codes of practices, local policies and
department health and safety rules are adhered to.
• To take responsible care for one’s own health and safety and that of any other person who
may be affected by your acts or omissions at work.
10.0 Scope and Range
• The responsibilities for this post have an internal and external focus across the Health and
Social Care agenda. The total population served is 750,000. The post holder is expected to
work flexibly with a multi professional and multi agency agenda.
• Responsible as line manager for several workstreams/services.
• As a budget holder you must comply with the PCTs standing Orders and Standing Financial
Instructions. You must also confirm to the Standards of Business Conduct for NHS staff.
• Post holders will be expected to work with and through and command the respect of Chief
Executives, Directors, senior staff, key decision makers and policy leads from across the
NHS, Social Care and wider government community.
Job Description Agreement
A separate job description will need to be signed off by each job holder to whom the job description
applies.
Job holders signature Date
Head of Department Signature Date
Director Signature Date
Personal Specification
Title of post Director of Development and Commissioning for Priority Groups
Location Tbc
Assessment criteria Essential Desirable How assessed
Qualifications/Training • Educated to Masters Level or at least 5 years A/I
equivalent experience of using skills at masters level
Management qualification and evidence of on going
participation in personal and professional development
Experience • 3-5 years experience of operating and working at A/I/R
Board level
• 5-10 years evidence of leading a challenging A/I/R
strategic portfolio containing a mix of policy, strategy
and performance priorities spanning across
organisational boundaries,
in the NHS in a commissioning environment
• Clear evidence of successfully working with a wide A/I/R
range of internal and external organisations including
Local Authority, government agencies, community
bodies and the voluntary and independent sector
• Able to demonstrate the success delivery of major
change
• Significant Budgetary Management responsibilities A/I/R
• Significant line management responsibilities A/I/R
Knowledge • Financial Management and resource planning I/R
• Strategic Planning and service improvement I/R
• Performance Management of service systems and I/R
methods of implementation
• Knowledge of health and social care partners and I/R
their role in service development
• In-depth understanding of the modern NHS including I/R
current key policies and priorities and their application
– particularly those relating to priority groups
• Strategic Issues facing priority groups nationally and
locally
• Evidence of commitment to learning and I/R
development and continuous improvement, including
demonstrating personal and continuing professional
development
• Ability to develop & lead effective partnerships
Skills and Abilities • Strategic thinker and implementer • Computer literate I/R
• Exemplary leadership skills I/R
• Excellent written and oral communication skills that I/R
will meet the needs of a wide range of people
• Good presentation skills – reporting to Boards and I/R
CEs
• Ability to work independently, but also as a team I/R
player, able to contribute to the wider mission of the
organisation, with the ability to work flexibly
• Excellent interpersonal and communication skills with Group facilitation skills I/R
the ability to influence and negotiate at local, regional
and national level
• Evidence of ability to work to tight and challenging I/R
deadlines, managing complex and multiple pieces of
work
• Able to prioritise work against a background of I/R
uncertainty and change
• Able to influence and negotiate at all levels, including I/R
statutory and commercial organisations and the
Department of Health
• Capacity to think creatively to stimulate action at a I/R
local, regional and national level
• Demonstrate ability to understand and use I/R
information in a constructive and challenging manner,
demonstrating a commitment to an evidence based
approach to management
• Commitment to, ability to and evidence of involving I/R
patients, public and front line services in shaping and
quality assuring services they receive
• Political Astuteness – evidence of commitment and I/R
ability to understand diverse interest groups and
power bases within organisations and the wider
community and the dynamic between them, so as to
lead health services more effectively
• Intellectual flexibility – evidence of the facility to I/R
embrace and cut through ambiguity and complexity
and to be open to creativity in leading and developing
services
• Proactive, innovative and self motivated I/R
Attributes • Personal integrity – evidence of a strongly held sense I/R
of commitment to openness, honesty, inclusiveness
and high standards in undertaking the leadership role
• Self belief – the inner confidence that you will I/R
succeed and you can overcome obstacles to achieve
the best outcomes for service improvements
• Self awareness – knows own strengths and I/R
limitations and understands own emotions and the
impact of own behaviour on others in diverse
situations
• Self management – evidence of ability to mange own I/R
emotions and be resilient in a range of complex
demanding situations
• Drive for Improvement - a deep motivation to improve I/R
performance in the heath service and thereby to
make a real difference to others’ health and quality of
life
KEY TO METHOD OF ASSESSMENT:
A=Application Form
I=Interview
R=References
WORKING DRAFT
(SUBJECT TO REVIEW SIX MONTHS AFTER APPOINTMENT)
Job Description/Person Specification Sign-Off Document
Post Title: Business and Special Projects Manager
Grade: 8a
Department: Business and Special Projects
Directorate: Development and Commissioning for Priority Groups
Name of Line
Manager:
Position: Director of Development and Commissioning – Priority Groups
E mail Address:
Contact Number(s):
Post Ref No. (for use by
the AfC Implementation
Team)
Please draw an
organisation chart Executive Executive
Director - Director –
showing the two levels
Commissioning Strategic
above and below the Development
post where
appropriate. Director of Development and
Commissioning for Priority Groups
Business and
Special Project
Manager
Admin and support officers
The following individual
has agreed to be a Name:
representative of this
staff group, if required for Location:
job matching purposes.
The individual may be
called upon to provide
Email address:
additional information
regarding the post by the Contact no(s):
matching or evaluation ……………………………………………………………………….
panel.
1
2
To assess whether the post matches a national profile the panel will require the
following additional information that is not usually covered in job
descriptions/person specifications.
PHYSICAL EFFORT
1. What physical skills Range of advanced keyboard skills to enable
needed in the role require, extensive daily PC use (Microsoft Office suite
speed, accuracy, dexterity of packages, website content management
and or manipulation system, event management software
(includes both clinical and package)
non clinical posts) please
provide specific examples.
2. Is the post holder required
to lift equipment? If yes,
please specify type of
equipment, weight (approx
kilos) and frequency of the
requirement. Please
provide specific examples.
MENTAL EFFORT
The post-holder has responsibility for the
1. Describe the amount of management of a large and complex portfolio
concentration required within
the day to day job. Please Occasional prolonged concentration is
give examples of how often required
and for how long this occurs. Examples include:
I.e. frequent, prolonged, • drafting detailed papers and reports
infrequent, occasionally etc. • undertaking financial and other complex
Please provide specific analytical work
examples of when mental • reviewing and interpreting performance
effort is required. • planning agenda and work for the short-
and longer-term
• sharing plans with stakeholders
• influencing and persuading
• taking or checking detailed minutes of large
complex meetings
• undertaking multiple of the above in
tandem
2. Is the post holder
required to drive a
Frequent interruptions Little routine or cyclical
vehicle? If so please
work, thus high degree of unpredictability
specify duration and
frequency.
Yes, on average twice a week for 60 minutes
duration
3
EMOTIONAL EFFORT
Does any part of the job cause On occasion in dealing with staffing matters
emotional concerns and why? or complaints/concerns from individual
How often does this happen? patients
E.g. exposure to child protection
issues. Please provide specific
examples.
WORKING CONDITIONS
Is the post holder required to VDU used daily for long periods
work in extreme heat, cold,
smells, noise fumes which are
unavoidable, even with the
strictest health and safety
controls? Dose the post holder
encounter aggressive behavior of
patients, clients, etc. Please
describe the requirement and the
frequency this may occur.
THE ATTACHED JOB DESCRIPTION HAS BEEN AGREED BY THE POST
HOLDER(S) AS AN ACCURATE REFLECTION OF THE ROLES AND
RESPONSIBILITIES OF THE POST. (Add extra lines below as required)
Name:
Signature: Date:
Name:
Signature: Date:
Line Managers Name:
Signature: Date:
4
Job Description
Job Details
Job Title: Business and Special Projects Manager
Salary Band: 8a
Employing Organisation: Leeds Primary Care Trust
Location:
Specialty/Department: Development and Commissioning – Priority Groups
Reports to: Director of Development and Commissioning – Priority
Groups
Accountable for: Administrative Support
Directorate Administrative Team
Key Working Relationships
• Colleagues from Strategic Development and Commissioning Directorates
and broader PCT
• PCT Board
• Leeds Mental health Trust
• Leeds Teaching Hospitals Trust
• Leeds Social Services and Housing Department
• Citywide Modernisation Teams and other emergent infrastructure
• PCT Professional Executive Committe
• Patient groups and representatives
• SHA officers
• Voluntary sector groups and representatives
5
Job Purpose
The post holder will be responsible for providing significant senior support to the
Director of Development and Commissioning – Priority Groups and other senior
team members across the broad agenda of the Directorate and will lead on
business planning, corporate governance and information resource management
This will include:
• Managing specific projects or programmes
• Programme and Benefits Realisation planning
• Leading on corporate governance including risk management
• Management of the administrative support
defining, establishing and advising on the implementation of mechanisms and
systems through which this cross-organisational and multi-sector programme
should be managed, including financial, risk, performance and governance.
interpreting service policy and strategy to define and set out in the Strategic
Services Plan for Leeds the vision and framework for health and social care
of the future.
Supporting the Heads of Development and commissioning – Priority Groups
in ensuring a common approach and interrelationship with processes for the
development of other existing citywide strategic plans.
Collating, assessing and managing risk, specifically that generated through
joint working- identifying clinical, service, workforce and financial risks to
delivery, their drivers and triggers; assigning responsibility for managing and
reviewing them (citywide); checking adequacy of counter-measures for risks
that have system wide implications
• Leading from inception to closure a portfolio of major change projects or
programmes. These will change over time and will encompass city and sector
wide responsibilities
• Ensure the full engagement of service users and carers, partners and other
stakeholders in projects as appropriate. At a practical level this includes
multiple surveys, opinion gathering
The post holder will be expected to be an expert in their field and will be required
to determine how broad policies should be put into practice and take action based
on their own interpretation of national and other guidance and initiatives. The post
holder is expected to work with minimal supervision and has freedom to act within
their defined portfolio
Driving and Responding to policy
6
The post holder will be required to create policies and procedures to be applied
across the PCT and the city. They will also be expected to implement policies
and procedures across the Strategic Development Directorate.
• Provide lead support to the Heads of Development and commissioning –
Priority Groups in planning for and coordinating the development and
implementation of a major economy wide change programme with impact
across and outside of Leeds
• Support the Head of Policy and Service Development in interpreting overall
service policy and strategy to define and set out in the Strategic Services Plan
for Leeds the vision and framework for delivery for health and social care of
the future in Leeds (10 year planning timeline)
• Develop and implement operational policies and processes across the
Directorate
• As directed, identify and review national policy guidance, reports, plans and
other documents/briefing to assess importance, potential impact and
requirements and write briefing papers for the Director/senior managers
Communication & Relationship Management
This will include communication of sensitive and contentious information in an
environment which is emotive and sometimes hostile or antagonistic. The post
holder will be required to provide and receive information where there are
significant barriers to acceptance.
• Undertaking literature searches and other investigations to review specific
topic areas and write briefing papers
• Monitor Chief Executives Bulletin and other key briefings/web sites to identify
documents and information pertinent to the Directorate and disseminate
appropriately
• Ensure that through highly effective linkages, relationships are established
and developed with senior leaders, enabling the aligning of local goals and
establishment and maintenance of structures and networks.
• Establish and maintain a highly complex communication and relationship
system across individuals and organizations, developing cultures and
processes to address and learn from conflicting priorities and demands
• Receive highly complex information (financial, analytical and performance)
which may have significant barriers to acceptance and translate into practice
through strong interpersonal (persuasion, motivational or negotiation) skills.
• Develop and manage regular reports on progress of strategic programmes
and individual projects and ensure that success is communicated widely to all
stakeholders in a multitude of formats (written, published, media and web
based).
• Lead Directorate communication and stakeholder management activities
• Lead the management of the directorate meeting and governance structures
7
Planning and Organising
• The post-holder will be required to provide significant input to long term
strategic planning affecting departments, services and their users across the
organization and the city e.g. Local Delivery Plan, Business Plan, Integrated
Service Improvement Plan, SSDP, HealthCare Commission standards etc
• Support the Head of Commissioning – Priority Groups in developing and
managing a comprehensive plan that brings together the individual project
plans (and any related work) and ensures that they are coordinated and
effective. This will involve identifying inconsistencies, interdependencies and
gaps and ensuring the Project Directors take steps to address these.
• Assess guidance / requirements, ensure all staff are fully briefed and have the
resources and support required for delivery.
• Put in place and manage robust project management arrangements to
ensure delivery across all aspects of work
• Review and co-ordinate contributions to ensure consistency, completeness
and that all requirements are met, liaising with contributors as appropriate
• Provide significant input to the preparation of the annual Strategic
Development Business Plan
• Lead the development of a programme management approach across the
Directorate, utilising the Integrated Service Improvement Programme (ISIP)
approach
• Develop benefit realisation plans for key work programmes working in
conjunction with lead managers for specific priority groups
• Provide an expert resource to the Directorate on ISIP developing skills and
expertise and a community of practice
• Leading specific projects/ areas of work as appropriate in support of the overall
work programme of the directorate and the overarching planning framework of
the PCT. This project management portfolio will change over time
• Leading the organisation and management of major workshops and
conferences on behalf of the PCT and city
Analysis & Assessment
The post holder will be required to assess or interpret highly complex facts or
situations in order to form judgments. Some decisions may be unique and
without precedent. There will be occasions when opinions will differ or be in
conflict.
Establish performance management structures to monitor achievement of key
targets and priorities. This will involve the analysis and interpretation and forming
an assessment on complex and potentially conflicting information
8
Corporate Governance
• Lead on corporate governance for the Directorate working closely with
corporate governance colleagues
• Establish and maintain the Directorate Risk Register and contribute to PCT
Assurance Framework and Risk Register
• Work with managers to identify risks, control mechanisms and strategies to
mitigate risks
• Develop a culture and approach within the Directorate whereby risk
management is ‘live’ and forms an integral part of all workstreams and
programmes
• Lead with senior managers work to audit and impact assess all aspects of the
Directorates work in respect of equality and diversity and develop action plans
as appropriate
Financial Management
The post holder will have delegated authority for the Development and
Commissioning – Priority groups Directorate programme budgets. They will also
coordinate financial management across the Directorate.
• Provide budgetary control for all aspects of programmes complex financial
planning and management including support to:
o Preparing annual financial plans and forecasts.
o securing through negotiation resources from partner organizations
to enable the establishment of programme budgets
o identifying opportunities for and securing funding through other local
and national initiatives, including the Department of Health
• producing financial performance statements and managing performance
against these targets in partnership with Project Leads
• Prepare budgets for the Priority Groups Directorate
• Lead financial management control across the Planning and Commissioning –
Priority Groups Directorate
Information Resource Management
The post holder will be responsible for the adaptation, design, development and
9
operation of multiple information systems. This is expected to be a significant
part of the role.
• Develop and maintain a system to store and share key documents( e.g.
strategies , plans, registers, partnership group minutes etc) across the
Directorate and PCT
• Develop and manage Directorate information systems for complaint
management, risk management, MPs letters, queries and other corporate
information.
• Information and resource Management across the Directorate
• Daily use of computer software to create reports, documents, spreadsheets
and presentations
Human Resource Management
The post holder will lead and manage the Directorate administrative support
teams working in close liaison with senior managers. This includes responsibility
for setting priorities for delivery, and for allocation of strategic blocks of work,
appraisal and initial stages of grievance and disciplinary.
• Lead and manage the Directorate administrative team supporting a robust
approach to developing leadership and talent within the team
• Provide training and induction across the Directorate
• Develop skills and knowledge of self and those line managed and others co-
located – apply best practice in organisational development both within and
beyond teams.
• Lead human resource management for the Strategic Development Directorate
• Ensure that Directorate members undertake corporate induction and
mandatory/statutory training.
Other Responsibilities
• Work to portray a positive image of the PCT and the Directorate
• Any other duties commensurate with the post holder’s grade as agreed with
their line manager.
• All employees should understand that it is their personal responsibility to
comply with all organizational and statutory requirements e.g. Health and
Safety; Equal Treatment and Diversity; Confidentiality.
