Consultant

Gastroenterologist

1 The Post

2 The Specialty and Staffing

3 Duties of the Post

4 Diagnostic Support

5 Clinical Governance

6 Learning and Development Facilities

7 Terms and Conditions of Service

8 Visiting/Further Information

APPENDIX 1

A1 Person Specification

A2 Trust Profile

A3 Organisational Structure

A4 Divisional Services

A5 Health and Safety

A6 Equality Impact Statement

CONTENTS

1. THE POST

1.1 Post Title

Consultant Physician with an Interest in Gastroenterology

1.2 Post Description

There are three posts based at Calderdale and Huddersfield NHS Trust. Candidates will be required to work across both sites, with the successful candidates based predominantly on one of the two sites.

We are looking for three consultants with an interest in Hepatology to drive the Hepatology service forward, another with an interest in ERCP and the third post is a luminal Gastroenterology post with interest and focus on advanced endoscopy and Bowel cancer screening., Other interests such as nutrition, would be considered.

The post holders will care for inpatients based on the wards at HRI and contribute towards review of ward referrals at CRH (Calderdale Royal Hospital) and outpatients, including in the newly developed outpatient unit on the Huddersfield site. All posts are 10PAs. A job share would be considered.

The Gastroenterology team manages a substantive bed base of 24 beds at Huddersfield Royal Infirmary with a consultant led service on a 2 week rotational basis (currently 2:16 ). The Gastroenterology team is run by 5.7 WTE consultants (increasing to 8.7 WTE with these appointments) and is supported by

1 associate specialist

3 Specialty Registrars (2 Gastroenterology and 1 Elderly) on rotation

3 upper GI Clinical Nurse Specialists,

3 WTE IBD CNS,

2 WTE nutrition nurse specialist

1 WTE hepatitis nurse specialist

1.5 WTE specialist dieticians

A team of nurse endoscopists

The department also has links into community supported alcohol liaison and nutrition services.

There are modern, state of the art endoscopy units at both HRI and CRH. Recent accreditation visits by JAG praised the units as being among the higher end of excellence nationally with particular emphasis being placed on the standard of training and team working. The endoscopy departments offer therapeutic and diagnostic OGD, colonoscopy, EMR, ERCP, capsule endoscopy, PEG, PEC and endoscopic stenting (oesophagus, gastric, duodenal and colonic). Further development of the service to include advanced EMR, ESD and other therapeutic work would be encouraged. The opportunity to perform ERCP is available. The service is supported by 5 nurse endoscopists. Both endoscopy units have scope guide to facilitate colonoscopy training and seminar rooms with full televisual links into all endoscopy rooms. Development of a training program would also be encouraged.

The Trust is the lead centre for bowel cancer screening in Kirklees and Calderdale in conjunction with Mid Yorks NHS Trust. It was the first centre in the country to participate in bowel scope screening. There may be an opportunity to participate within the BCSP and develop complex polyp work within this.

A Diagnostic/Therapeutic Upper GI Cancer MDT is held weekly in Bradford, with links into the Leeds Pancreatic and Hepatobiliary MDTs with support from 3 Upper GI Cancer Nurse Specialists. Attendance to both these MDTs is via videoconferencing. It is anticipated that one post would continue

to support this. A full colorectal MDT is held locally on a weekly basis. Involvement in this to coincide with advanced endoscopic work would be encouraged.

There is an expanding IBD service led by Dr Sunil Sonwalkar and supported by three IBD Specialist Nurse. This includes a monthly IBD MDT, paediatric transition clinics and nurse led telephone help desk and clinics. The department is active in national audit and is participating in National research (e.g PRED4, PANTS) with the expectation of increasing involvement in further NIHR portfolio studies this is supported by a dedicated research nurse. The department has successfully started commercial research and this interest is expanding. There are close links with a dedicated Gastroenterology specialist dietician as well as regular interaction with specialist colorectal surgeons offering pouch surgery and complex fistula work.

