Operational Delivery Manager

Job overview

Working within the Operations Directorate, the Operational Delivery Manager(s) will be responsible for Operational performance coordination including the most efficient use of frontline and PTS resources alongside the Emergency Operation Centres (EOC), 24 hours a day, 7 days a week. The post holder(s) will provide out of hours senior management support to all services including Patient Transport Services, Urgent Care Services, Support Services, EOC and external contacts, and be the lead point of contact for on-day service issues impacting on daily service delivery and escalations to health care and other emergency services partners whose activity is impacting on the Trust. In the event of a major incident the role has the responsibility of gathering and collating all available information and intelligence and sharing it internally and externally.

Main duties of the job

As a member of the Operations Leadership Team to be accountable for the optimum level of resources to be available for deployment by the Emergency Operations Control Centres (EOCs) by:

• leading, in conjunction with the Resource Scheduling team and NEASUS the planning and scheduling of available resources;
• monitoring a range of live performance metrics so targets remain within agreed operational thresholds;
• taking tactical decisions to correct performance metrics that fall outside the agreed operational thresholds;
• configuring resources in collaboration with the Resource Centre, Divisional Leadership Teams and EOC to deliver emergency, urgent and other care services achieving the required Nationally mandated and contractual targets;
• communicating effectively with key external stakeholders when required in real time to identify and resolve dynamic issues in day-to-day operations;

Detailed job description and main responsibilities

1. Key Result Areas

• Meeting (and where possible improving) key performance, quality and personal targets contributing to the achievement of the Service Plan. Contributing to the delivery of a range of productivity measures (eg Hospital Turnaround Times, Job Cycle Times, Out of Service, Multiple Attendance Ratio etc).
• Improving employee satisfaction results as measured by the Staff Survey, notably engagement and communications.
• Meeting patient and internal complaints targets; focusing on continuous improvement by actively implementing those improvements learned from outcomes.
• Achieving budget and financial targets and making efficiencies where appropriate. 2. Functional Responsibilities 2.1 Leadership and management Responsibilities
• Provide strong and visible leadership, acting as a positive role model, demonstrating high levels of integrity, transparency and personal effectiveness.
• Promote a supportive, fair and open culture that encourages and enables all parts of the workforce to meet required performance standards
• Develop plans for the area of responsibility that are directly linked to the Trust’s strategic objectives, commissioning intentions and reflect national workforce priorities
• Ensure that any service development initiatives take account of the views of relevant stakeholders
• Ensure that systems are in place within the remit to evaluate and review performance against agreed targets and performance indicators
• Report as required to the Trust Executive Group and other management groups and Committees on relevant performance indicators
• Embrace high standards of employment practice, act in accordance with the ‘Managers Code of Conduct’ and promote the vision, values and goals of the organisation
• Participate in the Trust’s performance appraisal system and undertake any identified training and development related to the post
• Anticipate and take early actions to mitigate any financial imbalance
• Ensure compliance with Standing Financial Instructions
• Promote and protect the equality diversity and rights of others and assist in the provision of a fair and just culture by being open, honest, supportive and respectful of others
• Assist other members of the Operations and EOC Management Team in the following key areas: o Achieving Performance Standards o Service development o Reducing the number of complaints o Health & Safety including Accident & Incident Reporting o Infection Prevention and Control o Clinical Governance Strategy implementation o Risk Management Practice within CBU o Safety and Security Management o Contribute to the continuous improvement and development of services
• Participate in the recruitment and selection process for staff within the department
• Engage with other service providers, including private sector, to ensure the Trust is a learning organisation in adopting best practice
• Promote the Trust’s core vision and values by ensuring the organisation is clinically focused, works together as one team, is responsive and provides an exemplary service
• Be an ambassador for the Trust ensuring staff are engaged to deliver in high performing ways and innovation and delivery are core to the business 2.2 Performance Management Responsibilities
• Embedding and continually improving the Planning Cycle across the whole operation – driving maximum benefit from all of its components
• Assist in the development and maintenance of a comprehensive knowledge and understanding of the Trusts current and future operational and planning delivery models, ensuring this is always responsive to the changing healthcare environment
• Delivery of operational targets for the Service against set targets
• Engaging at senior levels and representing key departmental messages with all senior stakeholders and representative bodies
• Leading a real time planning function that is renowned for best practice, expertise and professionalism and is a trusted partner of the Local Leadership teams
• Authorisation of on the day changes to the plan in the context of overall Trust impact and real-time delivery framework
• Maximise on-the-day service performance across the Trust, taking account of agreed local variations and needs
• Tracking of performance against planning parameters & assumptions
• Identification of issues, anomalies, errors and new trends or influences
• Documentation / audit trails of issues and actions for use in operational analysis and learning
• Plan and priorities the management of real-time operational issues
• Hold managers accountable for any local decisions taken in regards to changes to plan 2.3 Financial Management
• Ensure that the Trust’s funds are properly used, represent value for money and can withstand public scrutiny
• Awareness of the operational budget and your contribution to achieving financial balance.
• Monitoring short notice Third party provider requests and additional overtime against budget 2.4 Governance & Risk Management
• To actively manage risk by maintaining and updating a risk log and a lessons learnt log
• To ensure that all incidents, accidents and serious untoward incidents are reported, investigated and managed in line with Trust Policies and Procedures
• To support the Trust’s incidents handling procedures by investigating incidents fully and contributing to Clinical Incident Review and Serious Untoward Incident processes as required
• To foster a fair and just culture where staff learn from incidents and are willing to report both incidents and near misses
• To be responsible for ensuring that robust procedures are in place to address any complaints in line with the Trust’s Complaints Policy, ensuring that any identified changes are implemented and feedback is given to staff concerned
• Support the organisation to act safely and responsibly in relation to staff, patients, and the communities in which they work. Ensure that the law in key areas such as health and safety, employment, finance is complied with in area of responsibility
• To ensure a proactive and systematic approach to risk management in order that risks which have a potential adverse effect on the quality of care, safety and wellbeing of patients, service users and the public are identified and that appropriate actions and safe systems are implemented to eliminate or minimise the identified risks 2.7 General duties and Responsibilities
• This job description is not intended to be exhaustive and it is likely that duties may be altered from time to time in the light of changing circumstances, in discussion with the post-holder 3. Key Working Relationships
• Resource Scheduling Department
• Locality Management teams
• Heads of Operations
• Executive and Deputy Directors / Operations Senior Management Team
• Senior staff side representatives
• Human Resources department
• Training department
• Finance department
• Overview and Scrutiny Committees / Trust Board members
• NEASUS
• Other Ambulance Service Providers
• Other emergency services
• NHSE/I
• Other key provider organisations
• Commissioners / Clinical Commissioning Groups
• NACC
• Relevant networks across the area and wider to represent the Trust where necessary
• External Audit Accountability Directly accountable to the Strategic Head of EPRR

Applicant requirements

The postholder will have access to vulnerable people in the course of their normal duties and as such this post is subject to the Rehabilitation of Offenders Act 1974 (Exceptions) Order 1975 (Amendment) (England and Wales) Order 2020 and as such it will be necessary for a submission for Disclosure to be made to the Disclosure and Barring Service to check for any previous criminal convictions.