10
Person Specification
Title of Post: Business and Special Projects Manager – Priority Groups
Location: Leeds Primary Care Trust
Category Essential/ Description Means of
Desirable Assessment
Knowledge Essential • Awareness and understanding of key national Application
and policy initiatives affecting the NHS and Local Form
Experience Authorities Interview
• Understanding of NHS Planning cycles
• Knowledge of programme management and
understanding of benefits realisation
• Experience of project management ( 2 years)
• Experience gained from a programme co-
ordination role supporting major service re-
organisation and the management of
significant change (4 years Knowledge of
corporate governance of NHS organisations
• Experience of researching/review of policy
guidance/papers
• Experience developing, implementing and
maintaining information systems
• Experience of organising large complex multi-
agency meetings & conferences
• Evidence of being able to manage a range of
complex and diverse issues and situations
• Experience of building, leading and developing a
team
Desirable Knowledge of ISIP Application
Form
Interview
Skills and Essential • Innovator with ability to think creatively and work Application
Abilities on own initiative Form
Interview
• Excellent project management skills
• Excellent analytical, numerical & problem solving
skills
• Excellent organizational skills
• Effective influencing and negotiation skills at all
levels and across organizational boundaries
• Excellent communication skills (written and
verbal) at a range of levels
• Presentation skills
• Able to demonstrate personal integrity, energy
and resilience
• Able to deliver competing priorities to time on
tight deadlines
• High level of IT skills
11
Category Essential/ Description Means of
Desirable Assessment
Desirable • Application
Form
Interview
Training Essential • Educated to degree level or an equivalent Application
and Form
minimum of 3 years business, project and
Education Interview
planning experience
• Formal programme (or project) management
training or qualification (PRINCE2 or MSP)
• Advanced IT skills including: CLAIT, RSA
III Word Processing, Microsoft Office
package training (2 years)
• Evidence of continuing professional and
ongoing personal development through long
and short courses and structured self study,
including leading edge improvement
thinking and techniques
Desirable • Application
Form
Interview
Other Essential • Application
Requireme Form
nts Interview
12
WORKING DRAFT
(SUBJECT TO REVIEW SIX MONTHS AFTER APPOINTMENT)
Job Description/Person Specification Sign-Off Document
Post Title: Business and Special Projects Manager
Grade: AfC Band 8A
Department: Business and Special Projects
Directorate: Development and Commissioning – Adult Services
Name of Line Manager:
Position: Director of Development and Commissioning – Adult Services
E mail Address:
Contact Number(s):
Post Ref No. (for use by
the AfC Implementation
Team)
Please draw an
organisation chart Executive Director - Executive Director –
showing the two levels Commissioning Strategic Development
above and below the
post where appropriate.
Director of Director of Development
and Commissioning
Business and Special Project
Manager
Admin and support officers
The following individual
has agreed to be a Name:
representative of this
staff group, if required for Location:
job matching purposes.
The individual may be Email address:
called upon to provide
additional information Contact no(s):
regarding the post by the ……………………………………………………………………….
matching or evaluation
panel.
GR F Drive 1
Structures/JDs/Business and Special Projects Manager.doc
To assess whether the post matches a national profile the panel will require the following
additional information that is not usually covered in job descriptions/person
specifications.
PHYSICAL EFFORT
1. What physical skills needed Range of advanced keyboard skills to enable
in the role require, speed, extensive daily PC use (Microsoft Office suite
accuracy, dexterity and or of packages, website content management
manipulation (includes both system, event management software
clinical and non clinical
package)
posts) please provide
specific examples.
2. Is the post holder required to
lift equipment? If yes, please
specify type of equipment,
weight (approx kilos) and
frequency of the
requirement. Please provide
specific examples.
MENTAL EFFORT
1. Describe the amount of The post-holder has responsibility for the
concentration required management of a large and complex portfolio
within the day to day job.
Please give examples of Occasional prolonged concentration is required
how often and for how long Examples include:
this occurs. I.e. frequent, • drafting detailed papers and reports
prolonged, infrequent, • undertaking financial and other complex
occasionally etc. Please analytical work
provide specific examples • reviewing and interpreting performance
of when mental effort is • planning agenda and work for the short- and
required. longer-term
• sharing plans with stakeholders
• influencing and persuading
• taking or checking detailed minutes of large
complex meetings
• undertaking multiple of the above in tandem
2. Is the post holder required
Frequent interruptions Little routine or cyclical
to drive a vehicle? If so
work, thus high degree of unpredictability
please specify duration
and frequency.
Yes, on average twice a week for 60 minutes
duration
GR F Drive 2
Structures/JDs/Business and Special Projects Manager.doc
EMOTIONAL EFFORT
Can include patients or their relatives who are
Does any part of the job cause angry and/or distressed in relation to either MLB
emotional concerns and why? plans or more personal issues in respect of their
How often does this happen? E.g. own care or treatment.
exposure to child protection issues.
Please provide specific examples.
Programme engagement and consultation phases
include series of events where all stakeholders
(staff, users, colleagues from the Council, MPs
etc) are able to raise issues that concern them in
a public forum. The post holder will be required
to respond to statements, comments and views
made in anger, distress, dissatisfaction or
opposition
WORKING CONDITIONS
Is the post holder required to work in VDU used daily for long periods
extreme heat, cold, smells, noise
fumes which are unavoidable, even
with the strictest health and safety
controls? Dose the post holder
encounter aggressive behavior of
patients, clients, etc. Please
describe the requirement and the
frequency this may occur.
THE ATTACHED JOB DESCRIPTION HAS BEEN AGREED BY THE POST
HOLDER(S) AS AN ACCURATE REFLECTION OF THE ROLES AND
RESPONSIBILITIES OF THE POST. (Add extra lines below as required)
Name:
Signature: Date:
Name:
Signature: Date:
Line Managers Name:
Signature: Date:
GR F Drive 3
Structures/JDs/Business and Special Projects Manager.doc
Job Description
Job Details
Job Title: Business and Special Projects Manager
Salary Band: 8a
Employing Organisation: Leeds Primary Care Trust
Location:
Specialty/Department: Development and Commissioning – Adult Services
Reports to: Director of Development and Commissioning – Adult
Services
Accountable for: Administrative Support
Directorate Administrative Team
Key Working Relationships
• Colleagues from Development and Commissioning – Adult Services Directorate
and broader PCT
including chairs, chief executives, medical directors, PEC chairs of; PCT,
• PCT Board Leeds Teaching Hospitals NHS Trust, Leeds Mental Health Trust, Dean of
• MLB Board Medical School, YAS, LIFT, SHA, Leeds City Council
• MLB Executive
• MLB Consultation Committee members
• MLB Project Directors (x10 across Leeds health and social care)
• MLB Project Team Members
• Senior leaders from NHS Yorkshire & Humber
• Senior policy leads from the Department of Health
• Yorkshire & Humber Chief Executives and Directors of Commissioning
• Citywide Modernisation Teams and other emergent infrastructure
• PCT Professional Executive Committees
• Patient groups and representatives
• SHA officers
• Staff representatives
• Voluntary sector groups and representatives
GR F Drive 4
Structures/JDs/Business and Special Projects Manager.doc
Job Purpose
The post holder will be responsible for providing significant senior support to the Director
of Development and Commissioning – Adult Services in driving and coordinating the
delivery of a number of complex programmes including;
• Commissioning Programme
• Performance Management and Information Programme
• Innovation and Transformation Programme
• Public Health and Health Improvement Programme
• Partnership and Stakeholder Management Programme
• Defining, establishing and advising on the implementation of mechanisms and
systems through which cross-organisational and multi-sector programmes should
be managed, including financial, risk, performance and governance.
• Supporting the Heads of Planned and Unplanned Care in ensuring a common
approach and interrelationship with processes for the development of other
existing citywide strategic plans, including; Local Delivery Plan, Strategic
Services Development Plan, Strategic Services Plan, Leeds ISIP.
• Collating, assessing and managing risk, specifically that generated through joint
working- identifying clinical, service, workforce and financial risks to delivery, their
drivers and triggers; assigning responsibility for managing and reviewing them
(citywide); checking adequacy of counter-measures for risks that have system
wide implications.
• Coordinating the work of the directorate programme teams, setting priorities and
ensuring that resources are made available on time to enable the delivery of
objectives.
• Leading and coordinating all Directorate communications and stakeholder
management, including all feedback and complaint management.
• Developing relationships with senior leaders, establishing and maintaining
structures and networks to enable the alignment of local goals.
• Leading specific areas of work as appropriate in support of the overall
management of the directorate and programmes within its scope and the
overarching planning framework.
• Leading from inception to closure a portfolio of major change projects or
programmes. These will change over time and will encompass city and sector
wide responsibilities.
• Leading the organisation and management of event management, major
workshops and conferences on behalf of the directorate and the PCT.
The post holder will be expected to be an expert in their field and will be required to
determine how broad policies should be put into practice and take action based on their
own interpretation of national and other guidance and initiatives. The post holder is
expected to work with minimal supervision and has freedom to act within their defined
portfolio
GR F Drive 5
Structures/JDs/Business and Special Projects Manager.doc
Overview of Responsibilities
Driving and Responding to Policy
The post holder will be required to create policies and procedures to be applied across
the PCT and the city. They will also be expected to implement policies and procedures
across the Development and Commissioning – Adult Services Directorate.
• Provide lead support to the Director and the team in planning for and coordinating the
development and implementation of a change programmes with impact across and
outside of Leeds
• Support the Heads of Planned and Urgent Care in interpreting overall service policy
and strategy to define and set out in the Strategic Services Plan for Leeds the vision
and framework for delivery for health and social care of the future in Leeds (10 year
planning timeline)
• Develop and implement operational policies and processes across the Directorate
Communication & Relationship Management
This will include communication of sensitive and contentious information in an
environment which is emotive and sometimes hostile or antagonistic. The post holder
will be required to provide and receive information where there are significant barriers to
acceptance.
• Ensure that through highly effective linkages, relationships are established and
developed with senior leaders, enabling the aligning of local goals and establishment
and maintenance of structures and networks.
• Establish and maintain a highly complex communication and relationship system
across individuals and organizations, developing cultures and processes to address
and learn from conflicting priorities and demands.
• Support the Heads of Planned and Urgent Care in ensuring that there is a sufficiently
common approach to all internal and external planning including MLB and other
strategic programmes across the participant organizations, including ensuring that
the timescales for project delivery are reflected in Local Delivery Plans and SLAs,
demonstrating tangible year on year progress towards achievement of the vision.
• Manage relationships with patients and the public through representation at meetings
and workshops, and coordinating and responding to enquiries, feedback, complaints
and comments
• Receive highly complex information (financial, analytical and performance) which
may have significant barriers to acceptance and translate into practice through strong
interpersonal (persuasion, motivational or negotiation) skills.
• Develop and manage regular reports on progress of directorate programmes and
individual projects and ensure that success is communicated widely to all
stakeholders in a multitude of formats (written, published, media and web based).
GR F Drive 6
Structures/JDs/Business and Special Projects Manager.doc
Planning & Organising
The post-holder will be required to provide significant input to strategic planning affecting
departments, services and their users across the organization and the city.
• Lead the development of robust project plans. Project plans should have clear
milestones, critical paths, robust resource plans and risk management strategies.
Individual projects should be consistent with the overall Programme Plan and will cut
across many partner health, local authority and other teams and organisations
• Advise the Director in developing and managing a comprehensive Programme Plan
that brings together the individual project plans (and any related work) and ensures
that they are coordinated and effective. The plan will cover work to take place across
all organizations. This will involve identifying inconsistencies, interdependencies and
gaps and ensuring the steps are taken to address these.
• Support the Director and the team in tracking progress against the overall
programme plan and project plans, ensuring that any slippage against plan is
highlighted quickly and action taken to address it. This will also involve ensuring that
the Programme remains focused on the realisation of the agreed strategic service
vision and benefits.
• Leading specific areas of work as appropriate in support of the overall management
of the directorate and the overarching planning framework. This project and
programme management portfolio is expected to be significant, complex and will
change over time.
• Lead the management of the directorate meeting and governance structures. This
will include responsibility for agenda setting and prioritization of work linked to
corporate targets and performance management frameworks.
• Lead the coordination and management of a programme of large complex meetings,
events and workshops (100+ delegates).
• Provide significant input to the preparation of the annual Strategic Development
Business Plan
GR F Drive 7
Structures/JDs/Business and Special Projects Manager.doc
Analysis & Assessment
The post holder will be required to assess or interpret highly complex facts or situations
in order to form judgments. Some decisions may be unique and without precedent.
There will be occasions when opinions will differ or be in conflict.
• Develop a directorate wide risk management strategy, including a full quarterly
review of project and programme risks, ensuring their alignment with or incorporation
into the governance frameworks of partner organisations.
• Through critical reasoning identify risks or constraints to delivery of the programme –
these may arise through financial or human resource issues, governance, planning,
knowledge & information management, external influences or partnership &
engagement. Some will be made up of several components and stretch across
multiple organizations and may be in conflict
• Formulate and recommend solutions for the mitigation and management of these
risks.
• Interpret a broad range and significant volume of complex information,
prepare intricate financial analyses, evaluate a range of alternative options
and propose solutions
Financial Management
The post holder will have delegated authority for the Development and Commissioning –
Adult Services Directorate programme budgets. They will also coordinate financial
management across the Directorate.
• Provide budgetary control for all aspects of programmes complex financial planning
and management including support to:
o Preparing annual financial plans and forecasts.
o securing through negotiation resources from partner organizations to
enable the establishment of programme budgets
o identifying opportunities for and securing funding through other local and
national initiatives, including the Department of Health
• producing financial performance statements and managing performance against
these targets in partnership with Project Leads
• Prepare budgets for the Adult Services Directorate
• Lead financial management control across the Planning and Commissioning – Adult
Services Directorate
GR F Drive 8
Structures/JDs/Business and Special Projects Manager.doc
Information Resource Management
The post holder and his/her team will be responsible for the adaptation, design,
development and operation of multiple information systems. This is expected to be a
significant part of the role. The post holder will co-ordinate and lead the risk
management reporting and monitoring of the directorate team, working closely with
corporate governance colleagues
• Develop and maintain a system (extranet) to store and share a primary set of
documents across partners ensuring compliance with the specifications of key
stakeholders.
• Develop and manage a range of Directorate information systems such as document
configuration, complaints management, consultation information, programme and
project planning information.
• Manage a portfolio of information management process and documents, including
configuration and change control
• Daily use of computer software to create reports, documents, spreadsheets and
presentations
Human Resource Management
The post holder will lead and manage the Directorate administrative support teams. This
includes responsibility for setting priorities for delivery, and for allocation of strategic
blocks of work, appraisal and initial stages of grievance and disciplinary.
• Support the Director and the team in coordinating the activities directorate
programmes
• Lead and manage the Directorate administrative team supporting a robust approach
to developing leadership and talent within the team
• Provide training in relation to corporate and directorate and project/programme
management; ensuring that directorate members undertake corporate induction and
mandatory/statutory training.
• Develop skills and knowledge of self and those line managed and others co-located –
apply best practice in organisational development both within and beyond teams.
• Lead human resource management for the Strategic Development Directorate.
Other Responsibilities
• Work to portray a positive image of the PCT and the Directorate
• Any other duties commensurate with the post holder’s grade as agreed with their line
manager.
• All employees should understand that it is their personal responsibility to comply with
all organizational and statutory requirements e.g. Health and Safety; Equal Treatment
and Diversity; Confidentiality.
