Service Director, Sexual Health Services

at  Central and North West London NHS Foundation Trust

We are looking to appoint a Service Director who is highly motivated, imaginative and business focused to lead, develop and enhance services within our Sexual Health and HIV Services in North Central London and Surrey.
The post holder will work closely and be jointly accountable with the Clinical Director: Sexual Health and HIV Services for the safety, performance and quality of the Services.
We provide for a highly diverse population and employ a very diverse workforce. Listening to the community for coproduction of services is a touchstone for the trust.
The post offers excellent opportunities for personal and professional development. A commitment to fully involve service users is an essential part of the role.
We are looking for someone who has a proven track-record in the delivery of large-scale multi-centre healthcare services. The successful candidate will embody our values of compassion, respect, empowerment and partnership, has a wealth of experience and passion for operational delivery, is a visible and approachable leader and has excellent business acumen.
If you require further details or would like to discuss this opportunity with Mark Maguire, Managing Director, please contact Mel Wilson, EA on melanie.wilson11@nhs.net or 07734 776608.
We anticipate holding interviews on the 26 th April 2024 in London.
The delivery of high quality clinical care and services within available budgets through effective management of staff
Working in tandem with the Clinical Director to provide operational leadership for the services provided within the directorate.
All local and national targets delivered within a safe, high quality framework
Efficient systems in place to optimise patient care and promote the public health agenda that makes effective use of resources
Clear service user pathways
Staff deliver high quality services that demonstrate the trust values of compassion, respect, empowerment, and partnership
Clear leadership of service’s management teams to develop clinical services in line with the trust’s strategy
Operational management integrated with an approach that prioritises care quality
Operational management within the service visibly led
Active contribution in the Divisional Board
We’re always looking to recruit outstanding people who will go the extra mile to support our patients, colleagues, teams and the Trust. With every new employee were hoping to find our future leaders and well support our staff by providing opportunities to develop your career.
With a diverse culture and equally diverse range of opportunities across sexual health, mental health, community services, addictions, and health & justice service and more whatever stage of your career you’re at, there’s always a place for you at CNWL.
The successful applicant may have contact with patients or service users. As an NHS Trust we strongly encourage and support vaccination as this remains the best way to protect yourself, your family, your colleagues and of course patients and service users when working on our healthcare settings.
Relationship Management
Positive relationships exist with internal and external stakeholders.
Positive relationships are evident across Divisions in the Trust
Clear lines of accountability are outlined within the service around lead relationship management with key stakeholders e.g. NCL Local Authorities and NHS England
Positive relationships with community organisations and patient representatives, including coproduction with patients around service development
Management of Services
Through effective management of staff, the delivery of high quality clinical care and services will be demonstrated within available budgets.
All aspects of operational management within the service are visibly led and the service Senior Management Team, and external bodies receive performance reports and monitoring information to as required.
Performance is regularly monitored and remedial action is taken, as necessary, to ensure that plans are achieved. The care of patients who are at clinical risk but traditionally underserved should be prioritised
Working alongside the contracts and finance team ensure all SLAs are agreed with commissioners in line with the Trust’s SFI
Service Director will ensure their services are managed with agreed performance standards, these are achieved including the delivery of efficiency and cost improvement plans as required
Strategic and Service Planning
Through jointly working with the service Senior Management Team, the Service Director will ensure
Strategic and annual plans for the service are developed and contribute to the development of the Trust’s strategic and annual plan
Annual objectives for the service are agreed, which support the achievement of the service’s plans
A strategy for improvement of services within the service is agreed, which incorporates Trust initiatives including all aspects of clinical governance and the focus on the patient
To prepare robust full business cases to develop or sustain quality services in line with the strategic direction of the Trust
Contracts are reviewed and negotiated on an annual basis as part of 3-year plan.
Corporate and Clinical Governance
Operational management is integrated with the clinical governance agenda through participation in Clinical Governance committees and the service’s Senior Management Team
The service is compliant with national requirements including CQC, NHS and LA
Standing Orders and Standing Financial Instructions are complied with and the highest standards in corporate governance and probity are maintained.
Performance Management
A culture of performance management and appraisal is evident as both a responsibility and a right for management and staff within the areas managed
Robust internal performance management systems are in place enabling the Trust to adhere to plans, standards and targets
Appropriate management capacity at all levels operates within an organisational structure, which delivers responsive, safe and reliable patient services
Collaborative partnerships exist with stakeholder organisations to optimise the performance and development of the Trust’s services
There is demonstrable evidence of multi disciplinary engagement in decision making within the division and all disciplines are clear on performance standards and expectations of their role in the delivery of high quality services
Human Resource Management
The highest quality of staff management is provided in all areas of responsibility through working with the Human Resources department
Effective staff communication and involvement systems are displayed within the overall framework of the Trust’s Employment Policies and Procedures, issues arising from the Annual Staff Survey are proactively and effectively addressed
All staff are developed as a key organisational and management responsibility with the strategic requirements of current national initiatives pursued
Development of the Culture within the service
The culture within the service and that of the Trust is active staff engagement and devolved decision at the point closest to patient care
Clear performance management and accountability down to front line staff is evident.
Personal Development
Personal development objectives are agreed and reviewed annually with the Chief Operating Officer and the Divisional Director
Continuing professional development is undertaken as agreed with the Managing Director

Please refer the Job description for details