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JPUH NHS - Programme Director Strategic Estates
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Programme Director Strategic Estates
Contents
Welcome letter from our Chief Executive........ 4–5 Background.................................................... 6–7 Our vision and priorities................................ 8–11 Our values.................................................. 12–15 Our service ratings.......................................16-17 The Vision for the Estate............................. 18–19 Working for us........................................... 20–23 Living in Norfolk..........................................24-27 Job Description........................................... 28–37 Person Specification. .................................. 38–41 Applications..................................................... 42
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2 James Paget University Hospitals Programme Director Strategic Estates
Welcome letter from our Chief Executive
Thank you for your interest in the Programme Director, Strategic Estates role. The JPUH is a vibrant university hospital providing the best possible care to a population of 250,000 residents across Great Yarmouth, Lowestoft and Waveney, as well as to the many visitors who come to this part of East Anglia. Ensuring our patients are central to everything we do is our priority. Our vision is to be outstanding in everything we do. This is a hugely exciting time to join us and lead the development of the Trust’s new health campus, which will enable future sustainable health and care services for people across Norfolk and Waveney. The Norfolk and Waveney Health and Care Partnership is at a pivotal point in its development and the partnership aspires to achieve Integrated Care System (ICS) status in autumn 2020. JPUH is a partner organisation within our Health and Care partnership and so the role will need to establish and maintain strong links with the wider health economy. Extensive collaboration, interaction and co-operation with our partners will also be required to ensure widest possible system benefits are realised through current and future investments. Named after the famed surgeon, The James Paget Hospital officially opened on 21 July 1982. The main hospital site was designed and built c. four decades ago and with sustained increases of demand in services across the region and an aging estate it is crucial that a new health campus is delivered to support the healthcare needs of the region. The Trust has been selected under the Government’s £13bn Health Infrastructure Plan (HIP) to develop plans for the new health campus and the Programme Director will work closely with the Director of Finance to lead programme strategy and business case development before going on to lead on the delivery of the programme. Working with our health and care partners, the role offers a fantastic opportunity to lead the development and delivery of a health campus that will provide a legacy of hugely important public health, social, educational and economic benefits to current and future generations across the region.
As an anchor organisation at the heart of our local community, we will need to ensure that the patient voice and extensive stakeholder engagement are fully reflected upon to inform the design of the health campus. The development of the new health campus comes after a period of continuous improvement at the James Paget. Our hospital is rated ‘good’ by the Care Quality Commission (CQC) and we continue to enhance our services to patients - a tremendous achievement against a backdrop of ever-increasing patient demand. The foundations of this success are our staff, who are dedicated to their patients and are truly ‘Proud of the Paget.’ We celebrate them through monthly and annual staff awards, recognise their long service – and are committed to ensuring that they are actively involved in developments at our hospital, through our ambitious engagement agenda. Every year, staff from across the hospital receive national awards and recognition for the high quality of their work; for example, we’ve won a Nursing Times award for best workplace for learning and development; our Paget Health Academy now provides the model for similar schemes nationwide; and our research team plays a key role in global programmes to find treatments for a range of diseases, including COVID-19. Our Board comprises a dynamic and skilful team of Executive and Non- Executive Directors from a range of backgrounds. We are continually seeking improvements to ensure that patients and staff have the most positive experience possible when they are here. We are a learning organization, committed to continuous improvement and taking on board the comments made by any external assessment to further strengthen services. Our longer-term strategy is supported by our Clinical Strategy, People Strategy and Quality Improvement Strategy. Trust values are the guiding principles for the way we behave, and they underpin the work that we all do – whatever our role and whoever we come into contact with. Anna Hills Chief Executive
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Background
About the Trust
The Board, Governors, our staff and volunteers are very #proudofthepaget.
The James Paget University Hospitals NHS Foundation Trust became a Foundation Trust in 2006. The Trust has 500 beds, employs over 3000 staff and is the largest local employer in the area. The hospital was built in 1981 to provide a full range of district general hospital services for the population of Great Yarmouth, Lowestoft and the surrounding areas. This includes the many visitors to this popular holiday destination. Our catchment population is 230,000 and with 40,000 new homes predicted across Norfolk and Suffolk a significant impact is anticipated across all health and social care services. The Trust provides a full range of general acute and specialised services; in addition a hyperbaric chamber is provided for ventilating and monitoring critically ill patients whilst they are receiving hyperbaric oxygen therapy. We work collaboratively with a number of local primary care colleagues and community services, to ensure that patients receive the best care in the right place.
