Outpatients Service Manager

As Outpatients Service Manager, you will lead the day-to-day delivery,

performance and development of a diverse portfolio of NHS outpatient services

across multiple specialties and locations. You will provide leadership to a

large multidisciplinary workforce, ensuring services are safe, effective,

financially sustainable and focused on delivering an excellent patient

You will oversee operational performance, workforce planning, quality and

governance, patient pathways and service improvement initiatives. The role also

includes leading service developments, mobilising new services and clinics,

working with clinicians and system partners, and using data and insight to

support evidence-based decision-making. You'll be expected to identify

opportunities for improvement, manage risk, resolve complex operational

challenges and ensure services consistently meet contractual and quality

standards.

We are seeking an experienced operational leader with a track record of

managing healthcare services and delivering results in a complex environment.

You will be a confident communicator who can build strong relationships with

clinicians, staff, commissioners and partner organisations.

If you are looking for a role where

you can lead, influence, develop services and help shape the future of

community-based healthcare, we would love to hear from you.

is committed to promoting equality, diversity and inclusion. We strive to

create an environment where everyone feels valued, respected and able to

contribute. We welcome applications from people of all backgrounds and are

committed to equal opportunities for all.

Our

clinics operate Monday to Saturday, and the post holder will participate in a

rotational management cover arrangement on Saturdays, 1 in 3.

Strong leadership and people

management skills.

Experience managing operational

performance, quality, governance and service delivery

The ability to analyse data and use

insight to make evidence-based decisions

Experience leading service

improvement, transformation or mobilisation projects

Excellent organisational skills and

the ability to manage competing priorities

Strong problem-solving,

decision-making and stakeholder management skills

A commitment to high-quality patient

care, inclusion and continuous improvement

responsible for the safe, effective, efficient and patient-centred delivery of

DHC outpatient services across multiple specialties and locations. The post

holder provides visible operational leadership, translates organisational

strategy into deliverable service plans and ensures that quality, performance,

workforce, financial and contractual requirements are managed in a coordinated

way

The post holder leads the Outpatients

management team and has overall responsibility for patient pathways, day-to-day

service delivery, service development, mobilisation of new services and sites,

clinical and corporate governance, workforce planning, stakeholder

relationships and continuous improvement. They will work closely with the

Director of Services, Medical Director team, clinical leads, corporate teams,

commissioners, GP practices, host-site partners, NHS trusts, independent

providers and subcontracted clinicians

The role requires sound judgement, resilience

and the ability to balance competing operational priorities while maintaining

oversight of risk and longer-term objectives. The post holder will use data,

patient and staff feedback, complaints, incidents, audits and external

requirements to identify priorities, make evidence-based recommendations and

ensure improvements are implemented and sustained

Service leadership and

operational management

ensuring safe, responsive and effective delivery across all sites, specialties

and administrative functions

departmental plans, priorities, measures and accountabilities

governance, escalation and communication arrangements and ensuring appropriate

management cover

including pathway elements delivered by subcontractors and partner

organisations

productivity, access and pathway risks, taking timely action where delivery

varies from plan

issues, balancing immediate service continuity with patient safety, experience

and organisational risk

in place, understood, tested where appropriate and reviewed following

disruption

recommendations to the Director of Services, Board and relevant governance

groups

Performance, data, contracts

and financial management

key performance indicators, service level agreements and relevant local and

national standards

variation and agree corrective actions with accountable leads

evidence-based decision-making, service planning and continuous improvement

to support activity planning and forecasting, cost modelling and financial

control

to improve productivity, clinic utilisation, value for money and environmental

sustainability without compromising quality or safety

submissions and evidence are accurate, complete and delivered within required

timescales

Service development,

transformation and mobilisation

outpatient services, pathways, clinic models and delivery locations from

concept through mobilisation and business-as-usual handover

patient need, activity, workforce, estates, digital requirements, clinical

dependencies, finance, risk and benefits

programme and project leadership for service transformation, mobilisation and

improvement initiatives

accessible, efficient and aligned with commissioning intentions and relevant

professional or national guidance

equipment, estates, information governance, digital systems, standard operating

procedures, communications and partner agreements

automation and digital tools to improve patient access, staff experience, data

quality and productivity

learning is used to refine future service development

Quality, governance and

risk

arrangements and relevant legal, regulatory, contractual and professional

clinical governance, clinical supervision, audit, appraisal and safe practice

for employed and subcontracted clinicians

escalate risks that exceed local tolerance or require wider organisational

support

including infection prevention and control, safeguarding, information

governance, health and safety, fire safety, carers, accessibility and

host-premises assurance as applicable

instructions are current, evidence-based, accessible and embedded in practice

and significant operational events, ensuring proportionate investigation, clear

responses, action planning, learning and closure within required timescales

patient feedback and external reviews to drive measurable and sustained

improvement

learn openly and understand their individual responsibilities for quality and

safety

Patient experience,

access and engagement

central to operational and strategic decision-making

make reasonable adjustments for patients and service users where required

concerns, agree actions and communicate improvements to staff and stakeholders

partner organisations to support appropriate referrals to us, onward referrals

and patient pathway management, ensuring information is shared within agreed

timescales and that patients experience coordinated, timely and seamless

transitions between services

written in clear language

People leadership and

workforce

direct reports, setting clear objectives and holding individuals to account for

delivery and behaviours

establishment, skill mix, recruitment, onboarding, induction, training,

retention, succession and management cover support service requirements

performance and employee relations matters fairly, promptly and in line with

DHC policies and employment law

environment in which staff understand priorities, contribute ideas and receive

regular communication and feedback

effective delegation, consistent management practice and professional

development

workforce assurance requirements

service decisions do not create avoidable barriers or disadvantage

Partnerships and

stakeholder management

practices, Primary Care Networks, NHS trusts, independent hospitals, host

premises, suppliers, subcontractors and community partners

with external providers, ensuring actions, risks and dependencies are recorded

and followed through

presenting complex or sensitive information clearly and adapting communication

to the audience

Work across organisational boundaries to resolve pathway issues,

improve coordination and develop services closer to patients homes where

appropriate

Please refer to the job description for full details of the role and responsibilities.

Dorking Healthcare (DHC) is a CQC-rated Good healthcare provider delivering a wide range of NHS services across Surrey and Sussex. We are passionate about improving access to care, reducing waiting times and providing excellent patient experiences. Our outpatient services continue to grow and evolve, creating opportunities for innovation, service improvement and professional development.

As an agile organisation, we can make decisions quickly, embrace new ideas and give our teams the opportunity to make a real difference. You will be joining a friendly and collaborative management team that works closely together to support each other, solve problems and continually improve the services we provide.

We value individuals who take ownership, seek solutions and are motivated by making a positive difference for patients and colleagues. A positive, "can-do" attitude, strong teamwork and a commitment to continuous improvement are at the heart of how we work.

Qualifications

Desirable: - Postgraduate qualification or recognised management/leadership qualification.; - Relevant project, quality improvement or change management qualification.

Attributes

Knowledge

Experience

Skills and aptitudes

Desirable: - Advanced Excel, Power BI or equivalent data-visualisation/reporting skills.; - Formal quality improvement or project management methods.