There is a nutrition service supporting PEG, NG, NJ and PN. This is overseen by a monthly steering group and supported by a specialist nurse. There are significant opportunities to lead and develop this service.

The gastroenterology unit currently offers treatment for chronic viral hepatitis, led by Dr Ashwin Verma and supported by a dedicated viral hepatitis nurse specialist and MDT. There is ample opportunity to become involved within this service.

There is a community supported alcohol liaison service with regular in-reach into the acute medical and gastroenterology wards. There exists the opportunity to work closely with the CCGs to develop further strategies to address the increasing incidence of alcohol related ill health.

There are close links with both dietetic for the management of functional bowel disease and coeliac disease as well as evolving interaction with the colorectal service for the management of chronic functional bowel pathology with a dedicated bowel dysfunction clinic including biofeedback and anal irrigation.

The Trust currently employs 7 Colorectal and 6 Upper GI surgeons with close liaison through weekly combined gastro/surgical/x-ray meeting, colorectal MDT and IBD MDT

Focus of the posts:

Post 1 Develop a Hepatology service

Post 2 Luminal Gastroenterology with advanced endoscopy & Bowel cancer screening

Post 3 ERCP

Any further sub specialty interests would be encouraged and supported.

Applicants must be on the General Medical Council Specialist Register or within six months of being admitted to the Register for trainees if in a training programme within the UK. In accordance with the regulations, all other categories of doctors must be on the GMC Specialist Register to be considered for a consultant appointment by the Advisory Appointments Committee. Applicants must continue to hold a License to Practice.

The Foundation Trust aims to design and implement services, policies and measures that meet the diverse needs of our service, population and workforce, ensuring that none are placed at a disadvantage over others

1.3 Base

The post is based at either Calderdale Royal Hospital but to enable cross cover of colleagues some cross site working will be necessary. Office accommodation will be provided in the post holders’ base unit.

2 THE SPECIALTY & STAFFING

2.1 The Division

Each Division has a Divisional Director who is supported by a Director of Operations. The post is within the

Medical Specialties Directorate, the Clinical Director is Purav Desai, supported by a General Manager,

Julian Chadha and finance, personnel and information technology support.

Within the Directorate the specialities are:

Cardiology

Respiratory Medicine

Gastroenterology

2.2 The Specialty

The gastroenterology senior medical team is as follows:

Dr Sue Jones - Consultant

Dr Sunil Sonwalkar - Consultant

Dr Ashwin Verma - Consultant

3 x Vacancies - Consultant

Dr Jamal Alyousofi - Associate Specialist

Dr Gurmit Singh - Locum Consultant

Dr Hassan Bholah - Locum Consultant

Dr Abdelrehman Farag - Locum Consultant

2.3 Secretarial / Administrative Support

There is medical secretarial support to the team. All Consultants have office accommodation which includes

full access to the intranet and the internet.

3 DUTIES OF THE POST

The timetable below outlines the proposed weekly duties to be performed by the consultant. The post holder will participate in a 1:8 on-call rota at the post’s base hospital

3.1 Provisional Weekly Job Plan

The Trust wishes to ensure that Consultants have time in their job plan to undertake Supporting Professional Activities which underpin and maintain high quality patient care. The Trust Board and Local Negotiating Committee have agreed that a Core allocation of 1.5 SPAs should be allocated to undertake CPD, appraisal, clinical supervision, audit and clinical governance, mandatory training and the general management of the service. Objectives should be agreed at the Job Plan review meeting with regards to this SPA.

There may be occasions when additional SPA time is requested at a job plan review meeting. Any SPA allocation above the core 1.5 will need to be agreed by the divisional director.

The job plan will be discussed and agreed on appointment following a job plan review meeting that will be held in the first 2 months of employment for the successful candidate.

