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									PORTSMOUTH HOSPITALS                                                                Clinical Leadership Structure Policy
POLICY AND PROCEDURES



CLINICAL LEADERSHIP STRUCTURE AND TRUST POLICY FOR THE
APPLICATION OF ADDITIONAL MANAGEMENT RESPONSIBILITY
PAYMENTS TO CLINICAL LEADERSHIP ROLES
CONTENTS:
  1.0     Introduction
  2.0     Purpose
  3.0     Guiding Principles
  4.0     Core Dimensions
  5.0     Role Descriptions
  6.0     Contractual Provisions relating to Clinical Leadership Posts
  7.0     NHS Managers’ Code of Conduct
  8.0     Personal Support, Development and Succession Planning
  9.0     Sabbaticals/Return to Work
  10.0    Review

APPENDICES:
  1.     Trust Clinical Leadership Structure
  2.     Designated Trust Clinical Leadership Roles and Associated
         Additional Management Responsibility Payments


     MANAGEMENT GUIDANCE NOTES
     None
     ANNEXES
     Yes: Equality Impact Assessment

Originator:                                     Mark Power:
                                                Head of Workforce Performance and Information
Approval Route:                                 EMT; Trust Remuneration Committee
                                                HMC 21.01.2008

Issue No:                                       3
Date of issue:                                  28.04.2009
Review Date:                                    December 2009

(Equality Impact Assessment has been applied to this policy)

AMENDMENTS RECORD
Date   Page                     Comments                               Approved by
       Section 9 (pg8)          New paragraph re: Sabbatical/Return    Trust
                                to Work                                Remuneration
             Appendix 1 (pg9)   Specialty Clinical Lead role added to  Committee;
30-11-
                                flowchart                              EMT; HMT
2007
             Appendix 2 (pg10- New section on Speciality Clinical Lead
             13)                roles and remuneration ranges
                                increased for all roles
April        Review date extended from 30-11-2008, issue date and
09           issue number amended. No other changes

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 PORTSMOUTH HOSPITALS                                                                Clinical Leadership Structure Policy
 POLICY AND PROCEDURES




CLINICAL LEADERSHIP STRUCTURE AND
TRUST POLICY FOR THE APPLICATION
OF ADDITIONAL MANAGEMENT
RESPONSIBILITY PAYMENTS TO
CLINICAL
LEADERSHIP ROLES




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PORTSMOUTH HOSPITALS                                                                Clinical Leadership Structure Policy
POLICY AND PROCEDURES



1.0 Introduction
1.1       The Trust requires clinical leadership at every le vel from Trust Board to specialty teams. We should therefore
          expect to see many doctors, nurses, and staff within the Allied Health Professions (hitherto collec tively referred
          to as ‘practitioners’), represented in formal leadership positions. To enable the Trust to achieve its objectives it
          must attract and develop practitioners to formulate and implement policies and to provide overall leadership to
          the clinical community.


1.2       Apart from the Medical Director’s role, which may statutorily only be filled by a doctor, all other clinical
          leadership roles could potentially be filled by any practitioner. The fundamental requirement for a clinical
          leadership role is that the individual has the widespread support of senior practitioners within the relevant
          specialty/division for taking up the role, and is able to do so whilst continuing with some ‘frontline’ clinical
          practice.


1.3       The ultimate responsibility for the o verall performance of the Trust lies with the Executive Management Team
          (Directors) and Trust Board. However, the delivery of clinical care depends upon the Divisional and Specialty
          teams. In addition, specialist groups will advise the Executive Managemen t Team on Trust-wide issues that
          impact the organisation, as a whole. These comprise, for example:
                         Hospital Management Team
                         Clinical Directors’ Forum
                         Clinical Governance Team
                         Transformation Board
                         Service Planning Team
                         PFI Project Board
                         Strategic Learning and Development Group
          These groups all require clinical input and representation.


1.4       The Chief Executive chairs the Hospital Management Team (HMT) and the membership comprises the
          Executive Directors; Associate Medical Directors; Divisional Clinical Di rectors; Director of Postgraduate Medical
          and Dental Education; Associate Medical Directors; Divisional General Managers; Divisional Senior Nurses, and
          key corporate leads. This is the Trust’s senior team and oversees the workings of the specialist groups and the
          Divisions, thus enabling the Executive Directors to account to the Trust Board.


