miria
Group Chief Executive Officer
Dublin Midlands Hospitals
Job Specification & Terms and Conditions
Job Title and Grade / Group Chief Executive Officer, Dublin Midlands HospitalsGrade Code 0009
This is a temporary appointment for 12 months duration pending the permanent filling of the post through open competition,whichever is the sooner.
Campaign Reference / HBS05967
Closing Date / Thursday, 14th December 2017 at 12 noon
Proposed Interview Date (s) / 9th – 10th January 2018
Taking up Appointment / A start date will be indicated at job offer stage.
Organisational Area / Dubin Midlands Hospitals
Location of Post / Bridgewater House, Bridgewater Business Centre, Conyngham Road, IslandBridge, Dublin 8.
The appointment is specified purpose for 12 months. A panel may be created for Chief Executive Officer, Dublin Midlands Hospitals, from which specified purpose vacancies of full or part time duration may be filled.
Informal Enquiries / Liam Woods, National Director Acute Hospitals Division
Telephone: 045 882563 / 045 882575
Email: /
Details of Service / Health care services in Ireland are undertaking a significant reform programme in line with Government policy as outlined in its strategy “Future Health – A Strategic Framework for the Reform of the Health Service 2012 - 2015
In February 2013 a report “The Establishment of Hospital Groups as a transition to Independent Hospital Trusts” dealt with the arrangements for acute hospital services and recommended the establishment of hospital groups.
The “Community Healthcare Organisations” report was commissioned by the HSE in May 2013, to review Community Healthcare services and this report provides a framework for the governance and organisation of all of Community Healthcare services.
Major changes are underway in Ireland in regard to the organisation of acute Hospitals with the objective of providing high quality care to patients in the most appropriate setting, as close as possible to their community and resulting in the best outcomes for their health and social gain, This must happen in the context of transforming, integrating and streamlining hospital, community and primary care services and the clear engagement of medical, nursing and other health and social care professionals in planning and management of services
The Government’s decision regarding the establishment of new Hospital Groups was informed by two reports:
· ‘The Establishment of Hospital Groups as a Transition to Independent Hospital Trusts’ - produced by an expert group led by Professor Higgins(‘Higgins Report’)
· ‘The Framework for Development - Securing the Future of Smaller Hospitals’
Both these reports fulfil important commitments in ‘Future Health’, the strategic framework for reform of the Health Service published in 2012
Further planned reform will see Hospital Groups being funded on the basis of the nature, quantity and quality of services provided (‘Activity Based Funding’ ).
While much is already underway in terms of legislative and structural reform, in 2018 it is our intention to continue the establishment of Hospital Group structures and Community Healthcare Organisations. These organisational reforms will ensure that services can be organised in an optimum way across a number of hospitals and healthcare organisations, strengthening accountability and ensuring greater access and improved outcomes for users of our services.
Reporting Relationship / The Hospital Group Chief Executive will report directly to the National Director of Acute Hospitals.
In the execution of the role the Group Chief Executive will be supported by the Group Management Team comprising of: -
q Chief Operations Officer
q Chief Finance Officer
q Group Clinical Director
q Chief Academic Officer
q Group Director of Nursing
q Group Director of HR
Scope of the Role / Group Chief Executive – Dublin Midlands Hospitals
The hospitals in Ireland are organised intoSeven Hospital Groups.The services delivered include inpatient scheduled care, unscheduled/emergency care, maternity services, outpatient and diagnostic services.
The Dublin Midlands Hospital group consists of:
St James's Hospital; St. Luke’s Radiation Oncology Network; The Adelaide & Meath Hospital, Dublin; Midlands Regional Hospital, Tullamore; Naas General Hospital; Midlands Regional Hospital Portlaoise; the Coombe Women & Infant University Hospital.
Each Grouping also includes a primary academic partner in order to stimulate a culture of learning and openness to change within the Hospital Group. This will ensure the capability of the Group to deliver on healthcare teaching, training and research and innovation agenda in an integrated manner.Trinity College Dublin (TCD) is the academic partner for the Dublin Midlands Hospitals.