The total PA’s for full time consultants will be 10PA’s, please note less than full time total PA’s will be discussed during a job plan review if applicable.

Please contact the divisional team if you wish to discuss this further.

Important Note

The Trust encourages the development of innovative service models that support our ambition to provide improved access and choice for patients. It is envisaged that in time all medical staff will have an allocation of normal time duties at weekends or outside normal core hours. The post holder will be expected to engage in developing such changes and will be supported to do so.

3.2 Emergency Duties

The post holder will participate in a 1:8 weekday and 1:8 weekend on call rota for Gastroenterology and GI bleed only. There is no acute medicine/general medicine on call commitment.

3.3 Cover for Absent Colleagues

There is a policy to co-ordinate leave to ensure adequate and safe delivery of care in the department. Colleagues cover for each other within the specialty.

Teaching, Research and Innovation

It is expected that the post-holder will have an interest in and active role in teaching. The speciality supports SpR, GPST, CT and foundation training posts on rotation and SPA time and activities are identified in the timetable. The specialty is providing clinical blocks for fifth year medical students from Leeds Medical School. We are also training advanced clinical practitioners and physician associates.

Full laboratory, radiology and pharmacy services are available at the Trust, including X-Ray, MRI, CT, Medical Illustration, Microbiology, Histopathology, Cytology, a Pharmacy Manufacturing Unit and Medicines Management.

5.1 Medical Practice

All members of the Trust’s medical staff are expected to practice within the GMC Guidelines; in particular those contained within the publications Good Medical Practice and Maintaining Good Medical Practice.

All of the above provide an outline of the duties of doctors who are registered with the GMC and in particular emphasise the responsibility of every doctor to ensure standards of good clinical care, share good practice, keep up-to-date with clinical skills, work in teams and maintain good relationships with colleagues in all disciplines.

4 DIAGNOSTIC SUPPORT

5. CLINICAL GOVERNANCE

The Trust is committed to the support of these principles and provides funds for education and development of all grades of staff.

5.2 Professional/Clinical Development

The Trust places great emphasis on the continuing development of all employees. Extensive training opportunities are available both internally and externally. Internally we run a Passport Leadership Programme for Senior Managers, which all consultants are encouraged to participate. All new consultants will be provided with a mentor from the consultant body.

The Medical Director’s office will provide a focus for ensuring the process of delivery of care is research/knowledge based, continuously evaluated and proven to be effective.

5.3 Clinical Audit

There is a wide ranging Clinical Audit Programme across many specialities within the Trust, supported by specialist staff. The Trust is also developing a number of collaborative care plans and has successfully introduced agreed protocols in recent years to improve patient care.

Clinical involvement in Clinical Audit is of paramount importance. Clinicians are expected actively to participate in audit and generally to follow agreed protocols to enable the provision of high quality care.

5.4 Appraisal/Revalidation

The appointee will be required to fully co-operate and participate with the Trust’s procedure for consultant appraisal. This will comprise of an annual appraisal, which identifies personal and professional development needs; agreeing plans for these to be met, while reviewing the doctor’s work and performance and considering the doctor’s contribution to the quality and improvement of service delivery.

The annual appraisal and documentation forms the evidence needed to meet the requirements for the GMC Revalidation process. Revalidation enables evidence for relicensing to be collected. Enhanced appraisal including multi-source feedback is at the heart of this.

5.5 Research

The Trust is committed to supporting research and promotes a research culture across all areas of the organisation. The Trust’s Research Strategy encourages and supports clinicians to participate or lead high quality studies, with particular emphasis on work supported by the National Institute for Health Research ( NIHR) and industry sponsored trials. Staff who wish to develop their own research through competitive grant applications will be encouraged and supported. We have an active research department that provides governance support and resource to a wide portfolio of research studies. Clinicians who wish to participate in NIHR research will have access to the Trusts research delivery team consisting of highly experienced research nurses and clinical trial assistants, providing hands-on support to ensure the successful delivery of every study. The Trust is actively developing its participation in industry sponsored research and will support clinicians wishing to develop in this sector. The Trust has up to 40-50 Principal Investigators at any one time involved in over 90 studies per year. In recent years the Trust has recruited approximately 2,000 participants annually into research. On average the Trusts research study performance against recruitment to time and target exceeds the national benchmark of 80%. Our in-house research team has well established Good Clinical Practice (GCP) facilitators and offers a masterclass training session for all principal investigators.

