Job description for Consultant Chemical Pathologist Buckinghamshire Healthcare NHS Trust and Oxford University Hospitals NHS Foundation Trust

Transcription

1 Job description for Consultant Chemical Pathologist Buckinghamshire Healthcare NHS Trust and Oxford University Hospitals NHS Foundation Trust May 2017 Summary Job Title Specialty Dates of post Base Consultant Chemical Pathologist Chemical Pathology Permanent post to start as soon as possible Buckinghamshire Healthcare NHS Trust (Stoke Mandeville Hospital and Wycombe Hospital, 60 %) Oxford University Hospitals NHS Foundation Trust (40 %) New or replacement Post Replacement post Remuneration (Salary Scale) 76, ,490 YC72 pay scale Full Time / Part Time Full time Standard Hours 10 PAs On Call Supplement 3% Managerial Accountability & Medical Director Professional Accountability Reports to SDU Director Page 1 of 26

2 Main purpose of the post This is a replacement full-time consultant post in Chemical Pathology, shared between Buckinghamshire Healthcare NHS Trust (Bucks Healthcare, 60%) and Oxford University Hospitals NHS Foundation Trust (OUHFT, 40%). The post holder will be expected to work a total of 10 PAs a week. This is a substantive appointment. Responsibilities Job description This post is based in both Bucks Healthcare NHS Trust (BHT) and Oxford University Hospitals NHS Foundation Trust (OUHFT). Buckinghamshire Healthcare NHS Trust Bucks Healthcare comprises 3 hospitals: Stoke Mandeville Hospital, Wycombe Hospital and Amersham Hospital. The post holder s duties will involve cross-site working at the Stoke Mandeville and Wycombe Hospital sites. Oxford University Hospitals NHS Foundation Trust (OUHFT) OUHFT comprises 4 hospitals: John Radcliffe Hospital (JR), Churchill Hospital, Nuffield Orthopaedic Centre (NOC), Horton General Hospital in Banbury (HGH). The Oxford component of the post will principally be based at the JR, but may include work in the other sites of the OUHFT. Duties of the Post Buckinghamshire Healthcare NHS Trust The holder of this post is expected to help the existing consultant in Bucks Healthcare to provide a comprehensive clinical biochemistry service for all users of the laboratory. The consultant will provide expert support for the diagnosis and management of biochemical clinical problems, advise on appropriate investigations for individual patients and help to determine the repertoire provided by the Clinical Biochemistry Department within the resources made available to the Directorate. The clinical areas in which the consultant will have direct responsibility will be primarily in lipid disorders and helping to manage dynamic functions testing. Oxford University Hospitals NHS Foundation Trust The holder of this post will be expected to spend 2 days per week in Oxford. This may be configured flexibly, to include a range of activities, including laboratory management (weekly management meeting), duty biochemist sessions (including some evening and weekend working), clinics (metabolic bone disease, including osteoporosis; possibly lipid or other clinics), education (weekly clinical meeting, teaching of medical students, trainees), audit and research. Page 2 of 26

3 Research and Development (R&D) No specific research and development is included in the Bucks part of this post, but the appointee will be encouraged to participate in research and development and will be expected to engage in continuing professional development (CPD). The appointee will be expected to spend the equivalent of two days per week in Oxford. This will provide an opportunity to participate in research and continuing professional development. The Oxford department is involved in many research projects and has links with many other departments within the Oxford University Hospitals Trust and the University of Oxford. It is committed to research and will support the appointee in furthering their research interests, by providing appropriate space and personnel. Oxford has a strong track record in obtaining research grants and both local and national monies may be available for suitable research. Teaching A suitably qualified appointee would be invited to help with teaching of medical students from University of Oxford, specialist trainees (in Oxford and Bucks), clinical scientists and biomedical scientists. The Bucks department is approved for the training of biomedical scientists. The Oxford department is approved for training of biomedical scientists, clinical scientists, and specialist trainees. On-Call The post holder is expected to provide an off-site on call service. Payment 3% on call supplement. Facilities and resources required for delivery of duties and objectives Access to shared secretarial support Shared office with other Consultant Personal Computer available Access to library/books/journals Study / Professional Leave (10 days per year) Page 3 of 26

4 Job Plan Direct clinical care Reporting Clinical Biochemistry investigations (clinical 8.5 PA management and referral to specialist laboratories of selected tests that are not included in the On-Site Laboratory repertoire). SPA: CPD/ Revalidation / Audit / Research /Teaching. Total 1.5 PA 10 PAs Programmed activities The table below gives an indicative weekly timetable. Day Time Location Work Category PAs Monday 9:00 SMH Lab DCC 1 13:00 SMH Lab DCC 1 Tuesday 9:00 NOC Osteoporosis clinic DCC 1 13:00 NOC Patient administration DCC 1 Wednesday 9:00 WGH Clinic DCC 1 13:00 WGH Lab/clinic administration DCC 1 Thursday 9:00 WGH Lab/ Audit DCC 0.5 SPA :00 WGH Lab DCC 1 Friday 9:00 JR CPD/revalidation SPA 1 Saturday Sunday 13:00 JR Clinical meeting/ Teaching DCC 1 Total PAs 10 Page 4 of 26