1.5       The purpose of the Clinical Directors’ Forum is to act as a source of advice to the Executive Management Team
          (EMT)/HMT on broad clinical and managerial issues; approve statements of strategic direction and develop
          policies and procedures to support that direction; enable clarity of corporate goals by enhancing communication
          between EMT and Clinical Directors, and establish a forum for incorporating wider special ty perspectives in the
          overall decision-making process. Membership is as follows:
                         Medical Director (Chair)
                         Associate Medical Directors
                         Chief Executive
                         Divisional Clinical Director
                         All Clinical Directors (inc Non Medical CDs)
                         Executive Directors
                         Director of Postgraduate Medical and Dental Education

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PORTSMOUTH HOSPITALS                                                                Clinical Leadership Structure Policy
POLICY AND PROCEDURES


1.6       The Trust’s Clinical Leadership structure is detailed at Appendix 1.



2.0 Purpose
2.1       The purpose of this document is threefold:
                        to define the clinical leadership roles that currently exist within the Trust, and the way in which
                         individuals will be appointed to these posts;
                        to describe the core dimensions associated with clinical leadership roles;
                        to detail the level of additional remuneration, or ‘Management Responsibility Payments’, over and
                         above basic salary, that will be awarded to those clinical staff who undertake specific management
                         responsibilities associated with clinical leadership.



3.0 Guiding Principles
3.1       Fully recognising the importance of its clinical leadership roles, the Trust seeks to a ppropriately remunerate
          those individuals who undertake them. In the application and award of Management Responsibility Pa yments,
          the Trust will be guided by the following principles:
                        The award of additional payments will be based on transparency, fairness and consistency of
                         application.
                        The award of additional payments will provide the Trust with the capability to attract, recruit and
                         retain practitioners of the right calibre, within clinical leadership roles.
                        Additional payments will be affordable within the current and emerging financial constraints of the
                         Trust, and represent value for money in a publicly accountable organisation.
                        Additional payments will help motivate practitioners in providing their continuing commitment to
                         the delivery of care to patients.
                        The principle of awarding ‘equal pay for work of equal value’ will always apply.
                        Additional payments will be applied to specific roles, and not to individuals.
                        Additional payments will directly reflect the level of extra management responsibility as sociated
                         with a particular role, over and above a practitioner’s management responsibilities associated with
                         their core clinical role.
                        Additional payments will help support and develop a strong orientation towards the achievement of
                         high levels of performance to meet Trust objectives.



4.0        Core Dimensions

4.1       Clinical leadership roles attracting an additional Management Responsibility Payment will carry either Trust -
          wide, divisional, or specialty responsibility. The level of the additional Management R esponsibility Payment will
          be dependent upon the size and scope of the role, and the extent of its responsibilities. In all cases, the
          appropriate level of additional Payment will be assessed against the following four core dimensions, as they
          apply to the role. This assessment will be undertaken by the Medical Director and HR Director, or their
          appointed representatives, and sanctioned by the Executive Management Team.


4.2       The four core dimensions are listed below, with illustrative examples of a clinical leader’s role that relate to
          these dimensions:



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PORTSMOUTH HOSPITALS                                                                Clinical Leadership Structure Policy
POLICY AND PROCEDURES


          Service Planning
          For example:
                        Leading the development of Trust-wide strategy (e.g. Educational Strategy).
                        Leading the development of clinical policy at Trust/divisional/specialty level.
                        Leading on the preparation of the annual plan for the specialty, to support the development of the
                         Divisional strategy and annual plan.
                        Leading and/or supporting Local Development Plan (LDP) negotiations.
                        Ensuring divisional business cases are adequately prepared for consideration by the Trust
                         Planning Group.
                        Leading the development of a strategy for the improvement of the service (following ‘patient first’
                         principles), which incorporates Trust indicators, including all aspects of clinical governance, and
                         ensuring effective cross-divisional working.


          Operational Management
          For example:
                        Ensuring appropriate processes are in place for the effective and efficient delivery of patient care,
                         teaching and research.
                        Responsibility for the effective implementation of Trust policies and standards as agreed by the
                         HMT/Trust Board.
                        Responsibility for the adherence to prescribed/mandatory protocols and reporting procedures.
                        Ensuring that Clinical Governance and Health and Safety responsibilities are being fully met within
                         the specialty.


          Performance and Financial Management
          For example:
                        Ensuring all quality targets are met, taking corrective action where necessary.
                        Ensuring effective performance and resource management processes are in place within the
                         specialty.
                        Remaining within the financial resources available to the specialty, taking corrective action when
                         required.
                        Ensuring the specialty operates within the Trust's standing financial instructions and standing
                         orders.
          Staff and Organisational Development
          For example:
                        Ensuring the Trust-wide staff policies are followed within the specialty.
                        Ensuring Leadership on issues affecting medical and health professionals.
                        Developing and maintaining effective channels of communication within the specialty.
                        Overall responsibility for ensuring performance and development reviews are completed for all
                         specialty staff.