GR F Drive 9
Structures/JDs/Business and Special Projects Manager.doc
Person Specification
Title of Post: Business and Special Projects Manager
Location: Leeds Primary Care Trust
Category Essential Description Means of
/ Assessment
Desirable
Knowledg Essential • Responsibility for the management of a Application
e and citywide project (2 years) Form
Experienc Interview
e • Experience gained from a programme co-
ordination role supporting major service re-
organisation and the management of
significant change (4 years)
• Experience and on the job training of
business or office management
• Experience and knowledge of NHS
budgetary management procedures
• Experience developing, implementing and
maintaining complex information systems
• Experience of organising large complex
multi-agency meetings & conferences
• Depth and breadth of awareness and
understanding of key national policy
initiatives affecting the NHS and Local
Authorities
• Knowledge of the challenges involved in
delivery of high quality public services in
Leeds
• Experience of multi-agency working and
building networks beyond own organization
and profession
• Evidence of being able to manage a range
of complex and diverse issues and situations
• Experience of building, leading and
developing a team
Desirable Application
Form
Interview
GR F Drive 1
Structures/JDs/Business and Special Projects Manager.doc
Category Essential Description Means of
/ Assessment
Desirable
Skills and Essential • Innovator with ability to think creatively Application
Abilities beyond the boundaries of current Form
organisational and professional practice Interview
• Excellent project management skills
• Excellent analytical, numerical & problem
solving skills
• Exceptional organizational skills
• Evidence of effective influencing and
negotiation skills at all levels and across
organizational boundaries
• Excellent communication skills (written and
verbal)
• Able to demonstrate personal integrity,
energy and resilience
• Able to deliver competing priorities to time
on tight deadlines
• Capacity to handle conflict
• Has the presence to represent the
programme and PCT at a senior level
Desirable • Application
Form
Interview
Training Essential • Educated to a minimum of degree level or Application
and an equivalent minimum of 3 years Form
Education business, project and programme Interview
management experience
• Formal programme (or project) management
training or qualification (PRINCE2 or MSP)
• Advanced IT skills including: CLAIT, RSA
III Word Processing, Microsoft Office
package training
• Evidence of continuing professional and
ongoing personal development through long
and short courses and structured self study,
including leading edge improvement thinking
and techniques
Desirable • Application
Form
Interview
GR F Drive 1
Structures/JDs/Business and Special Projects Manager.doc
WORKING DRAFT
(SUBJECT TO REVIEW SIX MONTHS AFTER APPOINTMENT)
Job Description/Person Specification Sign-Off Document
Post Title: Business and Special Projects Manager
Department:
Directorate: Strategic Development
Name of Line
Manager:
Position: Deputy Director of Strategic Development
E mail Address:
Contact Number(s):
Post Ref No. (for use by
the AfC Implementation
Team)
Please draw an
organisation chart
showing the two levels Executive Director of
Strategic Development
above and below the
post where Deputy Director of
appropriate. Strategic Development
Business and
Special Projects Manager
Administrative Team
The following individual
has agreed to be a Name:
representative of this
staff group, if required for Location:
job matching purposes.
The individual may be
called upon to provide
Email address:
additional information
regarding the post by the Contact no(s):
matching or evaluation ……………………………………………………………………….
panel.
C:\Documents and Settings\pagea\Desktop\Business and Special projects manager.doc 1
To assess whether the post matches a national profile the panel will require the
following additional information that is not usually covered in job
descriptions/person specifications.
PHYSICAL EFFORT
1. What physical skills Range of advanced keyboard skills to enable
needed in the role require, extensive daily PC use (Microsoft Office suite
speed, accuracy, dexterity of packages, website content management
and or manipulation system, event management software
(includes both clinical and package)
non clinical posts) please
provide specific examples.
2. Is the post holder required
to lift equipment? If yes,
please specify type of
equipment, weight (approx
kilos) and frequency of the
requirement. Please
provide specific examples.
MENTAL EFFORT
1. Describe the amount of The post-holder has responsibility for the
concentration required management of a large and complex portfolio
within the day to day job.
Please give examples of Occasional prolonged concentration is
how often and for how required
long this occurs. I.e. Examples include:
frequent, prolonged, • drafting detailed papers and reports
infrequent, occasionally • undertaking financial and other complex
etc. Please provide analytical work
specific examples of • reviewing and interpreting performance
when mental effort is • planning agenda and work for the short-
required. and longer-term
• sharing plans with stakeholders
• influencing and persuading
• taking or checking detailed minutes of large
complex meetings
• undertaking multiple of the above in
tandem
Frequent interruptions Little routine or cyclical
work, thus high degree of unpredictability
C:\Documents and Settings\pagea\Desktop\Business and Special projects manager.doc 2
2. Is the post holder
required to drive a Yes, on average twice a week for 60 minutes
vehicle? If so please duration
specify duration and
frequency.
EMOTIONAL EFFORT
Does any part of the job cause Can include patients or their relatives who
emotional concerns and why? are angry and/or distressed in relation to
How often does this happen? either MLB plans or more personal issues in
E.g. exposure to child protection respect of their own care or treatment.
issues. Please provide specific Programme engagement and consultation
examples. phases include series of events where all
stakeholders (staff, users, colleagues from
the Council, MPs etc) are able to raise issues
that concern them in a public forum. The
post holder will be required to respond to
statements, comments and views made in
anger, distress, dissatisfaction or opposition.
WORKING CONDITIONS
Is the post holder required to VDU used daily for long periods
work in extreme heat, cold,
smells, noise fumes which are
unavoidable, even with the
strictest health and safety
controls? Dose the post holder
encounter aggressive behavior of
patients, clients, etc. Please
describe the requirement and the
frequency this may occur.
C:\Documents and Settings\pagea\Desktop\Business and Special projects manager.doc 3
THE ATTACHED JOB DESCRIPTION HAS BEEN AGREED BY THE POST
HOLDER(S) AS AN ACCURATE REFLECTION OF THE ROLES AND
RESPONSIBILITIES OF THE POST. (Add extra lines below as required)
Name:
Signature: Date:
Name:
Signature: Date:
Line Managers Name:
Signature: Date:
C:\Documents and Settings\pagea\Desktop\Business and Special projects manager.doc 4
Job Description
Job Details
Job Title: Business and Special Projects Manager
Salary Band: Agenda for Change Band 8a
Employing Organisation: Leeds Primary Care Trust
Location: North West House
Specialty/Department: n/a
Reports to: Deputy Director of Strategic Development
Accountable for: Administrative Support
Directorate Administrative Team
Control of Strategic Development financial resources
Control of Making Leeds Better Programme financial
resources of £1.2 million per annum (plus a further £1
million of partner organisation annual benefit in kind)
Key Working Relationships
• Colleagues from Strategic Development Directorate and broader PCT
• PCT Board
• MLB Board including chairs, chief executives, medical directors, PEC chairs of;
PCT, Leeds Teaching Hospitals NHS Trust, Leeds Mental Health Trust,
• MLB Executive Dean of Medical School, YAS, LIFT, SHA, Leeds City Council
• MLB Consultation Committee members
• MLB Project Directors (x10 across Leeds health and social care)
• MLB Project Team Members
• Senior leaders from NHS Yorkshire & Humber
• Senior policy leads from the Department of Health
• Yorkshire & Humber Chief Executives and Directors of Commissioning
• Leeds Universities
• Citywide Modernisation Teams and other emergent infrastructure
• PCT Professional Executive Committees
• Patient groups and representatives
• Staff representatives
• Voluntary sector groups and representatives
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Job Purpose
The post holder will be responsible for:
Providing significant senior support to the Deputy Director of Strategic
Development in driving and coordinating the delivery of the major economy
wide change programme Making Leeds Better, including;
defining, establishing and advising on the implementation of
mechanisms and systems through which this cross-organisational
and multi-sector programme should be managed, including financial,
risk, performance and governance.
coordinating the work of the programme team, including directors for
the ten component projects, setting priorities and ensuring that
resources are made available on time to enable the delivery of
objectives.
developing relationships with senior leaders, establishing and
maintaining structures and networks to enable the alignment of local
goals.
interpreting service policy and strategy to define and set out in the
Strategic Services Plan for Leeds the vision and framework for health
and social care of the future.
Managing the Programme Office work and staff
Leading specific areas of work as appropriate in support of the overall
management of Making Leeds Better and the overarching planning framework,
initially including the management of the citywide Transport Project.
Leading from inception to closure a portfolio of major change projects or
programmes. These will change over time and will encompass city and sector
wide responsibilities.
Working closely with the Directorate of Workforce and Corporate Development
to ensure that plans for engagement and consultation are developed in line
with Making Leeds Better requirements.
Supporting the Head of Policy and Service Development in ensuring a
common approach and interrelationship with processes for the development of
other existing citywide strategic plans, including; Local Delivery Plan, Strategic
Services Development Plan, Strategic Services Plan, Leeds ISIP.
Assessing and managing risk, specifically that generated through joint
working- identifying clinical, service, workforce and financial risks to delivery,
their drivers and triggers; assigning responsibility for managing and reviewing
them (citywide); checking adequacy of counter-measures for risks that have
system wide implications.
Supporting the Head of Policy and Service Development in the development of
proposals for the future of the MLB brand, including a statement of brand
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value, proposals for any redefinition of scope, and a position on stakeholder
expectations.
Leading the organisation and management of major workshops and
conferences on behalf of the PCT and city
Managing financial, business and risk management for the Strategic
Development Directorate.
Leading Directorate communications and stakeholder management.
Developing and managing Directorate document and information management
processes.
The post holder will be expected to be an expert in their field and will be required
to determine how broad policies should be put into practice and take action based
on their own interpretation of national and other guidance and initiatives.
Overview of Responsibilities
Driving and Responding to Policy
The post holder will be required to create policies and procedures to be applied
across the PCT and the city. They will also be expected to implement policies
and procedures across the Strategic Development Directorate.
• Provide lead support to the Deputy Director in planning for and coordinating
the development and implementation of a major economy wide change
programme with impact across and outside of Leeds
• Support the Head of Policy and Service Development in interpreting overall
service policy and strategy to define and set out in the Strategic Services Plan
for Leeds the vision and framework for delivery for health and social care of
the future in Leeds (10 year planning timeline)
• Develop and implement operational policies and processes across the
Directorate
Communication & Relationship Management
This will include communication of sensitive and contentious information in an
environment which is emotive and sometimes hostile or antagonistic. The post
holder will be required to provide and receive information where there are
significant barriers to acceptance.
• Ensure that through highly effective linkages, relationships are established and
developed with senior leaders, enabling the aligning of local goals and
establishment and maintenance of structures and networks.
• Establish and maintain a highly complex communication and relationship
system across individuals and organizations, developing cultures and
processes to address and learn from conflicting priorities and demands.
• Support the Head of Policy and Service Development in ensuring that there is
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a sufficiently common approach to MLB and other strategic programmes
across the participant organizations, including ensuring that the timescales for
project delivery are reflected in Local Delivery Plans and SLAs, demonstrating
tangible year on year progress towards achievement of the vision.
• Work with the Director of Workforce and Corporate Development to deliver a
stakeholder engagement and consultation programme that ensures that all
stakeholders (70+ key groupings) are represented on and engaged in MLB.
• Provide significant support to the formal public consultation exercise through
autumn 2007
• Manage relationships with patients and the public through representation at
MLB meetings and workshops, and responding to MLB website enquiries and
comments
• Receive highly complex information (financial, analytical and performance)
which may have significant barriers to acceptance and translate into practice
through strong interpersonal (persuasion, motivational or negotiation) skills.
• Develop and manage regular reports on progress of the MLB Programme and
other strategic programmes and individual projects and ensure that success is
communicated widely to all stakeholders in a multitude of formats (written,
published, media and web based).
Planning & Organising
The post-holder will be required to provide significant input to long term strategic
planning affecting departments, services and their users across the organization
and the city.
• Support each MLB Project Director in developing a robust project plan for
his/her project. Project plans should have clear milestones, critical paths,
robust resource plans and risk management strategies. Individual projects
should be consistent with the overall Programme Plan and will cut across
many partner health, local authority and other teams and organisations
• Support the Deputy Director in developing and managing a comprehensive
MLB Programme Plan that brings together the individual project plans (and
any related work) and ensures that they are coordinated and effective. The
plan will cover work to take place across all organizations represented at the
Programme Executive. This will involve identifying inconsistencies,
interdependencies and gaps and ensuring the Project Directors take steps to
address these.
• Support the Deputy Director in tracking progress against the overall MLB
programme plan and the ten project plans, ensuring that any slippage against
plan is highlighted quickly and action taken to address it. This will also involve
ensuring that the Programme remains focused on the realisation of the agreed
strategic service vision and benefits.
• Provide significant support to the Head of Policy and Service Development in
preparing in spring 2007 the Strategic Services Plan for Leeds setting out the
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outcomes across all the programme’s projects and stages and how and when
the vision for health and social care in Leeds will be delivered – the framework
• Lead the management of the Programme Board, Executive and other citywide
governance structures. This will include responsibility for agenda setting and
prioritisation of work
• Lead the coordination and management of a programme of large complex
meetings, events and workshops (100+ delegates).
• Provide significant input to the preparation of the annual Strategic
Development Business Plan
Analysis & Assessment
The post holder will be required to assess or interpret highly complex facts or
situations in order to form judgments. Some decisions may be unique and
without precedent. There will be occasions when opinions will differ or be in
conflict.
• Develop a MLB Programme wide risk management strategy, including a full
quarterly review of project and programme risks, ensuring their alignment with
or incorporation into the governance frameworks of partner organisations.
• Through critical reasoning identify risks or constraints to delivery of the
programme – these may arise through financial or human resource issues,
governance, planning, knowledge & information management, external
influences or partnership & engagement. Some will be made up of several
components and stretch across multiple organizations and may be in conflict
• Formulate and recommend solutions for the mitigation and management of
these risks to the MLB Programme Executive
• Interpret a broad range and significant volume of complex information, prepare
intricate financial analyses, evaluate a range of alternative options and
propose solutions.
Financial Management
The post holder will have delegated authority for the Strategic Development
Directorate budget and elements of the MLB programme and other city wide
budgets. They will also coordinate financial management across the Directorate.
• Provide budgetary control for all aspects of the Programme’s complex financial
planning and management including support to:
o preparing annual financial plans (£1.2 million cash and a further £1
million benefit in kind) across multiple partners
o securing through negotiation resources from partner organizations
to enable the establishment of programme budgets
o identifying opportunities for and securing funding through other local
and national initiatives, including the Department of Health
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o producing financial performance statements and managing
performance against these targets in partnership with Project
Directors
o making recommendations to the Executive and Board on areas of
risk and potential corrective action.
• Prepare budgets for the Strategic Development Directorate
• Lead financial management control across the Strategic Development
Directorate
Information Resource Management
The post holder will be responsible for the adaptation, design, development and
operation of multiple information systems. This is expected to be a significant
part of the role.
• Design, develop and maintain a website to promote the Programme and
enhance engagement with members of the public, generating and updating
material on a regular basis
• Develop web functionality through which stakeholders can offer an opinion on
or become involved in the work of MLB, generating and storing information
about a growing user base
• Develop and maintain a system (extranet) to store and share a primary set of
documents across MLB partner organizations ensuring compliance with the
specifications of Project Directors and other key stakeholders
• Develop and manage a range of Directorate information systems
• Manage a portfolio of information management process and documents,
including configuration and change control
• Daily use of computer software to create reports, documents, spreadsheets
and presentations
• Lead provision of support to the citywide Programme Executive, Board and
other emergent economy wide strategic governance structures.
Human Resource Management
The post holder will lead and manage the MLB Programme Office and Directorate
administrative support teams. This includes responsibility for setting priorities for
delivery, and for allocation of strategic blocks of work, appraisal and initial stages
of grievance and disciplinary.
• Manage the MLB Programme Office and its staff
• Support the Deputy Director in coordinating the activities of 10 MLB project
directors (Board level) and their teams in delivering MLB work programme
• Lead and manage the Directorate administrative team supporting a robust
approach to developing leadership and talent within the team
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• Provide training and induction across the Directorate
• Develop skills and knowledge of self and those line managed and others co-
located – apply best practice in organisational development both within and
beyond teams.
• Lead human resource management for the Strategic Development Directorate.
Research and Development
The post holder will support the Deputy Director of Strategic Development across
a range of initiatives including:
• Support an extensive period of engagement with staff, service users and other
stakeholders. At a practical level this includes multiple surveys, opinion
gathering, use of formal research/consumer channels and an on-line tool. The
effectiveness of this process will be evaluated by an academic institute.
• Support the Head of Policy and Service Development in work with The Centre
for Clinical Management Development of the University of Durham for the
duration of the MLB Programme to research and write-up the following
elements with the objective aim of turning implicit into explicit and
internationally shareable knowledge:
o Using Hospital Episode Statistics data to drive service improvement
o Examining the benefits of “pathwaying”
o Translating the implications of the above into estates planning
• Support the Head of Policy and Service Development in seeking opportunities
to pilot or promote the work of the Programme through national initiatives
• Provide support to a programme of evaluation across the Strategic
Development Directorate.
