Working Together to Achieve the Healthiest s4

Candidate information pack

Visit our website: www.nhsaaa.net All our publications are available in other formats Find us on Facebook at www.facebook.com/nhsaaa Follow us on Twitter @NHSaaa Post Title:

Health Records Project Manager

Job Reference Number:

C/656/17

Informal Enquiries: Informal enquiries are welcomed by: Robert Bryden, Head of Integrated Health Records Services on 01292 617316

Closing Date:

26 January 2018

Process for Submitting Application Form:

You can apply using the online application form on the SHOW website – www.jobs.scot.nhs.uk Alternatively your completed application form can be returned to [email protected] or to the Department of O&HRD, 63A Lister Street, University Hospital Crosshouse, Kilmarnock, KA2 0BE

Please note: if applying using the online application facility on the SHOW website, please avoid using symbols, &/£ signs, etc. For all applications, either online or paper, please limit your supporting statement to no more than 500 words. If limit is exceeded text will be cut off.

All correspondence will be sent by email. We have experienced some issues with personal email addresses and there is no guarantee correspondence will be sent to your inbox. It is therefore your responsibility to check all email folders, including your junk folder, as we have no control over which folder the correspondence will be sent to. Section one: Why work in Ayrshire?

Ayrshire is situated in the south-west of Scotland on the Firth of Clyde, and is characterised by 80 miles of varied coastline, picturesque beaches, rolling green hills and islands.

Just a 30-minute drive from Glasgow city centre, Ayrshire is an ideal location for those who want to enjoy city life, with all the benefits of living in a semi-rural area. Ayr, Irvine and Kilmarnock are the largest towns. However, there are many rural towns, villages and communities throughout the area should you wish to relocate to Ayrshire. Whether you decide to locate to Ayrshire or a neighbouring area, you will find that property prices are more affordable than in other parts of the UK.

Alternatively, working in Ayrshire provides an easy commute from both Glasgow and the wider central belt. There is an excellent network of both rail and bus links throughout Ayrshire to Glasgow and beyond. There are UK and international flights available from Glasgow Airport, as well as a range of services from Glasgow Prestwick Airport.

Ayrshire provides a wide range of excellent recreational activities: whether you are interested in history and heritage, outdoor pursuits, events and festivals, or simply food and drink, there is something for everyone.

Ayrshire boasts more than 40 quality golf courses, including two Open Championship courses at Turnberry and Royal Troon.

For more information on the range of recreational activities in Ayrshire, visit www.visitscotland.com /ayrshire-arran

Local educational standards are very high at primary and secondary level. However, private education is also available in the area. See below for more information on local authority services:

East Ayrshire Council – www.east-ayrshire.gov.uk

North Ayrshire Council – www.north-ayrshire.gov.uk

South Ayrshire Council – www.south-ayrshire.gov.uk Section two: NHS Ayrshire & Arran as an employer

NHS Ayrshire & Arran recognises that our staff are vital to delivering our purpose, values and commitments and to achieving our strategic objectives. Our purpose

Working together to achieve the healthiest life possible for everyone in Ayrshire and Arran

Our values Caring Safe Respectful

Our aim is to create an organisation where people want to work and strive to deliver excellence each day; where staff wellbeing and personal resilience is supported; where careers are interesting and developed; where staff are encouraged to reach their full potential; and where staff feel their contribution is recognised and valued.

To do this, we need to attract, develop, support and retain our staff and enhance their work experience. This will directly contribute to our aspiration to deliver excellent high quality services to every person every time. We believe the unique factors that help to define us as an employer are:

 our friendly and supportive environment;  our commitment to staff engagement and effective team working;  our track record in creativity and innovation and our ability to successfully implement change and redesign;  our track record in supporting our staff’s learning, development and career aspirations, from an initial comprehensive three-day corporate induction programme to the availability of a wide range of internal training programmes;  our commitment to supporting flexible working through a wide range of family friendly policies; and  our commitment to support and improve our staff’s health, safety, wellbeing and resilience. We do this by implementing our Staff Health, Safety and Wellbeing Strategy, and in our work towards achieving and maintaining the Health Working Lives Gold Award. In addition, our Staff Care and Occupational Health Service provide a range of support and interventions to our staff.

The organisation has a statutory responsibility to ensure the Staff Governance Standard is embedded and adhered to as part of the governance framework – staff, financial, information and clinical governance – in which NHS Boards operate. The Staff Governance Standard requires all NHS Boards to demonstrate that staff are:

 well informed;

 appropriately trained and developed;

 involved in decisions;

 treated fairly and consistently, with dignity and respect in an environment where diversity is valued; and

 provided with a continuously improving and safe working environment, promoting the health and wellbeing of staff, patients and the wider community.