The Trust is particularly keen to support new areas to enable patients wider access to participate in cutting edge research and you will be encouraged to contribute in underrepresented clinical areas. Sessional time required for any participation in research activity will be considered where appropriate. Clinicians will also have free access to the Trusts R&D Training and Skills Programme delivered across the region. The Trust is also a member of the Academic Health Science Network for Yorkshire and Humber and has strong links with Collaborations for Leadership in Applied Health Research and Care (CLAHRC) and its local Universities.

There are extensive Learning Centres at both Calderdale Royal Hospital and Huddersfield Royal Infirmary; both centres are equipped with audio-visual equipment. There is also a library at the Calderdale Hospital site with a full range of journals plus intranet and electronic access.

In 2015 the Trust invested in a purpose built simulated 2 bed ward at Huddersfield Royal Infirmary which can be altered to be an emergency medicine bay, a theatre/ICU area or a clinic setting. There is also a simulation training room at Calderdale Royal Hospital equipped with control rooms. There are simulation manikins on both site, SimMan 3G, SimMom, SimJunior and SimBaby. All healthcare workers are able to access relevant training sessions for their role.

The appointment will be subject to the Terms and Conditions of Service (England 2003) for the new consultant contract agreed with the Trust.

The persons appointed to the post will be expected to live within ten miles of the hospital or within 30 minutes recall time, by road, from the hospital.

The job description and the weekly timetable will form an initial job plan as outlined by the terms and conditions of service (England 2003) for the new consultant contract. The post is offered on a full-time basis but candidates who wish to work on a part-time basis may also apply.

The salary scale is currently £79,860 per annum rising to £107,668 per annum (effective 2019). Your basic salary will increase with the provisions of Section 20.2 and Schedule 15 of the Terms and Conditions.

Annual leave entitlement is as per national Terms and Conditions of Service for Consultants. Arrangement to take annual leave must be made with clinical colleagues. The Divisional Director/Clinical Lead and the local rota coordinator should be notified accordingly.

The successful applicants will be required to undergo an enhanced Disclosure with the Disclosure and Barring Service (DBS).

Candidates wishing to find out more about the post are invited to speak to:

Dr Ashwin Verma Divisional Director 01422 222945 Dr Purav Desai Clinical Director 01484 342026 Dr Sunil Sonwalkar Clinical Lead, Gastroenterology 01422 223152 Dr David Birkenhead Medical Director 01484 356911 Mr Owen Williams Chief Executive 01484 355999

6 LEARNING AND DEVELOPMENT FACILITIES

7 TERMS AND CONDITIONS OF SERVICE

8. VISITING/FURTHER INFORMATION

REQUIREMENTS

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Qualifications MRCP or equivalent E √ You must be on the specialist register for geriatric medicine or within 6 months of being admitted to the register for trainees, if currently in a training programme in the UK. In accordance with the regulations, all other categories of Doctors must be on the GMC specialist register to be considered for a consultant appointment by the Advisory Appointments Committee

E √

Applicants must continue to hold a Licence to Practise E √ Relevant higher degree D √ Experience and Achievements

Must be able to demonstrate a high level of clinical experience and competence in all aspects of Gastroenterology

E √ √ √

Understanding current issues within Gastroenterology and the future direction of the specialty D √ Understanding current issues within the wider NHS D √ Attendance at a recognised management course D √ √ √