• Provide support to a programme of strategic development learning
consolidation and dissemination, locally and nationally.
Other Responsibilities
• Work to portray a positive image of the MLB Programme and Strategic
Development Directorate
• Any other duties commensurate with the post holder’s grade as agreed with
their line manager.
All employees should understand that it is their personal responsibility to comply
with all organizational and statutory requirements e.g. Health and Safety; Equal
Treatment and Diversity; Confidentiality.
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Person Specification
Title of Post: Business and Special Projects Manager
Location: Leeds Primary Care Trust
Category Essential/ Description Means of
Desirable Assessment
Knowledge Essential • Responsibility for the management of a citywide Application
and project (2 years) Form
Experience Interview
• Experience gained from a programme co-
ordination role supporting major service re-
organisation and the management of significant
change (4 years)
• Experience and on the job training of business
or office management (4 years)
• Experience and knowledge of NHS budgetary
management procedures (2 years)
• Experience developing, implementing and
maintaining complex information systems (2
years)
• Experience as a Board secretary in an NHS
organisation (4 years)
• Experience of organising large complex multi-
agency meetings & conferences (2 years)
• Depth and breadth of awareness and
understanding of key national policy initiatives
affecting the NHS and Local Authorities
• Knowledge of the challenges involved in delivery
of high quality public services in Leeds
• Experience of multi-agency working and building
networks beyond own organization and
profession
• Evidence of being able to manage a range of
complex and diverse issues and situations
• Experience of building, leading and developing a
team
Desirable • Experience of working with health service Application
procurement systems (2 years) Form
Interview
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Category Essential/ Description Means of
Desirable Assessment
Skills and Essential • Innovator with ability to think creatively beyond Application
Abilities the boundaries of current organisational and Form
professional practice Interview
• Excellent project management skills
• Excellent analytical, numerical & problem solving
skills
• Exceptional organizational skills
• Evidence of effective influencing and negotiation
skills at all levels and across organizational
boundaries
• Excellent communication skills (written and
verbal)
• Able to demonstrate personal integrity, energy
and resilience
• Able to deliver competing priorities to time on
tight deadlines
• Capacity to handle conflict
• Has the presence to represent the programme
and PCT at a senior level
Desirable • Application
Form
Interview
Training Essential • Educated to a minimum of degree level or an Application
and equivalent minimum of 3 years business, Form
Education project and programme management Interview
experience
• Formal programme (or project) management
training or qualification (PRINCE2 or MSP)
• NVQ 3 Business Administration (4 years)
• Advanced IT skills including: CLAIT, RSA III
Word Processing, Microsoft Office package
training (2 years)
• RSA III Shorthand (2 years)
• Training in web editing
• Evidence of continuing professional and ongoing
personal development through long and short
courses and structured self study, including
leading edge improvement thinking and
techniques
Desirable • Application
Form
Interview
Other Essential • Application
Requireme Form
nts Interview
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WORKING DRAFT
(SUBJECT TO REVIEW SIX MONTHS AFTER APPOINTMENT)
Job Description/Person Specification Sign-Off Document
Post Title: Director of Capital & Transport Planning and Commissioning
Department: Capital & Transport Planning / Commissioning
Directorate: Strategic Development
Name of Line Jill Copeland
Manager:
Position: Executive Director of Strategic Development
E mail Address: Jill.Copeland@leedspct.nhs.uk
Contact Number(s): 0113 3057370
Post Ref No. (for use by
the AfC Implementation
Team)
Chief Executive
lease draw an
organisation chart Executive Director of Strategic Development
showing the two levels
above and below the
Director of Capital & Transport Planning & Commissioning
post where
appropriate.
Head of Capital Planning, and the Head of Capital Procurement,
and the Head of Property Management PA & Admin Team
Staff in three associated teams
The following individual
has agreed to be a Name : ………………………………………………………………
representative of this
staff group, if required for Location: ……………………………………………………………
job matching purposes.
The individual may be
called upon to provide
Email address: ……………………………………………………..
additional information
regarding the post by the Contact no(s): ……………………………………….…………….
matching or evaluation
panel. ……………………………………………………………………….
LMB/Kinston2/directorate jds/January 2007 1
To assess whether the post matches a national profile the panel will require the
following additional information that is not usually covered in job
descriptions/person specifications.
PHYSICAL EFFORT
1. What physical skills needed in the Range of keyboard skills to enable
role require, speed, accuracy, extensive/advanced daily PC use
dexterity and or manipulation (variety of software packages).
(includes both clinical and non
clinical posts) please provide Occasionally required to transport,
specific examples. laptop & projector
2. Is the post holder required to lift
equipment? If yes, please specify
type of equipment, weight (approx
kilos) and frequency of the
requirement. Please provide
specific examples.
MENTAL EFFORT
1. Describe the amount of Postholder has sole responsibility for
concentration required within the a directorate consisting of three
day-to-day job. Please give interdependent teams,.
examples of how often and for
how long this occurs. i.e. Occasional requirement for
frequent, prolonged, infrequent, prolonged concentration, work
occasionally etc. Please provide pattern is subject to a high degree of
specific examples of when unpredictability
mental effort is required.
Concentration required when writing
detailed/technical reports,
reviewing/interpreting performance
negotiating commercial & legal
2. Is the post holder required to agreements associated with
drive a vehicle? If so please accusation & occupation of buildings
specify duration and frequency. chairing large meetings with multiple
competing demands,
Required to travel across the city to
meetings and new sites
EMOTIONAL EFFORT
Does any part of the job cause emotional Imparting unwelcome news to:
concerns and why? stakeholders e.g. where strategic
How often does this happen? E.g. plans or capital investments have not
exposure to child protection issues. been delivered/met
Please provide specific examples. Staff eg where their base could be
LMB/Kinston2/directorate jds/January 2007 2
changing, they are often feeling
angry and defensive of their work
patterns and delivery style, as well as
anxiety relating to personal impact on
such changes
Often listening and responding to
distressed users and their carers who
fear location changes will create
further personal and financial
burdens on their often complicated
lifestyles
Difficult circumstances – regular
involvement in consultation events,
dealing with concerns/fears raised
from a broader range of stakeholders
WORKING CONDITIONS
Is the post holder required to work in Regular unpleasant conditions such
extreme heat, cold, smells, noise fumes as potentially hazardous site visits
which are unavoidable, even with the with construction staff using industrial
strictest health and safety controls? Dose equipment/machinery/chemicals.
the post holder encounter aggressive
behavior of patients, clients, etc. Please Use of VDU equipment daily for
describe the requirement and the prolonged hours (often 3-5 hours).
frequency this may occur.
THE ATTACHED JOB DESCRIPTION HAS BEEN AGREED BY THE POST
HOLDER AS AN ACCURATE REFLECTION OF THE ROLES AND
RESPONSIBILITIES OF THE POST.
Name:
Signature: Date:
Line Managers Name:
Signature: Date:
LMB/Kinston2/directorate jds/January 2007 3
Appendix 2
Job Description
Job Details
Job Title: Director of Capital & Transport Planning & Commissioning
Grade: Band 8d
Employing Organisation: Leeds PCT
Location: tbc
Specialty/Department: Capital & Transport Planning / Commissioning
Reports to: Executive Director of Strategic Development
Accountable for: Head of Capital Planning, and team
Head of Capital Procurement, and team
Head of Property Management, and team
PA (incorporating Board Secretary function and PA
support to the Chair) and administration staff
PCT’s Capital Budget, Property Maintenance Budget
Capital Enabling Funds
Key Working Relationships
PCT Chair, Chief Executive & Executive Directors and PEC Members
Chair & members of the Strategic Partnering Board
Chair & Chief Executive Leeds Lift Limited
Deputy Chief Executive, Head of the Private Finance Initiative Branch & other
senior members of Leeds City Council
Leeds City Council Members
Executive Director of Finance & Improvement, Strategic Health Authority
Department of Health – Senior Policy Leads particularly in the Private Finance
Unit and Partnership for Health Branch
Range of PCT Legal, financial and technical Advisors
Primeria/Miller Group UK
Yorkshire Ambulance Service, METRO and other transport providers
Members of the MLB Programme Executive & MLB Programme Directors
Independent Contractors (GPs, Dentists, Optometrists)
Private healthcare providers (eg PBC Consortiums, Co-op & Lloyd Pharmacies)
Voluntary Sector/Leeds Voice
Senior PCT Locality and Service Managers
Yorkshire Forward – Regional Manager
Consultants & other senior clinical champions
Public & patient representatives
MLB Consultation Committee
Universities
Local MPs and media
LMB/Kinston2/directorate jds/January 2007 4
Job Purpose
Statement of Job Purpose:
The postholder will provide strategic leadership for the challenging and complex
capital & transport planning and commissioning directorate, ensuring strategic
alignment of capital solutions with partners across the city.
Develop a long term estates strategy for the city that will develop links with all
elements of Service strategy (including MLB, primary care, provider services and
those provided by independent and private providers). Provide advice to the PCT
Board on the procurement (and subsequent construction & commissioning)
programme providing state of the art health facilities, refurbishment of existing
premises to ensure minimum (Level B) standard regulations are maintained and
effective disposal of redundant properties, ensuring value for money deals are
secured.
Work with the PCT’s Strategic Estate Partner Leeds Lift Ltd (LLL) to design, build
and commission the eight year, £120m capital programme, including
commissioning of professional legal, technical and financial advice.
Manage the legal transfer of 22 properties (combined value of £22m) to LLL.
Negotiate and procure contracts for hard fm (facilities management) and soft fm
contracts. Lead the design of non-urgent transport plans to align to new service
models and develop tender specifications.
Take a lead role in all public consultations/councilor briefing etc, on all community
estate and non-urgent transport issues.
Overall management of the PCT’s capital budget, £5.5m/per annum.
Job Summary:
Strategic Service Strategy
• The post holder is responsible, for interpreting the service policy and
strategy to define and develop supporting strategies, city-wide, for both
primary & community estate and non-urgent patient transport
• Lead the development of the City’s Strategy Service development.
Strategy requiring approval from the PCT Board, Strategic Partnership
Board and key local providers Boards (LTHT, LMHT) by interpreting
service policy and strategic direction. Lead on the development of specific
outcomes, identified commitments and evaluations methodologies.
• Develop relationships with senior leaders, establishing and maintaining
structures and networks to enable the alignment of local goals.
• Identify levers, national and local, that have the potential to enhance or
LMB/Kinston2/directorate jds/January 2007 5
contribute towards the delivery of the strategic vision and develop
proposals/business cases in response to emergent opportunities.
• Develop the framework for matching community sites with services,
including a range of social, health impact and financial criteria.
• Model implications for staff, patients and carers of changing community
estate configuration and provide costed options.
• Design and establish the mechanism for implementation and systems by
which this cross-organisational and multi-sector plan demonstrate delivery,
including associated risk management arrangements. Develop impact
analysis of highly complex, multi stranded major change programmes for
NHS and private healthcare and transport providers. Formulate and
recommend solutions to mitigate the risks to the PCT and MLB Board.
Strategic Capital Planning
Ensure strategic alignment of capital solutions with key partners across
the city. Represent the PCT’s primary and community service interest
and provide strategic estate advise on a range of city-wide Boards,
including: Leeds City Council (LCC) Leeds Initiative, Joint Service
Centre Board, LCC Social Services Transformation Project, Education
Leeds Building Better Schools for the Future, LCC Leisure Services New
Leaf Leisure Centres
Lead the development of an estates strategy, developing strategic estate
solutions to meet the requirements of primary care developments,
emerging local models relating to long term condition strategies and MLB
service models and activity volumes. Costing solutions and aligning with
MLB affordability modeling.
Lead the development of the Community estate configuration (i.e. hubs &
spokes model), match services to this blueprint and advise on suitability
of estate options, taking into account population needs, health
inequalities, views of patients, the public and service users, best practice
building design, new technologies to improve ways of working, capacity,
access to specialist equipment, utilisation and vfm of capital resources.
Key link with LMHT, LTHT and LCC to understand implications of
proposals.
Leading the development of criteria, with partners, for assessing
potential development of sites and relocation of services.
Leading the development of city’s Strategic Services Development Plan,
to include social, secondary, community and primary care services.
Ensuring alignment to existing corporate planning documents, eg ISIP,
Local Delivery Plans, Business Plans, Practice based Commissioning
Plans, Strategic Services Plan, Local Authority Corporate Plan, etc.
Development of estate solutions in response to the strategic service
direction.
Taking a lead role in the MLB engagement and consultation process on
primary and community estate solutions, including leading staff/internal
LMB/Kinston2/directorate jds/January 2007 6
stakeholder workshops; presentations to wider stakeholder forums and
briefing to the LTHT/LMHT/PCT Chief Executives, the Local Authority
Corporate Management Group and Overview & Scrutiny Committee, etc.
Work with partner organisations, staff, patients and the public to shape
future building configuration and design.
Leading the development and implementation of a marketing strategy to
promote the improved staff and patient experience from services
delivered from LIFT buildings and, in conjunction with workforce
development and care service colleagues, work to ensure building
designs maximise the effectiveness of service delivery and patient
experience.
Work with the Directors responsible for workforce and organisational
development to ensure that estates capacity is matched to improved
approaches to health service delivery, to maximise the patient
experience and value for money from the PCT’s capital resources.
Design, and jointly manage with the Operational Directors of Care
Services, a system to ensure service relocations are inline with the (to
be) agreed community estate configuration.
Work with the Voluntary Sector to understand the accommodation
implications of new models of service delivery. Develop a framework for
incorporating Voluntary Sector requirements into the strategic Capital
Planning function, cross-organisations.
Develop mechanisms to contribute to the Local Authority’s regeneration
agenda. Agree specific outcomes with the PCT's private estate provider
regarding employment of construction staff from disadvantaged
groups/communities.
Take a lead role in delivering evidence of the organisation being a ‘Good
Corporate Citizen’ for the facilities management, new buildings and
transport workstreams, and contribute to the procurement workstream.
Capital Procurement
Represent the Strategic Estate Planning function on the Strategic
Partnership Board (SPB), advising on future service developments and
associated estate implications. Support the Chair of the SPB by
providing access to financial and legal advice (procuring and appointing
external advisors as appropriate), design and management of the SPB
Work Programme, developing the performance management framework
for LLL and providing a full secretariat service to the Board.
Provide professional leadership to the SPB and contracting authorities in
order that they can fulfill their obligation and roles under the three
principle agreements contained within the SPA (Strategic Partnership
Agreement).
Provide strategic direction to inform the future development programme
LMB/Kinston2/directorate jds/January 2007 7
of Leeds LIFT Limited (LLL). Lead the support team working with LLL to
develop relationships with service leads, GPs and third party tenants,
produce building functional contents and tenant requirements, develop
business plans for Board/SHA/DoH approval and agree ULPA (Under
Lease Plus Agreements). Ensure delivery of the PCT's Capital
Procurement Programme in line with the city’s Strategic Service
Development Plan. Procure and appoint appropriate legal and financial
advise.
Negotiate the complex legal and financial elements of the legally binding
agreements with LLL (private sector partner).
Advise Independent Contractors (GPs, Optometrists, dentists etc)
working 3rd party developments (private sector) and facilitation of the
legal process to produce underlease agreements. Ensure appropriate
use of enabling funds in relation to the purchase of redundant properties.
Develop the PCT Charging Policy for other NHS and private healthcare
providers undertaking underlease agreements with the PCT (as a
Landlord)
Provide a key link between the PCT and its strategic partners in
developing creative capital solutions that match NHS/Local Authority joint
service developments
Commission independent Value for Money Studies of each LLL tranche,
to ensure the NHS and LA (as shareholders in the company) receive
value for money.
Property & Facility Management
Design and develop a comprehensive estates terrier (database) to the
specification of users to inform service locations, to include: condition
status, facility size/type, utilisation etc.
Lead the development of a Refurbishment and Disposal Strategy for
PCT estate. Liaise with Estate Agents to ensure transfer and sale of
redundant property occurs effectively. Advise on the future viability of all
existing PCT properties in light of the city’s emerging service strategies.
