Proposal for new NUH structure

1
Proposal for new NUH structure

• Peter Homa
• Chief Executive
• January 2007

2

Purpose

Output of consultation

Proposed changes to Director posts and Portfolios

Proposed new NUH structure

Next steps and supporting work
3
Purpose

• To update colleagues on the output of the
  structure consultation
• To outline and discuss the final proposal for a
  new NUH structure
• To outline and discuss proposed changes to
  director portfolios
• Next steps

4
Output of consultation

• Through consultation, principles for grouping the
  specialties were derived
• 3 potential groupings of specialties were created
  via OME and circulated within NUH for comment
• The responses received were categorised,
  summarised into a document and used as the basis
  for a final proposal for a new NUH structure

5
Proposed new structure

• The new structure is proposed to have 10 clinical
  directorates.
• Each directorate will be led by a Clinical
  Director (not necessarily a Doctor). They will be
  supported by a Business Manager and a Lead
  Doctor/Nurse/Midwife/Allied Healthcare
  Professional.
• The Clinical Director will report to the Director
  of Operations but maintain professional
  accountability to the relevant Executive
  Director.
• The 10 directorates are proposed not to be
  grouped into 3 divisions, nor will they be linked
  to 3 Medical Directors.
• It is proposed that there will be a Medical
  Director and 2 Assistant Medical Director posts,
  as opposed to 3 Medical Director Posts.

6
Proposed new structure

• It is proposed that there will be 4 pathway lead
  clinicians.
• It is proposed to create a Director of Operations
  post (5th voting Executive Director). This post
  will have line management accountability for the
  10 Clinical Directors and will also have
  corporate performance responsibility.

7
Director Portfolios Agreed at Trust Board on 7
Sept 2006
Director of Nursing, Midwifery Service
Improvement
Medical Director
Director of Finance and Procurement
Director of Estates and Facilities
Director of Human Resources
Director of Corporate and Legal Affairs
Director of Communications and Marketing
Director of Strategy
Director of Health Informatics
Medical Director
Medical Director
Chief Executive
8
Proposal for Revised Director Portfolios
Director of Nursing, Midwifery Service
Improvement
Medical Director
Director of Finance and Procurement
Director of Estates and Facilities
Director of Human Resources
Director of Operations
Director of Communications and Marketing
Director of Strategy
Director of Health Informatics
Assistant MD
Assistant MD
Pathway Lead Clinicians
Trust Secretary
Chief Executive
Voting Executive Directors
9
Update on Director Appointments

• Appointments made
• Director of Nursing, Midwifery and Service
  Improvement Jenny Leggott
• Director of Estates and Facilities John Simpson
• Director of Health Informatics Andrew Fearn
• Director of Communications and Marketing Cath
  Lovatt
• Director of Strategy Julia Hickling
• Posts yet to be Filled
• Medical Director
• Director of Operations (Proposed)
• Director of Finance and Procurement
• Director of Human Resources

10
Medical Director
Assistant Medical Director
Assistant Medical Director
Portfolio of Trust Wide Responsibilities
Portfolio of Trust Wide Responsibilities
Portfolio of Trust Wide Responsibilities
11
Director for Nursing Midwifery service
Improvement
4 Pathway Lead Clinicians Scheduled
Care Unscheduled Care Children and Young
people Older People
12
High level scope of the role
Scheduled Care
Cancer 2ww 31 62 days
18 weeks
Choose and Book
Supported by Project lead clinicians Redesign
project manager
Ambulatory Care Day cases Out-patients
Efficiency effectiveness indicators
Pre op
Scheduling
Theatre utilisation
13
High level scope of the role
Unscheduled Care
Admissions
Discharge
Supported by Project lead clinicians Redesign
project manager
Efficiency effectiveness Indicators
Hospital at Night
14
High level scope of the role
Older People
Admissions
Discharge
Supported by Project lead clinicians Redesign
project manager
Efficiency effectiveness Indicators
Children and Young People
Admissions
Supported by Project lead clinicians Redesign
project manager
Discharges
Efficiency effectiveness Indicators
15
Director of Finance
Financial Turnaround
SLA Contract including Nations
Procurement
Performance Management
16
Director of Operations
Performance Management
Line Management Responsibility for 10 Directorate
Clinical Directors
17
Proposed Directorates
18
Proposed Directorates
19
Proposed Directorates
20
Proposed Directorates
21
Proposed next steps

• 24/1/07 Presentations on QMC and NCH campuses
  to CDs, Divisional and Directorate managers and
  Heads of Department.
• 24/1/07 (after presentations) circulation of
  proposed structure to wider Trust.
• 24/1/07 ask 4 remaining specialties which
  grouping they feel they are most suited to be
  linked with.

22
Proposed Timescales

• Communicating Proposals 8th January 28th
  January
• Final comments on proposals by Friday 2nd
  February
• Developing Job Descriptions 22nd January 26th
  February
• Agree Banding 5th March
• Agree Recruitment Process By 26th February
• Agree Recruitment Pools By 5th March
• Consult with affected staff 12th March 26th
  March
• Advertise Posts Medical Director and Director
  of Operations - 26th February
• Advertise Remaining Posts 2nd April
• Interviews Commencing 13th March and will
  complete by 11th May

23
Supporting work

• Clarify proposed number of supporting posts in
  the groupings. E.g. Clinical Leads, operational
  managers, modern matrons etc.
• Confirm the cost of the proposed structure and
  remuneration for all posts.
• Clarify HR, Finance, ICT and Estates proposed
  structures and how they would interface with the
  10 directorates
• Understand the optimal links with all other
  Corporate Departments
• Clarify the required HR process to implement the
  proposal
• Finalise a proposal for an underpinning
  leadership development programme
• Clarify future arrangements for meetings e.g. OME
• Clarify how strategy will be managed
• Clarify how performance will be managed