Shows ability to work with and lead others across professions D √ √ √

Teaching and training

Experience of and enthusiasm for clinical teaching of postgraduate doctors and non-medical staff. E √ √ √

Academic achievements/evidence of familiarity with research methods which have resulted in publications

D √ √ √

Training in clinical and educational supervision D √ √ √

Attendance at a teaching course D √ √ √

Formal qualification in teaching/education D √ √ √

Audit and Research

Critical Appraisal Skills D √ √ Knowledge of Audit principles and evidence of participation in and completion of audit projects and the implementation of outcomes

E √ √ √

Evidence of knowledge of research methodology D √ √ Disposition-Adjustment/Attitude/Commitment

Good communication and empathy skills with patients E √ √ √

Evidence of willingness to participate in a multi-disciplinary team environment to provide an integrated service

E √ √ √

Ability to work as a member of a team, both through communication and sharing workload E √ √ √

Ability to manage high pressure situations e.g. clinical crisis E √ √ √

Ability to prioritise and organise workload and co-ordinate staff E √ √ √

Ability to integrate the care of a patient by many and various other clinical staff E √ √ √

Willingness to work flexibly to deliver clinically effective and cost effective healthcare E √ √ √

Practical/Intellectual Skills/Personal Qualities

Evidence of continual learning and development D √ √ √

Understands self (strengths and weaknesses) and impact of behaviour on others D √ √ √

Evidence of innovation D √ √ √

Ability to use a word processor, spreadsheet, presentation software and internet browser D √ √ √

Access to own transport D √ √ √

GENERAL

Eligibility to work in the UK E √ Ability to work in various locations throughout the network of services provided by Calderdale and Huddersfield NHS Foundation Trust

E √ √

For areas requiring EPP Clearance (Exposure Prone Procedures), this will also be a requirement of

the health screening

E

An enhanced DBS disclosure will be required with the Disclosure and Barring Service E √

APPENDIX A1: PERSON SPECIFICATION – CONSULTANT GASTROENTEROLOGIST

Calderdale and Huddersfield NHS Foundation Trust is an exceptional place to work with many amazing

teams of hard working and dedicated staff, delivering high standards of patient care. We have made significant changes in the way we work to meet the challenges of the changing NHS, and were rated by the Care Quality Commission as Good in June 2018.

This as an exciting time for our continuing development and we are ensuring that the organisation is fit for purpose by introducing and embedding new skills and behaviours

Colleague Engagement Strategy

This describes the Trust’s ethos for engaging with staff. The organisation is working with its staff to refine its approach and integrate this into everything that we do. It underpins our management development programme.

From June 2018 onwards we started to have loads of conversations with loads of different people right across CHFT. These conversations were about what kind of place we want our organisation to be. The conversations were also about making sure that everyone had a chance to contribute; about making it easy for people to talk about what was important to them; about making sure that the report on the back of these conversations was not long and boring; and about us keeping on having these conversations so that they’re not just a one-off thing.

We already know that at CHFT we’re all about delivering compassionate care. And we’ve already said that we need ‘a workforce for the future’.

But what came out loud and clear was “Let’s create an organisation that’s known for one culture of care. This means we care for each other in the same way as we care for our patients”. As well as having these conversations we looked at other things too. We looked at our report from an organisation called Investors In People. They’ve been working with us for a couple of years now and do an assessment report based on what people at CHFT have told them about what it’s like to work here. We also looked at our reports from the National Staff Survey. Again, these reports are based on our feedback to this annual anonymous questionnaire. We also had a look at what our local partners are aiming for. The upshot is: a bottom up, co-created, colleague- crafted, cuppa and conversation catch-all called The Cupboard.

Appendix A2: TRUST PROFILE

Calderdale and Huddersfield NHS Foundation Trust became a Foundation Trust on 1 August 2006. The Trust provides 24-hour acute healthcare services to around 435,000 people who live in the two areas served by the Calderdale and Kirklees councils. The Trust also has patients who travel from further afield to access our services.

