January 1018 Managing Director

Transcription

1 Candidate Brief British Orthopaedic Association Chief Operating Officer L0102 January 1018 Managing Director Sarah Thewlis

2 Contents 1. Welcome letter Ananda Nanu our President 2. About The British Orthopaedic Association 3. The role and responsibilities of The Chief Operating Officer 4. Salary and Benefits 5. Timeline, Application Process and how to apply 6. Appendix 1 The BOA Organisation Chart Page 2

3 Welcome from Ananda Nanu President of the British Orthopaedic Association Dear Candidate I am pleased that you are interested in applying for the position of Chief Operating Officer at the British Orthopaedic Association. Please see our website for further information about us: Our mission is to advance, for the public benefit, the science, art and practice of orthopaedic surgery with the aim of bringing relief to patients of all ages suffering from the effects of injury or disorders of the musculoskeletal system. We provide good practice guides across all areas of trauma and orthopaedic surgery, many of which have a global reputation for excellence. By engaging proactively with the Government, our advice on musculoskeletal services and the future trauma and orthopaedic workforce carries weight. We are also most fortunate to benefit from the support and challenge of a highly motivated Patient Liaison Group. Lastly, we engage extensively with the medico-legal community in this important area of orthopaedic practice. We are currently undergoing an important strategy review. This will build on work from our current strategy and set the direction for the BOA for the next 5-10 years. The role of the COO will be instrumental in supporting the development and successful implementation. The COO will be responsible for the effective running of the British Orthopaedic Association (BOA). Under the leadership of the trustees and working closely with the wider Council, you will facilitate the development and achievement of the BOA s strategic priorities delivering the overarching aim of caring for patients and supporting surgeons. We are looking for someone who would thrive with the multiple stakeholders that are part of our landscape, and enjoy working with the trustees and the Council. Central to the role will be a proven track record of working with and empowering staff, demonstrating fantastic operational skills, sound financial experience and show a good understanding of governance. If this is an opportunity that appeals to you and you believe you have the required skills and knowledge plus commitment, we would very much like to hear from you. For a confidential conversation with our recruitment partner, please contact Sarah Thewlis, Managing Director of Thewlis Graham Associates on or applications@thewlisgraham.com. Yours sincerely Ananda Nanu - President Page 3

4 2. About the British Orthopaedic Association The British Orthopaedic Association (BOA) was founded in 1918 with twelve founding members. We now have over 4,700 members worldwide, the majority based in the United Kingdom and Ireland. It is a pivotal organisation within the British surgical scene, representing a large proportion of the surgical workforce. Our mission is to advance, for the public benefit, the science, art and practice of orthopaedic surgery with the aim of bringing relief to patients of all ages suffering from the effects of injury or disorders of the musculoskeletal system. We provide good practice guides across all areas of trauma and orthopaedic surgery, many of which have a global reputation for excellence. By engaging proactively with the Government, our advice on musculoskeletal services and the future trauma and orthopaedic workforce carries weight. We influence developments on the ground, notwithstanding the recent dilution of policy expertise in the Department of Health. This effect is further multiplied by our relationships with Arthritis & Musculoskeletal Alliance (ARMA) and Arthritis Research UK, close working with orthopaedic Clinical Directors across the NHS and our relationship with the healthcare and pharmaceutical industries and European and international contacts. We are also most fortunate to benefit from the support and challenge of a highly motivated Patient Liaison Group. Lastly, we engage extensively with the medico-legal community in this important area of orthopaedic practice. Restoring Your Mobility: Doing More & Better for Less In 2012, the BOA launched a new Practice Strategy Document, an extract from which is below. The full document can be found here. Restoring Your Mobility extract: The aim of orthopaedic surgery is to restore pain free mobility. The burden of long term musculoskeletal conditions, which impair mobility and therefore independence, is increasing due to an aging but healthier population. Although the science and practice of orthopaedic surgery has developed the demand has stretched the capacity of current NHS surgical resources and infrastructure, manifested by steadily rising Page 4

