Total 4 Manager level Others job vacancies in Cheltenham

Key Result Areas Our Business Divisional Planning: The General Manager will have specific responsibility to contribute to the development of the Trusts annual Business Plan to achieve the quality, financial and access targets agreed by the service line and division in conjunction with the Speciality Director. - To ensure that the annual Business Plan is monitored and reported on throughout the year for successful delivery - To ensure that the Annual Business plan is in accord with the division and trusts strategic plan - To be responsible for the delivery of the business plan for the performance management of the service line - To work with the speciality director to produce the service lines strategic plan this will contribute to the divisions strategic plan. - To lead on the development of business cases to support service development within the service line. - Cooperating with colleagues to ensure the effective delivery of the annual plan across other divisions and the trusts overall corporate objectives - Leading the reporting on the delivery of the business plan to Service Line Board. - Leading the coordination of Service Line Triumvirate meetings (weekly) Financial Management - Taken responsibility for the management of the physical and financial resources allocated to the area of responsibility - Budget management - Ensuring that there is an effective use of all resources available within the area of responsibility and that services are provided to the highest quality and quantity required within the resources agreed. - Taking appropriate corrective action if resources allocated are exceeded in conjunction with senior colleagues to qualify, monitor and resolve any costs pressures. - Delivery of annual Financial Sustainability Plan -Contribution to the Divisions minor capital planning and management of minor capital allocation to Service Line - To lead on the contract management of all subcontractors and third parties where appropriate - To review on an annual basis the value and content of recharges from other providers to ensure good financial management. - To contribute to the delivery of CQIN schemes Information management: -To ensure the clinical services are provided with relevant and timely information to manage services effectively, both in respect of patient care and organisational management requirements. - To ensure that there are appropriate and agreed ways of reporting performance to external commissioners where required within overall reporting systems in the trust - To ensure the optimisation of the Trust income streams i.e. private income, accuracy of clinical coding, CQUIN and best practice tariff achievement etc. Our services Access to service: - Ensuring that all waiting times and performance standards are agreed within the service line through consultation and negotiation with the clinical teams and Division. - Participating in discussions for access issues within the Service Line and external organisations e.g. CCG, Specialised Commissioning, and Community Provider. - Lead the delivery of waiting time standards for the Service Line. Ensure that there is equability of access to our services and that patient waiting times are managed in accordance with Trust policy - To ensure that the service line develops appropriate action plans in order to meet required access standards - Participation in daily escalation rota to proactively manage bed capacity. - Implementing techniques and procedures such as Demand and Capacity mapping which support service design, delivery and modernisation. Contact - Kelly Matthews Kelly.matthews10@nhs.net

The General Manager will have a specific responsibility in managing complex strategic business planning and leading on the recovery and transformation actions post the COVID pandemic to allow us to deliver a new normal. Lead the development of the strategic elective direction for the specialities in line with the Division and Trusts overall strategy and transformation programme, ensuring that all strategic plans are incorporated into service plans and objectives for all staff. Provide leadership to areas managed, working with surgical general managers and clinical colleagues to manage the design and delivery of clinical/non-clinical elective services within the specialities. Develop a culture within areas managed in which all staff are delivering high quality patient-centred clinical and support services. Develop short, medium and long-term objectives, which are turned into effective, affordable and achievable annual service plans for the specialities, and deliver these plans within the financial resources available. Responsible and accountable for the formulation of new service developments and initiatives, preparing bids and ensuring business cases are produced for services developments, taking into account activity and income projections and resource allocations. Work with colleagues to review and redesign services in order to meet the needs of patients and enable the specialities to achieve key performance indicators and reduce costs. Lead the planning of future capital developments for the specialities to deliver improved facilities for patients in line with the Trusts Strategic Plan, ensuring that capital developments are designed around the services. Develop robust mechanisms to ensure clear communication of service plans, objectives and service changes within the specialities ensuring that staff are engaged directly in any review and the development of services. Performance Management Develop effective processes for monitoring and managing elective and emergency activity, identifying when performance falls below set standards and taking corrective action, ensuring that all national and Trust