5 Description of laboratories: Buckinghamshire Healthcare NHS Trust Organisation The Clinical services within the trust are currently organised into 5 clinical divisions, each represented on the Trust Management Board. The Chair of Specialist Services Division is Dr Kathy Cann, Consultant Microbiologist, and the Divisional Director is Jane Dickinson. The SS Division is made up of four Service Delivery Units supported by human resources, information technology and finance departments. Pathology, within which the post holder will work, represents one of these Service Delivery Units. Dr S Corrigan and Ms G Lawson represent Pathology on the Divisional board meetings. Pathology is part of the Clinical Specialist Services Division. A full range of Pathology services is currently provided for the Trust hospitals and local GPs. Blood sciences (Haematology and Biochemistry) are provided at both Wycombe and Stoke Mandeville sites and Microbiology is now in a merged laboratory on the Stoke Mandeville site. Links with Oxford are in place with joint procurement of blood science analysers, transport and planned merging of some specialist blood science testing in line with nationwide pathology reconfiguration plans. The pathology management arrangements are in line with the Strategic Review of Pathology; the team currently comprises Dr S Corrigan, SDU Lead for Pathology (Consultant Histopathologist) and Ms G Lawson, Laboratory Services Manager. Staffing 1.6 WTE consultants (including this post) Dr Sureshni de Fonseka 15 Biomedical scientists 10 support staff (including medical laboratory assistants, clerical and ancillary staff) Accommodation and equipment The Clinical Biochemistry Department has a core laboratory at Stoke Mandeville Hospital and an essential services laboratory at Wycombe Hospital, as there are acute clinical services on both Hospital sites. The Clinical Biochemistry Laboratories receive approximately 572,500 requests per year and perform more than 4.25 million tests per year. The laboratory provides routine and emergency services to the hospital and local general practices. The laboratory is open for routine work from 8am to 8pm on weekdays. At other times, it is staffed on both sites by BMSs operating on a shift system. Analytical equipment includes an INPECO FLEXLAB track system linking ABBOTT analysers for Biochemistry and Sysmex analysers for Haematology at Stoke Mandeville Hospital and similar platforms untracked at the essential services Laboratory at Wycombe Hospital. Other equipment includes Biorad D100 HbA1c analysers. Analytical techniques currently available include spectrophotometry. Page 5 of 26

6 The laboratory data-handling is fully computerized with the WinPath system from Clinisys. The core automated laboratory is controlled through middleware provided by Abbott (AMS). The Trust uses the Medway PAS computer system and the Anglia ICE Order Comms system is in place for requesting. Point of care testing The laboratory has an extensive point of care testing portfolio. These include 120 Trust-based glucose meters, and 11 blood gas analysers in the ICU and Emergency Departments. Accreditation service The Laboratory is CPA Accredited November Oxford Clinical Biochemistry Organisation Laboratory manager: Professor Tim James Clinical Biochemistry in the Oxford University Hospitals NHS Foundation Trust is a department within Pathology and Laboratories Directorate (Director: Dr. Derek Roskell), under the Clinical Support Services Division (Director: Prof Fergus Gleeson). The Pathology and Laboratories Directorate contains the following departments. Clinical Biochemistry (see below) Haematology has laboratories in the John Radcliffe, Churchill and Horton Hospitals, with blood banking facilities in the John Radcliffe and Horton Hospitals. There is an Immunohaematopathology Department at the JR Hosptal, providing extensive Immunogenetic tests. The Churchill Hospital houses the Coagulation Department, with a national role in coagulopathies. The JR has one of the three national haemoglobinopathy departments. Immunology is housed in the Churchill Hospital, and provides analytical and clinical services to Oxfordshire, Buckinghamshire and consultant services to Northampton and Milton Keynes. It provides a comprehensive set of Immunology investigations. Microbiology is based at the John Radcliffe Hospital. It provides clinical and analytical services. Most of the consultant staff are also accredited in Infectious Diseases and spend part of their time working on the wards, particularly the Bone Infection Unit in the Nuffield Orthopaedic Centre, and John Waring Ward in the Churchill Hospital. Cellular Pathology is based at the John Radcliffe Hospital and includes Cytopathology. It provides a comprehensive secondary and tertiary service for Oxfordshire and neighbouring counties. There are more than 30 consultant histopathologists. Page 6 of 26