The Hospital Group Boards are established on a non-statutory administrative basis appointed by the Minister for Health. These Boards do not have specific status in legislation and pre-existing Hospital Boards continue to retain their existing legal responsibilities. In the event of the Hospital Group Board being given the necessary standing in legislation they will accept the formal transfer of legal responsibilities as defined. Therefore while the Voluntary and Joint Board Hospitals will necessarily continue to maintain their legal governance structures, it is expected that they will fully co-operate with the Hospital Group Boards and the HSE in supporting effective decision making by Hospital Groups.
The Group Chief Executive of each Hospital Group reports to the National Director for Acute Services and is accountable for their Hospital Groups planning and performance under theHSE Accountability Framework.
Hospital Group Chief Executives have delegated budget and operational responsibility for the Group, under the Health Act 2004, and the provision of health services under the auspices of the HSE. It is also intended that the necessity for Voluntary and Joint Board Hospitals to co-operate with these Boards will be specified as part of a Service Level Agreement with the HSE under Section 38 of the Health Act 2004.
Purpose of the Post / The Group Chief Executive is responsible for the overall management of the Hospital Group ensuring appropriate planning, management and control of services in accordance with HSE policies and regulations and within allocated resources
The Group Chief Executive will be required to develop and implement the Strategic Plan for its future services in consultation with key stakeholders,taking account the requirement to meet the National Standards for Safer Better Healthcare. This plan must demonstrate:
· reorganisation of services within the Group to ensure optimal care provisions to the population served
· provision of safe effective, efficient and relevant patient services within budget
· maximum integration and synergy within the Group and with other Hospital Groups and all other Health Service providers
In 2016 the HSE introduced a new funding model for hospital care for inpatient and day-case services known as ‘Activity Based Funding’ (ABF) . This means a specified price is paid to each hospital for each weighted unit of inpatient work and each weighted unit of day-case work. Emergency care, outpatient care and other services continue to receive traditional block grant allocations.The Chief Executive will have responsibility for ensuring preparedness and general functionality of Hospital Group for the transition to this new funding model.
Principal Duties and Responsibilities / Resource / Performance Management
· To be responsible for the efficient and effective operation of the Hospital Group within the framework of a balanced budget
· To develop and ensure implementation of a Group Performance Management structure and system
· To develop and ensure implementation of an appropriately integrated Hospital Group Service Delivery Model
· To develop and implement an annual Service Plan within the framework of an allocation determined by the HSE, within policy directions laid down by the HSE and DoH, in accordance with relevant accountability legislation and in line with the Public Service Reform Programme and Government Policy
· Engage with all relevant stakeholders to optimise shared services solutions and ensure compliance with the use of existing and future shared service solutions in areas such as, but not limited to, procurement, payroll, recruitment etc.