performance targets are achieved. Analyse and interpret a range of options in highly complex situations, making judgements and deciding upon corrective action to ensure performance targets are achieved. Determine the information needs of the specialities and ensure appropriate timely data collection mechanisms are established to support capacity and demand analysis. Financial Management Accountable with the Clinical Director for the delivery of a balanced budget for the specialities managed and developing a financial strategy which ensures financial viability, and that systems are in place to maximise income, control expenditure and deliver cost improvements, achieving synergies between the component elements of the specialities and, where appropriate, the Division. This includes budget setting, monitoring and determining corrective action for multiple departments/services. Lead on the planning and implementation of cost reduction elective programmes for the specialties in line with corporate objectives. Ensure that the specialties adhere to the Trust Standing Orders, Standing Financial Instructions, and works within the Trusts policy framework. Ensure all budget holders in the specialties have the skills to manage budgets effectively and provided support to budget holders by regularly reviewing budget statements. Lead on business planning and participate in corporate approach, and agree proposed commissioned activity with relevant clinical leads. Staff Management Deliver safe, efficient and effective delivery of care through the non-clinical management team, empowering the clinical leadership teams to implement change and make improvements to care as appropriate. Manage all non-clinical staff within the specialties in line with the Trusts employment policies. Monitor key workforce indicators (sickness absence, turnover etc.) that affect productivity and work with line managers and the Divisional HR Manager to address issues of concern. Develop mechanisms for ensuring performance appraisals and continuous professional development of all staff, and take responsibility for ensuring the specialties achieves compliance with mandatory and statutory training and appraisal rates. Ensure that appropriate mechanisms are in place to identify and meet education and training needs of all staff. Promote a high-performance culture by holding people to account within the specialties. Analyse current and future service activity and establish the workforce required to ensure the appropriate staffing skill-mix for the delivery of service plans, producing an annual workforce plan. Utilising any opportunities for benefits realisation from Agenda for Change i.e. role redesign. In conjunction with the Medical Staffing team, to ensure that all rotas are sent to new consultants and junior doctors rotas are sent to them 6 weeks prior to starting In conjunction with the Leadership team, to ensure that consultant job plans are aligned to the service requirements. In conjunction with the Leadership team to ensure that job plans are completed within the timeframes set by the Medical Director on an annual basis, escalating any individual non-engagement as appropriate. Ensure that all managers within the specialties have clearly defined responsibilities and are working within agreed objectives and service plans. Develop plans in conjunction with the Human Resources team, which enable the specialties to successfully implement the Trusts Human Resources Strategy, ensuring innovative and patient focused working practices and continuous development of staff. Design and implement change within the specialties, acting as a change agent and role model to gain commitment from colleagues and motivating the workforce so that barriers to improve the effectiveness of the departments are overcome. Clinical Governance Responsible along with the Clinical Lead for developing and implementing the clinical and corporate governance strategy for the specialties within the Trusts framework. Improve the effectiveness of clinical services by working with the Clinical Lead to ensure that clinical standards, education, audit and research and development are pursued in line with Trust strategy, and that ongoing clinical practice is evidence based. Ensure that relevant national policy guidance/targets in relation to clinical governance are implemented, and adhered to. Develop and co-ordinate within the specialties effective methods for determining user views on services provided, encouraging the service users to participate in user strategy. Take overall responsibility for the specialties responses to complaints, in line with Trust policy, ensuring a thorough investigation is undertaken, replies are produced to required standards, within specified timeframes and ensure that they are sensitive to the needs of the patients and their families. Ensure lessons are learnt and corrective action is taken. Develop and monitor effective risk management strategies thus improving patient and staff safety, and reducing unnecessary costs and financial liabilities to the Trust. Undertake research and benchmarking work to identify areas of best practice in order to ensure continuous improvement and innovation. Represent the specialties when required by actively participating on Trust-wide strategic and operational working groups. Flexible on site and home working is also supported when appropriate. For further information about the opportunity, please contact: Name: Sally Walker, Personal Assistant to Deputy Divisional Director, Surgery on 03004226221 or email sally.walker24@nhs.net