7 Genetics is based at the Churchill Hospital, and provides a cytogenetics and DNA genetics service for Oxfordshire and its neighbouring counties. The DNA laboratory is part of a national network of laboratories providing specialist tests on a national basis. The Clinical Biochemistry Department has laboratories on three sites (John Radcliffe, Churchill, Horton Hospital), receives more than 900,0000 requests per year and performs more than 7 million tests per year. It offers regional services for endocrinology, for antenatal screening (including neural tube defects and Down syndrome), and for extended neonatal screening (including phenylketonuria, congenital hypothyroidism and medium chain acyl dehydrogenase deficiency). Staffing The department has approximately 90 staff, including the following: 2 Consultant Chemical Pathologists Dr Brian Shine Dr Nishan Guha 1 specialist trainee 1 Foundation Year 2 doctor 1 consultant clinical scientist 1 head biomedical scientist (laboratory manager) 1 senior clinical scientist 3 chief biomedical scientists 11 senior biomedical scientists 47 BMSs, Junior BMSs, and administration, clerical and secretarial staff Accommodation and equipment The laboratory at the John Radcliffe Hospital provides routine and emergency services together with the postgraduate teaching and research laboratories of the Department. The Consultant Chemical Pathologists are based here. The laboratory at the Churchill Hospital combines Haematology and Biochemistry and operates from 8:30 to 18:00 on weekdays. The laboratory at the Horton Hospital provides routine and emergency services. The JR laboratory is currently divided into three analytical sections, each under the day-to-day control of a chief BMS; there are also senior leads responsible for training and information management. Analytical equipment includes an Abbott track system (which includes 4 c16000 Chemistry analysers, 4 i2000 instruments, and two AutoDelfia immunoassay systems at the JR, 2 c8000 and 1 i2000 analysers at the Churchill, and 2 ci8200 at the Horton Hospital. Other equipment includes a Konelab 30, 2 Waters HPLC systems, and three Tandem Mass Spectrometry systems. Analytical techniques currently available Page 7 of 26

8 include electrophoresis, spectrophotometry, ELISA, thin layer chromatography, HPLC, and mass spectrometry. The laboratory at the JR is open 24 hours a day. A duty biochemist (medical graduate or clinical scientist) is present in the department from 08:30 to 21:00 during the working week and 08:30 to 13:00 on Saturday. The laboratory at the Horton Hospital is open 24 hours a day. The Churchill laboratory is open from 08:30 to 18:00 on weekdays. The laboratory data-handling is fully computerised, except for the neonatal screening laboratory. The main laboratory information management system (LIMS) system is an in-house development written in Caché and maintained locally. The core automated laboratory is controlled through middleware provided by Abbott. Other computing facilities include many networked computers used for analyser control, and personal computers for data analysis, word processing, statistics and graphics. The laboratory has computerized links to other laboratories through NPEx. Scientific meetings within the department include a clinical meeting (for medical staff and clinical scientists), a general educational meeting (for all staff) and an analytical and quality assurance review (all weekly). Many departments of the hospitals run scientific, clinical and multidisciplinary meetings, which our staff may attend. There is a weekly Grand Round during term time. Formal clinicopathological conferences are held to review hepatology, endocrinology, paediatric neurology, paediatric endocrinology, and general paediatrics. The medical staff from Clinical Biochemistry prepares cases for these conferences in addition to the staff rounds that all clinical departments hold. Point of care testing The laboratory has an extensive point of care testing portfolio, managed jointly with clinical departments and Clinical Measurement. These include more than 200 networked glucose meters, 7 Abbott istats, and 30 blood gas analysers. There are networked point of care analysers in Abingdon and Witney Community Hospitals. Postgraduate medical training The department is recognised by the Royal College of Pathologists for higher specialist training in Chemical Pathology and Chemical Pathology with Metabolic Medicine. Accreditation status The Laboratory is accredited by the UK Accreditation Service - May Page 8 of 26

9 Visiting arrangements Bucks Healthcare NHS Trust - Dr S de Fonseka: Telephone: or Sureshni.defonseka@buckshealthcare.nhs.uk Oxford University Hospitals NHS Foundation Trust Dr Brian Shine: Telephone: or brian.shine@ouh.nhs.uk Page 9 of 26

10 BUCKINGHAMSHIRE HEALTHCARE NHS TRUST ADDITIONAL INFORMATION Trust Values Health and Safety at Work Act The post holder is required to take responsible care for the health and safety of themselves and other persons who may be affected by their acts or omissions at work. The post holder is also required to cooperate with Buckinghamshire Healthcare NHS Trust to ensure that statutory and departmental safety regulations are adhered to. Confidentiality The post holder has a responsibility to maintain confidentiality and ensure the principles of the Data Protection Act 1998, the Confidentiality: NHS Code of Practice and Trust policy on confidentiality and Data Protection are applied to patient, staff and Trust business/information. Equal Opportunities The Trust welcomes all persons regardless of gender, ethnicity, disability, sexual orientation, age, marital or civil partnership status, religion or belief or employment status. Staff will be supported to challenge discriminatory behaviour. We aim to provide a non-judgemental service at all times. Managing Risk: Maintaining skills and learning from problems Reducing risk is everyone's responsibility. All staff in the Trust must attend training identified by their manager, or stated by the Trust to be mandatory. The Trust uses risk assessments to predict and control risk and the incident reporting system to learn from mistakes and near misses and so improve services for patients and staff. All staff are expected to become familiar with these systems and use them The Trust has designated the prevention and control of infection as a core issue in the organisation's clinical governance, managing risk and patient safety programmes. In consequence, all employees are expected to:- i) Follow consistently high standards of infection control practice, especially with reference to hand hygiene and aseptic techniques, ii) Be aware of all Trust infection control guidelines and procedures relevant to their work. Page 10 of 26