Lead the development of the PCT’s Retained Estate Business Case for
the transfer and lease back of 22 PCT properties, with a combined value
of £22m. Commission legal and financial advice to transfer the property
deeds and protect the PCT’s interest in the resulting legally-binding
agreements. Lead the development of the Business Cases for PCT
Board approval. Negotiate the terms and conditions of the 25 year lease
back of these properties to ensure strategic fit and value for money.
Ensure hard and soft facility management is in place. Monitor service
provision and performance of commissioned service level agreements
(SLA’s).
Provide a key point of contact for the Director of Primary Care, advising
independent contractors on capital solutions (including commissioning
District Valuer advise) to ensure capital developments are in line with the
city’s strategic direction. Develop, and jointly manage, a PCT Policy for
prioritising estate improvements.
LMB/Kinston2/directorate jds/January 2007 8
Design and management of systems relating to GP estate, including rent
reviews, rating appeals and improvement grants.
Lead the management of the legal and service agreements relating to
the PCT’s estate i.e. SLA with LMHT, leases & tenancy agreements for
both community estate and HQ accommodation.
Lead on the property search and resulting lease agreement (including
terminations) for a new HQ Building.
Lead the negotiation and procurement of contracts for utilities, soft FM
(Facility Management) and hard FM services that provide best value for
money for both community estate and HA accommodation.
Lead on the provision of effective infection control services, including
CSSD.
Provide the PCT’s professional advise to all community bases regarding
fire safety issues.
Transport Planning
Design community (non-urgent) transport plans, in conjunction with local
health/social care/Voluntary and private providers to facilitate the city’s
strategy service changes. Take into account known, and initiate
additional intelligence gathering, to ensure solutions meet with patient,
carer and staff requirements.
Promote alternative solutions inline with the city’s green plans.
Lead the development of a PCT Policy setting out patient eligibility
criteria.
Design, implement and monitor an appropriate referral system
Advise on the contract specification for non-urgent patient transport and
work with the Commissioning Directorate to tender and issue for
services. Agree funding stream from existing tariff arrangements.
Monitor service level agreements.
Business and Financial Management
• Manage the capital planning activities of the PCT including the
development and maintenance of the directorate delivery plan, its
supporting strategies including the directorate risk register
• Manage the PCT’s Capital budget, £5.5m/annum. Develop the PCT’s
Policy for share allocations of the overall Capital resource across the
whole organisation.
• Regular communication of sensitive and contentious information, across
the breadth of the postholder's responsibilities, in environments which are
emotive and sometimes hostile. Delivered through the development of a
range of strong interpersonal skills to enable information to be
communicated on a one-to-one basis and to large formal groups.
LMB/Kinston2/directorate jds/January 2007 9
• Adaptation, design, development and operation of multiple specialist,
non-standard, information systems to support the directorate
responsibilities.
Research and Development
• Explore and optimise opportunities for local and national promotion of the
strategic community estate configurations and emerging innovative models
of non-urgent patient transport
• Lead work with Universities to quantify social impacts on estate locations,
including undertaking surveys, opinion gathering, modeling, evaluation
methodologies etc.
• Create a programme to assess the impact of building design solutions on
patient experience and service delivery effectives, eg ‘Working without
Walls’ Initiative
• Seek opportunities to pilot or promote the work of the directorate through
regional and national initiatives and competitions.
Team Development and Support:
• Deputise for the Executive Director of Strategic Development as required.
• Work to portray a positive image of the directorate
• Line manage and Lead the development of Capital, Procurement, Property
and Transport Planning teams. Including development of specific training
programmes across the range of specialist technical areas covered by the
directorate, work allocation and initial stages of grievance and disciplinary.
• Set objectives for all next-in line staff; agree staff Personal Development Plans
and review biannually.
• Hold documented performance reviews with next in line staff.
• Co-ordinate the activities of numerous teams across multiple organizations to
ensure delivery of the directorate’s responsibilities.
LMB/Kinston2/directorate jds/January 2007 10
Personnel Specification
Title of Post: Director of Capital & Transport Planning and Commissioning
Location: tbc
Category Essential/ Description1 Means of
2
Desirable Assessment3
Knowledge Essential Depth and breath of Application Form
and knowledge of key national Interview
Experience policy initiatives, particularly Test
strategic planning, finance,
modernisation and
performance improvement,
change management and
workforce redesign, affecting
the NHS and LA.
Significant experience (8 years
+) senior management
experience, in public
organizations
Highly developed specialist
knowledge and expertise
across a significant range of
capital-related areas
Track record of Strategic
Planning within a health setting
Experience of running a
complex, large-scale portfolio
Understanding of NHS
Framework for Reform
including demand; supply;
transactional and system
management reforms
Three years Programme
Management and/or
experience of implementing
major complex strategic plans /
change across organisations.
Operating at Board level for a
minimum of 5 years
LMB/Kinston2/directorate jds/January 2007 11
Evidence of working with a
broad range of stakeholders
and delivery through others
outside of won management
control
Knowledge of the
Documentation and experience
of negotiating capital
agreements with a LIFT
Company
Desirable Demonstrates an awareness of Application Form
the local health economy Interview
Test
Experience of working with
Health Service Capital
Procurement Systems
Skills and Essential Ability to make informed Application Form
Abilities judgements based on highly Interview
complex analysis. e.g. taking Test
account of legislation,
conflicting demands,
professional and technical
advice on capital planning
matters, formulation of estates
development options.
Demonstrates excellent
Leadership, Management and
Motivational Skills.
Extensive experience of
designing and delivery of
directorate business planning
& prioritisation framework.
Innovator with ability to think
creatively beyond the
boundaries of current
organisational and professional
practice
LMB/Kinston2/directorate jds/January 2007 12
Experience of effective
influencing and negotiation
skills at all levels and across
organizational boundaries
Able to demonstrate personal
integrity, energy and resilience
Cable of handling conflict
Highly developed specialist
knowledge of programme
management, systems
planning and investment
competencies.
Excellent written and oral
communication skills
Desirable 3 years experience of applying Application Form
skills in an NHS environment. Interview
Test
Training and Essential Professional knowledge Application Form
Education acquired through degree or Interview
degree level training in a Test
relevant discipline. Specialist
knowledge through post-
graduate courses or
equivalent.
Qualification in a Project
Management methodology
(e.g. Prince2)
Qualification in a Programme
Management methodology (eg
MSP)
ECDL or equivalent
experience.
Evidence of continued
professional development
Desirable Application Form
Interview
Test
LMB/Kinston2/directorate jds/January 2007 13
Other Essential Excellent communication (both Application Form
Requirements written and verbal) including Interview
the ability to translate complex Test
issues for non-specialist
audiences.
Desirable Practical knowledge of NHS Application Form
Building Interview
Regulations/Construction Test
businesses
Practical knowledge of
workforce planning
methodology
LMB/Kinston2/directorate jds/January 2007 14
WORKING DRAFT
(SUBJECT TO REVIEW SIX MONTHS AFTER APPOINTMENT)
Job Description/Person Specification Sign-Off Document
Post Title: Director of Development & Commissioning for Adult Services
AfC Band 9
Department: Strategic Development
Commissioning
Directorate: Strategic Development
Commissioning
Name of Line Manager: Jointly responsible to Executive Director of Strategic Development and
Executive Director of Commissioning
Position:
E mail Address:
Contact Number(s):
Please draw an
organisation chart showing Chief Executive
the two levels above and
below the post where
appropriate. Executive Director of Executive Director of
Strategic Development Commissioning
Director of Development &
Commissioning for Adult Services Post holder
Head of Development & Head of Development &
Commissioning - Commissioning -
Planned Care Unplanned Care/LTC
The following individual
has agreed to be a Name : ……………
representative of this staff
group, if required for job Location: …………………
matching purposes. The
individual may be called Email address: …………………………………………………..
upon to provide additional
information regarding the Contact no(s): ……………………….…………….
post by the matching or
evaluation panel. ……………………………………………………………………….
PHYSICAL EFFORT
1. What physical skills needed in the role Range of keyboard skills to enable extensive daily
require, speed, accuracy, dexterity and PC use (variety of software packages);
or manipulation (includes both clinical
and non clinical posts). Computer and projector, (2-5kg) on a regular basis.
Event display material
2. Is the post holder required to lift
equipment? If yes, please specify type of
equipment, weight (approx kilos) and
frequency of the requirement.
MENTAL EFFORT
1. Describe the amount of concentration The post-holder has sole responsibility for the
required within the day to day job. management of a large and complex portfolio
Please give examples of how often and
for how long this occurs. I.e. frequent, Frequent, prolonged concentration is required often
prolonged, infrequent, occasionally etc. for periods of many hours. Examples include:
Please provide specific examples of • drafting detailed papers and reports
when mental effort is required. • undertaking financial and other complex analytical
work
• reviewing and interpreting performance and
making recommendations for change
• planning for the short- and longer-term
• chairing large meetings with multiple and
competing demands
• sharing plans with stakeholders and listening to
and responding to feedback
• leading, coaching and motivating others
• influencing and persuading
• undertaking multiple of the above in tandem
Frequent interruptions Little routine or cyclical work,
thus high degree of unpredictability
Yes, on average three times a week for 90 minutes
duration
2. Is the post holder required to drive a
vehicle?
EMOTIONAL EFFORT
Does any part of the job cause emotional Can include patients or their relatives who are
concerns and why? angry and/or distressed in relation to either MLB
How often does this happen? E.g. exposure plans or more personal issues in respect of their
to child protection issues. Please provide own care or treatment.
specific examples.
Programme engagement and consultation phases
include series of events where all stakeholders (staff,
users, colleagues from the Council, MPs etc) are
able to raise issues that concern them in a public
forum.
Imparting of unwelcome news to:
• Staff and clinician– eg, significant changes within
and across services to staff mix and staff
numbers required and future work base, eg shift
from acute to primary care base
• Users – eg, sharing plans for relocation of clinical
services, for example from LGI to St James site,
particularly where the user has a long term
relationship (for a chronic condition) with a
service delivered in a particular way
• Senior programme stakeholders – eg, where
plans are not delivered or targets not achieved
Dealing with difficult circumstances - clinical
engagement requires post holder to act as expert
facilitator in a multitude of fora. Distressed and
angry stakeholders can be aggressive and
challenging in their statements, views and
sometimes accusations. Can be in a vulnerable
position in a public forum, unable to walk away from
the situation, each of which needs to be heard and
responded to in a suitable manner.
WORKING CONDITIONS
Is the post holder required to work in Exposure to unpleasant working conditions or
extreme heat, cold, smells, noise fumes hazards is rare
which are unavoidable, even with the
strictest health and safety controls? Does VDU used daily for long periods
the post holder encounter aggressive
behavior of patients, clients, etc. Please
describe the requirement and the frequency
this may occur.
Job Description
Job Details
Job Title: Director of Development and Commissioning for Adult Services
Employing Organisation: Leeds PCT
Location:
Specialty/Department: Strategic Development & Commissioning
Reports to: Executive Director of Strategic Development and Executive Director of
Commissioning
Accountable for: Executive Director of Strategic Development
Key Working Relationships
• Directors across the PCT
• Colleagues within PCT directorates
• PCT Board
• PCT Professional Executive Committee including chairs, chief executives, medical directors,
• MLB Board PEC chairs of; PCT, Leeds Teaching Hospitals NHS
• MLB Executive Trust, Leeds Mental Health Trust, Dean of Medical School,
YAS, LIFT, SHA, Leeds City Council
• MLB Consultation Committee members
• MLB Project Directors (x10 across Leeds health and social care)
• MLB Project Team Members
• Senior leaders from NHS Yorkshire & Humber
• Senior policy leads from the Department of Health
• Senior leaders from Care Services Partnership Initiative (CSIP)
• SHA Senior Policy Leads for Commissioning
• Citywide Modernisation Teams and other emergent infrastructure
• Patient groups and representatives
• Staff representatives
• Voluntary sector groups and representatives
• Clinical and Medical Directors within Leeds Teaching Hospitals NHS Trust
• Service and Operational Directors and Senior Managers within Leeds Teaching Hospitals
NHS Trust
• Leeds Teaching Hospitals NHS Trust Clinical Councils (nursing, therapy and medical)
Job Purpose
Statement of Job Purpose:
Core
Responsible for leading on a challenging strategic portfolio containing a mix and core and specialist
policy, strategy and performance priorities including:
• Creating long term strategic solutions to develop capacity, improve services and tackle
areas of under performance, taking a whole systems approach working across
organisations in and around Leeds, developing a culture that improves quality.
• Addressing a wide range of highly complex situations where there often no clear guidance
or framework for development of the workstream (only high level policy) and there is
commonly time pressures around delivery of the workstream and there may be various
Groups/Stakeholders in conflict.
• Providing authoritative advice to Board members, Senior Trust Managers and others over a
broad area of activity.
• Facilitating relationships and effective communication with all the organisations in and
around Leeds, harmonising cultures, managing conflicts of interest and achieving common
understanding, to ensure there is a constructive and open dialogue about the development
of effective working to deliver the agenda.
• Contributing to the creation of a framework for service, organisation and systems change
that anticipates the future and provides the basis for sustainable and positive change.
• Leading and coordinating patient focused strategy development with local health and social
care communities to ensure coherent and integrated approaches to workforce, finance,
health and performance improvement and modernisation.
Specialist
1.0 Corporate Delivery
To be responsible for providing authoritative advice to Board members, Senior Trust
directors/managers and others, over a broad and deep area of activity on matters associated with
Adult services such as corporate requirements within the DOH Commissioning Framework. This
advice includes demonstrating extensive knowledge and expertise across a number of areas,
disciplines and functions relating to Adult services and wider issues, (Department of Health policy;
Local Government, the NHS, clinical practice and behaviour, research and development, workforce
development, performance management, commissioning, service development and improvement,
organisational development and transformation, workforce development, financial management).
To be responsible for interpreting health and local authority policy and strategy impacting on Adult
services.
To be responsible for leading the creation of a policy framework for service, organisation and
systems change that anticipates the future and provides the basis for sustainable and positive
change.
To be responsible for ensuring, through service redesign and capacity planning, that services are
‘fit for purpose’ to meet both the financial, contractual and performance requirements of 07/08, and
beyond. To ensure that Leeds will meet the strategic ‘Making Leeds Better’ vision for redesigned
services, fit for purpose in 2012/2013 and beyond.
To be responsible for Adult Services policy implementation, service development and delivery
within Leeds PCT, such as delivery of the national service frameworks for Commissioning and
operating framework and Choose and Book.
The post holder will have responsibility and be the lead expert for developing long term and
strategic and implementation plans for improving the health and patient experience for Adults who
require access to managed, unscheduled or have long term condition health requirements.
These include:
• Lead for commissioning and planning for scheduled care or managed care including lead for
delivering 18 weeks by December 2008.
• Lead for commissioning and planning for scheduled care or urgent care including lead for 4
hour target delivery.
• Lead for commissioning and planning of care of patients with long term conditions including
reducing hospital acute admission and facilitating earlier discharge.
• Lead for commissioning and planning of diagnostic and therapy services and review.
• Lead for specialist services commissioning for adults including cancer, cleft, lip and palate
and renal services (currently Leeds PCT leads).
To be responsible for compliance of Adult commissioning against Department of Health inspection,
such as Fitness for Purpose Reviews and Standards for Better Health.
To ensure robust governance arrangements are in place within the PCT for Adult NHS
commissioning and integrated commissioning with the City Council providing regular performance
reports to the PCT board and advising the PCT Board and officers of issues of concern and risk.
To be responsible for ensuring that commissioned NHS Adult services contributes to achieving
robust financial health for the local and national NHS and meets local and national priorities.
To lead the Adult care pathway workstreams within the Making Leeds Better Programme.
To lead work with the PCT Director of Public Health and Director of Nursing and Patient Care in
establishing and delivering the health contribution to Local Area Arrangements for adults. Providing
highly specialized advice to patients and public on commissioning of services.
To work with Leeds Teaching Hospitals Trust, Leeds Mental Health Trust, Yorkshire Ambulance
Trust and Leeds City Council on the development of private financial initiative (PFI) proposals,
service plans, estate plans, workforce plans and travel and transport plans to support the delivery of
Making Leeds Better, including a new Children’s and Maternity Hospital. This will include the
development of a joint Strategic Services Plan for the city which will form the basis of engagement
and public consultation for Making Leeds Better.