Key Result Areas Our Business Divisional Planning: The General Manager will have specific responsibility to contribute to the development of the Trusts annual Business Plan to achieve the quality, financial and access targets agreed by the service line and division in conjunction with the Speciality Director. - To ensure that the annual Business Plan is monitored and reported on throughout the year for successful delivery - To ensure that the Annual Business plan is in accord with the division and trusts strategic plan - To be responsible for the delivery of the business plan for the performance management of the service line - To work with the speciality director to produce the service lines strategic plan this will contribute to the divisions strategic plan. - To lead on the development of business cases to support service development within the service line. - Cooperating with colleagues to ensure the effective delivery of the annual plan across other divisions and the trusts overall corporate objectives - Leading the reporting on the delivery of the business plan to Service Line Board. - Leading the coordination of Service Line Triumvirate meetings (weekly) Financial Management - Taken responsibility for the management of the physical and financial resources allocated to the area of responsibility - Budget management - Ensuring that there is an effective use of all resources available within the area of responsibility and that services are provided to the highest quality and quantity required within the resources agreed. - Taking appropriate corrective action if resources allocated are exceeded in conjunction with senior colleagues to qualify, monitor and resolve any costs pressures. - Delivery of annual Financial Sustainability Plan -Contribution to the Divisions minor capital planning and management of minor capital allocation to Service Line - To lead on the contract management of all subcontractors and third parties where appropriate - To review on an annual basis the value and content of recharges from other providers to ensure good financial management. - To contribute to the delivery of CQIN schemes Information management: -To ensure the clinical services are provided with relevant and timely information to manage services effectively, both in respect of patient care and organisational management requirements. - To ensure that there are appropriate and agreed ways of reporting performance to external commissioners where required within overall reporting systems in the trust - To ensure the optimisation of the Trust income streams i.e. private income, accuracy of clinical coding, CQUIN and best practice tariff achievement etc. Our services Access to service: - Ensuring that all waiting times and performance standards are agreed within the service line through consultation and negotiation with the clinical teams and Division. - Participating in discussions for access issues within the Service Line and external organisations e.g. CCG, Specialised Commissioning, and Community Provider. - Lead the delivery of waiting time standards for the Service Line. Ensure that there is equability of access to our services and that patient waiting times are managed in accordance with Trust policy - To ensure that the service line develops appropriate action plans in order to meet required access standards - Participation in daily escalation rota to proactively manage bed capacity. - Implementing techniques and procedures such as Demand and Capacity mapping which support service design, delivery and modernisation.

Provide frontline day to day management of theatre scheduling for the Trust. To ensure that appropriate management systems are in place to provide accurate validated data quality. To ensure theatre meetings are attended by all relevant stakeholders. Work with Business Information team in the provision of current and relevant data for the meetings. Manage and monitor budgets for area. To provide regular reports and updates to General Manager and Finance Business Partner. Assist General Manager in the development of business cases to support the introduction of new theatre procedures utilising evidence from nationally recognised evidence based practice organisations. Develop business proposals and assist the General Managers in the implementation of business plans, operational strategies and delivery of Trust objectives. Produce regular, meaningful report status updates for a variety of audiences both internal and external, presenting these at Service Line/Trust meetings. The post holder is expected to take part in the division-wide escalation rota attending key site meetings and cascading actions as appropriate. The post-holder is expected to take responsibility for selfdevelopment on a continuous basis, undertaking on-the-job and other training and contributing to own personal development plan. Ensure training needs are met for all team members. Monitor Trust mandatory and statutory training and ensure compliance within own team and across theatre clinical teams in conjunction with nursing leads and Matron. To ensure all aspects of administration within the post remit adhere to the Clinical Governance & Risk and Information Governance and Information Security policy requirements. Undertake research and audit activity/peer review analysis, to inform strategic business change development and operational service planning work within the Division. Communications & Working Relationships Theatre nursing teamsSpecialty Directors for all surgical specialities, department Heads and their teams.Divisional Director OperationsDivisional Finance TeamTrust PMOOperational General Managers for clinical and support areas (including health records, procurement, booking services, information, contracting)Deputy Directors of Nursing and Lead Nurses/Modern MatronsMedical staffing, Admissions and Booking TeamsPatients and their carersPatient services (complaints) and PALSLegal ServicesPrivate Healthcare Providers (ITCs)