Location Group Manager

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Key Result Areas & Performance Indicators

• Achieve key performance, quality and productivity targets which contribute to the achievement of the KPIs/Group scorecard which will be reviewed at monthly Chief Executive Performance Reviews, and other governance groups/committees, and which show evidence of continuous improvement.
• Reduce the number of unnecessary conveyances made to emergency departments in accordance to locally set targets and increase the number of patients seen per shift at a group level.
• Achieve the regulatory and Trust targets for completion of investigation and complaints reports.
• Work with Quality Assurance to personally undertake investigations and ensure that those undertaken by others are actioned in a timely manner; monitoring and critically reviewing investigation and complaints reports to provide robust standards of quality and accuracy; and take mitigating actions and embed the learning from incidents and complaints in order to prevent reoccurrence.

Key Relationships & Stakeholders

• Associate Director of Ambulance Operations
• Director(s) of Operations
• Head of Functions (Integrated Urgent & Emergency Care, Compliance and Standards, Resilience and Specialist Assets, Fleet and Logistics etc.)
• Chief Executive
• Executive Directors
• Local Acute/Mental Health Trusts, Clinical Commissioning Groups, Sustainability and Transformation Partnerships, Community Trusts, Commissioning Support Units
• The Metropolitan Police Service, the London Fire Brigade and other emergency and clinical services
• Trade Unions

Key Responsibilities

Strategy

Deliver against the Trust’s strategic goals/objectives by:

• Understanding the LAS Strategic Plan and clearly communicating relevant information to staff/other stakeholders as required, ensuring that local strategies support key objectives.
• Developing consistent practices so that the station group can respond rapidly and effectively to changes and demands in patient care, working practices, external and internal factors.
• Participate in and support quality improvements at a Group/Sector level.

Operational Delivery

Being personally accountable and holding CTMs accountable for delivering station group plans to meet contractual, KPIs, locally agreed clinical, quality and productivity standards through:

• Delegated authority to represent or deputise for the Associate Director of Ambulance Operations when required.
• Working in collaboration with the wider station group/sector team and key stakeholders to provide a consistent, timely and integrated service.
• Embracing new technology to improve systems, processes and patient care.
• Maintaining emergency driving and clinical competency to at least first person on scene (FPOS) standard through the use of these skills.
• Making and being accountable for decisions on behalf of the Trust at Silver/Tactical level which requires working an on-call out of hours rota over days, nights weekends and public holidays; to undertake a command role as part of your core duties at a minimum of five stadia and five public events each year in order to maintain commander competency; and being available to work nights and weekends in extremis if required at times of extreme pressure (e.g. Winter).
• Provides regular and accurate reports using software to analyse data on performance, quality and productivity measures for the station group as required.

Quality Care & Governance

Delivering high-quality patient care according to Trust standards and Care Quality Commission domains by:

• Managing the CTMs to sustain the achievement of all clinical and quality performance indicators for the Group.
• Managing the CTMs to respond to outcomes from clinical and quality governance audits and taking corrective actions as required.
• Regularly undertake audits for the station group e.g. equipment audits, medicines management audits etc.
• Contributing to the development of and implementing policies and procedures with appropriate committees and groups.
• Managing the CTMs to ensure that a safe working environment is maintained for all staff and patients. This includes compliance with health and safety legislation and proactively seeking to reduce health and safety risks on the risk register. LGMs must ensure that staff have undertaken the necessary health and safety training and ensure that all incidents (including RIDDOR reportable incidents) are immediately reported, investigated and graded with lessons learnt.
• Maintain and update Health Assure so that station group work and standards can be evidenced against CQC domains.
• Work closely with the QGAMs and Quality Assurance directorate to develop and improve quality improvement measures, risk management and health and safety.
• Follow, report and monitor governance arrangements across the station group ensuring that the risk register is reviewed and updated at least monthly to ensure progress against mitigating actions can be evidenced.
• Complying with information governance requirements.
• Ensure that all safeguarding requirements are complied with and any necessary actions are carried out, for example, attendance at rapid response meetings.

Stakeholder Relationships

Working and collaborating with internal and external stakeholders to achieve objectives and promote the positive reputation of the Service by:

• Collaborating with the sector’s Systems Partnership Transformation Manager and ensuring that internal and external key messages/briefings are aligned.
• Collaborating with the Quality, Governance and Assurance Manager and Sector Senior Clinical Lead to enact the Trust’s quality and clinical strategies.
• Build and maintain effective relationships with the local community, particularly with other healthcare providers, local authorities, social services and other emergency services.
• Develop links with local CCGs and Acute Trusts in respect of performance, capacity planning and service development.
• Provide managerial cover at ceremonials and other events including out of hours, for example, at local authority or CCG evening meetings.
• Representing the group and the Trust in public including at major and serious incidents and sometimes in hostile, contentious or distressing situations.
• Develop, agree and manage service level agreements with all internal business partners including Human Resources, Quality Assurance, Systems Partnership Transformation Managers and Finance.
• Take the lead role in the station group for the management of local trade union representatives.
• Working with Police, Fire and other emergency and clinical services as required.

People Management

Leading, developing and managing a team of CTMs and, where applicable, SSMs. Being accountable for providing the Trust and station Group with a capable, motivated, stable and engaged workforce and holding managers and teams accountable by:

• Being a role model of positive, inspirational and highly visible leadership; demonstrating the Service’s values and adapting communication and style to match the situation and people.
• Create and maintain a working environment which provides a supportive and engaging environment for all staff within the station group.
• Ensure that a positive image and commitment to equal opportunities and diversity is demonstrated throughout the station group, encouraging a culture where difference is actively valued and promoted, and supporting staff and volunteers to bring their true selves to work.
• Implementing a long term station group workforce plan including recruitment, retention and talent management. Ensure that the recruitment and selection of new managers and staff is carried out in a way that reflects policy, best practice and the likely future demands of the role.
• Act as a positive role model for direct reports, trainees and newly qualified staff and ensure that they are properly inducted and supported in their respective roles.
• Work with People & Culture to agree the organisational development objectives/priorities for the Group and deliver the required clinical and managerial skills and behaviours training.
• Managing the performance of individuals and teams proactively, effectively and consistently in line with Trust policy and procedures.
• Actively engage in and promote performance reviews setting a culture of continuous improvement and championing the Trust’s approach to appraisal and personal development plans as set out in the Group balanced scorecard
• Leading and managing operational change initiatives that may be resisted by and be unpopular with staff and/or stakeholders.
• Investigating and chairing conduct and attendance hearings when the potential outcome may be a final written warning.
• Developing and applying best-practice employee relations in contentious and sensitive situations encouraging partnership working and collaboration with managers, staff and union representatives.
• Manage staff to ensure that professional standards including dress, attendance, conduct and clinical practice are maintained, including the application of policies which may require interpretation.

Resource/Financial Management

Providing the resources to achieve operational, quality, patient care and workforce targets and standards by:

• Holding the CTMs accountable for producing a weekly attendance schedule; applying the policies of managing attendance (including short and long term sickness).
• Reviewing and advising CTMs on individual case management and plans for managing every case of long term absence/sickness.
• Working with delegated authority from the ADAO to manage the group’s budget with sign off as delegated within the Trust Standing Financial Instructions.
• Delegating, reviewing and advising the CTMs, where appropriate, to optimise the efficiency of Service assets including sites, vehicles, equipment, and technology and demonstrating value for money.