South Kerrier INT Strategic Manager

Key Responsibilities 1. Strategic Leadership & Change Management • Establish and continually strengthen a well-functioning Neighbourhood Leadership Team. • Establish and continually strengthen a high performing Neighbourhood Steering group • Develop and maintain the Neighbourhood Delivery Plan, setting priorities, milestones, risks, and metrics. • Act as the programme and operational engine room, coordinating workstreams and ensuring alignment with ICS priorities. • Work closely with the Integrated Care Area Place Director and Development Manager to ensure neighbourhood plans and delivery align with Integrated Care Area objectives. • Coalesce all partners to form a strong neighbourhood gang. With the ability to identify risks to a coherent team early, ensuring responsive to the needs to address challenges and issues early, enabling opportunities of integrated working to be maximised. Experience and/or understanding of all sectors would be advantageous to support effective neighbourhood leadership (e.g. primary care, local authorities, VCSE partners, acute services, mental health, and communities.) • 2. Service Transformation & Pathway Development • Map services and assets to identify integration and improvement opportunities. • Lead redesign of pathways to strengthen proactive, preventative, community-based care. • Draw on Population Health Management (PHM) data to target interventions and reduce inequalities. • Promote use of digital tools and innovative technologies to improve outcomes. • Explore opportunities for shared or optimised estate usage across partners. • 3. Operational Oversight, Performance, Data & Financial Management • Develop and maintain highquality performance dashboards, using the enabling infrastructure in place, ensuring appropriate data is captured to track outcomes, quality, access, and impact. • Analyse neighbourhood data, synthesising trends, risks, and insights to inform decisionmaking. • Produce monthly Neighbourhood steering group reports incorporating: • performance analysis • risks and issues • financial monitoring • progress updates • Lead local financial management, including tracking spend, forecasting, and ensuring value for money. • Support development of business cases and funding applications, using data and evidence to make the case for investment. • Ensure effective governance, decisionmaking processes, and risk management are in place. • Lead workforce planning to support new roles, new ways of working, and integrated teams. • Oversee operational delivery across the neighbourhood as the model matures. • 4. Continuous Improvement & Learning Culture • Apply quality improvement methodologies to identify and implement service improvements. • Promote peer learning and shared development across neighbourhood and ICS networks. • Use patient, staff, and community insight to shape services. • Share learning to inform the evolution of the wider ICS neighbourhood model. • Decision-Making Authority The postholder is responsible for: • Making operational decisions necessary to deliver the Neighbourhood Delivery Plan. • Determining sequencing, prioritisation, and resource allocation across neighbourhood workstreams. • Approving routine expenditure or commissioning of small pieces of work within agreed limits. • Signing off performance, progress, and risk reports for Board submission. • Leading decisionmaking in weekly Leadership Team meetings with the Clinical Lead. • Escalating issues requiring systemlevel decision-making with evidence-based recommendations. Job description Job responsibilities Key Responsibilities 1. Strategic Leadership & Change Management • Establish and continually strengthen a well-functioning Neighbourhood Leadership Team. • Establish and continually strengthen a high performing Neighbourhood Steering group • Develop and maintain the Neighbourhood Delivery Plan, setting priorities, milestones, risks, and metrics. • Act as the programme and operational engine room, coordinating workstreams and ensuring alignment with ICS priorities. • Work closely with the Integrated Care Area Place Director and Development Manager to ensure neighbourhood plans and delivery align with Integrated Care Area objectives. • Coalesce all partners to form a strong neighbourhood gang. With the ability to identify risks to a coherent team early, ensuring responsive to the needs to address challenges and issues early, enabling opportunities of integrated working to be maximised. Experience and/or understanding of all sectors would be advantageous to support effective neighbourhood leadership (e.g. primary care, local authorities, VCSE partners, acute services, mental health, and communities.) • 2. Service Transformation & Pathway Development • Map services and assets to identify integration and improvement opportunities. • Lead redesign of pathways to strengthen proactive, preventative, community-based care. • Draw on Population Health Management (PHM) data to target interventions and reduce inequalities. • Promote use of digital tools and innovative technologies to improve outcomes. • Explore opportunities for shared or optimised estate usage across partners. • 3. Operational Oversight, Performance, Data & Financial Management • Develop and maintain highquality performance dashboards, using the enabling infrastructure in place, ensuring appropriate data is captured to track outcomes, quality, access, and impact. • Analyse neighbourhood data, synthesising trends, risks, and insights to inform decisionmaking. • Produce monthly Neighbourhood steering group reports incorporating: • performance analysis • risks and issues • financial monitoring • progress updates • Lead local financial management, including tracking spend, forecasting, and ensuring value for money. • Support development of business cases and funding applications, using data and evidence to make the case for investment. • Ensure effective governance, decisionmaking processes, and risk management are in place. • Lead workforce planning to support new roles, new ways of working, and integrated teams. • Oversee operational delivery across the neighbourhood as the model matures. • 4. Continuous Improvement & Learning Culture • Apply quality improvement methodologies to identify and implement service improvements. • Promote peer learning and shared development across neighbourhood and ICS networks. • Use patient, staff, and community insight to shape services. • Share learning to inform the evolution of the wider ICS neighbourhood model. • Decision-Making Authority The postholder is responsible for: • Making operational decisions necessary to deliver the Neighbourhood Delivery Plan. • Determining sequencing, prioritisation, and resource allocation across neighbourhood workstreams. • Approving routine expenditure or commissioning of small pieces of work within agreed limits. • Signing off performance, progress, and risk reports for Board submission. • Leading decisionmaking in weekly Leadership Team meetings with the Clinical Lead. • Escalating issues requiring systemlevel decision-making with evidence-based recommendations.