During 2013, we consulted with our staff to select the key values and behaviours which they believed were essential to create a safe, effective and person-centred working environment which benefits patients, staff and carers. This allowed us to develop our purpose, values and commitments. We passionately believe in creating a culture which is open, fair and just. Section three: Delivering our services

Acute Services

Emergency and elective hospital services are provided by our acute services, which includes inpatient, outpatient and day case care. There are two district general hospitals within Ayrshire: University Hospital Ayr and University Hospital Crosshouse. These hospitals provide a wide range of acute services:

 University Hospital Ayr

University Hospital Ayr provides medical and surgical services on an inpatient, day case and outpatient basis. It is the main Accident and Emergency service for South Ayrshire. It provides a number of Ayrshire-wide services including Vascular Surgery, Ophthalmology and Audiology.

 University Hospital Crosshouse

University Hospital Crosshouse provides medical and surgical services on an inpatient, day case and outpatient basis. It is the main Accident and Emergency service for East and North Ayrshire. Inpatient paediatrics, the Ayrshire Maternity Unit and the main Laboratories for Ayrshire are on the Crosshouse site.

Community, mental health and learning disabilities services

Following the introduction of Health and Social Care Integration, the operational delivery for the range of community healthcare services and mental health and learning disabilities services is through the newly created Health and Social Care Partnerships and the Integrated Joint Boards:

 East Ayrshire Health and Social Care Partnership

 North Ayrshire Health and Social Care Partnership

 South Ayrshire Health and Social Care Partnership

Community Services

General medical and dental services are provided throughout Ayrshire and Arran by general practitioners, dentists, community pharmacies and optometry practices. Community nurses, health visitors and Allied Health Professionals are all involved in providing care within our local communities.

Out-of-hours general medical services are provided by Ayrshire Doctors On Call (ADOC) within the community. Mental health and learning disability services

Inpatient mental health services, including the Intensive Psychiatric Care Unit, are largely delivered at Ailsa Hospital in Ayr with further mental health inpatient services provided at University Hospital Crosshouse

Learning disability services are provided from Arrol Park in Ayr. Elderly mental health inpatient services are provided from Ayrshire Central Hospital in Irvine, and East Ayrshire Community Hospital in Cumnock. Community based services are provided throughout Ayrshire for the range of clinical groups: adults, child and adolescent, elderly and addiction services.

For more information on the full range of clinical services provided by NHS Ayrshire & Arran, visit our website www.nhsaaa.net Section four: Investing for the future

There are two major capital developments underway within NHS Ayrshire & Arran to ensure safe, effective and person centred care:

Building for better care

We are investing £27.5 million to provide fit for purpose front door services for University Hospitals Ayr and Crosshouse, in order to improve emergency and urgent care for patients who come to hospital for anything other than a scheduled appointment.

North Ayrshire Community Hospital – Woodland View

We are investing £47 million to provide a 206 en-suite bedroom integrated mental health and community facility, including older people’s long term care and rehabilitation. This development will bring together a full range of outpatient and inpatient facilities. Section five: Post Details

1. Job Identification

Job Title: Project Manager

Responsible to: Head of Health Records Services

Department(s): Health Records

Operating Division: Acute Services

Job Reference: C/656/17

No of Job Holders: 1

Last Update: 26 September 2017

2. Job Purpose To support Health Records Service and General Management team in undertaking business analysis and service improvement projects relating to patient access and administrative services across the acute services division. To project manage ‘test of change’ projects to develop and implement systems that contribute towards the efficiency and effectiveness of services which support the divisions achievement of local and national targets and objectives.

A key function of this post is to assess, monitor, evaluate, develop and adapt operational systems to reduce wastage and improve operational effectiveness in delivering access to clinical services. Achievement of this objective will increase capacity within the system and support NHS Ayrshire and Arran in achieving waiting time targets.

The post-holder will be required to work flexibly across NHS Ayrshire And Arran with Clinical and Managerial staff. This will include specific aspects of communication across the organisation in order to raise awareness, engage with staff and gain support for each project. The post-holder will provide regular update reports on performance and represent the Health Records Service at any meetings where updates on systems implementation and project performance are required / requested.

3. Dimensions Delegated responsibility for the development, implementation, monitoring, adjustment and evaluation of new systems, procedures and policies to support the work of patient access and administration, make it more effective and provide enhanced services to patients.

The Project Manager will have responsibility for overseeing the day to day operational aspects of systems delivery, problem solving, cost containment and monitoring performance.

To draft evaluation reports for all projects at agreed intervals throughout the life of the project and a final evaluation report at the end of the project period. The post-holder will also be responsible for providing regular updates to staff and directorate managers on progress of projects within clinical specialties.

