Workstream clinical/practitioner leads

To take forward our local delivery system we have organised our work into 4 workstreams

-Children and Young People

-Prevention

-Planned care

-Unplanned care

Each workstream is a provider and commissioner alliance taking collective responsibility for managing a ring fenced budget to deliver performance, improve outcomes, integrate delivery across organisations and agree and implement transformation initiatives

The leadership model for each workstream is an SRO (Senior Responsible Officer who is a member of our Transformation Board), a patient/public representative, a dedicated Workstream Director and a clinical/practitioner lead

For the clinical practitioner lead we want to appoint a "pair" - 2 individuals from different organisations within the alliance - who will work together to develop and implement the clinical strategy needed to deliver the workstream plans and in doing so ensure a broad clinical/practitioner perspective is brought to the workstream, that all plans have clinical and practitioner consensus and will deliver explicit patient benefit and high quality integrated provision

The lead will be expected to

  • work with clinicians and practitioners across the system to define, shape, develop agree and implement a clinical strategy for the workstream that will achieve our ambitions, ensuring effective two way engagement and involvement in doing so
  • Work as part of the workstream leadership team to undertake a system wide review of existing workplans and contractual arrangements which form part of the workstream for:
  • Evidence base, including national guidance and expert group advice
  • Clinical/professional, patient and public consensus
  • Better alignment of initiatives and/or contracts to reduce duplication or gaps
  • Delivery of statutory requirements and achievement of CCG and LA operating plan requirements
  • Ensuring action to respond to member/user issues
  • Contract and performance management arrangements
  • Level of ambition and trajectories for improvement
  • Gaps
  • Identify deliverable and measureable outcome measures
  • Assessment of potential impact on outcomes

and to assess these in relation to the delivery of the “ask”set by the Transformation Board

  • work with the other leaders of the workstream to develop and implement a programme of agreed initiatives to secure the effective delivery of the outcomes and achievement of the improvements, ensuring these align with the clinical strategy
  • ensure that where appropriate a City specific offer is developed
  • support the workstream with the development of KPIs and metrics which will measure the impact on and improvements in patient benefit and clinical quality
  • support the leadership team to ensure that there are robust system wide arrangements in place to track and measure the impact of workplans, that the workstream puts in place clinically owned remedial action plans as required by the Transformation Board/ICBs and that there are ongoing arrangements to proactively manage and monitor performance.
  • oversee the implementation and progress of individual workplans, ensuring strong clinical and practitioner leadership and input into each where appropriate and in doing so support all the partners to ensure integrated service delivery, high clinical quality and cost effective use of resources through the implementation – with a particular focus on opportunities to change service delivery models and integrate services across organisations to produce savings and support workforce initiatives.
  • work with the SRO and leadership team to solve problems and obstacles and if necessary bring these to the attention of Medical Directors and the Transformation Board where local action has not resolved the issue.
  • take forward the “big ticket items” which are the responsibility of the workstream and to take an organisational development/learn by doing frame for each which establishes an agreed operating model for the workstream and for the wider system

To do this the pair need to

  • Be competent, confident and willing to give an unbiased collective strategic view on the services within the workstream and the improvement plans
  • Be able to define and support the implementation of what is needed to deliver tangible patient benefit and achieve the improvement plans ensuring broad consensus across the system
  • Support and mentor other clinical pairs working on individual projects and initiatives within the workstream, ensuring that the initiatives are aligned with the overall clinical strategy
  • Be well regarded as a local leader, able to work with and command the confidence of others across the system
  • Have knowledge of the context in which services are delivered across City and Hackney and NEL
  • Be able to build constructive and supportive relationships across the system, but recognize when and where challenge is needed
  • Able to identify and build partnership working which cuts across organizational boundaries
  • Be passionate about reducing inequalities
  • Be able to develop and evaluate quality standards and outcomes
  • Be able to think beyond the boundaries of a single practice, profession or organisation and beyond their own professional viewpoint
  • Be able to take a balanced view of the clinical and managerial agenda and shape new policies and objectives aligned to and supporting wider NHS and STP plans
  • Be determined to implement best practice and tackle unwarranted variations
  • Be able to inspire others to support and deliver the workstream plans

Contact
For more information please contact Paul Haigh ()

April 2017