Days Matter Improvement Lead

Performance Improvement Leadership • Lead the delivery of the Days Matter improvement programme across participating providers. • Identify opportunities to improve performance against cancer waiting time standards. • Undertake detailed pathway analysis to identify bottlenecks, unwarranted variation and opportunities for improvement. • Develop and oversee improvement plans with measurable outcomes. • Support providers to deliver sustainable pathway redesign and service transformation. • Ensure improvement activity is aligned with national cancer objectives and regionalpriorities. Programme and Project Management • Establish and maintain programme governance arrangements. • Develop project plans, milestones, risk registers and reporting frameworks. • Monitor delivery against agreed objectives and benefits realisation plans. • Coordinate multiple workstreams simultaneously. • Produce high-quality reports, briefings and presentations for senior leaders andboards. Performance Analysis • Analyse complex datasets relating to cancer waiting times and operational performance. • Interpret quantitative and qualitative information to identify trends and root causes. • Use benchmarking to compare provider performance and identify best practice. • Develop performance dashboards and improvement metrics. Stakeholder Management • Build strong relationships with: • Chief Operating Officers • Cancer Managers • Clinical Directors • Tumour Site Leads • Cancer Alliances • Integrated Care Boards • EMCA representatives • Facilitate collaborative improvement across organisational boundaries. • Influence senior stakeholders to secure engagement and delivery of improvement actions. Service Improvement • Apply recognised improvement methodologies including: • Lean • Model for Improvement • PDSA cycles • Process mapping • Demand and capacity modelling Quality Improvement methodologies • Facilitate pathway redesign workshops. • Share learning and best practice across organisations. • Support implementation of national best practice timed pathways. Governance and Assurance • Provide assurance regarding programme delivery, risks and mitigations. • Prepare reports for programme boards, executive groups and regional governance forums. • Ensure compliance with NHS governance requirements. Strategic Responsibility • Leading significant improvement programmes across organisations. • Translating national policy into local delivery plans. • Influencing strategic decision-making. Financial Responsibility • Responsible for management of allocated programme budgets where delegated. • Supporting business case development and investment decisions. Workforce Responsibility • Matrix management of multidisciplinary teams. • Supervision and development of project staff. • Leadership without direct line management authority across provider organisations. Analytical Responsibility • Interpretation of highly complex performance and operational information. • Identification of risks, trends and improvement opportunities. Freedom to Act • Operates with a high degree of autonomy. • Makes independent judgements within broad organisational objectives. • Escalates significant risks and issues appropriately. Communication Responsibility • Negotiates and influences at senior management level. • Presents complex information to a range of audiences. • Facilitates agreement across multiple stakeholders with differing priorities. Job description Job responsibilities Performance Improvement Leadership • Lead the delivery of the Days Matter improvement programme across participating providers. • Identify opportunities to improve performance against cancer waiting time standards. • Undertake detailed pathway analysis to identify bottlenecks, unwarranted variation and opportunities for improvement. • Develop and oversee improvement plans with measurable outcomes. • Support providers to deliver sustainable pathway redesign and service transformation. • Ensure improvement activity is aligned with national cancer objectives and regionalpriorities. Programme and Project Management • Establish and maintain programme governance arrangements. • Develop project plans, milestones, risk registers and reporting frameworks. • Monitor delivery against agreed objectives and benefits realisation plans. • Coordinate multiple workstreams simultaneously. • Produce high-quality reports, briefings and presentations for senior leaders andboards. Performance Analysis • Analyse complex datasets relating to cancer waiting times and operational performance. • Interpret quantitative and qualitative information to identify trends and root causes. • Use benchmarking to compare provider performance and identify best practice. • Develop performance dashboards and improvement metrics. Stakeholder Management • Build strong relationships with: • Chief Operating Officers • Cancer Managers • Clinical Directors • Tumour Site Leads • Cancer Alliances • Integrated Care Boards • EMCA representatives • Facilitate collaborative improvement across organisational boundaries. • Influence senior stakeholders to secure engagement and delivery of improvement actions. Service Improvement • Apply recognised improvement methodologies including: • Lean • Model for Improvement • PDSA cycles • Process mapping • Demand and capacity modelling Quality Improvement methodologies • Facilitate pathway redesign workshops. • Share learning and best practice across organisations. • Support implementation of national best practice timed pathways. Governance and Assurance • Provide assurance regarding programme delivery, risks and mitigations. • Prepare reports for programme boards, executive groups and regional governance forums. • Ensure compliance with NHS governance requirements. Strategic Responsibility • Leading significant improvement programmes across organisations. • Translating national policy into local delivery plans. • Influencing strategic decision-making. Financial Responsibility • Responsible for management of allocated programme budgets where delegated. • Supporting business case development and investment decisions. Workforce Responsibility • Matrix management of multidisciplinary teams. • Supervision and development of project staff. • Leadership without direct line management authority across provider organisations. Analytical Responsibility • Interpretation of highly complex performance and operational information. • Identification of risks, trends and improvement opportunities. Freedom to Act • Operates with a high degree of autonomy. • Makes independent judgements within broad organisational objectives. • Escalates significant risks and issues appropriately. Communication Responsibility • Negotiates and influences at senior management level. • Presents complex information to a range of audiences. • Facilitates agreement across multiple stakeholders with differing priorities.