4. ORGANISATIONAL POSITION See attached.

5. ROLE OF DEPARTMENT The aim of the Health Records Service is to ensure that procedures are in place to bring together the Health Professional and accurate, relevant patient documentation at the correct time and place to support patient care. Clinical data is now held within a variety of mediums and the department is at the forefront, harnessing the potential of the various computer systems both administrative and clinical to support delivery of optimal clinical care fit for today’s modern Health Service.

The service comprises of 6 main elements:

 Control and maintenance of patient appointment systems  Initiation, retention safe-keeping and production of patients’ records  Registration and recording of all patient encounters  Compilation, validation and submission of all Scottish Morbidity Records and statistical returns  Provision of administration service to respond to data requests made under the relevant “Acts”  Provision of clerical, administrative and reception services to support clinicians in the delivery of clinical care

Ensure that all resources assigned to projects are utilised in an effective and efficient manner in order to secure the delivery of the project objectives

6. KEY RESULT AREAS Development of Operational Systems and Procedures  Develop and implement systems and procedures that are efficient and maximise patient throughput and use of available resources  Operational systems should fully engage with patients providing choice and the opportunity for feedback

Implementation  Manage initial testing of systems, procedures and documentation  Alter and adapt as necessary and re-test  Implement systems, procedures and documentation on a phased basis across service, specialty and location as agreed  Make any other adjustments as necessary throughout implementation phases

Monitoring  Develop, implement and maintain a monitoring system that facilitates real time monitoring of effectiveness of all systems and procedures that are being used within the project  Liaise closely with Business Intelligence Service to validate information extracted from hospital information sources in "real" time to ensure consistency and appropriateness  Track and contain costs within agreed parameters and ensure resources are used effectively

Information and Reporting  Provide monthly updates on progress and performance to Head of Health Records Service/General Managers  Provide regular updates to clinical directorates and other relevant groups  Draft evaluation reports outlining implementation issues, remedial action and initial assessment of effectiveness at regular intervals throughout the life of the project  Draft final evaluation report at end of project including statistical information. The report should outline performance, effectiveness and recommendations

Project Management  Manage all aspects of the Project including staff training, system / procedure / documentation development, implementation by department, specialty and site, monitoring, analysis of statistics and evaluation of the effectiveness of the new procedures and systems  Undertake Risk Analysis to identify risks and develop appropriate procedures and control mechanisms to reduce risk  Undertake detailed analysis of relevant statistics for all aspects of the project being undertaken during the project period  Undertake comparison analysis of statistics as appropriate, for previous years in order to identify trends and patterns  Provide monthly update Reports to Head of Health Records Services/General Managers and other key stakeholders as requested  Submit formal evaluation report at agreed intervals for any project outlining progress and interim findings  Submit final report at end of project period outlining findings and recommendations. Report should include detailed statistical tables and analysis

7a. EQUIPMENT AND MACHINERY The postholder is required to operate a laptop or desktop computer, utilising the Microsoft Office Suite for the generation of reports and papers and an LCD Projector to deliver presentations to a variety of staff groups.

7b. SYSTEMS  TrakCare Patient Management System for all Referral, Waiting List, In-patient, Day Case and Out-patient functions  Orion Clinical Portal to view patient records for audit purposes  Microsoft Office Suite for the collation and analysis of information and the generation of reports and papers.  Internet for the identification of project management tools – ensuring currency of knowledge is maintained.  Electronic and paper based filing systems for the storage and retrieval of information.  Risk Management Systems for continual analysis of project risks and linkages with other NHS departments.

8. ASSIGNMENT AND REVIEW OF WORK Objectives and personal development plans will be identified and agreed with the Head of Health Records Service/ General Managers in line with the Department and Organisational objectives. The post-holder will have a significant degree of autonomy in relation to developing Action Plans for the achievement of these.

Informal meetings on an as required and monthly basis.

While the post will not be subject to the organisation’s formal individual performance review processes a review will be undertaken of each project at closure.

9. DECISIONS AND JUDGEMENTS The postholder is expected to work towards the delivery of project objectives as agreed by the Head of Health Records Services/General Managers. Within this, the postholder will be responsible for the development and refining of operational systems and processes to support achievement of objectives.

The postholder is also responsible for ensuring all essential documentation is developed and put in place to support projects, that statistical information is accurate and validated and that detailed statistics are made available to all interested parties.

10. MOST CHALLENGING/DIFFICULT PARTS OF THE JOB The development and monitoring of project plans across a diverse range of services.

The development and delivery of essential documentation, i.e. Procedures, Protocols, Risk Assessments and Statistical Tables essential to the operation of all new procedures and systems that support improvements in service delivery in terms of patient involvement.

Operating in a highly sensitive, political environment.