5 waiting lists. The current financial situation constrains the ability of the NHS to increase sustainable capacity. This is a critically important initiative. Conventional solutions to the mismatch between demand and capacity of withholding access to care or increasing short term capacity for example the use of the independent sector treatment centres, risk the safety and quality of care and neither are sustainable. Innovative approaches are required that optimise existing structures, resources and programmes in ways not previously considered, harness the opportunities in the emerging healthcare landscape, and focus on many of the benefits available through the QIPP. In this way we can safely improve quality, decrease unexpected variation optimise expenditure and release resource. An important strand of the Practice Strategy is the Getting it Right First Time project being led by Professor Tim Briggs. More information about this piece of work can be found here. Purpose This short strategy paper sets out the problem, based on six interconnected elements, including the challenge to clinicians. It sets out a five-part solution encompassing quality, integration (across primary and secondary care), effective provider partnerships, radically improved implant surveillance and culture change. The Practice Strategy Mind Map (below) describes the six guiding principles for Trauma & Orthopaedic Surgery. Page 5

6 As a membership organisation we care for patients and support surgeons by focusing on excellence in Professional Practice, Training and Education and Research and we have a range of clinician led committees that drive the development of and implementation of our work. We believe active membership engagement is vital and we aim to support our members through a range of activities including elearning resources, educational courses, awards and prizes, our journal (JTO) and our flagship event, the annual Congress. Our aim is to grow and develop the membership across all grades with an increased focus on membership satisfaction. Patient Involvement The patient-doctor relationship remains the bedrock of modern medicine. With significant current political pressures this has never been more important. Lay input is now an integral part of the development of guidelines, patient pathways and commissioning. The British Orthopaedic Association was proactive in this regard and in March 2004 the BOA Patient Liaison Group (PLG) was formed, comprising lay members and orthopaedic surgeons. It was considered invaluable to have advice and input from patients when the BOA was planning orthopaedic and trauma care, guidelines and when responding to changes in healthcare systems, including training and education. The PLG meets at the BOA three times each year and provides a regular report for BOA Council meetings, which the Lay Chairman attends as an ex officio member. However, the committee remains highly active on several fronts throughout the year strongly supporting trauma and orthopaedic patients and surgeons.. Page 6

7 3. The role and responsibilities of The Chief Operating Officer Job Purpose The Chief Operating Officer is responsible for effective running of the British Orthopaedic Association (BOA). Under the leadership of the trustees and working closely with the wider Council, the Chief Operating Officer will facilitate the development and achievement of the BOA s strategic priorities delivering the overarching aim of caring for patients and supporting surgeons. The Chief Operating Officer will lead all staff, embedding a just culture and values and ensuring the wellbeing, motivation and productivity of staff. The Chief Operating Officer will have specific responsibility for the effective governance and financial management of the BOA ensuring appropriate arrangements are in place with regards to compliance and risk. The Chief Operating Officer will advise the Officers and Council and lead, direct and support the senior management team. Strategy and Planning To work effectively with the trustees to develop and deliver a clear and robust strategic plan and ensure that the strategic priorities and policies are clearly understood across all stakeholders and teams Work closely with the senior team to support the trustees in the development and delivery of policies and influencing and engagement strategies Lead the development and implementation of a comprehensive programme of membership engagement and growth To lead on the development of financial and business plans to support the delivery of the strategic priorities within agreed budgets Oversee the development and implementation of a monitoring and evaluation strategy across all areas of activity with a keen focus on impact and outcomes Support the trustees and committees in the development and maintenance of effective networks with appropriate external bodies including specialist societies, the NHS, regulatory bodies, allied organisations, non-governmental organisations, and health organisations. Finance and Governance Be accountable for the day-to-day financial management of the BOA, ensuring it adheres to the highest probity and accounting standards. To ensure that rigorous systems are in place for financial management and control and that accurate financial information is available to the Trustees. Ensure there is effective monitoring of financial performance against budget and effective arrangements for managing risk (financial and reputational) Lead on all aspects of organisational governance (risk register; company secretarial duties; Annual Report and Accounts). Page 7