We continually strive to improve clinical outcomes and patient experience to meet the needs of our patients and local population. We pride ourselves on our continuing commitment to modernise and improve patient care. As a University Hospital, the Trust trains over one third of the medical students from the University of East Anglia and has a strong national reputation for research and excellence in the quality of their training facilities.
We must continue to meet the demands of our patients but also deliver services in the most cost effective, high quality and efficient way, eliminating waste and reducing bureaucracy. The Trust’s activities are governed by NHS Improvement and by legislation. Our quality of care is assessed by the Care Quality Commission.
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Our vision and priorities
Our strategic Ambitions show how we will achieve our vision of being outstanding in everything we do
All our staff can contribute to achieving our ambitions, whether they work on a ward, in support services or a specialist area
Deliver the best possible level of safe and effective care
Provide education,
Actively participate in innovation, research and partnerships to transform our services
support and development for our staff to deliver excellence in
practice and be the employer of choice
Effectively manage our financial resources, our estate and our infrastructure to ensure we are sustainable
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Our vision and priorities
Links to further information: Who we are
The vision for the Norfolk and Waveney STP is to provide high quality services that support more people to live independently at home, especially older people and those with long-term conditions, like heart disease, breathing problems, diabetes or dementia. We want to provide our patients and service users with a truly positive experience of care. This means really engaging with those who use our services in order that we can meet expectations.
Commercial Strategy Latest published CQC
Inspection Report Trust background
information on NHS Improvement website The Norfolk and Waveney Health and Care Partnership
The Trust’s Quality Report is published annually and details the actions that will be taken to enhance patient experience, patient safety and clinical effectiveness during the year. Monthly updates through the Quality and Safety report to the Board of Directors can be found on the Trust’s website . The public and staff are directly involved in decisions about our services, through our Council of Governors,
and influence the future. Like all hospitals, we face a challenging future, but we are ready to make the bold decisions so
that we are at the forefront of innovative working practices. Our services have to be safe and also represent value for money. Our staff work in creative ways, using advances in technology to their full potential and to eliminate waste that adds no value to patient care.
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Our values and behaviours
Vision To be outstanding in everything that we do.
Values We care for... our patients, each other, ourselves.
Behaviours C ourtesy and respect
A ttentively kind and helpful R esponsive communication E ffective and professional
Staff are the ambassadors for the Trust and the values should underpin the work that all of us do – whatever our role and whoever we come into contact with.
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Our values and behaviours
Our Organisational Development Plan
Clear Compelling
Inspiring and consistent leadership
Aligned and healthy workforce
strategic direction
Engaged and aligned teams
Demand service and workforce planning
Communication plan
Staff Engagement -an organisation staff can be proud of
Relevant governance and measurement
Positive culture of improvement
Listening to patients and carers so that we understand what matters, what works well and what we need to do to improve is very important to us.
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Our service ratings
We are inspected by the Care Quality Commission (CQC) which rates individual services against key criteria as either ‘outstanding’, ‘good’, ‘requires improvement’ or ‘inadequate’ - and also gives an overall rating for the hospital. The JPUH is currently rated ‘good’ overall - but is ‘outstanding’ in the following service areas:
We have received an ‘ outstanding’ rating for the responsiveness of this service
Services for Children and Young People
We have received an ‘ outstanding’ rating for the care provided by this service
End of Life Care
We have received an ‘ outstanding’ rating for the responsiveness of this service
Outpatients
We have received an ‘ outstanding’ rating for the responsiveness of this service
Maternity
We pride ourselves on our continuing commitment to modernising and improving patient care.
