Leadership

• Leadership and development of the divisional management team.

• Responsible for effective communication and engagement within the division.

• Representing the division at Hospital Management Team and other appropriate groups and committees, both internal and external.

• Contributing to the leadership activities of the whole group as required.

• Personal Leadership style that embodies and promotes the Trust’s values.

• Champion of staff engagement, involvement, and recognition across the division.

Strategy

• Work with relevant clinical boards and networks to design and deliver future strategy for the division to improve standards in areas where unwarranted variation has been identified.

• Identify opportunities for growth and quality improvement in line with Trust objectives.

• Work to develop and deliver the UHN group clinical strategy.

• Translate clinical strategy into operational delivery across a range of clinical services within the division and across others (where appropriate).

• Be accountable for design and delivery of the Division’s Strategy and input into business planning in line with corporate timescales.

Performance

• Accountable for Divisional Performance across all measures and objectives.

• Responsible for delivery of Trust targets for hospital wide performance.

• Attend performance reviews to account for delivery to a variety of stakeholders.

• Be accountable for divisional systems of performance management and governance.

Quality

• Embedding divisional “Board to Ward” governance for the appropriate assurance of quality, financial, workforce and operational performance.

• Embed Quality Improvement as a system, in conjunction with corporate QI partner.

• To lead on the division's transformation plans, including the identification, development, and delivery of appropriate service improvements.

• Be accountable for the delivery of the division’s actions with regards to CQC and other regulatory reports.

• Be accountable in preparing the division for CQC and other regulatory inspections.

• Lead the Divisions contribution at the Quality Improvement Board, highlighting risks and mitigations.

• Lead on response to and learning from never events and SI’s improving learning across the hospital.

People

• Undertake continuous personal development as a leader.

• Management of the division’s senior medical, nursing, and general management staff.

• Completion of safer staffing reviews (in conjunction with Director of Nursing).

• Accountable for completion of consultant job planning (in conjunction with the Medical Director) for the division.

• Enable coaching and mentoring within the division.

• Pursue divisional staff development, in line with identified needs and talent management.

• Demonstrate the Trust’s Values and embed across the division and wider hospital.

• Design and deliver divisional elements of Trust and site people strategy using staff survey and people pulse outcomes.

• Promote the Trust’s Equality and Diversity Objectives.

• Be accountable for delivery of safe staffing levels across all staff groups highlighting risks through the Hospital Management Board.

Financial

• Accountable for delivery of the divisional financial plan.

• Take shared corporate responsibility for the financial performance of the hospital and Trust, balancing the potentially conflicting demands of budgetary requirements and clinical standards.

• Be accountable for pay and non-pay expenditure within the division across all staff groups.

• Ensure systems of performance management are in place to ensure delivery of the financial plan, pay and non-pay and account for performance at monthly performance reviews.

• Submit business plans through the hospital’s IBP process.

• Abide by SFIs.

Research and Teaching

• Further develop a culture of teaching and research in line with the University Hospitals Group strategy and the Academic Strategy.