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Detailed job description and main responsibilities

Operational 

Accountable for leading all activities including, but is not limited to: - 

• Manage, monitor and report on benefits realisation management, tracking the progress and ensuring that the intended benefits are achieved with outcomes maximised. 
• Oversee the work with the Deputy Directors to ensure the information systems are integrated with the overall strategy; ensuring synergy between strategy milestones and objectives. 
• Develop and implement appropriate long-term business strategy with stakeholders, implementing new business processes as required. 
• Ensure appropriate governance structures are in place to support. 
• Work with the Directorate and People & OD senior staff to ensure the smooth transition of people within the new system. And appropriate focus on the culture changes needed to underpin, working with People and OD staff to deliver appropriate OD interventions. 
• Manage the impact on business-critical process and key talent. 
• Manage the appropriate programme controls ensuring monitoring and control activities and performance targets are on track. 
• Ensure appropriate stakeholder engagement strategy is in place defining how the strategy will engage with all stakeholder groups and what information flows will be established and maintained. 
• Ensure there is a resource management plan which sets out the activities required to implement. (Resources meaning finances, people, assets and technology). 
• Manage system risks ensuring they are appropriately identified, and 
• controls and/or mitigation is in place, escalating to the system board as appropriate. 
• Establish and manage the Directorate’s risk management, change control and issue resolution processes. 
• Supports the Director in senior stakeholder engagement and aligning the function/strategy from strategic objectives and business needs. 
• To monitor, interpret and qualify assure progress against deliverables. Quality assurance and progress of deliverables to NHS England that often require adjustments specifically in relation to the complex corporate business agenda, strategic objectives and the business planning process. 
• To develop business plans and provide expert strategic and policy advice and guidance.  

Financial and Physical Resources 

• Budget setting across a range of areas/services, managing and monitoring related activity, liaising with Finance colleagues to ensure appropriate costings, and ensure compliance with standing financial instructions. 
• Responsible for ensuring adherence to the directorate budget, ensuring appropriate documentation is available for scrutiny. Constantly striving for value for money and greater efficiency. 
• Responsible for providing guidance, management and assurance on the procurement of identified products, equipment, services and facilities for assigned Directorate. 
• Responsible for making recommendations, providing advice and able to prepare strategic reports/briefings as required. 
• Constantly strive for value for money and greater efficiency in the use of these budgets and to ensure that they operate in recurrent financial balance year on year. 

Staff Management  

• Manage the Directorate, building a collaborative working environment and an innovative culture. 
• Motivate and inspire staff throughout the strategy to role model leadership and innovation. 
• Leading multiple teams to ensure the plan/deliverables are met in a timely manner, to the required standards and within budget. 
• Work across the wider organisation to agree prioritisation of blocks of work and related resource allocation. 
• Responsible for the recruitment and development of the Directorate staff, including undertaking appraisal and personal development and, where appropriate, progressing any disciplinary or capability issues. 
• Support an effective matrix approach. 
• Highlight, promote and report innovative approaches to education and training, particularly their impact on service. 
• Responsible for managing multiple functions within the directorate. 

Information Management

• Required to present to a range of internal and external stakeholders (including executive sponsors and non-executive authorities). Information relating to programme/service delivery often in challenging and potentially hostile situations. 
• Developing and presenting detailed reports summarising status on issues, appraising outcomes, and providing progress reports for senior staff or groups of staff as directed from time to time, tailoring the content to meet the needs of the audience. 
• Operate within and provide enhancements to current management information and reporting to enhance decision making processes. 
• Responsible for the overall planning and delivery of the strategy and for providing vision and strategic direction to the team and defining and managing the governance processes of the strategy. 
• Chair or attend as appropriate, meetings with varied internal and external key stakeholders to facilitate the delivery of the strategic objectives. 
• Contribute to the review and development of existing project information management systems and contribute to the development of an integrated approach to project management. 
• Responsible for the development and delivery of data systems across the organisation. 
• Responsible for the design, development and implementation of information systems within the directorate rather than data systems. 

Policy and Service Development: 

• Ensure that all staff within the Directorate are aware of relevant policy and procedures and that communication is developed and deployed appropriately. 
• Maintain a good knowledge of emerging policies from government departments, the organisation in defining the strategy. In order to support delivery of the NHS Long Term Plan. 
• Working across multiple agencies both within and outside of the NHS, equivalent to a directorate when compared to other NHS provider organisations. 
• Lead on policy development with impact across the organisation. 

Research and Development 

• Develops a strategy including research and development to identify, develop and promote best practice, this could be UK wide, globally, public or private sector both within and outside the health economy 
• Drawing from experience and expertise in other academic fields and industries, ensures that the organisation benefits from relevant initiatives. 
• Highlight, promote and report innovative approaches to education and training, particularly their impact on service. 
• Commission and co-ordinate Research and Development strategy to drive innovation.