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The Vision for the Estate
Improving our hospital for tomorrow’s patients
We aim to deliver compassionate and safe patient care to the people of Great Yarmouth and Waveney, from premises which are fit-for-purpose for the delivery of high quality healthcare. This is why the Trust has a ‘site strategy’ which aims to create a health campus over the next 5 to 10 years, to help meet the needs of patients, visitors and staff in the years ahead and make maximum use of our land. The main hospital site was designed and built c. four decades ago and with sustained increases of demand in services across the region and an aging estate it is crucial that a new health campus is delivered to support the healthcare needs of the region. The Trust has been selected under the Government’s £13bn Health Infrastructure Plan (HIP) to develop plans for the new health campus with an aim to secure c. £300m of funding to realise these ambitions. Key deliverables include: • Co-location of all outpatients departments to a new dedicated facility • The redevelopment of the A&E department • Extensive redevelopment of ward facilities to ensure high levels of patient care and experience • Increased car parking capacity delivered over an efficient footprint • The redevelopment of a purpose built accommodation village to replace existing ageing accommodation • The creation of new dedicated research, education and training facilities • Investing in leisure, fitness and wellbeing facilities to benefit both patients and staff • The creation of a new administrative building • The development of facilities to support generating of commercial income, such as additional food retail and consumer retail space and conferencing and events space.
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Working for us
Some amazing professionals work at our hospital, which was named one of the top 100 best places to work in the NHS by the Health Service Journal.
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Working for us
“The Paget is a real hidden gem in terms of a place to work. We are a friendly bunch of Consultants. The Paget is a very clinically focused hospital.”
Every member of our staff plays a vital role in providing the highest possible standards of care for our patients. They ‘live’ by four key values which underpin the work that we all do; to put patients first, aim to get it right, recognise that everybody counts, and do everything openly and honestly. We support flexible working and family friendly policies that enable our staff to have a rewarding work life balance. We also have the Busy Bees nursery on site.
“I’m having the greatest time of my life here, and would definitely
recommend the Paget to anyone who wants to be the best
professional they can be!”
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Living in Norfolk
This is a fantastic opportunity for someone to take on a challenging and rewarding role, make it their own and contribute to making a real and lasting difference to how healthcare is delivered to the people of this beautiful region. James Paget University Hospital is located in a picturesque region of England which boasts great scenery, a stunning coastline, low housing costs compared with London and the South East, good schools and low crime rates. Quality of Life Situated between two popular holiday destinations, and with a steadily increasing local population of over 230,000, JPUH is the largest local employer with over 3,000 staff. Living here Norfolk, Great Yarmouth and Lowestoft have something for everyone; beautiful rural countryside, award winning beaches, unique market towns and a wealth of social activities. We have the world famous Norfolk and Suffolk Broads, which have National Park status and represent the country’s largest inland waterways. Norwich is just a short distance away, with its vast number of shops, fine dining, cinemas, medieval landmarks, and of course the home of Norwich City Football Club. Plus, Southwold, Cambridge, Ipswich and London are all within easy reach.
The area is a great place to live, especially
for families, and is proud to have one of the lowest crime rates in the country.
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Living in Norfolk
Education Norfolk and Suffolk have many good schools and colleges, in the state, church and independent sectors. The links below can you help find out more about local schools. The University of East Anglia has been named in the top ten best universities for overall student experience for the sixth consecutive year. Announced in the Times Higher Education Student Experience Survey 2016 , published in the Times Higher Education magazine, UEA has been revealed as the seventh best university in the UK. In The Which? University 2016 Student Survey, UEA was placed in the UK’s top five ‘all-rounder’ universities. Job opportunities in the locality East Anglia has one of the UK’s fastest growing economies; the Great Yarmouth and Lowestoft areas are being driven by the burgeoning energy industry, which is set to see investment of about £50 billion over the next 20 years in offshore wind, offshore gas, decommissioning, nuclear and renewables. This has resulted in considerable employment opportunities for engineers and technicians, with many local companies recruiting qualified personnel to their growing workforces. The region is also a popular tourism destination, has strong roots in agriculture and is experiencing an upsurge in the construction industry. The position of the hospital bordering two counties gives easy access to a wide reaching area giving opportunity for employment in various public sector careers including teaching, social work, council office and the Broads Authority. All of which means various options for friends or family in the event of wishing to relocate to the area.