To deputise for the Executive Directors of Strategic Development, Executive Director of
Commissioning and Local Authority Director of Children’s Services across the full range of specified
duties of the post.
The policy holder will lead developments for adults commissioning strategy to include:
• Operating and commissioning framework for adults
• Commissioning for quality strategy for adults
• Clinical criteria development (examples: obesity, varicose veins, cosmetic, PDT, ENT,
specialist drugs, MSK etc)
• Specialist services commissioning strategy
The post holder will engage by:
• Involvement of clinicians and public health experts (medics and non medics) in policy and
implementation plan development.
• Involvement of practice based consortia leads in policy and implementation plan
development.
• Involvement of public, patient and media and/or their representatives in policy and
implementation plan development.
• Involvement of local authority, private sector and third sector colleagues in policy
development.
The post holder will develop Leeds adult commissioning strategy through a
• Managed care capacity plan to achieve 18 weeks by December 2008.
• Long term conditions plan (including NSFs) to reduce avoidable hospital admissions and
facilitate earlier discharge by reducing excess bed day costs.
• Urgent care plan to meet non elective capacity and meet the 4 hour A&E performance
target.
• Diagnostic and therapeutic intervention capacity plan to increase community alternatives
and assist in the 18 week target. This will include:
o Radiology and Ultrasound
o Physiological measurement
o Pathology
o Endoscopy
• Specialist services plan for Leeds i.e. cancer and linking to Yorkshire and Humber wide
where Leeds takes a lead role (tbc) currently
o Renal services
o Cleft, Lip and Palate
2.0 Commissioning
• To be responsible for developing a strategic vision for Adult services, based on
local/national priorities and stakeholder views, ensuring connectivity with the Local Delivery
Plan, Children and Young People Plan and Local Area Agreements.
• To lead the development of an Adult commissioning strategy to include operating and
commissioning framework, commissioning for quality strategy , clinical criteria development
(examples: obesity, varicose veins, cosmetic, PDT, ENT, specialist drugs, MSK etc),
specialist services commissioning strategy.
• Developing service strategies etc that focus on improving health and wellbeing by
redressing the balance between hospital services and community services, increasing the
focus on prevention of ill health and earlier intervention, supporting people with long term
conditions and working within finite resources.
• Working with practice based commissioning groups to respond to their developing plans for
commissioning healthcare in the city.
• Working closely with the Local Authority to develop new approaches to joint commissioning
and integrated provision of services.
• Harnessing the impetus already existing within the Making Leeds Better programme, the
Modernisation Teams and other service strategies, and providing leadership for the further
development of these work programmes.
• Ensuring implementation of strategic plans through robust programme and project
management, with agreed objectives, scope, timescales and success measures. Bringing
together teams from across the PCT and our partner organisations to deliver real benefits
for the people of Leeds.
• To be responsible for the commissioning of all NHS Adult services, to include ensuring
compliance against clinical governance and other performance criteria, assuring the board
of the fitness for purpose of the commissioning of these services. This includes taking
responsibility for the investigations into significant clinical and non clinical incidents from a
clinical perspective.
• To be responsible for ensuring full integration of Adult commissioning within the wider NHS
commissioning function and children’s trust arrangements, including commissioning
undertaken by Practice Based Commissioners and Budget Holding Lead Professionals.
• To be responsible for ensuring strategic and operational connectivity between Leeds PCT
and Leeds City Council in respect of the commissioning of services for Adults, highlighting
areas of success and risk to the PCT Board and Integrated Strategic Commissioning Board.
• To be responsible for ensuring that robust governance and processes are in place to deliver
effective commissioning for Adult health services and integrated commissioning with the City
Council, inclusive of health needs assessment, strategic planning, service review,
performance management and service and outcome measures, highlighting areas of
success and risk to the PCT Board and Integrated Strategic Commissioning Board.
• To lead the interface between the commissioning of Adult services in Leeds and tertiary
commissioning networks. This is to ensure connectivity between secondary and tertiary
services and most effective use of resources, in such areas as specialist surgery, neonatal
and paediatric intensive care and cardiac services.
• To lead the interface between the commissioning of adults services in Leeds and similar
functions in Yorkshire and the Humber. This is to ensure connectivity between services
across the region, the strategic development of workforce and most effective use of
resources.
• To lead working with practice based commissioning groups and consortia leads in respect to
their developing plans for commissioning healthcare in the city. This will include being
responsible for the development of wide locality commissioning arrangements between
practice based commissioning groups, budget holding lead professionals and school
clusters.
• Work with the Director of Public Health and Director of Nursing and Patient Care in
establishing and delivering the health contribution to Local Area Arrangements.
• Strive to facilitate others’ contributions and to share leadership, nurturing capability and
continuing development of oneself and others in areas of practice.
• Lead and oversee the delivery of the national service frameworks for long term conditions.
• Work with clinical leaders, PCT Chief Executives and Directors of Adult Social Services,
ensure the establishment of effective networks to inform the commissioning of services for
adults and patients with long term conditions.
3.0 Strategic Planning & Development
• To lead the development of long term, (2-10 years), strategic plans, service models, care
pathways and capacity plans for Adult services for the Leeds PCT. This will be done in a
climate of uncertainty and with no clear national precedent. The plans must be developed in
response to future health and social care needs; health inequalities; the views of patients,
the public and service users; the plans of practice based commissioning groups; evidence-
based clinical practice; new technology; innovations in service improvement and workforce
redesign; capacity planning; and national policy targets and developments.
• To lead the development of Adult service plans and leading service improvements that
ensure the PCT supports delivery of key national targets and priorities such as the national
service frameworks (NSFs), 18 week access target, cancer targets, urgent care targets, and
patient choice.
• To be responsible for ensuring all strategic development programmes are aligned with the
agreed strategic vision and priorities of the PCT and Local Authority and the plans of
practice based commissioning groups.
• To be responsible for creating strategic solutions to develop capacity, improve services and
tackle areas of under performance, taking a whole systems approach working across
organisations in and around Leeds, developing a culture that improves quality.
• To be responsible for leading and coordinating patient focused strategy development with
local health and local authority communities to ensure coherent and integrated approaches
to workforce, finance, health and performance improvement and modernisation.
• To lead the engagement of key stakeholders in the development of clinical and service
strategy development for adults services, such as;
• clinicians and public health experts (medics and non medics)
• practice based consortia leads
• public, patients, carers/parents
• Involvement of, private sector and third sector colleagues
• local authority services (social services, education, early years, youth offending service)
4.0 Service Development
• To be responsible for the development of Adult services, within robust clinical governance
frameworks, across Leeds, both within the NHS and health services and those services
within Leeds City Council.
• To lead the on-going development of clinical and managerial networks to support service
improvement and provider development.
• To be responsible for ensuring that systems are in place to review pathways of care across
the health and local authority community to ensure improvements follow best practice and
will provide the greatest impact across the system.
• To be responsible for ensuring delivery and implementation of re-modelled care pathways
that contribute to improved health outcomes, tackling over-hospitalisation, excessive lengths
of stay, best value, integrating health and social care and enabling people to be cared for in
or closer to their own homes.
• To be responsible for ensuring an active clinical audit programme is in place for Adult
services in order to support and enable service development and improvement.
• To be responsible for initiating, securing funding and developing research and development
programmes and activities relating to Adult services in order to support service development
and improvement. This role includes sharing findings within the wider NHS, and to
professional and clinical groups. Example includes, demonstrating sites for the NHS held
local by the Leeds PCT and for this post to lead these.
5.0 Communication and Stakeholder Management
• To be responsible for facilitating relationships and effective communication with all the
organisations in and around Leeds, harmonising cultures, managing conflicts of interest and
achieving common understanding, to ensure there is a constructive and open dialogue
about the development of effective working to deliver the agenda.
• To be responsible for working with stakeholders/partners to define priorities and boundaries,
encouraging engagement through creating an effective environment, incentives and
governance frameworks to enable best practice to flourish.
• To be responsible for presenting complex, sensitive or contentious information, such as
significant changes to the commissioning and provision of Adult services, (i.e. hospital or
service closure), to large groups of staff or the public. Groups will include;
• GP’s and senior community clinical leaders
• Consultants and senior hospital based clinical leaders
• Clinical councils and professional forums
• TARGET training events
• PCT Board and Professional Executive Committee
• Children’s Trust Executive team
• Leeds City Council Cabinet
• Leeds City Council Overview and Scrutiny Committee
• To be responsible for using the highest level of interpersonal and communication skills to
provide and receive complex, sensitive or contentious information where there are
significant barriers to acceptance and/or the need to communicate in settings which are
hostile, antagonistic or highly emotive. Examples of this include response to conflicting
clinical and management information in relation to commissioning requests for specialized
treatment and appeals against commissioning decisions; in these situations there is the
potential for national and local media interest and legal challenges.
• To be responsible for ensuring effective internal communication between different groups
and staff through access to briefings, formal team brief, intranet etc.
• To be responsible for developing communication mechanisms to support the role of the
Directorate in sharing good practice and innovation e.g. events, newsletters, website
development etc.
• To be responsible for enabling communication by and between stakeholders through the
use of website, events etc.
• To be responsible for ensuring communication channels are used appropriately to facilitate
the flow of information between the team and other colleagues within the NHS and Local
Authority.
• To be responsible for ensuring that confidentiality is maintained at all time in conjunction
with Leeds PCT Confidentiality Policy.
6.0 Performance and Information Management
• To be responsible for ensuring the development, maintenance, management and monitoring
of performance and information framework for Adult services which incorporates key
Department of Health and key relevant targets, local targets and quality service and clinical
outcomes. This function is a major job responsibility due to the importance of information to
effective commissioning. This function includes processing, generating, creating, updating,
storing, interpreting and disseminating information.
• To be responsible for ensuring that performance information is available for all stakeholders,
including service and operational managers and senior clinical leaders, in order to inform
service improvement and management and clinical engagement.
• To be responsible for the development, implementation, monitoring of a programmes for
clinical service reviews for all commissioned services, working closely with provider
organizations, being responsible for reporting on outcomes and taking remedial action when
required in order to maintain patient safety and corporate governance. The outcomes of the
service reviews will influence on-going contracting of services.
7.0 Strategic and Operational Leadership
• To be responsible for addressing a wide range of complex situations where there often no
clear guidance or framework for development of the workstream (only high level policy) and
there is commonly time pressures around delivery of the workstream and there may be
various Groups/Stakeholders in conflict.
• To be responsible for ensuring effective partnerships are in place with commissioners and
service providers within the NHS and the children’s trust arrangements.
• To be responsible for ensuring all functions are discharged in a manner that places high
value on issues of equality and diversity, engagement and consultation.
• To be responsible for the fostering of productive relationships with clinical and professional
leaders to ensure effective reform of health and associated health care services.
• To lead the facilitation of others’ contributions and to share leadership, nurturing capability
and continuing development of oneself and others in areas of practice.
8.0 Management
• To be responsible for making clear, timely and effective judgments on a range of issues
which involve highly complex facts and/or situations. This requires analysis, interpretation
and comparison of a range of options where there is conflicting information and/or where
expert opinion may differ.
• To be responsible for the commissioning and service development budget for Adult services,
(budget circa £450 million).
• To be responsible in the role as authorized signatory for commissioned contracts with
providers, travel and other expenses.
• To be responsible for budget setting of both commissioning and service development and
planning budgets within the directorate.
• To lead the monitoring of contract budgets against agreed budget and activity levels, taking
remedial action when required.
• To be responsible for the procuring and contracting of specialist Adult services when there is
no local alternative, such as in-patient Child Tertiary care and complex continuing care
packages.
• To be responsible for ensuring the implementation of strategic plans through robust
programme and project management, with agreed objectives, scope, timescales and
success measures. Bringing together teams from across the PCT and our partner
organisations to deliver real benefits for the people of Leeds.
• To be responsible for ensuring proper and effective management of project teams ensuring
key results are clear; appraisal and personal development planning takes place; and own
staff are supported as necessary.
• To be responsible for recruiting, training and management of project teams and individuals,
providing an innovative and flexible service in a cost-effective manner.
• To be responsible for the day-to-day management of project teams including, for example,
Recruitment and Selection, Appraisal, project support and guidance.
• To be responsible for ensuring maintaining and improving individual project teams
professional knowledge and competence.
• To lead the facilitation and delivery of training and development to staff, (from group sizes
ranging from 4 -35) on defined projects to support capacity and capability building.
• To lead the production, dissemination and implementation of new or revised policies and
guidance within the scope of the role.
• To be responsible for ensuring the development of a culture that promotes equality and
values diversity.
9.0 Professional and Workforce Management and Development
• To be responsible for the work of the directorate of Planning and Commissioning for Adult
services. This responsibility includes the management of commissioning and performance,
service development, planning and partnerships and public health/health improvement
departments.
• To take personal responsibility for the maintenance and improvement of professional
knowledge and competence of self and colleagues within the directorate, including devising
training programmes for team members.
• To provide expert teaching to students on post-graduate programmes such as Policy and
Politics.
• To participate in personal objective setting and review, including the creation of a personal
development plan.
10.0 Health and Safety
• To co-operate with all statutory regulations, codes of practices, local policies and
department health and safety rules are adhered to.
• To take responsible care for one’s own health and safety and that of any other person who
may be affected by your acts or omissions at work.
11.0 Scope and Range
• The responsibilities for this post have an internal and external focus across the Health and
Social Care agenda. The total population served is 750,000. The post holder is expected to
work flexibly with a multi professional and multi agency agenda.
• Responsible as line manager for several workstreams/services.
As a budget holder you must comply with the PCTs standing Orders and Standing Financial
Instructions. You must also confirm to the Standards of Business Conduct for NHS staff.
• Post holders will be expected to work with and through and command the respect of Chief
Executives, Directors, senior staff, key decision makers and policy leads from across the
NHS, Social Care and wider government community.
Oganisational Position
Chief Executive
Executive Director of Strategic Executive Director of Commissioning
Development
Director of Development and
Commissioning for Adult Services Post holder
Head of Development and Head of Development and
Commissioning – Planned Care Commissioning – Urgent Care and
LTC
Job Description Agreement
A separate job description will need to be signed off by each job holder to whom the job description
applies.
Job holders signature Date
Head of Department Signature Date
Director Signature Date
Personal Specification
Title of post Director of Development and Commissioning for Adult Services
Location tbc
Assessment criteria Essential Desirable How assessed
Qualifications/Training • Educated to Masters Level or equivalent experience A/I
• Project management qualification Clinical qualification A/I
Experience • 3-5years experience of operating and working at A/I/R
Board level
• 5-10 years evidence of leading a challenging A/I/R
strategic portfolio containing a mix of policy, strategy
and performance priorities spanning across
organisational boundaries, in the NHS in a
commissioning environment
• Clear evidence of successfully working with a wide A/I/R
range of internal and external organisations including
Local Authority, government agencies, community
bodies and the voluntary and independent sector
• Previous Budgetary Management responsibilities A/I/R
• Previous line management responsibilities Previous experience as a A/I/R
provider of services
desirable
Knowledge • Financial Management I/R
• Strategic Planning I/R
• Service Improvement Techniques I/R
• Performance Management I/R
• Managing Groups/Stakeholders in Conflict I/R
• Able to demonstrate the success delivery of major I/R
change
• In-depth understanding of the modern NHS including I/R
current key policies and priorities and their application
• Evidence of commitment to learning and I/R
development and continuous improvement, including
demonstrating personal and continuing professional
development
Skills and Abilities • Strategic thinker and implementer • Computer literate I/R
• Exemplary leadership thinking skills I/R
• Excellent written and oral communication skills I/R
• Good presentation skills I/R
• Ability to work independently, but also as a team I/R
player, able to contribute to the wider mission of the
organisation, with the ability to work flexibly
• Excellent interpersonal and communication skills with I/R
the ability to influence and negotiate at local, regional
and national level
• Evidence of ability to tight and challenging deadlines, I/R
managing complex and multiple pieces of work
• Able to prioritise work against a background of I/R
uncertainty and change
• Able to influence and negotiate at all levels, including I/R
statutory and commercial organisations and the
Department of Health
• Capacity to think creatively to stimulate action at a I/R
local, regional and national level
• Demonstrate ability to understand and use I/R
information in a constructive and challenging manner,
demonstrating a commitment to an evidence based
approach to management
• Commitment to, ability to and evidence of involving I/R
patients, public and front line services in shaping and
quality assuring services they receive
• Political Astuteness – evidence of commitment and I/R
ability to understand diverse interest groups and
power bases within organisations and the wider
community and the dynamic between them, so as to
lead health services more effectively
• Intellectual flexibility – evidence of the facility to I/R
embrace and cut through ambiguity and complexity
and to be open to creativity in leading and developing
services
• Proactive, innovative and self motivated I/R
Attributes • Personal integrity – evidence of a strongly held sense I/R
of commitment to openness, honesty, inclusiveness
and high standards in undertaking the leadership role
• Self belief – the inner confidence that you will I/R
succeed and you can overcome obstacles to achieve
the best outcomes for service improvements
• Self awareness – knows own strengths and I/R
limitations and understands own emotions and the
impact of own behaviour on others in diverse
situations
• Self management – evidence of ability to mange own I/R
emotions and be resilient in a range of complex
demanding situations
• Drive for Improvement - a deep motivation to I/R
improve performance in the heath service and
thereby to make a real difference to others’ health
and quality of life
WORKING DRAFT
(SUBJECT TO REVIEW SIX MONTHS AFTER APPOINTMENT)
Job Description/ Person Specification Sign-off Document
Post Title Head of Capital Procurement
Department LIFT
Directorate Capital & Transport Planning &
Commissioning
Name of Line Manager
Position Director – Capital & Transport Planning &
Commissioning
E Mail Address
Contact Number (s)
Post Ref No. (for use by the AfC
Implementation Team).
