Job summary
NHS Sussex ICB ambition is to create an inclusiveworking environment which reflects our commitment to celebrate and promotediversity for all groups. We are particularly under-represented in staff fromBlack, Asian, and Minority Ethnic (BAME) and disabled communities and activelyencourage and welcome applications from these communities. Furthermore,we welcome applications from reservists and ex-armed forces as we recognise thebenefits of the values, skills, training and experience that they bring to theirwork with us.
Fixed term/secondment. Applicants from within the NHS will be offered on a secondmentbasis only, candidates should obtain agreement from their employer prior tosubmitting the application.
We encourage all applicants to sharetheir equality information with us confidentially during the applicationprocess so that we can statistically monitor how fair and equitable ourrecruitment process is and how well we are reaching applicants from diversecommunities and identify where we need to improve. This information isremoved before shortlisting.
NHS Sussex Commissioners have an exciting opportunityfor an experienced candidate to undertake a 12 month role as a Programme Manager inthe Urgent Care team leading the transformation of discharge pathways fromour services back into the community and supporting the front door models inour hospitals.
Main duties of the job
This role has been developed and sits alongside our colleagues in Adult Social Care. The role will provide programme leadership and development/oversight of the workstreams that take us through transition into our longer-term outcomes. Ultimately, this will improve the patient experience and promote the best use of our resources to ensure patients get the right support, in the right place at the right time.
When in post, you will develop a detailed knowledge of thedischarge transformation programme. Youwill have daily contact with a range of partners - from frontline staff to verysenior executives. You will be supported every step of the way and can expectto spend time co-located with partners to ensure we are achieving and deliveringhigh quality outcomes for our population. This includes a strong focus onhealth inequalities.
The successfulcandidate will have previous experience in leading the management and assuranceof complex projects and developing effective business processes which enablesuccessful programme/project delivery. In addition, they are likely to haveexperience providing Programme Management leadership and support, preferablywithin the health or social care sector. Experience in both commissioner andservice provider organisations would be a significant advantage and the abilityto communicate clearly and with confidence is essential.
About us
NHS Sussex ICB are committed to enabling team members towork in an agile and flexible way. We adopt a flexible first approach toworking patterns. We empower our people to work where, when, and how theychoose with minimum constraints to support their wellbeing to sustain good worklife balance and to optimise performance and delivery.
Agile working is not just related to working from differentlocations or at different times. It is about effectively utilising technologyto improve work practices and to work differently to increase our overalleffectiveness to improve health outcomes for our population.
Should you require a reasonable adjustment to ourrecruitment process please contact the Recruitment Team at toensure that measures can be put in place to support you.
Job description
Job responsibilities
The Strategy, Commissioning and Integration Directorate (SCI)has been established to enable NHS Sussex to
Strengthenits approach to strategic commissioning, focusing on outcomes and joining uppathways of care across organisational boundaries.
Focuson reducing unwarranted variation in healthcare and address healthinequalities.
Developintegrated community teams, with system partners including local authorities.
Leadthe strategic development of the system to enable the establishment ofclinically led provider collaboratives to improve pathways, deliver servicetransformation and deliver best value within available resources.
The following changes are key to implement new ways of workingto deliver the aims above
Establisha single strategic commissioning function across NHS Sussex, supported byhealth analytics, evidence-based action and triangulation of feedback.
Establishclear line of shared accountability between strategic commissioning, quality,and clinical roles.
Standardiseunwarranted variation in commissioning practice across the three localauthority areas, including primary care commissioned services.
Strengthenfocus on the deliverables within contracts, including the NHS Standardcontract.
Strengthenthe strategic leadership role of NHS Sussex.
Createa stronger infrastructure for delivery, with a clear focus on deliveringimprovement.
Allstaffing bands will work across Sussex to support increased strategiccommissioning and a consistent approach to deliver our Improving Lives Togetherstrategy, with a focus on Place where required to deliver local change.
Thedirectorate will work in a matrix manner across teams to ensure delivery usingan MDT approach.
The following principles apply across all postholders withinthe directorate
Expected to actively engage and participate incross-functional collaboration within the SCI Directorate, recognising theinterconnectedness of the strategic and joint commissioning and transformationportfolios. This includes sharing knowledge, insights, and best practice acrossthe areas of mental health and learning disabilities, acute, urgent, communityand primary care and working jointly with strategy, and place based jointcommissioning and integration functions. The postholder will share their subjectmatter expertise/skills, working strategically with other postholders,supporting and embedding integration and new ways of working, enablingcollective decision-making and strategy development.
Thisrole covers all ages and would need to work with other team colleagues as wellas across directorates to ensure delivery of the expected outcomes.
Thisrole would need to give due regard to the commitments to the Armed Forces.
The post holder will support and help facilitate the provisionof an efficient and high quality professional and well-co-ordinatedtransformation, commissioning, procurement and contract management service,that is capable of meeting all statutory, regulatory and NHS requirementsensuring alignment with the activity of the organisation.
The post holder will define current processes in relation totheir role and team/directorate function, as well as facilitate discussions andadvise colleagues as to how best practice might be adopted in the definition offuture processes, document those processes as they are agreed and oversee theirdelivery.
Person Specification
Experience
Essential
1. Experience of planning and delivering programmes and projects and services on time.
2. Experience of operating at a senior level.
Skills and Capabilities
Essential
3. Developed communication skills for delivering key messages to a range of stakeholders both internal and external (including outside the NHS) to the organisation, some at very senior level.
4. Good presentational skills for conveying complex concepts.
5. Ability to use informed persuasion to influence others.
6. Ability to identify risks, anticipate issues and create solutions and to resolve problems in relation to project or service delivery.
7. Ability to understand a broad range of complex information quickly and making decisions where opinions differ/no obvious solution.
8. Abilities for financial and staff management.
9. Working knowledge of Microsoft Office with intermediate keyboard skills.
Qualifications
Essential
10. Educated to masters level or equivalent level of experience of working at a senior level in specialist area.
11. Extensive knowledge of specialist areas, acquired through post graduate diploma or equivalent experience or training plus further specialist knowledge or experience to masters level equivalent.
12. Evidence of post qualifying and continuing professional development.
13. Must understand the background to and aims of current healthcare policy and appreciate the implications of this on engagement.
14. Should have an appreciation of the relationship between the NHS England, individual provider, and commissioning organisations