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Job Description
Behavioural Skills All roles within the Trust require staff to demonstrate our core values in the care they provide to patients. All members of staff should consider these behaviours an essential part of their job role. • Courtesy and respect ` A welcoming and positive attitude
` Polite, friendly and interested in people ` Value and respect people as individuals • Attentively kind and helpful
` Look out for dignity, privacy and humanity ` Be attentive, responsive and take time to help ` Visible presence of staff to provide the service • Responsive communication ` Listen to people and answer their questions ` Keep people clearly informed ` Involve people • Effective and professional ` Safe, knowledgeable and reassuring ` Effective care and services from joined up teams ` Organised and timely, looking to improve
Job Title Programme Director - Strategic Estates Grade VSM - £ Competitive Reports to Director of Finance Accountable to Director of Finance
Summary of Post To act as programme director for the Trust’s portfolio of strategic estates projects. To ensure robust programme and project delivery and governance. To work as a senior member of the Corporate Team, supporting the Executive Director as required.
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Job Description
Key working relationships and stakeholders • Internally ` Executive Directors;
• Responsible for the leadership and co-ordination of the successful completion of NHS Regional and National business case processes. This includes all stages from pre-Strategic Outline Case, Strategic Outline Case, Outline Business Case and Full Business Case. • To be responsible for the strategic and operational management of the strategic estate’s projects programme. • Ensure development, agreement and management of project plans for planned changes in service delivery. • To determine the resources required to develop and ensure successful delivery of projects including managerial responsibility for the prioritisation, co-ordination and support of project managers, ensuring that the project(s) deliver the required outcomes and benefits to the required quality within the constraints of time and cost. • To ensure that projects are established and managed in line with best practice including; Project Initiation Documents (PIDs), programme and project plans, clear identification of critical paths, regular programme and project reports. • Appraise options, PIDs and other key documentation, submit for approval and track progress. • Ensure that all risks associated with project(s) are clearly identified, logged and managed to ensure successful delivery of the Programme. • To ensure the programme has an effective monitoring system in place to enable deviations from plan to be readily identified and corrective measures promptly implemented. • Ensure that key milestones in the project are achieved and that the required outcomes are met. • Develop and maintain good relationships with all internal and external stakeholders, external advisors and contractors. • Work with the JPUH Head of Estates to ensure effective and timely liaison and negotiation with local, regional authorities and other external agencies as required on matters relating to planning applications, land purchases, Section 106 Agreements and land easements.
` Hospital Management Board; ` Board of Directors as required;
` Estates Team; ` IT Team; and ` Senior Managers and Clinicians. • Externally ` All Norfolk & Waveney Health & Care Partners; ` NHS England & Improvement Regional and National Teams; ` Department of Health & Social Care Team; ` External Design, Architect and External Advisor Teams; ` Local Authority and Planning Officers; and ` Relevant Contractors.
Key Deliverables • To deliver the agreed HIP projects;
• To deliver enabling works and other strategic capital projects; and • To support the Trust to maintain, update and deliver its estates strategy. To provide support to the Executive Director responsible for the Estates portfolio in contract negotiations as required. To deputise for the Executive Director responsible for the Estates portfolio as required. Main duties and Responsibilities • Responsible for the leadership, monitoring, design and delivery of the Trust’s strategic estates projects against agreed objectives and manage the overall strategic estates programme. • Provide clear leadership to the HIP2 Delivery Team.