11 SAFEGUARDING OF CHILDREN AND VULNERABLE ADULTS During your employment with the Trust, you have a responsibility to safeguard children and vulnerable adults. You are required to complete statutory and mandatory training and take appropriate action as set out in the Trust s policies and procedures. Governance Post holders will aim to ensure that areas of the trust under their responsibility comply with Standards for Better Health Core and Developmental Standards and bring deficiencies to the attention of their Director Information Management/ Data Quality The post holder must ensure that Trust records are documented, secured, stored and disposed of appropriately and in accordance with the Records Management: NHS Code of Practice and Trust policy. In addition, information recorded must be fit for purpose - accurate, relevant, up-to-date and complete. Freedom of Information The post holder must be aware that any information held by the Trust in theory could be requested by the public, including s and minutes of meetings. It is therefore essential that records are accurately recorded and maintained in accordance with the Trust's policies. Travel to other sites You may be required to travel to other Trust locations. Please complete travel expense using the online system. Details of allowances can be obtained from the Human Resources Department. Smoking statement Smoking is not permitted in any premises or grounds managed, leased or owned by the Trust. Smoking is not permitted in Trust vehicles or in any vehicle parked on Trust premises. General The duties outlined above are not intended as a restrictive list and may be extended or altered to include other tasks that are commensurate with the grade. Should you have any queries or concerns relating to the contents of this letter, please contact the Recruitment team, Amersham Hospital, Whielden Street, Amersham, Bucks, HP7 0JD. Page 11 of 26

12 Trust profile Buckinghamshire Healthcare NHS Trust is an integrated Trust providing community, acute and specialist care in our hospitals, community locations and in people s homes. We care for patients from across Buckinghamshire and the borders of Oxfordshire, Hertfordshire, Berkshire and Bedfordshire. We have around 6,000 highly trained doctors, nurses, midwives, health visitors, therapists, healthcare scientists and other support staff all working to deliver the best healthcare to our patients; from newborn babies to elderly people needing help to live independently at home. 2014/15 in numbers: 598,634 patient contacts in the community 543,754 outpatient contacts 85,000 inpatient contacts 108,639 people attending our emergency services. Our hospital sites Stoke Mandeville Hospital, Mandeville Road, Aylesbury HP21 8AL Wycombe Hospital, Queen Alexandra Road, High Wycombe, HP11 2TT Amersham Hospital, Whielden Street, Amersham HP7 0JD Buckingham Hospital, High Street, Buckingham MK18 1NU Chalfont & Gerrards Cross Hospital, Hampden Road, Chalfont St Peter SL9 9SX Marlow Hospital, Victoria Road, Marlow SL8 5SX Thame Community Hospital, East Street, Thame OX9 3JT Florence Nightingale Hospice, Stoke Mandeville Hospital, Mandeville Road, Aylesbury HP21 8AL Visit our website for more details on our services Our vision Our vision for Buckinghamshire Healthcare NHS Trust is to become one of the safest healthcare systems in the country. By being ambitious and through collaboration, integration and partnership we will achieve our mission and deliver safe and compassionate care, every time. The Trust s clinical divisions The Trust s clinical services are organised into five clinical divisions that form the core business areas: Surgery and critical care Integrated medicine Integrated elderly and community care Integrated women s and children s Specialist Services Page 12 of 26

13 Living in Buckinghamshire Buckinghamshire is an area of outstanding natural beauty and ranks as one of the top rural areas to live in the UK. Stretching from the outskirts of London to the Midlands, the county offers a unique mix of bustling towns alongside the rolling Chiltern Hills and the River Thames. Country walks run between picturesque villages whilst the superb travel links give quick and easy access to the cities of London, Oxford, Milton Keynes and Birmingham. Education Schools in Buckinghamshire offer high quality education, preparing pupils for adult life. Our schools are amongst the best in the country, consistently performing above the national average. Buckinghamshire is one of the few counties in England to offer grammar school education alongside comprehensive secondary education. Admission to grammar school is selective and based on results of the eleven-plus exam. In addition, Buckinghamshire is well-served by many independent schools for children from the ages of five to 18. Well connected Access to London, the Midlands and airports is very easy via the M40, M4 or M25 motorways You can be in central London in under an hour Just over 30 minutes by train from High Wycombe Around 40 minutes by train from Amersham Around an hour by train from Aylesbury Heathrow Airport 20 miles from Amersham 21 miles from High Wycombe 38 miles from Aylesbury Designer shopping outlet Bicester Shopping Village 17 miles from Aylesbury 34 miles from High Wycombe 45 miles from Amersham The historic university town of Oxford 25 miles from Aylesbury 30 miles from High Wycombe 42 miles from Amersham Some of our local attractions Warner Brothers Harry Potter Studio Tour Close to Pinewood and Elstree film studios Wembley Stadium Windsor and Windsor Castle Around 15 National Trust properties, parks and monuments Indoor and outdoor ski slopes Page 13 of 26