The Trust employs over 6000 people and has an operating income of £354m (2014/15).

In April 2011 the provider services from NHS Calderdale (the Primary Care Trust) transferred to the Foundation Trust forming part of the Trust’s strategy to become an Integrated Care Organisation.

The Trust’s principal commissioners are Greater Huddersfield Clinical Commissioning Group and Calderdale Clinical Commissioning Group and provides services to 435, 000 people.

A2.1 The Trust

Since its formation, the Trust has clearly demonstrated its ability to deliver high quality health services during a time of significant organisational change. This ability is based on a strong and committed workforce and partnership working across the local health community and private sector.

Each year the Trust has approximately:

• 110,000 in-patient and day-case admissions • 380,000 out-patient appointments at its hospitals • 130,000 attendances at its Accident and Emergency departments in Halifax and Huddersfield

The Trust provides services across two hospital sites, Calderdale Royal Hospital, Halifax and Huddersfield Royal Infirmary with a total of 870 beds.

The Secretary of State for Health and Social Care has approved the Trusts bid for £196 million of capital funding to progress our plans for reconfiguration of hospital and community services. The funding is part of a £230 million allocation to West Yorkshire and Harrogate Health and Care Partnership. This is part of our ongoing commitment to providing Compassionate Care for local people. We will work with commissioners, regulators and the Department of Health and Social Care to develop the plans in more detail, along with local people, partners, Scrutiny and campaign groups to ensure that we create the next steps together.

The key elements of the proposals which we submitted to the Secretary of State in August were:

Huddersfield Royal Infirmary and Calderdale Royal Hospital will both provide 24/7 consultant-led A&E services.

The A&E at CRH will receive all blue light emergency ambulances for patients that have serious life-threatening conditions (working closely with Yorkshire Ambulance Service).

The A&E at HRI will receive self-presenting patients. Patients requiring acute inpatient admission who present at HRI will be transferred by ambulance from HRI to CRH.

A specialist paediatric emergency centre at CRH. CRH and HRI hospitals will both provide medically led 24/7 urgent care. Critical care services, emergency surgical, complex surgery and paediatric surgical services will be

provided at CRH Planned surgery and care will be provided at HRI. Acute inpatient medical care will be provided at CRH. Patients who do not require acute clinical care but do require extra support whilst arrangements are

made to meet their future needs will be cared for at HRI. Midwifery-led maternity services will be provided on both hospital sites. Consultant led obstetrics and

neo-natal care will be provided at CRH Development of out of hospital care to enable patients to be cared for in the community when

appropriate.

There are several stages still to work through with our commissioners, our regulators and the Department of Health and Social Care as we develop the plans in more detail and our approach to increasing the use of digital technology across health and social care will be significant.

This is your opportunity as a senior leader in the organisation to contribute to the development of these new and enhanced services.

A2.2 Our Digital Journey

Calderdale & Huddersfield NHS Foundation Trust is at the forefront of the digital health revolution. With the launch of a full Electronic Patient Record in 2017 the Trust started on its journey to be the safest, most efficient and patient centred trust in the NHS. EPR is part of an ongoing project to develop a digital ecosystem within the trust to become a truly paperfree organisation. With this modernisation there are future opportunities for research, development in this rapidly developing field of medicine. Through working at CHFT you can be part of this innovative area aiming to bring safer and more effective care to our patients.

The Trust, in conjunction with Bradford Teaching Hospital NHS FT, has implemented an electronic patient record system. This is more than a computer system; EPR has transformed the way everyone at both Trusts works, making sense of busy, complex health services, analysing information in clever ways and helping to manage many every-day tasks.

This system not only helps to treat patients more effectively by giving healthcare staff easier access to up-to-date information, it also uses this information to improve care, and give healthcare staff the tools needed to be safer and more efficient.