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Job Description
Communication • To liaise and engage with staff, patients, carers, other key stakeholders as identified to ensure inclusivity and diversity groups are taken into account as part of the key strategic estates projects to ensure that the design of the projects meet the current and future anticipated needs of all service users and stakeholders. • To keep staff fully appraised of changes within the Trust, and to provide them with such information as is required to enable them to undertake their roles appropriately. • Establish a communication plan to manage the internal and external environment, expectations and progress updates. People Development • Line manager for the newly formed HIP2 delivery team including annual performance reviews. • Establish a set of individual and team objectives to support the HIP2 delivery team to achieve the highest quality of service within the resources available. • To ensure that managers in the team are adequately trained and perform to the highest standards. • Determine the balance of staff to deliver the best quality within the resources available. • To liaise with staff groups and their representatives as required. Service Planning and Improvement • Ensure that the strategic estates plans and intended solutions fit for each of the operational services and is in line with the Trust’s strategic direction as well as meeting the needs of external bodies such as NHS England and Improvement and meets the relevant building HTMs and relevant building standards. • Interpret government initiatives as they may arise and to subsequently draft policies or incorporate into the strategic estates programme of work to
ensure compliance. Agree what can be delivered within resources available and agree ways of minimising all relevant risks to the Trust. • Regularly evaluate that the Trust continues to receive value for money from all of its dealings through the strategic estates programme. • To support the Director responsible for the Estates portfolio in the viability of commercial opportunities and work with Trust colleagues to achieve this. • To support and where appropriate, lead on commercial discussions with external organisations (private sector and other NHS and non-NHS organisations) in conjunction with other Trust colleagues. • Working with a number of agencies and stakeholders to coordinate plans and developments in line with system wide working
Health & Safety To ensure that all areas of responsibility comply with Health & Safety regulations and keep training up to date.
Financial Management • To have overall responsibility for the financial aspects of the estates programme • To ensure that budgetary and SFI controls exist to ensure that the programme is provided within approved capital financial scheme limits and/ or budgets. • To undertake financial analysis and develop key performance indicators to support the monitoring of the strategic estates programme. • To actively participate in the budget setting process and identify cost reduction programmes on an ongoing basis. • To analyse financial performance and to take corrective action as appropriate. • To negotiate and manage external contractors to ensure that the Trust continues to receive value for money.
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Job Description
Information Management • To establish a system of monitoring for all functions in order that an accurate assessment or performance can be drawn including an agreed audit plan. • Provide regular reports to the Director of Finance on performance of all areas under their control against targets. • Undertake quality assessments on a regular basis in relation to the strategic estates programme and to take appropriate action where changes/ improvements are required. • To ensure that the Director responsible for the Commercial Portfolio is adequately briefed on all commercial matters including risks and opportunities. • To support the development and delivery of special purpose vehicles (e.g. a joint venture or partnership arrangement) as required to deliver the commercial objectives, if required. Level of Complexity The post holder has delegated responsibility from the Director of Finance, for the quality, service provision and strategic planning for the strategic estates programme. The strategic estates programme is a highly complex programme which will result in the Trusts regeneration and future sustainability for many years to come. There will be competing priorities and stakeholder engagement is going to be key to the success of the programme. To deputise for the Director responsible for the Estates portfolio as required.
Supervisory Responsibility The post holder will have direct management responsibility for the HIP2 Delivery Team. The post holder will be given broad performance targets but can establish how these are achieved. Guidance can be sought from peer group or the Executive Director responsible for Estates (Director of Finance). The post holder will work in accordance with the Trust’s policies to eliminate unlawful discrimination and to promote diversity in the workplace. They will positively promote equality of opportunity in service delivery for staff and patients and in employment for staff and potential recruits. Health and Safety Responsibilities • To ensure that the Trust’s Health and Safety Policies are understood and observed and that procedures are followed. • To ensure the appropriate use of equipment and facilities and that the working environment is maintained in good order. • To take the necessary precautions to safeguard the welfare and safety of yourself, patients, visitors, and staff, in accordance with the Health and Safety at Work Act. • To undertake appropriate health and safety training to support safe working practice, including where appropriate, its management. • To demonstrate a practical understanding of risk assessment in relation to their areas of responsibility and to ensure safe systems of work are in place. • To ensure that all incidents occurring within the department are reported in accordance with Trust procedures, investigated and corrective action taken as necessary and/or reported to senior management and specialist advisers.
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Job Description
Moving and Handling Responsibilities • To ensure that all moving and handling tasks within their area of responsibility are assessed, that there is a manual handling plan indicating safe systems of work, and that documentation is regularly maintained and updated. • To observe and monitor the application of M&H skills, ensuring safe practice. • To attend appropriate training in accordance with the M&H assessed risks within the work area. Confidentiality All staff are required to respect confidentiality of all matters that they learn as a result of their employment with the NHS, including matters relating to other members of staff, patients and members of the public. Equality and Diversity All employees are required to follow and implement the Trust’s equal opportunities policy and to undergo any training and development activities to ensure that they can carry out their duties and responsibilities in terms of promoting, developing, implementing and reviewing the policy arrangements in the course of their work. Safeguarding Children and Vulnerable Adults All employees have a duty for safeguarding and promoting the welfare of children and vulnerable adults. Staff must be aware of the Trust’s procedure for raising concerns about the welfare of anyone with whom they have contact. Staff must also ensure they receive the appropriate level of safeguarding children and vulnerable adult training depending on their role in the Trust.