14 Stunning countryside for walking, biking, horse riding Roald Dahl museum Zoos and safari parks Page 14 of 26

15 Contents Oxford University Hospitals NHS Foundation Trust Profile January Overview 2. Research 3. Oxford Academic Health Science Network (Oxford AHSN) 4. Hospital Profiles 5. The Trust Board 6. Organisational Structure 7. Foundation Status 8. Quality of Care 9. Trust Values 10. Operational Performance 11. Financial Position 12. Education and Training 1. Overview Oxford University Hospitals NHS Foundation Trust (OUH) is one of the largest NHS teaching trusts in the UK with a national and international reputation for the excellence of its services and its role in education and research. Clinical care is delivered by experienced specialists. Our Trust consists of four Hospitals - the John Radcliffe Hospital (which also includes the Children's Hospital and West Wing), Churchill Hospital and the Nuffield Orthopaedic Centre, all located in Oxford, and the Horton General Hospital in Banbury. Oxford University Hospitals NHS Trust was formally established on 1 November 2011 when the Nuffield Orthopaedic Centre NHS Trust merged with the Oxford Radcliffe Hospitals NHS Trust. On the same date a formal Joint Working Agreement between the Trust and the University of Oxford came into effect. This Agreement builds on existing working relationships between the two organisations (see Research section below). On 1 October 2015 the Trust was awarded Foundation status and became Oxford University Hospitals NHS Foundation Trust. The Trust provides a wide range of both local and specialist clinical services (including cardiac, cancer, musculoskeletal and neurological rehabilitation, and specialist children s and neonatal services) together with medical education, training and research. The Trust employed 12,163 people at the end of the financial year (2014/2015) and had a turnover of 916 million. The Trust provides general hospital services for people in Oxfordshire and neighbouring counties, and specialist services on a regional and national basis. At the Trust in 2014/15 there were: Page 15 of 26

16 1 million patient contacts; 114,000 planned admissions; 89,500 emergency admissions; 130,000 emergency department attendances; 1.4 million meals for patients The Trust s hospitals in Oxford serve an Oxfordshire population of 655,000 and the Horton General Hospital in Banbury has a catchment population of around 150,000 people in north Oxfordshire and neighbouring communities in south Northamptonshire and south east Warwickshire. Oxfordshire Clinical Commissioning Group (CCG) provides 38.4% of the Trust s income for the delivery of patient services and 14.5% is received from other commissioners outside of Oxfordshire, notably Buckinghamshire CCGs (Aylesbury Vale and Chiltern), Northamptonshire CCGs (Nene and Corby). The largest commissioner of the Trust s services is NHS England s Wessex Area Team who commission specialist services on behalf of our local population and also for a regional (and in some cases national) patient group. They are responsible for 47.1% of income for services. We have strong partnerships with the local NHS and social care organisations and also with a wider network of district general hospitals, universities and research institutions. Our role as a university teaching centre, with a focus on research and innovation, is a defining feature and as such attracts patients from beyond our surrounding counties. We also engage on health issues with patients groups, our Foundation Trust membership, local Healthwatch, the Community Partnership Network (a body hosted by Cherwell District Council that we helped found in order to have a public forum in which to discuss health issues in the north of the county), local authorities and the Oxfordshire Joint Health Overview and Scrutiny Committee, and Health and Wellbeing Board. 2. Research OUH has an international reputation for research excellence and a vision to be at the heart of an innovative academic health science system. Our patients benefit from world-class discovery and innovation and our growing portfolio is addressing major conditions including cancer, dementia and stroke. Research and teaching is carried out in partnership with the University of Oxford Medical Sciences Division, Oxford Brookes University s Faculty of Health and Life Sciences and Oxford Health NHS Foundation Trust, combining clinical expertise with academic excellence. Research and clinical facilities are co-located on our hospital sites to foster a culture of collaboration. Since November 2013, Oxford has been designated as an Academic Health Science Centre (Oxford AHSC) by the Department of Health becoming one of just six Academic Health Science Centres in England. Page 16 of 26

17 The Oxford AHSC partners - Oxford Brookes University, Oxford Health NHS Foundation Trust, Oxford University Hospitals NHS Foundation Trust, and the University of Oxford combine individual strengths to address 21st century healthcare challenges. OUH is also the host NHS Trust for the Oxford Academic Health Science Network (Oxford AHSN) - one of 15 AHSNs across England which brings together the NHS, universities, business, patients and the public to promote best health and prosperity across a region of 3 million people (see below). In addition, the Trust hosts the National Institute for Health Research Comprehensive Research Network: Thames Valley South Midlands. This network will invest in clinical research staff to match patients with appropriate research opportunities, carry out the clinical duties required for the studies and cover research-related costs such as x-rays and scans. These designations have strengthened a research position that continues to be underpinned by two significant National Institute for Health Research awards, the Oxford Biomedical Research Centre and Biomedical Research Unit. There are currently well over 1,000 active research projects supported by Oxford University Hospitals. The number of studies - which cover a range of topics such as cancer, diabetes and vision loss - has increased from 818 in 2009/10 to 1,514 in 2014/15, a rise of 85 percent. 3. Oxford Academic Health Science Network (Oxford AHSN) The Trust has been working with partners in the NHS, universities and industry, to establish the Oxford Academic Health Science Network (Oxford AHSN). The vision is to deliver best health for our patients and populations and prosperity to a region which is home to three million people (Berkshire, Buckinghamshire, Oxfordshire, Milton Keynes and Bedfordshire). The area covered by the Oxford AHSN is home to a wealth of world-leading organisations involved in clinical care, life sciences and medical research, education and training, innovation and informatics. Breaking down traditional organisational boundaries and building stronger relationships between industry, scientific and academic communities - coupled with better knowledge exchange - will bring lasting benefits as best practice is spread quickly and widely across the NHS. The Network has identified four programmes, namely: Best Care Clinical Innovation Adoption Research and Development Wealth Creation These are supported by two cross-cutting themes: Page 17 of 26