          Levels of additional Management Responsibility Payments currently applied to clinical leadership posts are
          detailed at Appendix 2.




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PORTSMOUTH HOSPITALS                                                                Clinical Leadership Structure Policy
POLICY AND PROCEDURES



5.0       Role Descriptions
5.1       Individuals appointed to any clinical leadership post will receive an up to date role description that accurately
          describes the purpose and key objectives of the role, and its additional management responsibilities. The role
          description will also detail the key competencies and management reporting structure associated with the post.
          A competency profile will also be included with the role description.


6.0       Contractual Provisions relating to Clinical Leadership Posts
6.1       The special terms and conditions relating to a particular clinical leadership post will be detailed in an Addendum
          to the individual’s main Contract of Employment. These terms and conditions are summarised as follows:
                        Clinical leadership posts are designated as part time roles.
                        The combined hours associated with an individual’s clinical and managerial responsibilities shall
                         constitute a whole time appointment, for both contractual and pension purposes.
                        In the case of consultant medical staff appointed to clinical leadership roles, to accom modate the
                         demands of the associated additional managerial responsibilities, individuals undertaking such
                         roles may elect to reduce their weekly Direct Clinical Care (DCC) commitment, with no associated
                         loss of salary. Alternatively, to mitigate any loss of DCC within their specialty/department, they
                         may opt to work one, or more, additional paid Programmed Activities (PAs), provided their total
                         number of weekly PAs does not exceed 12, which is the maximum allowed by the Trust (other
                         practitioners will need to adjust the amount of time spent on ‘frontline’ clinical activities,
                         accordingly).
                        Notwithstanding the provisions above, individuals will be required to work such hours as may be
                         reasonable for the full performance of their duties. This may, from time to time involve working
                         evenings, nights, weekends, bank, public, statutory or customary holidays, but this shall not be the
                         norm.
                        In undertaking such roles, individuals must accept that, in so far as the regulations relating to
                         working hours is concerned, they have opted out of the provisions of Part II of the Working Time
                         Regulations 1998 as they relate to maximum weekly working time: They also agree that the 48
                         hour weekly time limit shall not apply to their employment with the Trust. Individuals may w ithdraw
                         their agreement to this exclusion by giving due written notice, in accordance with their contract of
                         employment.
                        The salary associated with an individual’s combined clinical and management roles will be their
                         current whole time salary (including any allowances and/or supplements), plus the designated
                         additional Management Responsibility Payment. This combined salary will be paid in arrears in
                         twelve equal monthly instalments.           Current levels of additional Management Responsibility
                         Payments are detailed at Appendix 2, alongside each designated role.
                        Additional Management Responsibility Pa yments are classed as pensionable earnings, but are not
                         subject to annual cost of living increases associated with basic salary.
                        Individuals are not entitled to payment for any overtime worked, in connection with their additional
                         management responsibilities.
                        The Trust Remuneration Committee will review all additional Management Responsibility
                         Payments annually. Outside of the annual review, the value of additional payments may be re-
                         considered where, for example, the key activities and/or objectives associated with a particular
                         role have significantly been revised. There is no contractual entitlement to any increase in this
                         additional element of salary, but individuals will be formally notified of any such change.


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PORTSMOUTH HOSPITALS                                                                Clinical Leadership Structure Policy
POLICY AND PROCEDURES

7.0 NHS Managers’ Code of Conduct
7.1       The Trust requires that all senior staff having managerial responsibilities will acknowledge, and abide by, a
          Managers’ Code of Conduct, as amended from time to tim e. This Code of Conduct applies to management
          practice and is supplementary to all professional codes of conduct.



8.0 Personal Support, Development and Succession
    Planning

8.1       Staff who are appointed to positions within the clinical leadership structure will bring with them a range of skills
          and experience that will be applicable to their role. However, it is recognised that a degree of training and
          development support will be needed to help individuals carry out their responsibilities effectively. This also
          reflects the Trust’s on-going commitment to encourage and support individuals in their personal career
          development, whilst ensuring that succession planning is effective. Therefore, the Trust will work closely with
          clinical leaders to ensure their training and development needs are identified and met, through the use of both
          internal and external provision.