Organisational Development
· To develop and ensure implementation of an ongoing Organisational Development programme within the Hospital Group
· To develop and implement an accountable Hospital Group Management structure
· To ensure the development of organisational structures which directly involve clinicians in the management of the Hospital Group
· To develop the Hospital Group’s business and financial reporting and management information systems in line with national requirements
· To develop and implement appropriate performance measurement system
· To ensure that the Hospital Group resources are of the capacity and capability to achieve on objectives and that resources are efficiently deployed, having regard to overall operational and budgetary constraints
· To ensure all staff are motivated to achieve the standards of individual and collective performance and to foster and enable the working relationships of staff at all levels in the Hospital Group
· To review on an ongoing basis the operational work processes of the Hospital Group so as to further ensure optimal efficiency, effectiveness and relevance, with particular emphasis on benchmarking against contemporary international best practices
Quality
· To ensure, through ongoing review, the overall quality and relevance of services provided by the Hospital Group are at the optimum having regard to the financial resources available
· Ensure that there are robust quality and safety systems in place to manage clinical and other risks inherent in delivery of hospital services in accordance with HSE policies
· To develop and effect a necessary pan-Hospital Group Quality Programme which effectively incorporates Licensing, Accreditation, Safety and Risk Management, Performance Indicators, Clinical Audit and Patient satisfaction studies
Education and Research
· To work collaboratively with academic partners to optimize the capacity and capability of the Hospital Group to function as a centre of education and training
· To work collaboratively with academic partners to maximise research and development in the Health Sciences
Communication / Managing Relationships
· To establish and effect clear efficient and effective communications within the Hospital Group
· To act as spokesperson for the Hospital Group
· Demonstrate pro-active commitment to all communications with internal and external stakeholders
· Ensure the development of relationships and communications with internal and external stakeholders to optimize the potential for effective and efficient service delivery
· Lead the development of effective relationships between the hospital group and relevant services in primary, community and continuing care settings at regional and local level
· To ensure collaborative working with other Hospital Groups, Primary, Social Care, Health and Wellbeing and Mental Health services
· Work with the relevant services in primary, community and continuing care settings at regional and local level to integrate service and patient pathways across all care settings
Work with the Chief Officers in the CHO’s to ensure specific integration initiatives are implemented.
General
· To keep up to date with and introduce where necessary good hospital practices and new delivery and management methods
· To carry out the specific duties and such other duties in connection with the position as may be assigned from time to time by the National Director of Acute Hospitals
· To ensure that at all times the business of the Hospital Group and the affairs of its patients and staff are conducted with the highest standard of confidentiality
· Have a working knowledge of the Health Information and Quality Authority (HIQA) Standards as they apply to the role for example, Standards for Healthcare, National Standards for the Prevention and Control of Healthcare Associated Infections, Hygiene Standards etc and comply with associated HSE protocols for implementing and maintaining these standards as appropriate to the role.
· To support, promote and actively participate in sustainable energy, water and waste initiatives to create a more sustainable, low carbon and efficient health service.
The above Job Specification is not intended to be a comprehensive list of all duties involved and consequently, the post holder may be required to perform other duties as appropriate to the post which may be assigned to him/her from time to time and to contribute to the development of the post while in office.
Eligibility Criteria
Qualifications and/ or experience / This campaign is confined to staff who are currently employed by the HSE, Child and Family Agency (Tusla), other statutory health agencies, and bodies which provide services on behalf of the HSE under Section 38 of the Health Act 2004
Candidates must have at the latest date of application: -
· Have a significant track record of achievement as a leader and senior manager in a complex organisation in either the private or public sector
· A proven record of achieving high standards of excellence
· Have the capacity to deliver national policies and programmes at a local level through multiple stakeholders and the ability to drive organisational change
· A relevant 3rd level qualification, preferably in Business or Health Services Management.
Health
A candidate for and any person holding the office must be fully competent and capable of undertaking the duties attached to the office and be in a state of health such as would indicate a reasonable prospect of ability to render regular and efficient service.
Character
Each candidate for and any person holding the office must be of good character.
Age
Age restrictions shall only apply to a candidate where he/she is not classified as a new entrant (within the meaning of the Public Service Superannuation Act, 2004). A candidate who is not classified as a new entrant must be under 65 years of age on the first day of the month in which the latest date for receiving completed application forms for the office occurs.
Other requirements specific to the post / Access to appropriate transport to fulfil the requirements of the role.
Skills, competencies and/or knowledge / Professional Knowledge & Experience
Demonstrate:
· An understanding of the critical components that make up and influence the Health Service and the interdependencies that contribute to successful delivery
· A working knowledge of the Healthcare Sector within Ireland and trends and developments in healthcare internationally
Leadership & Direction
· Remains fully informed in a dynamic and challenging environment
· Demonstrates competence in looking at the longer term and broader issues concerning the provision of better health services and the ability to develop a clear view of what is required in order to achieve medium and longer term objectives