Quality Improvement Lead

NCTHnet is actively improving and innovating its service provision in line with NHS England's Levy Review recommendations and the National Improvement Network. The post holder will lead the Quality Improvement Initiative working on the Gender Programme within NHS England's Specialised Commissioning, leading on extensive gender improvement projects and workstreams from within NHSE Specialised Services under the direction of the Quality Improvement Deputy Director. This is a high profile, complex transformation change programme necessitating dedicated leadership and oversight, including close working with several critical partners, providers, and other stakeholders. The post holder will be expected to work on a range of projects considering financial, operational, and quality aspects to drive sustainable improvement and deliver the best outcomes for patients on the gender pathway. The Senior Quality Improvement Lead will operate within the Quad Leadership Model, working together with the Head of Patient Safety, Quality & Experience and wider Clinical Leadership to facilitate Safe, Effective, Caring, Responsive and Well-Led Services delivered within the Community & Specialist Care Group. The post holder will be expected to work on a range of projects considering financial, operational, and quality aspects to drive sustainable improvement and deliver the best outcomes for patients on the gender pathway. The key elements of the roles are: Identifying and evaluating the significant issues providers and systems face in the provision of gender services. Leading quality improvement projects focused on improving operational processes and patient outcomes across national NHS healthcare facilities. Developing and implementing data-driven solutions and interventions to optimise healthcare delivery processes, reduce inefficiency, and enhance patient care quality. Utilise statistical analysis and performance metrics to measure the impact of process improvements, tracking progress and reporting results to senior management. Supporting the process by which providers and system partners agree their preferred solution or course of actions. Support the Clinical and Operational leadership in managing the budgetary implications of activity and proposed changes and developments. Proactively manage the key risks and issues associated with ensuring appropriate actions are taken to mitigate, respond and escape. Monitoring the overall progress of the developed strategies to ensure completion within agreed timescales. #TeamNottsHC comprises over 10,500 dedicated colleagues who #MakeADifference every day. We deliver intellectual disability, mental health, community health and forensic health services across Nottinghamshire, Leicestershire and South Yorkshire. Our care is provided from over 80 sites, spanning community locations, acute settings and secure environments. We are one of the largest mental health and community health Trusts in the East Midlands and one of Nottinghamshire's biggest employers. We also host national and regional services, such as the National High Secure Deaf Service and the Nottingham Centre for Transgender Health. We offer a variety of employee-led staff networks, including Equality, Diversity and Inclusion (EDI) groups, the Green Champions network, the Freedom to Speak Up network, the Health and Wellbeing Champions network, and the Menopause Champions network. These networks play a vital role in supporting our diverse workforce and promoting a culture of inclusivity. The health and wellbeing of colleagues is a top priority. We invest significantly in this through our in-house occupational health and staff counselling services, supported by a dedicated Health and Wellbeing team. The Trust is committed to reducing its carbon emissions, with a specialised Energy and Environmental team working to ensure compliance with environmental legislation, enhance our environmental performance, and achieve our net-zero commitment. Strategy/Planning:

• Leading on the development and delivery of the service's Quality Improvement Strategy, connected to the Trust's priorities, objectives and plans.
• Work closely with relevant members of the senior leadership team to raise the profile of the organisation as a learning organisation.
• Develop and sustain positive relationships, based on the QI agenda, with other services and teams within the Trust, and with other national, regional and international relevant organisations
• Promote the use of QI principles to influence all agendas within the service
• Promoting the sharing of learning across the wider system, with the inclusion of all service stakeholders, both internal and external.
• Establish effective monitoring and reporting systems and tools to inform and facilitate discussion and decision making in relation to the progress and performance of the organisation in relation to its QI needs and the solutions being applied. These systems will offer clear exposition of complex concepts and advance interpretation of results, themes and trends.
• Delivery of improvement programmes:
• Lead the prioritisation of opportunities for improvement.
• Enabling and facilitating the implementation of measurable and effective improvement initiatives to address issues, risks and opportunities to improve processes, practices, staff experience, and patient outcomes and satisfaction. With a clear hands-on vocation to ensure the success of improvement initiatives.
• Providing supportive oversight to the improvement activity and performance across the service.
• Support and promote innovation within the service.
• Ensure learning from the improvement activity is shared and influences decision making and improvement practice. Create the necessary structures and governance to ensure the effectiveness of the learning process.
• Apply effective project and programme management approaches to ensure the successful management of the improvement agenda.
• Building capacity:
• Establish a clear framework for the identification and prioritisation of opportunities for improvement, and for the implementation of solutions to address these opportunities and to evaluate the impact of such initiatives. This framework will be supported by effective and dynamic governance arrangements.
• Select and adapt well known QI approaches, methodologies and tools, to support the effective application of the service's QI framework and the success of improvement initiatives. These approaches will be based on recognised methodologies such as Lean, Six Sigma, Model for improvement, etc.
• Develop and deliver a QI training programme, accessible to all colleagues within the service.
• Establishing supervision and coaching processes to ensure everyone in the organisation is always positively supported in their improvement activity.
• Create a network of QI champions and experts which will contribute to transform the organisation into a team of QI improvers.
• Offer expert advice to all other programmes and workstreams within the organisation.
• Wide culture of improvement:
• Promote an approach of continual improvement across all processes, activities and teams within the organisation.
• Define system for incentivising and empowering colleagues for the identification of opportunities of improvement and the implementation of changes to enhance the quality of the service.
• Establish clear alignment between the priorities and objectives of the service and the improvement decisions.
• Demonstrate the value of small incremental changes.
• Develop an atmosphere of honesty and openness, where errors and suboptimal processes and practices are seen as learning opportunities, avoiding a blame-focused environment.
• Data-driven decision-making:
• Development of effective and dynamic measurement systems t