8.2       The Trust will work with current Divisional Clinical Directors to identify potential future leaders and to provide
          appropriate leadership development opportunities. In time, all members of the Trust who assume clinical
          leadership positions should already have benefited from the modular Clinical Leadership Programme provided
          by the Trust, which covers many aspects of personal leadership and effectiveness, within the context of team
          working. This Programme is also open to any Clinical Leader who wishes to attend. The following are identified
          as key areas where training and development support will need to be provided (other areas may also be
          identified through individual appraisals and performance reviews, and personal experience):


          People Management

                        Managing performance
                        Conducting performance reviews and appraisals
                        Providing effective feedback
                        Conflict resolution

          Financial Management

                        Accounting for non-accountants
                        Budgetary management and control

          General

                        Project management
                        Change management
                        Strategic awareness
                        Media handling




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PORTSMOUTH HOSPITALS                                                                Clinical Leadership Structure Policy
POLICY AND PROCEDURES



9.0        Sabbaticals/Return to Work
          Clearly clinical leadership roles may require changes in clinical job descriptions, role type or job plans. In order
          to support clinical leaders returning to full time clinical practice, a return to work or sabbatical process may be
          negotiated with the operational or clinical manager.



10.0 Review
          This Policy will be subject to annual review, via EMT, H MT and Trust Remuneration Committee




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PORTSMOUTH HOSPITALS                                                    Clinical Leadership Structure Policy/Appendix 1
POLICY AND PROCEDURES

Appendix 1

Trust Clinical Leadership Structure



                                                  Chief Executive




            Director of Clinical
            Services, Nursing                                                        Medical Director
              and Midwifery




             Divisional Clinical                                                    Associate Medical
                 Directors                                                              Directors




            Divisional General
                Managers




                                                                                     Divisional Senior
             Clinical Directors                                                            Nurse




              Lead Clinicians                       Specialty Clinical                 Modern Matrons
                                                        Leads




          Managerial Accountability

          Professional Accountability




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PORTSMOUTH HOSPITALS                                                    Clinical Leadership Structure Policy/Appendix 2
POLICY AND PROCEDURES

Appendix 2

Designated Trust Clinical Leadership Roles and Associated
Additional Management Responsibility Payments

The current designated Trust clinical leadership roles are listed below, together with details relating to the recruitment
and appointment procedures, and additional reward associated with each. The Trust may elect to include other roles,
where appropriate, provided such roles have been assessed against the core dimensions, detailed at Section 4.0, above.


The appropriateness, and level, of all additional Management Responsibility Payments will be determined by the Medical
Director and HR Director, prior to endorsement by the Trust Remuneration Committee.


Medical Director

                        The Medical Director is the formal professional lead for medical staff within the Trust. The Medical
                         Director is a full voting member of the Trust Board and needs to have the confidence of board
                         colleagues, in terms of managerial competence and strategic awareness, and the confidence of
                         medical colleagues, in terms of professional leadership and clinical credibility.
                        The role could easily require full time commitment, but would normally be fulfilled by a practicing
                         clinician. Other clinical staff will therefore take support roles in specific areas, and the Medical
                         Director role will comprise a maximum of 10 Programmed Activities (PAs) and a minimum of 5
                         PAs.
                        Accountability is to the Chief Executi ve.
                        Recruitment will be through formal advertisement, application to the Chief Executive and an
                         interview, which follows the guidelines for appointment of Executive Directors. The consultant
                         body will be extensively engaged through the Divisional Clinical Directors and Clinical Directors
                         and via the formal involvement (though not veto) of the Doctors and Dentists Consultative a nd
                         Negotiating Committee.
                        Appointment will be for four years, with an option to extend by two years, up to a maximum of 10
                         years (with yearly reviews by the Chief Executive, which will include an assessment of the
                         requirements detailed in 3.1). A replacem ent will be appointed one year prior to the end of the
                         incumbent’s term. The Trust may choose to offer a permanent appointment to candidates making
                         a definite career move.
                        The additional Management Responsibility Pa yment will be determined by the Trust Boa rd, via the
                         Trust Remuneration Committee.


Associate Medical Director

                        The Medical Director will, with the Chief Executive, appoint Associate Medical Directors to support
                         him/her in the fulfilment of the role. The posts will carry some specific responsibil ities of their own
                         (e.g. Clinical Performance; PFI Lead; External Relations Lead; Junior Doctors Hours Lead) but will
                         also deputise for and support the Medical Director across the full range of his/her responsibilities.
                        Associate Medical Directors are mem bers of the Hospital Management Team and Clinical
                         Directors’ Forum.
                        Accountability is to the Medical Director.


