Days Matter Improvement Lead
| Company: | NHS Jobs |
|---|---|
| Salary: | £57,528 - £64,750 |
| Hours: | Full-time |
| Location: | Kettering, NN16 8UZ |
| Job type: | Contract |
| Posting date: | 23 Jul 2026 |
| Closing date: | 4 Aug 2026 |
Summary
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.
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