Infection Control It is the responsibility of all staff to ensure that they understand and follow the infection control policies, procedures and best practice applicable within the Trust. In particular: ` Observe all infection control policies and practices relevant to the post ` Act as a role model to others regarding infection control best practice ` Ensure that they keep up to date and attend all relevant training relating to infection control issues applicable to their post. ` Ensure that patients, visitors and contractors are aware of and follow infection control best practice (where applicable). ` Report non-compliance or concerns regarding infection control issues / best practice to their line manager Trust Values To work in line with the Trust values and promote these within teams, departments and divisions in the Trust. Please note that this job description is not an exhaustive list of duties but merely a guide to the responsibilities of the post holder. The post holder may be required to undertake additional duties within the sphere of their competence and to meet the changing needs of the service. - June 2020
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Person Specification
Essential/ Desirable Criteria
Assessment Method A I T R
Criteria
Education and Qualifications Master’s degree in healthcare related subject or demonstrable ability to work at masters level in a healthcare related subject. E
Experience & Knowledge Significant experience within the Healthcare Sector at senior manager level including responsibility for strategic planning, Estates operations, significant change and budgetary control for complex corporate projects. Significant management experience including experience of successfully leading a team.
E
E
Evidence of recent and on-going continuous professional and personal development. E
Proven track record of achieving challenging healthcare targets. Prince 2 qualification (or equivalent project management experience)
E
E
Advanced Programme & Project Management with proven experience of applying this in a complex change environment. E
Experience of developing successful business cases to enable service reconfiguration to time, quality and budget. Experience and knowledge of HM Treasury Green Book business case development. Knowledge of current NHS business case processes and experience of delivering SOC, OBC & FBC cases. Experience of delivering successful business cases at SOC, OBC & FBC stages for significant or strategic schemes. Experience of delivering significant or strategic Estates building schemes. Experience of conducting formal public consultations. Experience of designing strategic or complex projects. Knowledge and understanding of key NHS issues including national and local policy drivers. A good understanding of building contracts, contract management and holding contractors to account, where necessary.
E
D
Job Title Programme Director - Strategic Estates Reports to Director of Finance
D
D
D
D
E
E
E
Experience of effectively managing capital and revenue budgets and delivering best value from all resources including external advisers/consultants. E
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Essential/ Desirable Criteria
Essential/ Desirable Criteria
Assessment Method A I T R
Assessment Method A I T R
Criteria
Criteria
Skills, abilities and competencies Full range of IT skills including spread sheet analysis. Experience of dealing with complex issues in a large organisation.
Personal Qualities Commitment to self-development with ability to demonstrate in depth knowledge of key policies and themes in healthcare provision in the UK E
E
E
E E E
Team and success driven
Proven experience of building a consensus around required solutions and creating the conditions locally in order to ensure their successful and sustainable implementation. E Able to demonstrate highly effective leadership qualities and collaborate with colleagues and stakeholders within and across healthcare partner organisations in pursuit of common goals. E
Political Awareness
Drive, enthusiasm, energy and determination Ability to develop strong working relationships and to motivate staff and others
E
E E E
Strong decision making skills
Emotional toughness
Experience of working in a collective decision-making group such as a board or committee. Innovative thinker with the ability to cut through barriers to change. Able to work within political environments and understand sensitivities around collaboration and co-cooperation Critically analyse complex financial systems, processes and clinical >Page 1 Page 2-3 Page 4-5 Page 6-7 Page 8-9 Page 10-11 Page 12-13 Page 14-15 Page 16-17 Page 18-19 Page 20-21 Page 22-23 Page 24-25 Page 26-27 Page 28-29 Page 30-31 Page 32-33 Page 34-35 Page 36-37 Page 38-39 Page 40-41 Page 42-43 Page 44
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