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PORTSMOUTH HOSPITALS                                                    Clinical Leadership Structure Policy/Appendix 2
POLICY AND PROCEDURES


                        Recruitment will be through internal advertisement and applications to the Medical Director.
                         Appointment will be made by a panel, chaired by the Medical Director and including the Director
                         Clinical Services, Nursing and Midwifery, plus one other Executive Director, assisted by a Senior
                         HR Manager.
                        Appointment will be for a three-year period, with an option to renew, but with a maximum term of
                         10 years.
                        To accommodate their additional management responsibilities, Associate Medical Directors will
                         need to reduce their clinical commitments. This will be by agreement with the Medical Director.
                        Associate Medical Directors will receive an additional Management Responsibility Payment of
                         between £20,800-£26,000 per annum, subject to assessment of experience and knowledge, and
                         the complexity and range of responsibility associated with the role.

Divisional Clinical Director

                        A Di visional Management Team is led by a Divisional Clinical Director, working with a Divisional
                         General Manager, Divisional Nurse, Divisional Finance Manager, Divisional HR Manager and
                         Divisional Planner. This team is responsible for the delivery of its clinical service, through its
                         divisional structures.
                        Divisional Clinical Directors are members of the Hospital Management Team and the Clinical
                         Directors’ Forum.
                        Accountability is to the Director of Clinical Services, Nursing and Midwifery.
                        Recruitment will be through internal advert and applications to the Director of Clinical Services.
                         Appointments will be made by a panel, chaired by the Director of Clinical Services, Nursing and
                         Midwifery, and including the Chief Executive and Medical Director, assisted by a Senior HR
                         Manager.
                        Appointment will be for three years, with an option to extend up to a maximum of 10 years, but
                         with yearly re views by the Director of Clinical Services. A successor will be chosen one year
                         before the three-year term is completed, to allow for effective succession planning.
                        For Medicine and Surgery divisions, up to four PAs of funding will be made available, either for
                         backfill, or to be allocated to the post holder as additional PAs, provided their total number of
                         weekly PAs does not exceed 12. For Women and Children, and Clinical Support divisions, two
                         PAs of funding will be made available. The Division of Medicine for Older People receives one
                         point five PAs.    In all cases, the total number of weekly PAs allocated to an individual must not
                         exceed 12. The additional funding will be provided to divisions for the tenure of the appointments.
                        Divisional Clinical Directors will receive an additional Management Responsibility Pa yment of
                         between £10,400-£26,000 per annum, subject to assessment of experience and knowledge, and
                         the complexity and range of responsibility associated with the role.
Clinical Director

                        A Clinical Director is responsible for leading an individual specialty, or an aggregation of several
                         small specialties, within a Clinical Division.
                        All Clinical Directors are members of the Clinical Directors’ Forum.
                        Accountability is to the Divisional Clinical Director.
                        Recruitment will be through internal advert and applications to the Divisional General Manager.
                         Appointment will be made by a panel chaired by the Divisional General Manager, and including
                         the Divisional Clinical Director, Divisional Senior Nurse and, where appropriate, an Executive
                         Director, assisted by a senior HR Manager.

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PORTSMOUTH HOSPITALS                                                    Clinical Leadership Structure Policy/Appendix 2
POLICY AND PROCEDURES


                        Appointment will be for three years, with an option to extend, but with yearly reviews and a
                         maximum term of 10 years. A successor will be chosen one year before the three -year term is
                         complete.
                        One PA of funding will be made available for each specialty, to enable the post holder to reduce
                         their PA commitment. Alternatively, to mitigate any loss of Direct Clinical Care (DCC) within the
                         specialty/department, Clinical Directors may opt to work one additional paid PA, pro vided their
                         total number of weekly PAs does not exceed 12.
                        Clinical Directors will receive an additional Management Responsibility Pa yment of £7,800 per
                         annum.

