Working as part of a dynamic team, the post holder will lead and support quality improvement in complex pathways of care. The work includes developing effective programmes, working with a broad range of stakeholders, and large scale change management across several organisations. Key Responsibilities and activities Operational As senior lead working internally and externally to deliver projects, initiatives, and services to time and in a cost-effective way. To support the identification and sharing of best practice to support service improvement. To operate in a highly political and sensitive environment. Support the portfolio of programmes/projects in demonstrating value for money tracking, managing, and delivering agreed benefits. Provide advice and prepare strategic reports and briefings for directors and stakeholders. In depth analysis, interpretation, and production of complex and multiple reports. Planning and Organisation Ensure projects, services and initiatives are delivered on time, to quality standards and in a cost-effective manner, adjusting plans as required. Determine the strategic planning of projects, identifying interdependencies across projects/functions, potential impacts on wider organisation, resource requirements and building in contingency and adjustments as necessary. Determine the development of performance and governance strategies and the development and implementation of improvement programmes, in accordance with Service Sector priorities. Determine short, medium, and long-term business plans, achieving quality outcomes. Improving quality and outcomes To work collaboratively with the regional and national programme teams and other key stakeholders to ensure that the defined programmes deliver improvements in outcomes for patients. To lead the planning, delivery, and assurance of large-scale programmes of quality improvement which support commissioners in achieving outcome ambitions for patients. This will require strong project and programme management skills. To develop and utilise specialist knowledge and experience in cancer care, related to the use of network models and improvement science to achieve step changes in quality across complex pathways and systems of care. To manage and maintain credibility with all the key players within the alliance community, fostering a culture of collaboration for the delivery of equitable, high-quality care. At times this will include acting as an honest broker reconciling conflicting views and interests. To understand, communicate and implement national policy through alliance improvement activities. To keep abreast of national best practice, ensuring this is shared and widespread adoption secured through advanced influencing skills. To foster a culture of innovation, through working in collaboration with academic and education structures such as Health Innovation Networks, CLAHRCs and Local Education and Training Boards. To establish and maintain robust and systematic governance arrangements for improvement project activities. To establish and maintain highly effective communication routes to meet the needs of a diverse range of stakeholder interests. Enabling Clinical Leadership To ensure that clinical leadership is central to the delivery of all alliance activities. To work collaboratively across the Cancer Alliance, regionally and nationally to foster and promote a culture of clinical engagement and influence ensuring alliance improvement initiatives are truly clinically led. To ensure widespread multidisciplinary involvement including doctors, nurses, allied health professionals and clinical scientists in pathway improvement. Enabling patient and public involvement To act as a champion for patients and their interests and involve the public and patients in policy development and decision-making. To ensure patients, and their carers, are actively engaged in alliance activities. Particular focus is needed on ensuring pathways of care are patient centred. Promoting equality and reducing inequalities To uphold organisational policies and principles on the promotion of equality. To create an inclusive working environment where diversity is valued, everyone can contribute, and everyday action to ensure we meet our duty to uphold and promote equality. Policy and Service Development Have responsibility for developing policy and procedure within own discipline/field, including briefings, commissioning, business, or resources. Responsible for proposing and drafting changes, implementation and interpretation to policies, guidelines, and service level agreements (SLAs) which may impact within Department or Directorate. Proposes changes to own project/service and make recommendations for other projects/service delivery. People Management Responsible for the day-to-day range of staff management matters, which will include responsibility for supporting appraisals, development of staff, recruitment, and where necessary employee relations matters. Responsible for an individuals development on the job and team performance. Information Develop and deliver information sharing systems. Develop the acquisition, organisation, provision and use of knowledge and information. Highlight exceptions and risks ensuring mitigating action is taken. Drafting reports summarising status on issues, appraising outcomes, and providing progress reports. Collate as required, qualitative and quantitative information and lead appropriate analysis to develop robust business cases and contribute to delivery of products and service improvement. Analyse, interpret and present data to highlight issues, risks and support decision making. Financial and Physical Resources Responsible for matching the available budget to the appropriate staff resources and projects and for ensuring that the budget breaks even, coordinating and monitoring expenditure. Responsible for supporting the commissioning of projects and procurement of services to support project delivery, acting in accordance with Standing Orders and Standing Financial Instruction. Provide financial reports to the Managing Director and the Board as required. Act in a way that is compliant with Standing Orders and Standing Financial Instructions in the discharge of this responsibility. Constantly strive for value for money and greater efficiency in the use of budgets, and to ensure that they operate in recurrent financial balance year on year. Partnership and cross boundary working To ensure links and collaboration between the alliance and the varying strategic clinical networks where there are synergies in pathways and work priorities. To engage and develop collaborations for quality improvement across whole health communities, for the realisation of equitable access to quality care and the achievement of outcome ambitions for all patients. To work with other structures, including Health Innovation Networks, aligning innovation, education, informatics, and quality improvement. To work with national level bodies ensuring alignment of policy and service transformation for patients. Leadership for transformational change To model a collaborative and influencing style of working, negotiating with others to achieve the best outcomes. Embedding this approach across the alliance. To be a highly motivated individual, demonstrating a transformational leadership style and adopt a flexible approach to meet the competing demands of the role.