It would be easy to think of EPR as simply a computer system that takes paper-based health records and stores them digitally. In reality, EPR has brought about a step-change in how our healthcare staff work.

The Trust has seen real benefits, transforming the way we deliver care, making sense of health services care for many thousands of patients every day, with different and complex health conditions. Having up to date, accurate information, available to everyone, whenever they need it helps us to offer the best care we can and ensure that patients get the treatment they need. EPR goes beyond being a system for storing information. When patient records are stored on paper, the information can only be understood and analysed by staff reading through all of it every time they see a patient. EPR is capable of taking this information and applying the knowledge, intelligence and experience of a much wider network. This means the system is capable of suggesting plans of care, supporting clinical decision-making and acting as a double-check.

In addition to this, it can be a valuable tool in managing the wider healthcare system. EPR can help to manage the flow of patients through our hospitals, helping them respond to increases in demand by identifying where beds are available (or where they might be available tomorrow) and offering insights into how services are used and where they could be more efficient. By drawing on best practice from across the NHS and beyond, EPR could give everyone working in local health services the tools they need to deliver safer, more efficient care.

The EPR system chosen by both trusts is called ‘Millennium’ and is supplied by US software supplier Cerner. This system is already used by thousands of healthcare organisations around the world, Homerton University Hospital NHS Foundation Trust, Barts Healthcare NHS Trust and St George’s NHS Foundation Trust.

Since the introduction of EPR our digital journey has continued, and we have led the way on many projects within the NHS. We are the first Trust to have successfully implemented a portal that allows us and our GPs to view each others’ patient records in real-time and will soon roll this out to Health and Social Care. We are also the first Trust in the UK to have truly digital ECGs that can be viewed in EPR. Other digital advances in patient care include electronic blood checking, remote patient monitoring, an electronic theatre management system, Bluspir, Medisoft for our Ophthalmologists and Athena in maternity services.

The digital success story doesn’t end with our patients, we also have a number of non-clinical applications that we have introduced to improve our working lives. We have an electronic appraisal system, electronic Job Planning software, and we are currently rolling out electronic rostering. Our mandatory training is online and we continue to develop other systems.

The Trust is committed to clinicians leading and managing service delivery. All specialties work within a structure of Divisions and Directorates led by Divisional and Clinical Directors who have responsibility and accountability for the operation of clinical services. Leadership development is encouraged and supported at all levels and there are excellent relationships between clinicians and managers throughout the Trust.

The Executive Board is the main board where clinical strategy is developed and discussed and where operational activities are agreed. This reports to the Board of Directors via Executive Directors who form part of the Executive Board alongside the Clinical Divisional Directors.

ORGANISATIONAL STRUCTURE

The four Clinical Divisions are detailed below along with some of the services that they offer:

Families and Specialist Services

Ante-natal Services Midwifery Services

Community Midwifery Services Paediatric Assessment and Observation

Children’s Assessment Unit Specialist Paediatric Team

Neo-natal Unit ACON

Gynaecology Services Sexual Health & HIV Services

Obstetric Services Family Nurse Partnership

Health Visiting Health Records and Appointments

Continence Infection Control

Diagnostic and Therapeutic Services

Radiology (including Medical Illustration)

Health Records and Appointments

Pathology Pharmacy

Infection Control Pharmacy Manufacturing Unit

Medical

Cancer Services Neurology

Respiratory Services Neurophysiology

Gastroenterology Rheumatology

Diabetes Dermatology

Cardiology Rehabilitation Services

Palliative Care Services for Older People

Acute/Emergency Medicine

Surgery and Anaesthetics

Orthopaedics Ophthalmology

Vascular Surgery Ear, Nose & Throat

Upper GI Surgery Colorectal

Breast Surgery Intensive & High Dependency Care

Urology Endoscopy

Maxillofacial Surgery Anaesthetic Services

Chronic & Acute Pain Services Day Surgery and Operating Theatres

Plastic surgery

There is also a separate Corporate Division which provides support services including Workforce and Organisational Development, Finance, Procurement & Supplies, the Health Informatics Service, Planning, Performance Estates & Facilities, Commissioning & Partnerships, the Medical Director’s Office and Corporate Nursing & Risk.