Please draw an organisation chart Executive Director of Strategic
showing the two levels above and below Development
the post where appropriate
Director of Capital & Transport Planning
and Commissioning
Head of Capital Procurement
Team
The Post is also accountable to the
Strategic Partnering Board which covers
all Leeds Health Agencies and Leeds
City Council
The following individual has agreed to be
a representative of this staff group, if
required for job matching purposes. The
individual may be called upon to provide
additional information regarding the post
by the matching or evaluating panel
PHYSICAL EFFORT Accurate Keyboard skills required for
using a range of software packages.
1. What physical skills needed in the
role require speed; accuracy,
dexterity and or manipulation
(includes both clinical and non
clinical posts) please provide
specific examples.
2. Is the post holder required to lift
equipment? If yes, please specify
type of equipment, weight (approx
kilos) and frequency of
requirement. Please provide
specific examples.
MENTAL EFFORT Occasional prolonged concentration
when working with
1. Describe the amount of Complex, technical, legal and financial
concentration required within the documents pertaining to the LIFT
job. Please give examples of how agreements.
often and for how long this occurs. Complex legal and financial negotiations
I.e. frequent, prolonged, with the LIFTCo. (Private sector) and
infrequent, occasionally etc. GP’s etc regarding legal agreements to
Please provide specific examples develop new LIFT buildings.
of when mental effort is required.
Meeting with a range of people from
clinicians, staff, services users etc to
negotiate contracts
2. Is the post holder required to drive
a vehicle? If so please specify Frequent interruptions in response to
duration or frequency. queries around project plans
The post holder is required to drive to
meetings across the city
EMOTIONAL EFFORT Leading complex and often difficult
negotiations with PCT’s and GP
Does any part of the job cause emotional practices regarding the commercial and
concerns and why? legal agreements associated in the
How often does this happen? E.g. occupation of LIFT buildings.
exposure to child protection issues.
Please provide specific examples. Dealing with staff issues
Discussing with stakeholders when
project plans are not being met.
WORKING CONDITIONS Regular VDU use for long periods at a
time
Is the post holder required to work in
extreme heat, cold, smells, noise, fumes,
which are unavoidable, even with the
strictest health and safety controls? Does
the post holder encounter aggressive
behaviour of patients, clients, etc?
Please describe the requirement and the
frequency this may occur.
THE ATTACHED JOB DESCRIPTION HAS BEEN AGREED BY THE POST
HOLDER AS AN ACCURATE REFLECTION OF THE ROLES AND
RESPONSIBILITIES OF THE POST.
Name:
Signature: _________________________ Date: __________________
Name: ___________________________________________________
Signature: _________________________ Date: __________________
Job Details
Job Title: Head of Capital Procurement
Grade: AfC Band 8b
Employing Organisation: Leeds PCT
Location: LIFT Office, Sterling House, 2 Topcliffe Close, Capitol Park East, Tingley
Specialty / Department: Capital Procurement
Reports to: Director of Capital & Transport Planning & Commissioning
Accountable to: Chair, Strategic Partnering Board
Accountable for: 5 staff , budget c. £800k, plus negotiating deals for tranches of new
buildings with up to £30m capital value.
Key Working Relationships
Key working relationships will be with senior and Board Level members and staff of
all the Partners in LIFT, These include
Board Members of:
The Public Sector
Strategic Partnering Board
Leeds PCT
Leeds City Council (Members and Officers)
Leeds Teaching Hospitals NHS trust
Leeds Mental Health Teaching NHS Trust
Yorkshire Ambulance Trust
Yorkshire & The Humber Strategic Health Authority
Department of Health (Private Finance Unit)
Partnerships for Health
The Private Sector
Primaria (and Supply Chain)
Miller Group UK
Other
Members of Parliament
Voluntary Groups
Staff
General Practitioners
Clinicians
Legal Advisors
Financial Advisors
Technical Advisors
Service Managers
Job Purpose
Statement of Job Purpose
LIFT is a £115m project to encourage investment in and the development of, local
primary and community facilities and services across Leeds. The Head of Capital
Procurement is the head of the team responsible for leading and co-ordinating the
project planning and long term strategic development of LIFT with and on behalf of
the Strategic Partnering Board
Job Summary
Contribute to work on the Strategic Service Development Plan. You will ensure that
appropriate links are made with LIFTCo and individual contracting authorities.
To provide and co-ordinate professional and technical support to the Strategic
Partnering Board and contracting authorities in order that they can fulfil their
obligations and roles under the three principle agreements.
To develop the Business Case for each LIFT development and ensure it complies
with latest national guidance to ensure approvals for the project at all levels.
To ensure that LIFT developments contribute to the overall delivery of Making Leeds
Better.
To develop and implement a policies and guidance for developing and approving
GP Third Party developments so that approvals for schemes is consistent whether it
is via LIFT or an alternative procurement route.
To oversee the implementation of LIFT (national policy) by taking part on working
groups for the directorate to influence those who set the policies.
To provide expert advice in this area working within national policy frameworks to
achieve LIFT targets. Advising the organisation on best practice for implementation
and development of business cases
Overview of Responsibilities
Partnership Working / Communications
• Ensures effective working arrangements are in place for the SPB providing
co-ordination and secretariat support of its business.
• Ensures that effective communication arrangements are put in place
regarding the business of the SPB and LIFTCo. Liaise with all levels of the
organisation tailoring complex financial information and multi stranded
business cases in reports which can be understood by those outside the
expert area of practice.
• Regular communication of sensitive and contentious information, across the
breadth of the postholder's responsibilities, in environments which are emotive
and sometimes hostile. Delivered through the development of a range of
strong interpersonal skills to enable information to be communicated on a
one-to-one basis and to large formal groups.
• Establishes robust and effective partnership working between the SPB,
support team and LIFTCo.
• Participate in national network in order to improve performance and adopt
best practice
• Establish robust links with each of the contracting authorities leads and teams
be an Ambassador for Leeds LIFT
• Regularly produce board Papers to take to SPB, ensure appropriate research
is undertaken and options are recommended to the Board
• Represent the SPB at a local and national level
Technical / Scheme Development
• Ensure that all necessary approvals are granted before new schemes
proceed. Assess highly complex legal and financial reports, consider service
and strategic issues to enable the postholder to make recommendations to
the board of which schemes should be approved.
• Negotiate with the SPB and Leeds LIFT Ltd to ensure that stage 1 and stage
2 approval processes are followed correctly and that the business case for
each scheme complied with current national guidance. This involves highly
complex legal and financial decisions and will contain commercially sensitive
information
• Ensure that effective project management arrangements are in place from
inception to commissioning
• Procures and appoints external advisers and support as required by SPB
ensuring value for money (VFM)
• Ensures SPB members have access to and are provided with the necessary
technical advice and support
Human Resources
• Lead and manage the administrative team supporting a robust approach to
developing leadership and talent within the team
• Provide training and induction across the Directorate
• Develop skills and knowledge of self and those line managed and others co-
located – apply best practice in organisational development both within and
beyond teams.
• Provides leadership and effective day-to-day management of the SPB support
team This includes responsibility for setting priorities for delivery, and for
allocation of strategic blocks of work, appraisal and initial stages of grievance
and disciplinary.
Legal and Financial
• To be the budget holder for the budget associated with LIFT. Ensure the
effective monitoring financial management of the SPB support budget (c.
£800K
• Work with the PCT Finance Director & team to ensure the appropriate use of
enabling funds including highly emotive negotiations with GP’s regarding the
use of enabling funds in relation to purchase of their existing premises.
• Lead highly complex legal and financial negotiations with Leeds LIFT Ltd on
behalf of the public sector tenants
• Lead highly complex legal and financial negotiations with GP’s and other sub-
tenants with the PCT
• Work closely with the legal, financial and technical advisors in order to advise
the PCT’s, Leeds City Council and other health service trusts regarding
proposed LIFT developments. Assess local commitment and make
judgements to recommend which schemes should be included.
• Ensure appropriate use of external advisers ensuring value for money. This
includes initial procurement and appointment of appropriate advisers and on-
going relationships.
Performance Management
• Works with the Chairman of the SPB and Chief Executive of LIFTCo. to
establish an annual SPB plan / work programme
• Ensures effective performance management systems are in place to monitor
the performance of the LIFT Company
Any other duties commensurate with the post holder’s grade as agreed with their line
manager.
Additional Information
The key aspects of this role relate to the complexity of the working environment, i.e.
representing the wishes of the PCT, Leeds City Council plus other health trusts. It
also unusually in the NHS, involves working with a private sector partner and
working closely with a range of external advisers.
Specific Responsibilities
Delivery of a city-wide primary and community estate development programme to
assist local delivery of health and local government national targets.
Person Specification
Title of Post: Head of Capital Procurement
Location: LIFT Office, Sterling House, 2 Topcliffe Close, Capitol Park East,
Tingley
Category Essential/Desirable Description Mean of
Assessment
Knowledge and Essential Understanding of NHS and
Experience Local Government
Modernisation Programmes
Knowledge and understanding
of the health and social care
agencies in the local health
economy
2 years experience of working
with private sector bodies.
Understands the aims and
objectives of LIFT and the role
of LIFTCo and the Strategic
Partnering Board in achieving
these
3-5 years experience within a
project management
environment, including
experience of managing a
range of major projects
Evidence of ability to influence
at a senior level
Sound service and financial
planning skills at a senior level
Desirable Experience of working in
primary care or liaison with
primary care contractors
Skills and Essential Excellent communication and
Abilities presentation skills, both
verbally and written
Negotiating and influencing
skills
Ability to develop and maintain
effective working relationships
Ability to work in a complex
environment and across
organisational boundaries
Ability to innovate, solve
problems and achieve
deliverables
Desirable Experience of leading and
managing a team
Training and Essential Degree level qualification or
Education equivalent
A management qualification
such as CMS, DMS, Masters
Evidence of on-going
commitment to training,
education and personal
development
Desirable
A qualification in a recognised
project / programme
management methodology,
e.g. PRINCE or MSP or
equivalent
Other Essential Be prepared to travel to
Requirements events and seminars all over
the country
Must be able to work well
under pressure to specified
deadlines
Be fully flexible with working
hours when required
Desirable
WORKING DRAFT
(SUBJECT TO REVIEW SIX MONTHS AFTER APPOINTMENT)
Job Description/Person Specification Sign-Off Document
Post Title: Deputy Director of Strategic Development
Department:
Directorate: Strategic Development
Name of Line Jill Copeland
Manager:
Position: Executive Director of Strategic Development
E mail Address: Jill.copeland@leedspct.nhs.uk
Contact Number(s): 0113 305 7434
Post Ref No. (for use by
the AfC Implementation
Team)
Please draw an
organisation chart
showing the two levels Chief Executive
above and below the
post where Executive Director of Strategic Development
appropriate.
Deputy Director of
Strategic Development
Head of Policy & Head of Programme & Business & Special
Service Development Project Management Projects Manager
tbc tbc tbc
The following individual
has agreed to be a Name:
representative of this
staff group, if required for Location:
job matching purposes.
The individual may be
called upon to provide
Email address:
additional information
regarding the post by the Contact no(s):
matching or evaluation ……………………………………………………………………….
panel.
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To assess whether the post matches a national profile the panel will require the
following additional information that is not usually covered in job
descriptions/person specifications.
PHYSICAL EFFORT
1. What physical skills Range of keyboard skills to enable extensive
needed in the role require, daily PC use (variety of software packages);
speed, accuracy, dexterity
and or manipulation
(includes both clinical and
non clinical posts) please
provide specific examples.
2. Is the post holder required
to lift equipment? If yes,
please specify type of
equipment, weight (approx
kilos) and frequency of the
requirement. Please
provide specific examples.
MENTAL EFFORT
1. Describe the amount of The post-holder has sole responsibility for the
concentration required management of a large and complex portfolio
within the day to day job.
Please give examples of
Occasional prolonged concentration is
how often and for how required Examples include:
long this occurs. I.e.• drafting detailed papers and reports
frequent, • undertaking financial and other complex
prolonged,
infrequent, occasionallyanalytical work
etc. • reviewing and interpreting performance
Please provide
specific examples of • planning for the short- and longer-term
when mental effort is • chairing large meetings with multiple and
required. competing demands
• sharing plans with stakeholders and
listening to and responding to feedback
• undertaking multiple of the above in
tandem
•
2. Is the post holder
Frequent interruptions. Little routine or
required to drive a
cyclical work, thus high degree of
vehicle? If so please
unpredictability
specify duration and
frequency.
Yes, on average three times a week for 90
minutes duration
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EMOTIONAL EFFORT
Does any part of the job cause Can include patients or their relatives who
emotional concerns and why? are angry and/or distressed in relation to
How often does this happen? either MLB plans or more personal issues in
E.g. exposure to child protection respect of their own care or treatment
issues. Please provide specific Programme engagement and consultation
examples. phases include series of events where all
stakeholders (staff, users, colleagues from
the Council, MPs etc) are able to raise issues
that concern them in a public forum.
Imparting of unwelcome news to:
• Staff – eg, significant changes within and
across services to staff mix and staff
numbers required and future work base,
eg shift from acute to primary care base
• Users – eg, sharing plans for relocation of
clinical services, for example from LGI to
St James site, particularly where the user
has a long term relationship (for a chronic
condition) with a service delivered in a
particular way
• Senior programme stakeholders – eg,
where plans are not delivered or targets
not achieved
Dealing with difficult circumstances - The
engagement and formal public consultation
programme requires post holder to act as
Programme representative and advocate in a
multitude of public fora. Distressed and
angry stakeholders can be aggressive and
challenging in their statements, views and
sometimes accusations. Can be in a
vulnerable position in a public forum, unable
to walk away from the situation, each of
which needs to be heard and responded to in
a suitable manner.
WORKING CONDITIONS
Is the post holder required to VDU used daily for long periods
work in extreme heat, cold,
smells, noise fumes which are
unavoidable, even with the
strictest health and safety
controls? Dose the post holder
C:\Documents and Settings\pagea\Desktop\Deputy Director of Strategic Development.doc 3
encounter aggressive behavior of
patients, clients, etc. Please
describe the requirement and the
frequency this may occur.
