Head of Performance and Improvement

Swydd-ddisgrifiad a phrif gyfrifoldebau manwl

COMMUNICATION

Provide and receive highly complex, sensitive or contentious information where they may be barriers to understanding.

Present complex, sensitive or contentious information to large groups and communicate in challenging situations.  

Work with a range of internal and external stakeholders relating to their portfolio. 

 Report to senior officers and governance groups within NHS GM.

Provide briefings in preparation for media, political liaison etc.

Undertake informal and formal communication within, and external to, the ICB. 

INFORMATION RESOURCES,  ANALYSIS AND  DECISION MAKING

The PIA function will be an intelligence led function.  The postholder will need to develop, interpret and act upon a range of highly complex information.  This will include quantitative and qualitative data.  It will include retrospective information as well as use of predictive models.

Present and engage upon this information to form plans and make decisions regarding performance improvement for their portfolio responsibilities.

Use information as a basis for engagement with relevant localities, system groups and providers to understand performance and agree improvement plans where this is required.

Working with analytical teams, support the development of improved intelligence to support performance.  This will be led by national and local priorities which will focus on achieving improved outcomes and experience as well as managing risk.

Use external sources of intelligence, particularly benchmarking information, to inform planning and decision making.

Information should be presented and understood across geography, protected characteristics, deprivation and co-morbidity (where this might risk an inequity of outcome).

PLANNING & ORGANISATION

Work with high levels of autonomy, determining the priorities of themselves and their team.  They will hold leadership responsibility for a portfolio of performance and improvement responsibilities.  This will include national objectives as set out in annual planning documents and system oversight framework.  It will include ambitions set out in the Greater Manchester strategy and Joint forward plan.

A focus on in-year planning and delivery and formulate strategic plans to create sustainable delivery of objectives for their portfolio.

Need to have strong insight to national policy requirements; areas of best practice; local strategy and associated performance goals.

Plan for annual and longer-term activities to secure ongoing performance achievement.  This will be refreshed periodically through the course of the year as appropriate.

Need to agree the priorities and responsibilities of their team on an annual and monthly basis.

Support the associate director to undertake the annual planning process including work with finance, workforce, strategy and quality.

Develop and enact policies to understand and manage risk in line with the organisation’s governance handbook.

POLICY & SERVICE DEVELOPMENT

Support the development and continuous development of the performance and improvement framework for NHS GM.

Develop standard operating procedures for the range of activities for the team and relationships with other partners within the ICS.  They will specifically include the basis for engagement with localities, system groups and provider organisations which set out roles and responsibilities; the means of liaison; and escalation.   It will also include development of performance improvement planning arrangements.  They will ensure these procedures are implemented for their portfolio and by their team.

Ensure that these include approaches to reduce inequalities so that variation in outcomes across our population are narrowed. 

FINANCIAL & PHYSICAL RESOURCES

Responsible for the staffing and non-pay budget for their team.  They will manage any project budgets established for performance improvement projects.  This will be undertaken in line with standing financial instructions and the scheme of reservation and delegation.

Work with finance colleagues to ensure that performance improvement priorities are complementary with achievement of statutory financial duties, financial strategy and contract management.

Support commissioning additional capacity as required to deliver capacity plans linked to performance outcomes.

PEOPLE MANAGEMENT

Responsible for line management of a team linked to their portfolio of responsibilities.  They will determine their own, and their team’s, priorities.

Responsible for individual and team development.

Promote equality and diversity in recruitment and enable flexible roles and flexible working where appropriate.

Work with ICB and ICS staff to promote improvement capabilities.

Follow ICB policies and procedures for recruitment and staff management.

RESEARCH, DEVELOPMENT & AUDIT

Research and identify best practice examples which improve performance, outcomes and experience.  Consider how best practice can be applied within Greater Manchester and work with partners towards implementation.

GENERAL RESPONSIBILITIES 

Infection Control

It is the duty of every member of staff to take personal responsibility for the prevention and control of infection, as laid down in the GM ICS policies and procedures which reflect the statutory requirements of the Hygiene Code.

Health and Safety at Work

All   employees    are required     to take reasonable care for the health and safety of themselves and other persons who may be affected by their actions or omissions at work and co-operate with the employer in ensuring that all statutory and other requirements are complied with.

Confidentiality & Data Protection

Employees are expected to comply with all confidentiality policies and procedures and to work in accordance with the Data Protection Act 2018. For those posts where there is management or supervision of other staff it is the responsibility of that employee to ensure that their staff receive appropriate training (e.g. induction, organising refresher sessions for staff when necessary.)

You should disclose information only to authorised persons or organisations as instructed. Breaches of confidentiality may result in disciplinary action, which may include dismissal.

Conflict of Interest

Greater Manchester Integrated Care is responsible for ensuring that the services for patients in its care meet the highest standards. Equally, it is responsible for ensuring that staff do not abuse their official position, to gain or benefit themselves, their family or friends.

Equality and Diversity

Employees are expected to work within the principles set out in the GM employment equality policy and other relevant policies:

Equality, diversity and human rights are at the heart of Greater Manchester Integrated Care and everything it does.

Disadvantages experienced by people due to their protected characteristics will be removed or minimised to create an environment in which individual differences and the contributions of all staff are recognised and valued.

Steps will be taken to meet the needs of people from protected groups where these are different from the needs of others   and reduce underrepresentation of people with particular protected characteristics and increase the diversity of our workforce, both at an organisational level and within different job roles.

A zero-tolerance to intimidation, bullying or harassment, recognising that all staff are entitled to a working environment that promotes dignity and respect for all.

Act as an agent for change within communities by positioning equality, inclusion and human rights at the heart of local delivery plans. (While this will be achieved in part by being championed at a senior level, it can only be fully achieved through all those working within Greater Manchester Integrated Care recognising and adhering to their own personal responsibilities in this regard). 

Take steps to ensure that you understand the rights and responsibilities under the Employment Equality Policy

‘At Risk’ Groups

To carry out responsibilities in such a way as to minimise risk of harm to children, young people and adults “at risk” and to promote their welfare in accordance with the Children Act 2004, Working Together to Safeguard Children (2006) and No Secrets guidance (DH 2000). To demonstrate an understanding of and adhere to    NHS Greater Manchester protection policies.

Standards of dress

All staff are expected to abide by the organisations guidance on standards of dress. Any less favourable treatment in dress code because of a protected characteristic could be direct discrimination, therefore, dress codes must not lead to harassment by colleagues or customers. Dress policies for men and women do not have to be identical, but standards imposed should be equivalent. It is best to avoid gender specific prescriptive requirements. Reasonable adjustments should be considered for disabled staff, and reasonable accommodations on grounds of religious belief which could include not applying or adapting dress code requirements, for example where their impact is more onerous on a disabled employee or interferes with an employee’s religious observation. We will be flexible and not set dress codes which prohibit religious symbols that do not interfere with an employee’s work. Transgender employees should be allowed to follow the organisation’s dress code in a way which they feel matches their gender identity.

Other duties

This job description summarises the main tasks, responsibilities and requirements of the job role.  The post holder will carry out any other duties as may reasonably be required by their line manager commensurate with the band of the post.