NWL Palliative and End of Life Care (PEOLC) Transformation Lead
| Posting date: | 26 April 2024 |
|---|---|
| Salary: | Not specified |
| Additional salary information: | Negotiable |
| Hours: | Full time |
| Closing date: | 09 May 2024 |
| Location: | London, SW4 0RN |
| Company: | NHS Jobs |
| Job type: | Contract |
| Job reference: | B0132-24-0025 |
Summary
COMPETENCY BASED KEY DELIVERABLES General responsibilities: Responsible and accountable for decisions made during the course of their duties, escalating significant issues where appropriate. Taking responsibility for the implementation of one or more plans which align to this strategy Management of members of staff as required including through a matrix approach with the wider ICB team Can demonstrate and deliver acute business acumen in their area of responsibility ensuring value for money, understanding the business of partners and the driving factors for delivery in multiple sectors Strong overall programme management of delivery of change across a range of infrastructure related areas with a particular focus on inequalities Key job specifics and responsibilities: Provide leadership and support to statutory and non-statutory organisations in terms of implementation of the new model of care across the system Promoting equality and reducing inequalities Implementation of the new model of care for community based specialist palliative care will consider the following: To work with people of lived experience and support to reduce health inequalities and inequities of access to services To uphold organisational policies and principles on the promotion of equality To create an inclusive working environment where diversity is valued, everyone can contribute, and everyday action ensures we meet our duty to uphold and promote equality. Working with Others To develop relationships and links with: Regional PEOLC Strategic Clinical Network (SCN) team Macmillan Transformation National Lead Other ICS Macmillan transformation leads Key ICB programme teams Provider representation (e.g., tertiary hospital, district general hospitals, community nursing services, hospices) Voluntary/Community or Social Enterprise (VCSE) representation People with lived experience of palliative and end of life care (as patient or carer) Local authority (e.g., social care) representative Pharmacy representation Key Functional Responsibilities Operational To oversee the implementation of the new model of care, engage and liaise with key stakeholders, in particular: To support the strategic direction and implementation of the new model of care To support the identification and sharing of best practice# To operate in a highly political and sensitive environment Support the portfolio of initiatives in demonstrating value for money for the current spend through tracking, managing, and delivering agreed benefits.Project Management Implementation of the new model of care for community based specialist palliative care reflect PEOLC national and local priorities Lead and co-ordinate the delivery of project plans, allocating tasks as appropriate, identifying risks, issues, and dependencies, considering best practice and current options, and ultimately making decisions in the best interest of the project Pro-actively manage stakeholders, respond to, and resolve conflict between different stakeholders when this arises through facilitation or other appropriate mechanisms Produce a high standard of work supporting the delivery of projects on time and in a cost-effective manner Maintain the project initiation document and associated plans with regular team meetings to monitor progress and resources Ensure the flexibility of the project if required to meet conflicting/changing requirements. Responsible for the planning and organisation of numerous events/meetings. Ensuring communication tools are used to their maximum value for circulating the minutes, agenda, and presentations in a timely manner Demonstrate effective stakeholder management across departments and at all levels Ensure that the projects maintain business focus, have clear authority and that the context, including risks, are actively managed in alignment with the strategic priorities of the PEOLC programme Financial and Physical Resources Act in a way that is compliant with Standing Orders and Standing Financial Instructions in the discharge of budget management responsibilities where appropriate Responsible for ensuring adherence to the budget and ongoing monitoring of expenditure against budget and ensuring the appropriate documentation is available for scrutiny where appropriate Responsible for making recommendations, providing advice and able to prepare strategic reports/briefings for the Head of Department, Steering/Reference Groups and others as required Staff Management To forge positive working relationships, to support an effective matrix approach to achieve role objectives To work in a matrix management style and to foster close working relations with other managers across the system To manage, motivate and develop staff within the team to ensure that they can deliver to the best of their ability. Including the management of disciplinary procedures as required, undertake staff consultation, and consider welfare and safety matters, considering instructions and guidelines issued.Information Management Drafting reports summarising status on issues, appraising outcomes, and providing progress reports for Macmillan, NWL ICB Programme Board and regional strategic clinical network Collate as required, qualitative and quantitative information and lead appropriate analysis to develop robust business cases and contribute to project outcomes Analyse, interpret and present data to highlight issues, risks and support decision making.Policy and Service Development Responsible for proposing and drafting changes, implementation and interpretation to policies, guidelines, and service level agreements (SLAs) which may impact the delivery of services Proposes changes to own function making recommendations for other service delivery The post holder will need to maintain a good knowledge of emerging policies from government departments. This will assist in the thinking and definition of strategy discussions with stakeholders across the programme. Planning and Organisation Contribute to the strategic planning of team projects, identifying interdependencies across projects/functions, potential impacts on wider organisation, resource requirements and building in contingency and adjustments as necessary Contribute to the development of performance and governance strategies and the development and implementation of improvement programmes Contribute to short-, medium- and long-term business plans, achieving quality outcomes.