The trust is organised into four operational divisions, each led by a Divisional Manager and Head of Nursing or Clinical Director for Clinical Support Services. There is also a Deputy or Assistant Divisional Manager(s) according to the size and complexity of the division concerned.
The post of divisional manager is a key position within the trust’s senior management structure, responsible for the management of services within the division. Divisions are led and managed as autonomous business units and the role of the divisional manager is to provide the expert management and leadership skills to enable this.
To lead the day-to-day operational management of the division’s services and to fulfill operational and strategic responsibilities.
The post holder will provide leadership to the division that will create an open and participative culture that enables staff to perform at their best.
The individual will be expected to promote a patient-centred and
culturally sensitive approach to the delivery of patient care. The post holder will be responsible for the delivery of the directorate’s operational and service objectives.
There is a strong performance management element to this post and the emphasis is therefore on delivery. The post holder will support the chief operating officer to lead the development and continuous review of
trust wide operational policies and processes reflecting evidence based national best practice.
Alongside the multi-disciplinary clinical leaders in the division, the post holder will have overall responsibility for
ensuring that optimal patient centred care is provided across all services delivered, within the available
resources.
A combination of transformational change and robust transactional processes will be required to improve the experience, access and outcomes of care provided within the North Division of the Trust. This
will be achieved by a co-ordinated programme of performance improvement and organisational
development.
What’s in it for You?
At Moorfields, we invest in you—your growth, your wellbeing, your future.
You’ll join a flexible, supportive organisation offering:
- Competitive salary (including high-cost area supplement)
- Membership of the NHS Pension Scheme
- 24/7 independent counselling support
- Career-long learning and development opportunities
- Excellent transport connections
- Access to NHS and Blue Light discount schemes
- Free Pilates classes
- Full support and training to develop your skills
And so much more! To see the full range of benefits we offer please view our Moorfields benefits leaflet.
Lead Operational Performance and Delivery
To lead, direct and be accountable for the operational services across all areas of the division.
To be responsible for the development and implementation of strong and effective performance management systems to ensure the delivery of the division’s targets and objectives.
To be responsible for ensuring that effective communication systems are in place so that all staff are aware of the local and corporate vision, objectives and current performance.
To be responsible for positive and effective relationships and communication channels with internal and external stakeholders and partners.
To develop an effective divisional management structure and team, together with arrangements for the management and development of all staff within the division.
Governance
To prepare the divisions planning cycle in line with the trust guidance on methodology, content and timescales.
To be responsible for the divisions plans to deliver, or contribute to, national targets and agreed internal targets, including the 18 week / 52-week referral to treatment targets, emergency care standards, cancer waiting times and others as required.
To develop and implement effective reporting arrangements to accurately record and monitor performance against targets and to pro-actively manage any variances.
To ensure that the directorate maintains a commitment to equality, diversity and inclusiveness in all aspects of its activities, both in relation to service provision and employment, and that specific plans
are implemented to support this agenda as appropriate.
To ensure appropriate public and patient involvement in assessing service quality and developing plans for improvement.
Hold lead clinicians and Assistant Divisional Managers to account for delivery of their objectives through regular performance reviews.
Manage the implementation of systems, control processes and risk management arrangements to support monitoring of compliance with clinical governance standards, other Trust-wide policies and
procedures and best practice requirements.
To be responsible for the effective and timely management and monitoring of complaints within the directorate, ensuring that lessons are learnt from complaints and incidents.
To be responsible for ensuring that effective systems for clinical governance are in place in the directorate, including audit and research.
To be responsible for ensuring that all risks are identified, analysed and managed using all available tools, including the trust’s risk management framework, and that the directorate’s local risk register
is maintained and risks escalated to the corporate register as appropriate.
Human Resources
Line manager to the Head of Nursing, Clinical Directors and Assistant Divisional Managers in the North Division
To manage and direct the implementation of the trust’s HR policies and procedures within the directorate, and to develop effective recruitment and retention, training and staff development
strategies.
To develop and deliver initiatives which improve patient and staff wellbeing and support the delivery of the Trust’s EDI priorities.
To be responsible for ensuring that systems are in place for all staff to receive an annual performance appraisal and to have relevant personal development plans.
Finance and Service Delivery
To be responsible for ensuring that all staff in the division receive adequate and effective training and adhere to published policy and procedures.
To be responsible for ensuring that all staff are compliant with mandatory training requirements.
To work closely with HR to deliver the division’s workforce development agenda.
To promote high level leadership skills by demonstrating attributes consistent with the leadership qualities framework, and to promote and support the development of this these skills within the
divisional management team.
To be responsible and accountable for the budget setting and financial performance (capital and revenue) of all areas of the division, including the planning and delivery of cost improvement,
efficiency and service improvement initiatives.
To manage effectively the division’s finances, including overseeing a £60 million budget. Ensuring that its staff comply with the trust’s standing financial instructions, that the division operates within
its agreed budget and that resource utilisation is regularly reviewed and maintained at optimal levels of efficiency and effectiveness.
To ensure compliance with financial procedures and standing financial instructions.
To lead on the planning and delivery of the division’s capital programme, assessing risk and establishing priorities for equipment replacement.
To lead and direct the planning and organisation of departmental service plans and to be responsible for the delivery of the annual divisional business plan.
To ensure that all services are managed within financial balance, identifying training and development needs and working with budget holders to ensure that they are held accountable for delivery.
To be responsible for ensuring, in collaboration with the performance, information and finance departments, that all relevant staff within the division have the information, support and analytical
capability to be aware of their performance in relation to key objectives.
To be responsible for the delivery of agreed levels of activity, monitoring variance from plan and taking corrective action as necessary.
Strategy and Service Improvement.
Work with the division’s clinical leaders to identify new opportunities for the individual services within the division, arising from changes in the external environment or internal innovation and potential
threats and ways to respond to them.
Support clinicians to re-design services to deliver improved clinical outcomes for patients, reduced waiting times and efficient use of resources.
Partnership Working
Challenge existing practices, ensuring that progressive solutions, which take into account models of
best practice, are incorporated into service plans.
Manage service improvement programmes within the division and contribute to the Trust-wide transformation and service improvement agendas.
To actively manage relationships with host sites to include regular meetings to monitor contractual arrangements and any relevant KPIs and any host related risk issues.
To maintain excellent relationships with the trust’s commissioners, NHS England and other local stakeholders, in order to ensure the trust maintains a positive image.
To liaise with partners in health care to opportunities for partnership working, looking at levels of demand, patient access, clinical capacity and performance in order to make the best use of resources across the geographical area covered by the trust.
Lead for corporate initiatives and transformation projects
To act as a Senior Responsible Officer for corporate initiatives in areas such as equality, diversity and inclusion, staff welfare or the management of sickness absence.
To act as a Senior Responsible Officer for transformation projects such as the redevelopment of a network site or upgrade of a clinical / IT system.
General
To work collaboratively with other divisional managers, clinical leaders, executive directors, clinical, operational and corporate colleagues so that all corporate objectives are achieved.
To participate in the on-call senior manager rota.
To deputise for the Chief Operating Officer as required and appropriate.
This job description is not an exhaustive list. It is also subject to change in light of service developments and in consultation between the post holder and the Chief Operating Officer.
Performance objectives and the post holder’s personal development plan will be reviewed annually with the Chief Operating Officer, or more frequently as considered necessary.
The post holder will take responsibility for his/her own personal and professional development and will be supported by the trust to achieve development opportunities as appropriate.