DIVISIONAL SERVICES

Board of Directors

The Board of Directors, led by the Chair, has a responsibility to make sure there is a clear strategic direction for the Trust and that it fulfils its statutory responsibilities in relation to patient care and experience, finance, governance, clinical quality and partnership working. The Board of Directors, in addition to the Chair, comprises six Non-Executive Directors and the following Executive Directors:

Chief Executive – Owen Williams Director of Nursing – Ellen Armistead Chief Operating Officer – Helen Barker Director of Finance – Gary Boothby Medical Director – David Birkenhead

Executive Director of Workforce and Organisational Development – Suzanne Dunkley

Membership Council

We have a well-established and proactive Membership Council and membership. Both are a vital link with the local community. The Membership Council has several statutory responsibilities including the appointment and termination of Non-Executive Director roles via the Nominations Sub Committee; setting the remuneration for Non-Executive Directors via the Remuneration Sub Committee; the appointment of the External Auditors and approval of the Trust’s Annual Plan.

The Board of Directors and the Membership Council work closely together to shape future plans for improved patient care and experience and to deliver governance processes of the highest order.

All medical and dental staff employed by the Trust are expected to comply with Trust Policy and management instruction with regard to Health and Safety and to Fire Prevention and, in particular to

anything that endangers themselves or others.

A5.1 Healthcare Associated Infection

Healthcare workers have an overriding duty of care to patients and are expected to comply fully with best practice standards. You have a responsibility to comply with Trust policies for personal and patient safety and for prevention of healthcare-associated infection (HCAI); this includes a requirement for rigorous and consistent compliance with Trust policies for hand hygiene including the ‘naked below the elbow’ approach, use of personal protective equipment and safe disposal of sharps. Knowledge, skills and behaviour in the workplace should reflect this; at annual appraisal you will be asked about the application of practical measures known to be effective in reducing HCAI. The Trust has the responsibility of ensuring that adequate resources are available for you to discharge your responsibilities.

HEALTH AND SAFETY

A5.2 Safeguarding

The Trust has in place both a Safeguarding Children Policy and a Safeguarding Adults Policy in line with national legislation.

The Safeguarding Policies place a duty upon every employee who has contact with children, families and adults in their everyday work to safeguard and promote their welfare. In the event that you have concerns about possible harm to any child or adult you should contact your line manager immediately or in their absence your Assistant Divisional Director. Out of hours contact should be made with the on-call manager through switchboard. The Trust has nominated Safeguarding Leads who act as contact points for support and advice if concerns are raised about a child or adult’s welfare. These individuals can be reached through switchboard during office hours by asking for the Named Professionals for Safeguarding Children or Adults respectively.

The policies and procedures described below are located on the intranet and internet site and you should ensure you are aware of, understand and comply with these. In addition, the Trust will publicise and raise awareness of its arrangements and provide appropriate resources and training.

CHFT Safeguarding Children Policy

Safeguarding Board Procedures for West Yorkshire (www.calderdale-scb.org.uk or

www.kirklees.gov.uk/safeguarding)

CHFT Safeguarding Adults Policy

CHFT Procedure for Managing Allegations Against Staff

Calderdale and Huddersfield NHS Foundation Trust aims to design and implement services, policies and measures that meet the diverse needs of our service, population and workforce, ensuring that none are placed at a disadvantage over others. We therefore aim to ensure that in both employment and services no individual is discriminated against by reason of their gender, gender reassignment, race, disability, age, sexual religion or religious/philosophical belief, marital status or civil partnership.

EQUALITY IMPACT STATEMENT