Neighbourhood Health Strategic Manager


Company:	NHS Jobs
Salary:	£39,959 to £58,500 a year
Hours:	Full-time
Location:	Callington, PL17 7AW
Job type:	Contract
Posting date:	1 Oct 2026
Closing date:	15 Oct 2026

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Summary

Key Responsibilities 1. Programme Management and Delivery Coordinate and support delivery of priorities agreed by the INT Board and Neighbourhood Leadership Team. Work alongside identified clinical, operational, project and workstream leads to develop and progress agreed programmes of work. Develop and maintain an overarching Neighbourhood Delivery Plan incorporating agreed priorities, milestones, actions, dependencies, risks and measures. Support project and workstream leads with appropriate programme and project management expertise. Coordinate activity across workstreams and partner organisations where projects have interdependencies. Monitor progress against agreed plans and identify delays, risks, barriers and dependencies requiring action or escalation. Facilitate resolution of operational barriers where these fall within agreed programme arrangements. Escalate matters requiring strategic, clinical, financial, workforce or organisational decisions through the appropriate governance arrangements. Provide clear evidence, options and recommendations to support decision-making. Maintain appropriate programme documentation, action logs, risk registers and assurance processes. Ensure agreed decisions and actions are appropriately communicated and progressed. Support delivery without assuming sole responsibility or accountability for projects or workstreams owned by individual organisations, clinical leads, project leads or multidisciplinary groups. 2. Operational Engagement and Service Development Maintain a visible presence across primary care, community services and partner organisations throughout the neighbourhood. Develop and maintain a detailed understanding of existing operational activity, services, pathways, workforce arrangements and service pressures. Engage directly with frontline clinical and non-clinical teams to understand how services operate in practice. Identify duplication, gaps, operational barriers and opportunities for improved integration. Map existing services, pathways, community assets and available resources. Support partners to develop and implement agreed service and pathway improvements. Facilitate collaboration where delivery crosses organisational or professional boundaries. Support development of proactive, preventative and community-based models of care. Ensure operational experience and feedback from staff informs neighbourhood planning and development. Support appropriate engagement with patients, communities and the voluntary sector when developing neighbourhood services. 3. Partnership and Relationship Management Develop strong and constructive relationships across primary care, community services, local authorities, VCSE organisations, acute services, mental health services and other neighbourhood partners. Facilitate effective multidisciplinary and multi-agency working. Work constructively across organisational boundaries while recognising the individual governance and accountability arrangements of partner organisations. Support partners to identify common priorities and opportunities for collaborative working. Facilitate discussions where organisations have differing operational pressures, priorities or requirements. Identify and support resolution of barriers to integrated working. Escalate issues which require strategic or organisational decisions. Represent the neighbourhood at appropriate programme, operational and system forums where authorised to do so. Maintain effective links with other neighbourhoods and system partners to support shared learning and avoid unnecessary duplication. 4. INT Board and Neighbourhood Leadership Team Support Support effective operation of the INT Board and Neighbourhood Leadership Team. Coordinate relevant meetings and ensure appropriate information is available to support discussion and decision-making. Prepare programme, performance, financial, risk and progress information for consideration by the Board and Leadership Team. Provide operational intelligence, professional advice, options and recommendations. Maintain appropriate records of decisions, actions and programme responsibilities. Monitor and support progression of agreed actions between meetings. Identify matters requiring escalation or formal decision. The Strategic Manager will attend and actively contribute to the INT Board but will not be a voting member of the Board. The postholder's role is to advise, inform, coordinate and support implementation. Formal strategic decisions remain with the appropriate decision-making body. 5. Service Transformation and Pathway Development Support the development and implementation of integrated pathways and new models of care. Work with clinical and operational colleagues to understand existing pathways and identify opportunities for improvement. Use service activity, Population Health Management information, operational intelligence and other available evidence to inform proposals. Support development of proactive and preventative approaches to care. Facilitate service redesign activity involving multiple organisations or professional groups. Support appropriate use of digital technology and innovation where this contributes to agreed neighbourhood priorities. Explore opportunities to make effective use of existing neighbourhood resources and estates. Support evaluation of implemented changes and identification of further improvement opportunities. 6. Performance, Data and Reporting Develop and maintain appropriate mechanisms for monitoring neighbourhood activity, delivery, outcomes and impact. Analyse available neighbourhood data and identify relevant trends, risks, variation and opportunities. Develop clear and proportionate performance reporting arrangements. Produce regular reports for the INT Board and Neighbourhood Leadership Team covering areas including: o programme progress; o agreed performance measures; o risks and issues; o financial position; o dependencies; o areas requiring decision or escalation. Support development and maintenance of appropriate dashboards and reporting tools. Use Population Health Management and other available data to support service development and evaluation. Translate complex information into clear and accessible reports for different audiences. Ensure reports distinguish appropriately between factual information, analysis, recommendations and matters requiring formal decision. 7. Financial and Resource Management Monitor neighbourhood expenditure against agreed budgets and funding allocations. Maintain appropriate financial monitoring information in conjunction with relevant finance colleagues and employing organisations. Support financial forecasting and identification of potential financial risks. Provide financial information and analysis to support Board and Leadership Team decision-making. Support development of business cases, funding proposals and investment requests. Support assessment of value for money and anticipated benefits arising from neighbourhood initiatives. Work within agreed financial governance and delegated authority arrangements. Escalate proposed expenditure, commissioning decisions or resource changes requiring formal approval. The postholder will not independently determine significant financial priorities or resource allocation for the neighbourhood. 8. Workforce and Organisational Development Support development of the neighbourhood workforce in accordance with priorities agreed by the INT Board and partner organisations. Contribute to workforce planning associated with service redesign and development of integrated teams. Identify workforce implications, dependencies and risks arising from proposed changes. Support development of new roles and ways of working where these form part of agreed neighbourhood programmes. Facilitate multidisciplinary and multi-agency workforce discussions. Work with HR, workforce and organisational development colleagues across partner organisations as appropriate. Support development of effective multidisciplinary team working and collaborative cultures. The postholder will not assume employer responsibilities for staff employed by individual partner organisations unless these responsibilities are specifically delegated through an agreed management arrangement. 9. Governance, Risk and Assurance Support development and maintenance of proportionate programme governance arrangements. Maintain oversight of programme risks, issues and dependencies. Ensure risks are appropriately documented, reviewed and escalated. Support the Board and Leadership Team to maintain oversight of programme delivery. Work within relevant organisational policies, information governance requirements and statutory responsibilities. Recognise and respect the individual governance responsibilities of organisations participating within the neighbourhood. Identify where formal approval or organisational sign-off is required before implementation of proposed changes. 10. Continuous Improvement and Learning Promote a culture of continuous improvement and shared learning. Apply appropriate quality improvement and change management methodologies. Support teams to identify and test opportunities for improvement. Evaluate the impact of neighbourhood projects and service changes. Use staff, patient and community feedback to inform improvement activity. Share learning between projects, organisations and neighbouring INTs. Identify successful approaches which could be adopted more widely. Support the neighbourhood to learn from challenges, delays and unintended consequences as well as successful delivery. Accountability and Decision-Making The Strategic Manager will operate with a significant degree of professional autonomy in coordinating and supporting agreed programmes of work.

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