THE ATTACHED JOB DESCRIPTION HAS BEEN AGREED BY THE POST
HOLDER(S) AS AN ACCURATE REFLECTION OF THE ROLES AND
RESPONSIBILITIES OF THE POST. (Add extra lines below as required)
Name:
Signature: Date:
Name:
Signature: Date:
Line Managers Name: Jill Copeland
Signature: Date:
C:\Documents and Settings\pagea\Desktop\Deputy Director of Strategic Development.doc 4
Job Description
Job Details
Job Title: Deputy Director of Strategic Development
Salary Band: Agenda for Change Band 8d
Employing Organisation: Leeds Primary Care Trust
Location: North West House
Specialty/Department: n/a
Reports to: Executive Director of Strategic Development
Accountable for: Head of Policy & Service Development, plus team
Head of Project & Programme Management, plus team
Business and Special Projects Manager, plus team
Directorate Administrative Team
Strategic Development financial resources
Making Leeds Better Programme financial resources of
£1.2 million per annum (plus a further £1 million of
partner organisation annual benefit in kind)
Key Working Relationships
• Colleagues from Strategic Development Directorate and broader PCT
• PCT Board
including chairs, chief executives, medical directors, PEC chairs of;
• MLB Board PCT, Leeds Teaching Hospitals NHS Trust, Leeds Mental Health Trust,
• MLB Executive Dean of Medical School, YAS, LIFT, SHA, Leeds City Council
• MLB Consultation Committee members
• MLB Project Directors (x10 across Leeds health and social care)
• MLB Project Team Members
• Senior leaders from NHS Yorkshire & Humber
• Senior policy leads from the Department of Health
• NHS Institute for Innovation and Improvement
• Yorkshire & Humber Chief Executives and Directors of Commissioning
• Leeds Universities
• Modernisation Teams
• PCT Professional Executive Committees
• Patient groups and representatives
• Staff representatives
• Voluntary sector groups and representatives
• The Centre for Clinical Management Development, The University of
Durham
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Job Purpose
Responsible for leading on a challenging citywide strategic portfolio containing a
mix of core and specialist policy, strategy and performance priorities, including:
driving and coordinating the delivery of the major economy wide change
programme Making Leeds Better, including;
defining, establishing and advising on the implementation of
mechanisms and systems through which this cross-organisational
and multi-sector programme should be managed, including financial,
risk, performance and governance.
coordinating the work of the programme team, including directors for
the ten component projects, setting priorities and ensuring that
resources are made available on time to enable the delivery of
objectives.
developing relationships with senior leaders, establishing and
maintaining structures and networks to enable the alignment of local
goals.
interpreting overall service policy and strategy to define and set out in
the Strategic Services Plan for Leeds the vision and framework for
health and social care of the future.
directing, driving and implementing the PCT’s strategic policy to improve
health and wellbeing, reduce health inequalities and change the boundaries
between hospital and community-based services
bringing people together to develop in more detail the vision and strategic
objectives for the PCT, building on existing achievements including the Making
Leeds Better programme, other agreed strategies and the work of the five
former PCTs;
harnessing the impetus already existing within the Making Leeds Better
programme, the Modernisation Teams and other service strategies, and
providing leadership for the further development of these work programmes;
Analysing and testing all strategic development programmes to ensure
alignment with the agreed strategic vision and priorities of the PCT and Local
Authority and the plans of practice based commissioning groups;
ensuring implementation of strategic plans through robust programme and
project management, with agreed objectives, scope, timescales and success
measures; and
acting as deputy to the Executive Director of Strategic Development
The post holder will be the lead expert in their field and will be expected to take
action and make recommendations for others based on their own interpretation of
national policies and initiatives.
Driving and Responding to Policy
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The post holder will hold responsibility for interpreting service policy and strategy
to define, set out and recommend the MLB vision and service development
implementation plans for the city.
• Plan for and coordinate the development and implementation of a major
economy wide change programme with impact across and outside of Leeds
• Interpret service policy and strategy to define and set out in the Strategic
Services Plan for Leeds the vision and framework for delivery for health and
social care of the future in Leeds
• Model implications for economy of emergent policy and service changes (eg
roll-out of practice based commissioning and ISTCs) working with partners to
understand and maximize opportunities from new national directives
• Define, establish and advise on the implementation of mechanisms and
systems through which this cross-organisational and cross-sector Programme
should be managed, including financial, risk, performance, and governance
• Develop the PCTs planning framework and ensure all plans are aligned
around corporate objectives (the Integrated Service Improvement Plan).
• Ensure a robust underpinning for that framework; defined outcomes and
identified commitments; any other key deliverables; rationale for outcomes;
evaluation.
• Lead specific areas of work including the development of strategies and
policies for whole system service redesign and improvement.
• Work with the SHA on reconfiguration planning and generic innovation and
improvement programmes.
• Manage the PCT’s participation, through Making Leeds Better, in the Health
Reform Demonstrator site programme to ensure that the PCT gains maximum
advantage from external inputs and is able to influence national policy
development.
• Make an initial assessment of emergent opportunities under national policy
development and system reform, including exploring and maximising
opportunities for upward influencing.
• Identify further levers, national and local, that have the potential to deliver the
strategic vision and developing proposals and bids in response to emergent
opportunities.
• Explore and optimise opportunities for local and national promotion of the
strategic development work programme.
Communication & Relationship Management
This will include communication of sensitive and contentious information in an
environment which is emotive and sometimes hostile or antagonistic. The post
holder will be required to handle enquiries from service users either face-to-face
at events/briefings, via telephone or through Making Leeds Better website on-line
enquiry tool.
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• Ensure that through highly effective linkages, relationships are established and
developed with senior leaders, enabling the aligning of local goals and
establishment and maintenance of structures and networks.
• Establish and maintain a highly complex communication and relationship
system across individuals and organizations, developing cultures and
processes to address and learn from conflicting priorities and demands.
• Ensure that there is a sufficiently common approach to MLB and other
strategic programmes across the participant organizations, including ensuring
that the timescales for project delivery are reflected in Local Delivery Plans
and SLAs, demonstrating tangible year on year progress towards achievement
of the vision.
• Work with the Director of Workforce and Corporate Development to deliver a
stakeholder engagement and consultation programme that ensures that all
stakeholders (70+ key groupings) are represented on and engaged in MLB.
• Manage the formal public consultation exercise through autumn 2007
• Present complex or contentious information to large formal groups
(colleagues, partner organisations, public and political groupings) where
acceptance of and delivery upon content is critical to delivery of a programme.
• Manage relationships with patients and the public through representation at
MLB Board and other meetings, and responding to MLB website enquiries and
comments
• Receive highly complex information (financial, analytical and performance)
which may have significant barriers to acceptance and translate into practice
through strong interpersonal (persuasion, motivational or negotiation) skills.
• Develop and manage regular reports on progress of the MLB Programme and
other strategic programmes and individual projects and ensure that success is
communicated widely to all stakeholders in a multitude of formats (written,
published, media and web based).
• Provide highly specialized advice to educate service providers and the public
around MLB and associated workstreams.
Planning & Organising
The post-holder will be required to lead planning affecting departments, services
and their users across the organisation and the city.
• Ensure that each MLB Project Director develops a robust project plan for
his/her project. Project plans should have clear milestones, critical paths,
robust resource plans and risk management strategies. Individual projects
should be consistent with the overall Programme Plan and will cut across
many partner health, local authority and other teams and organisations
• Develop and manage a comprehensive MLB Programme Plan that brings
together the individual project plans (and any related work) and ensures that
they are coordinated and effective. The plan will cover work to take place
across all organizations represented at the Programme Executive. This will
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involve identifying inconsistencies, interdependencies and gaps and ensuring
the Project Directors take steps to address these.
• Coordinate the work of the MLB Programme Team – which will consist of the
Project Directors for the ten projects plus any attached staff, setting priorities
and ensuring that resources are made available on time to enable the delivery
of objectives.
• Track progress against the overall MLB programme plan and the ten project
plans, ensuring that any slippage against plan is highlighted quickly and action
taken to address it. This will also involve ensuring that the Programme
remains focused on the realisation of the agreed strategic service vision and
benefits.
• Prepare in spring 2007 the Strategic Services Plan for Leeds setting out the
outcomes across all the programme’s projects and stages and how and when
the vision for health and social care in Leeds will be delivered – the framework
• Ensure the MLB vision and plans are translated into commissioning and
business, and Integrated Service Improvement Plans for Leeds (across health
and social care)
• Ensure that all PCT development programmes are managed according to best
practice, with agreed objectives, scope, timescales and success measures
• Develop and oversee a programme of training to ensure that relevant PCT
staff are trained in programme and project management and benefits
realisations skills.
• Develop and maintain systems for tracking progress against all strategic
development programmes and projects, ensuring that any slippage against
plan is highlighted quickly and action taken to address it. This will also involve
ensuring that programmes and projects remain aligned to the PCTs agreed
strategic objectives.
• Develop and manage regular reports on progress of all strategic development
programmes and projects and ensuring that success is communicated widely
to all stakeholders in a multitude of formats.
• Prepare the annual Strategic Development Business Plan
• Lead financial, business and risk management for the Strategic Development
Directorate
Analysis & Assessment
This will include the need to make judgments where expert opinion may differ or
be conflicting. Many decisions will be unique and without precedent. Judgments
will have to be taken at risk and without formal supporting infrastructure.
• Develop a MLB Programme wide risk management strategy, including a full
quarterly review of project and programme risks, ensuring their alignment with
or incorporation into the governance frameworks of partner organisations.
• Through critical reasoning identify risks or constraints to delivery of the
programme – these may arise through financial or human resource issues,
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governance, planning, knowledge & information management, external
influences or partnership & engagement. Some will be made up of several
components and stretch across multiple organizations and may be in conflict
• Formulate and recommend solutions for the mitigation and management of
these risks to the MLB Programme Executive
• Interpret a broad range and significant volume of complex information, prepare
intricate financial analyses, evaluate a range of alternative options and
propose solutions
• Ensure that robust measures of success are developed for the Programme,
drawing on the deliverables and milestones in individual projects, but also
linking to measures of outcomes and NHS Plan and local targets.
• Prepare the Strategic Services Plan for Leeds in spring 2007
• Assess and manage risk, specifically that generated through joint working-
identifying clinical, service, workforce and financial risks to delivery, their
drivers and triggers; assign responsibility for managing and reviewing them
(citywide); check adequacy of counter-measures for risks that have system
wide implications.
• Lead financial, business and risk management for the Strategic Development
Directorate.
Financial Management
The post holder is the budget holder for the Strategic Development Directorate
and holds primary responsibility for the budget and accountability for financial
governance across the MLB programme.
• Lead all aspects of the Programme’s complex financial planning and
management:
o preparing annual financial plans (£1.2 million cash and a further £1
million benefit in kind) across multiple partners
o securing through negotiation resources from partner organizations
to enable the establishment of programme budgets
o identifying opportunities for and securing funding through other local
and national initiatives, including the Department of Health
o producing financial performance statements and managing
performance against these targets in partnership with Project
Directors
o making recommendations to the Executive and Board on areas of
risk and potential corrective action.
• Lead financial management across the Strategic Development Directorate
Information Resource Management
The post holder will be responsible for the adaptation, design, development and
operation of multiple information systems.
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• Develop a major Microsoft programme plan to underpin all MLB programme
tasks and activities and manage progress against that plan, revising and
reviewing as appropriate
• Develop and maintain a system (extranet) to store and share a primary set of
documents across MLB partner organizations ensuring compliance with the
specifications of Project Directors and other key stakeholders
• Design, develop and maintain a website to promote the Programme and
enhance engagement with members of the public, generating and updating
material on a regular basis
• Develop web functionality through which stakeholders can offer an opinion on
or become involved in the work of MLB, generating and storing information
about a growing user base
• Daily use of computer software to create reports, documents, spreadsheets
and presentations
• Link PCT project and programme performance reporting to and integrate it
with that of core business and targets, working closely with colleagues from
the Commissioning Directorate.
• Lead provision of support to the citywide Programme Executive, Board and
other emergent economy wide strategic governance structures.
Human Resource Management
The post holder will be required to coordinate the activities of teams across
multiple organizations in delivering the MLB programme. This includes
responsibility for setting priorities for delivery, and for allocation of strategic blocks
of work, appraisal, PDP and initial stages of grievance and disciplinary.
• Coordinate the activities of 10 MLB project directors (Board level) and their
teams in delivering MLB work programme
• Lead and manage the PCT and MLB teams supporting a robust approach to
developing leadership and talent within the team
• Develop skills and knowledge of self and those line managed and others co-
located – apply best practice in organisational development both within and
beyond teams.
Research and Development
The post holder will lead an extensive period of engagement with staff, service
users and other stakeholders. At a practical level this includes multiple surveys,
opinion gathering, use of formal research/consumer channels and an on-line tool.
The effectiveness of this process will be evaluated by an academic institute.
• Work with The Centre for Clinical Management Development of the University
of Durham for the duration of the MLB Programme to research and write-up
the following elements with the objective aim of turning implicit into explicit and
internationally shareable knowledge:
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o Using Hospital Episode Statistics data to drive service improvement
o Examining the benefits of “pathwaying”
o Translating the implications of the above into estates planning
• Seek opportunities to pilot or promote the work of the Programme through
national initiatives
• Develop and lead a programme of evaluation across the Strategic
Development Directorate.
• Lead a programme of strategic development learning consolidation and
dissemination, locally and nationally.
Other Responsibilities
• Work to portray a positive image of the MLB Programme and Strategic
Development Directorate
• Any other duties commensurate with the post holder’s grade as agreed with
their line manager.
• All employees should understand that it is their personal responsibility to
comply with all organizational and statutory requirements e.g. Health and
Safety; Equal Treatment and Diversity; Confidentiality.
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Person Specification
Title of Post: Deputy Director of Strategic Development
Location: Leeds Primary Care Trust
Category Essential/ Description Means of
Desirable Assessment
Knowledge Essential • Significant (8 years plus) senior management Application
and experience, including delivering through others Form
Experience outside of own management control Interview
• At least 5 years experience of working at Board
level
• Highly developed specialist knowledge and
expertise across a significant range of areas
underpinned by both theory and experience –
including planning, programme/project
management, financial, operational
management, service redesign and improvement
– gained through period of significant experience
working across a diverse range of senior
positions (10 years plus)
• 3 years experience in delivering major complex
programmes (and projects), spanning several
organizations
• 2 years leading projects dependent on user
involvement and public engagement and
consultation
• Depth and breadth of awareness and
understanding of key national policy initiatives
affecting the NHS and Local Authorities
• Knowledge of the challenges involved in delivery
of high quality public services in Leeds
• Experience of running a complex, large-scale
programme to time and budget
• Practical experience of leading change
management and service redesign programmes
• Experience of multi-agency working and building
networks beyond own organization and
profession
• Evidence of being able to manage a range of
complex and diverse issues and situations
• Knowledge of statutory consultation
requirements
• Experience of leading user and pubic
involvement
• Experience of building, leading and developing a
team
• Experience of delivering through others outside
of own management control
Desirable • Experience of working with the full breadth of Application
health service financial and procurement Form
systems (4 years plus) Interview
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Category Essential/ Description Means of
Desirable Assessment
Skills and Essential • Innovator with ability to think creatively beyond Application
Abilities the boundaries of current organisational and Form
professional practice Interview
• Excellent project management skills
• Excellent analytical, numerical & problem solving
skills
• Exceptional organizational skills
• Strong service improvement skills
• Evidence of effective influencing and negotiation
skills at all levels and across organizational
boundaries
• Ability to inspire and motivate others
• Excellent communication skills (written and
verbal)
• Able to demonstrate personal integrity, energy
and resilience
• Able to deliver competing priorities to time on
tight deadlines
• Capacity to handle conflict
• Has the presence to represent the programme
and PCT at a senior (Board) level
Desirable • Application
Form
Interview
Training Essential • Educated to a minimum of post-graduate level Application
and • Formal management qualification – masters or Form
Education equivalent experience Interview
• Formal programme (or project) management
training or qualification (PRINCE2 or MSP)
• Professional accountancy qualification to a
minimum level of membership of the Association
of Accounting Technicians
• ECDL or equivalent experience, plus training in
web editing
• Evidence of continuing professional and ongoing
personal development through long and short
courses and structured self study, including
leading edge improvement thinking and
techniques
Desirable • Professional accountancy qualification (ACA, Application
CIMA, ACCA or IPFA) Form
Interview
Other Essential • Application
Requireme Form
nts Interview
Desirable • Application
Form
Interview
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