Divisional Medical Director – Surgery

Summary of the Divisional Medical Director Role The Divisional Medical Director will work with the Director of Operations and the Divisional Director of Nursing and Governance to run the Division. This will involve clinical leadership, and responsibility over a number of performance domains. These include strategic development, quality and safety, finance, appraisal and job planning, interpersonal team management, as well as adherence to corporate and trust policies, values and strategic direction. The Divisional Medical Director will be a member of the Trust Management Executive (TME), that meets twice a month. They will also attend the monthly Divisional Management meeting and the monthly Divisional Governance meeting. Specific Responsibilities People and Personal Leadership To provide professional leadership to all clinical staff in the division. To manage all consultants, and non-training grade doctors in the division. To link professionally with the Chief Medical Officer (CMO) and the CMOs team on safety and quality and to ensure that the division fulfils its commitments for appraisal, revalidation and job planning, and research and education. To create an effective, high performing divisional team, building effective working relationships with the Divisional Director of Operations and all other members of the team. To lead communications within the division, ensuring that staff are regularly briefed on developments and have the opportunity to contribute their views to the development of the divisions plans. To set a personal example in articulating, role modelling and delivering the Trusts performance management culture. To seek feedback on personal performance, engage in self and peer assessment and take part in Trust leadership development activities. To identify, encourage and develop the potential of staff in clinical leadership, research and education in the division. Safety and Quality Leadership To ensure that clinical incidents are managed in a timely way and analysed to identify underlying themes and trends. To ensure that complaints are managed in a timely way, where necessary intervening personally to make sure patients receive adequate redress. To use all appropriate means to ensure that patients are actively consulted on current service delivery and future plans. To make sure that safety, quality and patient experience are properly reflected in the performance scorecard, performance management processes and in the review of the performance of individual members of staff. To take final accountability for the investigation of serious incidents and implementation of action points emerging from the reports. Service Leadership To set, in line with corporate and clinical guidance, the divisions clinical strategy with external stakeholders, with local and national networks and with other divisions in areas of joint interest. To articulate the case for service change, motivate staff and to lead personally implementation of agreed plans. To ensure that the division uses service line management tools and techniques in managing its business, and that staff are properly trained and supported. To take accountability, with the Divisional Head of Professions and Divisional Director of Operations, for the development and delivery of plans agreed through the annual planning round and strategic reviews, including financial and operational plans and service developments. Collaborative Leadership To ensure that service strategies within the division align with the Trusts vision, objectives and overarching strategic plan. To work collaboratively with other divisions and corporate functions, contributing as appropriate to the work of others. To make sure that the division is properly briefed on issues and developments within the division. To work with other members of the division in communicating effectively with and engaging external partners, including GPs, commissioners and patient representative groups. To collaborate fully, openly and honestly with all regulatory and supervisory bodies. Interpersonal Team Management To provide professional leadership to all clinical staff in the division. To manage all Consultants, and non-training grade doctors in the division. To link professionally with the Deputy Medical Director for quality and safety, to ensure that the division fulfils its commitments for appraisal, revalidation, job planning, research and education. To create an effective directorate team To lead communications within the directorate, ensuring that staff are regularly briefed on developments and have the opportunity to contribute their views. To role model and deliver the Trusts performance management culture. To seek feedback on personal performance, engage in self and peer assessment and take part in Trust leadership development activities. To identify, encourage and develop the potential of staff in clinical leadership, research and education in the directorate.