11. COMMUNICATIONS AND RELATIONSHIPS Strong interpersonal and communication skills are essential to ensure an inclusive and integrated implementation and management of change within and existing service and meet specified objectives. Due to the short timescale set for many Projects, the ability to establish and maintain effective communications across the Health Records Service and Directorate structures is essential. The.

There will be regular contact with key staff throughout the Health Records Service and Directorates.

Key areas of engagement Executive, Associate and Assistant Directors General Managers and Asst. General Managers Clinical Directors Clinical Service Managers Colleagues, Managers and staff within the Health Records Service Corporate Departments i.e. Finance, I.T., H.R., Health & Safety, Information and Statistics

Regular contact is achieved by oral communication, including by telephone and face to face discussion and written communication including questionnaires, letters, reports, statistical tables and e-mail.

12. PHYSICAL, MENTAL, EMOTIONAL AND ENVIRONMENTAL DEMANDS OF THE JOB Physical Effort/Skills: The postholder is required to deliver key pieces of work within very tight timescales. This requires extended periods of time using a laptop / desktop computer. The postholder requires quick and accurate keyboard skills to complete key pieces of work. The postholder is required to travel as necessary between sites throughout the life of the project.

Mental Effort/Skills: The postholder is required to engage with and generate a sound understanding of a varied range of patient and staff issues. To work closely with members of staff within the Department and across all Directorates to ensure all requirements are in place to support new, processes, procedures and systems and ensure continuity of services during the project period. The postholder should also have the ability to motivate staff in order to achieve objectives within an environment of high volumes and workload pressures.

This requires the ability to concentrate for extensive periods developing papers and progress reports. The postholder will also be responsible for providing progress and other relevant reports to ensure Managers and staff are kept fully informed of performance and effectiveness of projects.

The split site / multi-disciplinary nature of the post requires the postholder to have the ability to concentrate on the issue at hand yet work across a number of issues in quick succession. This often involves moving backwards and forwards between projects, systems or specialty-specific issues.

Emotional Effort/Skills: The project deals with some highly sensitive and politically charged issues, on which the postholder must engage with managers, staff and patients. The postholder must however maintain professional confidence and engage positively with staff in order to achieve the objectives.

Environmental Demands: The project although contained within the Health Records Service and Acute Directorates spans several diverse specialties and hospital sites. The postholder may be exposed to situations where resistance to change will require to be managed professionally and sensitively. 13. KNOWLEDGE, TRAINING AND EXPERIENCE REQUIRED TO DO THE JOB Experience

Essential

Educated to Degree level or equivalent experience Project Management experience Experience of working within the health service Demonstrable experience of working at a management level Record of achievement in delivering change Well developed analytical and systems analysis, planning and change management Sound understanding of administrative processes Understanding of NHS Data Standards and definitions Understanding of NHS Information Management Systems, especially TrakCare Leadership and influencing skills High level of communication skills both written and oral, including diplomacy Ability to work within tight deadlines

Desirable

Working knowledge of clinical services including clinical administration processes Experience of operating within /managing multi-disciplinary teams Working within a strategic environment

Knowledge

Essential

Role of information in supporting clinical processes Knowledge of the provision of health and health care services in NHS Scotland

Desirable

Role of I.T. developments and potential implications for service delivery Knowledge of direct patient care services

Training and Development

Essential

Appropriate Management Qualification or equivalent work related experience Record of continuous professional development Well developed communication and inter-personal skills

Desirable

Personal and Career Development Plan Head of Health Records Services

Health Health Referral Coding and Health Records DOIT Project Project Manger Records Records Management Standards Development Management (This Post) Manager Manager Service Manager Manager Lead (North) (South) Manager Person Specification

Qualifications & Training – Essential Criteria Educated to Degree or equivalent in a subject area relevant to Health Records or Project Management

Qualifications & Training – Desirable Criteria

Working knowledge of clinical services including clinical administration processes.

Experience – Essential Criteria

Demonstrable experience of working at a management level Record of achievement in delivering change Well developed analytical and systems analysis, planning and change management Sound understanding of administrative processes Experience – Desirable Criteria

Understanding of NHS Data Standards and definitions

Understanding of NHS Information Management Systems, especially TrakCare

Leadership and influencing skills

Knowledge – Essential Criteria

Role of information in supporting clinical processes

Knowledge of the provision of health and health care services in NHS Scotland

Knowledge – Desirable Criteria

Role of I.T. developments and potential implications for service delivery Knowledge of direct patient care services

Competencies & Skills – Essential Criteria

High level of communication skills both written and oral, including diplomacy

Ability to work within tight deadlines Competencies & Skills – Desirable Criteria

Personal Characteristics and Other – Essential Criteria Excellent communication and negotiating skills Personal Characteristics and Other – Desirable Criteria