8 Ensure that BOA complies with the relevant legal and statutory requirements including charity regulation, employment legislation, data protection and privacy laws and fundraising guidelines. Oversee effective Trustee recruitment and induction processes. Ensure the Council receives appropriate and timely information and advice and information on all matters relevant to the discharge of its obligations and statutory responsibilities including the preparation of appropriate board papers. To support the trustees to effectively identify, manage and mitigate organisational risks. Staff and Resources Lead, inspire, manage and develop the staff team to support the achievement of BOA s vision and delivery of its objectives. Ensure the organisation develops and embeds a just culture and values and that all policies and procedures are relevant, fair and consistently implemented. To promote a positive learning culture and ensure that all staff are supported through effective recruitment, induction, performance management and development. Ensure that an effective and transparent staff appraisal, development and reward system is in place. Ensure there is excellent communication with staff throughout the BOA and Ensure an appropriate office infrastructure is in place to enable all staff to work efficiently and effectively. Other Undertake all and any such other duties in relation to the work and functioning of the BOA as may be reasonably required from time to time commensurate with the post, including occasional evening and weekend work. 4. Salary and benefits The salary for this role is circa 70,000 plus excellent benefits. Additional Benefits include: Very strong positive employment policy Pension contributory defined benefit pension scheme 25 days holiday plus up to 4 closure days (normally taken around Christmas period) Season ticket loan interest free Sports facilities use of onsite gym (for small monthly payment), and nearby netball and tennis courts Eye care voucher scheme Page 8

9 5. Timeline, application process and how to apply Timeline BOA Chief Operating Officer L0102 Dates Monday 26 February 2018 WB 5 March + WB 12 March 2018 Friday 16 March 2018 Friday 23 March 2018 Activity Applications close at 5pm Thewlis Graham consultant interviewing of interested candidates Thewlis Graham Associates submits the Longlist of potential candidates Candidate briefing calls with Ian Winson Immediate Past President Monday 26 March 2018 BOA First Client Interviews to include a 10-minute presentation Application Process Thewlis Graham Associates will acknowledge all applications. These will be assessed against the criteria in the Job Description and Person Specification and the people who best meet these will be invited for interview with Thewlis Graham Associates in their offices in Victoria. Those candidates not invited to interview will be advised by w/c 12 th March 2018 Longlisted candidates will be advised by . After a consultation between the British Orthopaedic Association and Thewlis Graham Associates, a shortlist will be drawn up and shortlisted candidates invited for first interviews on Monday 26 March How to Apply To apply for this role, please the following documents (in Word format) to applications@thewlisgraham.com, quoting reference L0102, by Monday 26 th February 2018: 1. A comprehensive CV 2. A covering letter containing: o o o a personal statement which fully addresses the criteria listed in the Job Description and Person Specification your current remunerations details and notice period the name, job title, organisation, address and mobile phone number of two professional referees (Please note: referees will not be approached without your prior permission.) Please ensure that you include your mobile phone number and address in your application. Do not hesitate to contact Claire Drummond on if you have any queries. Page 9

10 Diversity Monitoring Form Please send a completed Diversity Monitoring Form (please click on icon below) to: accounts@thewlisgraham.com. Please note that these are handled completely independently of the recruitment process. * Diversity- Monitoring- *Diversity Monitoring is independent of the recruitment process but please do send a completed form with your application as Thewlis Graham Associates is committed to monitoring and analysing diversity information so that we can ensure that our processes are fair, transparent, promote equality of opportunity for all, and do not have an adverse impact on any particular group. Any information provided on this form will be treated as strictly confidential and will be used for statistical purposes only. It will not be seen by anybody directly involved in the selection process. No information will be published or used in any way which allows any individual to be identified. 6. Appendix 1 The BOA Organisation Chart Chief Operating Officer PA to President Education Adviser UKSSB Executive Assistant Director of Communications and Operations Director of Finance Director of Events Management Director of Policy and Programmes Marketing & Communications Officer Deputy Finance Manager Exhibition Manager (part time) Senior Policy Officer Membership & Governance Officer Finance Assistant Events Administrator Policy & Programmes Assistant Publications Officer Policy & Programmes Assistant Office Coordinator e-learning Officer Page 10