18 Informatics Patient and Public Involvement, Engagement and Experience Partners involved in the Oxford AHSN include all NHS organisations, universities, third sector and voluntary bodies, local authorities, business networks and the life science industry. Further information: 4. Hospital Profiles The Churchill Hospital The Churchill Hospital is the centre for the Trust s cancer services and a range of other specialties. These include: renal services and transplant, clinical and medical oncology, dermatology, haemophilia, infectious diseases, chest medicine, medical genetics, palliative care and sexual health. It also incorporates OCDEM (the Oxford Centre for Diabetes, Endocrinology and Metabolic Medicine). The Hospital, and the adjacent Old Road campus, is a major centre for healthcare research, and hosts many departments of the University of Oxford s Medical Sciences Division and other major research centres such as the newly opened Oxford Cancer Research Centre, a partnership between Cancer Research UK, the OUH and the University of Oxford. The Horton General Hospital The Horton General Hospital in Banbury serves the people of North Oxfordshire and surrounding counties. Services include an emergency department, acute general medicine and elective day case surgery, trauma, obstetrics and gynaecology, paediatrics, critical care and the Brodey Centre offering treatment for cancer. The majority of these services have inpatient beds and outpatient clinics, with the outpatient department running clinics with specialist consultants from Oxford in dermatology, neurology, ophthalmology, oral surgery, paediatric cardiology, radiotherapy, rheumatology, oncology, pain rehabilitation, ear nose and throat (ENT) and plastic surgery. Acute general medicine also includes a medical assessment unit, a day hospital as part of specialised elderly care rehabilitation services, and a cardiology service. Other clinical services include dietetics, occupational therapy, pathology, physiotherapy and radiology. The John Radcliffe Hospital The John Radcliffe Hospital in Oxford is the largest of the Trust s hospitals and the home of many departments of the University of Oxford s Medical Sciences Division, although medical students are educated throughout the Trust. It is the site of the county s main accident and emergency service and also provides acute medical and surgical services, trauma, intensive care and women s services. The West Wing, Oxford Children s Hospital, the Oxford Eye Hospital and the new Oxford Heart Centre are also part of the John Radcliffe Hospital. Page 18 of 26

19 Nuffield Orthopaedic Centre The Nuffield Orthopaedic Centre has been treating patients with bone and joint problems for more than 80 years and has a world-wide reputation for excellence in orthopaedics, rheumatology and rehabilitation. The hospital also undertakes specialist services such as the treatment of bone infection and bone tumours, limb reconstruction, and the rehabilitation of those with limb amputation or complex neurological disabilities. 5. The Trust Board Non-executive Directors Executive Directors Dame Fiona Caldicott, Chairman Dr Bruno Holthof, Chief Executive Professor Sir John Bell Dr Tony Berendt, Medical Director Mr Alisdair Cameron Mr Paul Brennan, Director of Clinical Services Mr Christopher Goard Mr Mark Power, Director of Organisational Professor David Mant, OBE Development and Workforce Mr Geoffrey Salt (Vice Chairman) Mr Mark Mansfield, Director of Finance and Mrs Anne Tutt Procurement Mr Peter Ward Mr Andrew Stevens, Director of Planning and Information Ms Catherine Stoddart, Chief Nurse Ms Eileen Walsh, Director of Assurance Trust Board papers and other information about the Trust can be found on the OUH website: 6. Organisational Structure OUH is a clinically led organisation and has organised its management structure so that services are managed in a way that gives clinicians a bigger say - and a greater responsibility and accountability for the way these are run. The structure means that clinical services are delivered by five divisions which bring together specialties in a way that best reflects the way they work together, their geographical location and how they integrate with the clinical research carried out in our hospitals with the Universities. Each Division is headed by a Divisional Director, a practising clinician who is supported by a General Manager and a Divisional Nurse. The Divisions are responsible and accountable for the day-to-day management and delivery of services within their areas in line with Trust strategies, policies and procedures. The Divisions include two or more Directorates, each of which contain clinical service units covering specific areas of services. Directorates are led by Clinical Directors and supported by Operational Service Managers, Matrons and other relevant experts. Page 19 of 26