Additional Clinical Leadership Roles


                        The Trust may elect to appoint individuals to Additional Clinical Leadership roles that will take the
                         Trust lead for the delivery of a particular service. Such appointments will be made by agreement
                         between the Chief Executive and Medical Director.
Lead Clinicians


                        Practitioners may be appointed to Lead Clinician roles in the following areas:
                         o    Child Protection
                         o    Cancer Care
                         o    Research and Development
                         o    Postgraduate Medical and Dental Education
This list is not necessarily exhaustive, and the Trust may elect to establish other such additional clinical leadership roles ,
as required. They are professionally accountable to the Medical Director and managerially accou ntable to an identified
senior manager or Director as specified within the job description.
                        Practitioners undertaking Lead Clinician roles               will receive   an additional        Management
                         Responsibility Payment of up to £15,000 per annum, subject to assessment of experience and
                         knowledge, and the complexity and range of responsibility associated with the role. Additional PAs
                         would be negotiated depending upon specialty and requirement of posts.


Specialty Clinical Leads

                        The purpose of the Specialty Clinical Lead is to provide advice about and assistance to the
                         Clinical Director of the Directorate (CDD) and the Divisional Management Team in the delivery
                         and development of a high quality service by their respective specialty within the constraints of the
                         allocated resources. At present these roles have only been developed within the Surgical Division
                         within the following areas:
                         o    Ophthalmology,
                         o    Day Surgery and
                         o    Plastic Surgery
                        These practitioners will be professionally accountable to the Divisional Clinical Director and
                         managerially accountable to the Divisional General Manager.
                        Practitioners undertaking Specialty Clinical Lead roles will receive an additional Management
                         Responsibility Payment of up to £5,200 per annum and will be expected to use 1.25 PAs of their
                         SPA / per week within their job plan for the role.
Further roles are being explored within other Divisions and will be based upon the same considerations above.

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PORTSMOUTH HOSPITALS                                                    Clinical Leadership Structure Policy/Appendix 2
POLICY AND PROCEDURES


Clinical Managers with Dual Roles
If a Clinical Manager takes on a dual role, the additional management responsibility payment and the number of PAs
allocated will be negotiated at the time of appointment. However, since there will be a degree of overlap with the
appointments, the      general    principle   to   be    applied    is that,   where additional   remuneration for        two   roles is
deemed appropriate, this will consist of no more than the full payment for the senior role, and a maximum of a Clinical
Lead payment for the second role. For example; Divisional Clinical Director - £15,000 and Clinical Director role- £5,200
(i.e. not the full £7,800). All such additional payments will be subject to approval by the Medical Director.


Review of Pa yments


The value of all additional Management Responsibility Payments will be reviewed, annually, by the Trust Remuneration
Committee.




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 PORTSMOUTH HOSPITALS                                   Clinical Leadership Structure Policy/Equality Impact Assessment
 POLICY AND PROCEDURES


                                                  Equality Impact Assessment

 Date Of Assessment                        30-11-2007
 Division                                  Executives
 Lead                                      Maria Edens
 Position                                  Medical Staff Policy and Reward Manager
                                           Clinical Leadership Structure And Trust Policy For The Application Of
 Assessment Of
                                           Additional Management Responsibility Payments To Clinical Leadership
 Policy/Function/Service
                                           Roles
                                           The purpose of this document is threefold:

                                           -to define the clinical leadership roles that currently exist within the Trust,
                                           and the way in which individuals will be appointed to these posts;

                                           -to describe the core dimensions associated with clinical leadership roles;
 Purpose
                                           -to detail the level of additional remuneration, or ‘Management
                                           Responsibility Payments’, over and above basic salary, that will be
                                           awarded to those clinical staff who undertake specific management
                                           responsibilities associated with clinical leadership.

                                           The Trust requires clinical leadership at every level from Trust Board to
 Policy Objectives                         specialty teams. We should therefore expect to see many doctors,
                                           nurses, and staff within the Allied Health Professions (hitherto collectively
                                           referred to as ‘practitioners’), represented in formal leadership positions.

 Intended Outcomes Of The                  To enable the Trust to achieve its objectives it must attract and develop
 Policy                                    practitioners to formulate and implement policies and to provide overall
                                           leadership to the clinical community.

Who Will Be Affected By The Policy, What Is The Overall Impact?

   Ethnic Groups              Gender Groups                 Religious                   Disabled                     Other
                                                             Groups                     Persons
    High/Medium                High/Medium                High/Medium                 High/Medium               High/Medium
        /Low                       /Low                       /Low                        /Low                      /Low




 Overall Impact Of The Policy
 Generally a positive impact as encourages other staff groups, etc. However equal
 opportunities monitoring and evidence of applicant types is not currently collated.


 Consul tation
 EMT; Trust Remuneration Committee; HMT


 Actions
 Recommend equal opportunities monitoring for applications. If monitoring demonstrates
 inequity recommend formulating an advertisement and communication strategy to
 encourage a wider range of applicants.




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