20 Neurosciences, Orthopaedics, Trauma and Specialist Surgery Division Neurosciences: neurology; neurosurgery, neuropathology and neurophysiology; neuro intensive care; spinal surgery. Specialist Surgery: ENT; ophthalmology; oral and maxillofacial surgery; plastic surgery and craniofacial; vascular surgery. Trauma: at the John Radcliffe and Horton General Hospitals. Musculoskeletal: Orthopaedic surgery; rheumatology; orthopaedic theatres, recovery and HDU; orthotics and prosthetics. Medicine, Rehabilitation and Cardiac Division Ambulatory medicine: diabetes, endocrine and metabolism; clinical immunology; dermatology; clinical genetics; infectious diseases and genitourinary medicine; chest medicine. Acute medicine and rehabilitation: emergency medicine; acute general medicine and Horton medicine; psychological medicine and psychology; gerontology and stroke medicine; discharge lounge; therapies; Oxford Centre for Re-enablement/ rehabilitation/ wheelchairs. Cardiology, cardiac and thoracic surgery: cardiology; cardiac critical care; adult cardiac surgery; thoracic surgery; cardiac theatres; cardiothoracic anaesthesia. Children's and Women's Division Children s: paediatric medicine and specialist medicine; paediatric surgery and specialist surgery (cardiac and neuro); paediatric intensive and high dependency care; neonatology; community paediatrics; paediatric therapies. Women's: obstetrics and midwifery; women s theatres; gynaecology; midwifery led units. Surgery and Oncology Division Oncology and haematology: clinical oncology; clinical haematology, haemophilia and thrombosis; medical oncology; medical physics and clinical engineering; palliative medicine. Surgery: breast and endocrine surgery; acute surgery; upper and lower gastrointestinal surgery; gynae-oncology; hepatobiliary. Transplant, renal and urology: urology; transplant and renal; dialysis. Gastroenterology, endoscopy and Churchill theatres: gastroenterology; endoscopy; Churchill Theatres. Clinical Support Services Division Anaesthetics, critical care and theatres: anaesthetics; resuscitation; pre-operative assessment; JR and West Wing Theatres and daycase unit; Horton theatres; pain service; adult critical care. Pathology and laboratories; pathology. Radiology and imaging: radiology. Pharmacy: pharmacy. The clinical services are supported by a group of operational and service improvement functions within the remit of the Director of Clinical Services including: general outpatients Page 20 of 26

21 clinic preparation outpatients reception Horton service improvement patient access elective access switchboard and call centre central admissions transfer lounge Choose and Book clinic maintenance and letter production A Corporate Division covers the following services: Chief Executive's Office Finance and Procurement Planning and Information Organisational Development and Workforce Medical Director s Office Chief Nurse Office Development and the Estate Assurance 7. Foundation Status As a recently authorised NHS Foundation Trust, OUH remains part of the NHS, providing NHS care to national standards. However, we are now directly accountable to local people and the communities we serve, through our membership and Council of Governors. Furthermore, we are: responsible for taking our own decisions to deliver services within a framework set by regulators and as part of a family of local health and social care organisations; able to establish joint ventures with commercial, academic, health or social care partners, and able to invest and borrow, with its spending no longer dominated by an artificial annual cycle but by requirements to be financially viable. The recognition of having achieved authorisation as a Foundation Trust, in an environment known to be far more challenging than when many existing Foundation Trusts were authorised, has the potential to enhance the Trust s reputation for capability and viability. Beyond this, and in the current national and local context, several strategic opportunities are presented, or are enhanced, by OUH being a Foundation Trust. These opportunities are associated with property; capital; joint ventures, and public and stakeholder engagement. The Trust has been able to show that its plans for services are viable and supported by those who commission them; that we have recruited 8,500 public members; that we have managed our finances well, and that we can meet national waiting time standards in a sustainable way. Page 21 of 26

22 The first Council of Governors was established in March 2015 and has been formally operational since October Quality of care Care Quality Commission (CQC) Inspection As part of the necessary progress towards becoming a Foundation Trust, the organisation has been inspected by the Care Quality Commission, which assessed OUH services as 'Good'. In February 2014 a team of 51 inspectors visited the Trust s four hospital sites for two days and then made further spot checks. Among the many positive findings, the inspection report provides a clear endorsement of our staff, who were observed providing compassionate and excellent care throughout our hospitals. Of 115 areas inspected across the Trust, 11 were identified as requiring improvement. Action plans for all of these areas were agreed with the CQC and are being implemented. Quality priorities for the OUH and our strategy Trust staff, informed by discussions with the public and patients, identified the following quality improvement priorities for 2015/16: Patient Safety Preventing avoidable patient deterioration and harm in hospital: Sign Up to Safety; Partnership working to improve urgent and emergency care; Improving recognition, prevention and management of acute kidney injury. Clinical effectiveness and outcomes Learning from deaths and harms to improve patient care; Management of patients presenting with sepsis. Patient experience End of life: improving people s care in the last few days and hours of life; Improving communication, feedback, engagement and complaints management: with patients, carers, healthcare staff and social care providers. Infection prevention and control OUH has an excellent record on infection control and members of staff working with the Infection Prevention and Control Team have driven forward practice to minimise preventable infections. Teamwork and a constant focus by staff on cleaning, disinfection of surfaces and equipment and hand hygiene audits and training have all contributed to reducing infection rates. In 2014/15, just seven cases of MRSA were apportioned to the Trust, whilst 61 cases of clostridium difficile were experienced, against an annual limit of Trust values Our core values are: excellence; compassion; respect; delivery; learning; and improvement. Collaboration and partnership are also central to our approach in delivering our fundamental activities of patient care, teaching, and research. These values inform our vision to be: Page 22 of 26

23 "At the heart of a sustainable and outstanding, innovative, academic health science system, working in partnership and through networks locally, nationally and internationally to deliver and develop excellence and value in patient care, teaching and research within a culture of compassion and integrity. This vision is underpinned by the Trust's founding partnership with the University of Oxford." We summarise this in the phrase Delivering Compassionate Excellence. 10. Operational Performance Delayed transfers of care have been a major cause of concern for the Trust. The local healthcare system remains one of the most challenged nationally in relation to such delayed transfers of care with average monthly delays ranging from 133 to 152 patients. This equates to approximately 10% of beds against the national standard of 3.5%. We have implemented a range of actions including setting up a Supported Hospital Discharge Service which takes patients direct from the ward to home and provides home-based support for the first two weeks after their discharge seven days a week. This has led to us becoming an authorised provider of domiciliary care in Oxfordshire to help patients leave our hospitals, with our support, as soon as they are fit and ready to do so. Most recently, starting in November 2015, Oxfordshire health and social care providers are implementing a joint plan to enable patients to leave hospital sooner to be cared for in the best place for them. This may involve patients being transferred to their own home with a care support package or to intermediate care in a nursing home. These are patients who do not require any further hospital based medical treatment and who would benefit from being in a more appropriate environment. Up to 150 patients currently delayed in Oxfordshire s hospitals are being transferred to a number of the county s nursing homes for intermediate care. Patients will remain in the nursing homes for a period of up to eight weeks, where they will receive multi-disciplinary clinical and social work rehabilitation support to enable them to return home at the earliest possible opportunity. Where it is more appropriate, other patients will be transferred from hospital to home with an appropriate package of care to support them remaining there. Delays in transferring patients can have a considerable impact on hospital services, as the inability to discharge patients in a timely manner makes it more difficult to admit patients who need to be in hospital for both emergency and planned treatment. The transfer plan will relieve pressure on the county s Emergency Departments at the John Radcliffe Hospital and the Horton General Hospital by releasing capacity and allowing extra beds to be opened in the Emergency Assessment Units. This will facilitate the flow of people through the Emergency Departments. During 2014/15 the Trust experienced a high demand for emergency admissions and there have been challenges in being able to admit into a ward within the four hour national standard because of the high numbers of delayed transfers of care. Page 23 of 26

24 In 2014/15 in common with many other Trusts across the country, OUH was unable to treat all elective patients within the 18 week waiting time. However, a recovery plan was implemented and by the autumn of 2015 all access standards were being met. 11. Financial Position The Trust has an integrated business plan which sets out the Trust s business strategy for the future. Like all other NHS trusts, OUH is required to make significant savings and efficiencies. This is part of the national NHS drive to save 20 billion over the coming years. In the last financial year (2014/15), the Trust successfully delivered a challenging savings plan and achieved savings of 42.4million and made a surplus of 1.25% of turnover of 916 million. For 2015/16 the challenge is just as great, with a further 51.8 million of savings to be made. Over the next five years the Trust plans to make savings averaging 46.8 million per annum (in nominal terms). This represents an average annual saving over these five years (2015/ /20) of 5.2% each year. 12. Education and Training As a leading teaching Trust, OUH has a strong commitment to support and educate the future workforce of the NHS. In addition to its partnerships with the University of Oxford s Medical School to educate doctors and the School of Nursing and Midwifery at Oxford Brookes University to educate nurses, midwives and allied health professionals, the Trust is also developing clinical support workers of the future through training in its hospitals. Over and above the provision of statutory and mandatory training for all members of staff, the Trust promotes opportunities for employees across all professions and staff groups to gain new skills and to further their personal and career development. Page 24 of 26

25 Person specification Requirements Essential Desirable Qualifications/Training Professional qualifications Professional training Fellowship of the Royal College of Pathologists or evidence of equivalent qualification Full and specialist registration (and a licence to practise) with the General Medical Council (GMC) (or eligible for registration within six months of interview) Applicants that are UK trained, must ALSO be a holder of a Certificate of Completion of Training (CCT), or be within six months of award of CCT by date of interview. Applicants that are non-uk trained, will be required to show evidence of equivalence to the UK CCT Membership or Fellowship of the Royal College of Physicians or evidence of equivalent qualification A higher research degree (MD, PhD, DPhil) in a relevant field CCT in Metabolic Medicine or equivalent Experience Work experience Level of responsibility Skills and Knowledge Leadership skills Organisation and management skills Evidence of thorough and broad training and experience in relevant specialty Able to take responsibility for delivering service without direct supervision Ability to work in a team, taking personal responsibility and delegating appropriately Basic understanding of healthcare funding streams and commissioning. Evidence of a special interest that complements those of other consultants in the department Consultant level independent responsibility in Clinical Biochemistry Ability to run a complex laboratory service Page 25 of 26

26 Professional - extra skills or achievements Interpersonal skills Communication skills Teaching skills Clinical governance experience Research skills Other Requirements Transport Broad range of IT skills Knowledge of evidence-based practice Ability to work well with others, including lab staff, clinical colleagues, and researchers Good written and verbal communication skills Ability to teach and train colleagues within the lab environment. Understanding of clinical governance as applied to laboratory testing. Basic research governance. Able to collaborate with research driven by others. Excellent written and verbal communication skills Ability to engage and inform a wider audience, including non-scientists Direct experience of undertaking laboratory research. Ability to drive desirable, however not essential. Page 26 of 26