Performance Support Manager

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In this role, you are accountable for

Performance Management:

1.    The Performance team support all levels of performance management and the delivery of reviews that align with and support the Corporate Strategy and Business Plan. This includes, but is not limited to, supporting the translation of corporate strategy into KPI’s and other operational and corporate measures, delivering performance workshops, monitoring and reporting of organisational wide performance and providing advice and guidance to colleagues across the organisation on meaningful measures. 

2.    Lead the development and embedding of performance management practices across the NHSBSA. Demonstrating a deep understanding of performance management best practice.

3.    Drive a culture of results orientated KPIs, which continuously track performance over time, supporting the NHSBSA in delivering alignment of vision, strategic goals and operational performance.

4.    Supporting teams to develop their performance measures and Key Performance Indicators (KPIs), to improve business operational efficiency; ensuring there is a clear line of sight from service objectives to performance measures, understanding what good looks like and how it is measured.

5.    Supporting and reviewing the development of dashboards and reporting tools as required to support performance reporting, working with the Performance Analyst and MI Team to implement improvements in reporting, including automation, data analysis, insight and data presentation to meet business needs.

6.    Working closely with the Performance Analyst, to review and ensure that performance records for designated services are accurate and up to date.

7.    Delivering training, support, advice and guidance to colleagues on performance related matters.

8.    Responsible for identifying areas of improvements and concerns in business operational areas and provide short-term actions to resolve them.

9.    Identifying and analysing options, providing intelligence to support the formulation of mid-term plans to improve performance where needed. 

10.    Understanding user and business needs to ensure that targeted performance outcomes meet those needs, are aligned to the service vision, aligned to organisational strategic objectives, and bring value to the wider NHS and health and care system.

11.    Supporting the Performance Lead in the development of performance guidance, products and services.

12.    Supporting the Performance Lead by undertaking reviews of delivery against plans and targets such as the Corporate Business Plan highlighting areas which require additional attention and support.

13.    Working independently with minimal supervision and collaborating closely with your team to contribute to overall team performance.

Reporting and communication:

14.    Creating the Strategic Business Performance Report, ensuring the most appropriate analytical techniques are applied to our performance data, to bring different sources together to tell a story. Working alongside and involving teams across the NHSBSA to challenge assumptions and create insight to help our Leadership Team make data driven decisions. 

15.    Delivering timely and accurate reporting of performance for heads of service, LT, Main Board and Sponsor, supporting monthly and quarterly reporting. This includes reviewing and validating analysis supplied by the Performance Analyst and MI Team and following up on anomalies with service areas where necessary.

16.    Presenting performance related updates, communicating and disseminating analysis and recommendations effectively. Appropriately tailoring any communication to the audience so it is delivered with high impact.

17.    Ensure that measures of performance are available, visible and understood to enable effective audit and understanding of service performance.

18.    Deliver a high-quality information and analysis service to support and underpin performance information, conducting deep dives into specific areas to provide further context and support to any service.

19.    Communicating effectively, both verbally and in writing, complex performance information and models with staff within and outside of the NHSBSA in relation to the provision services.

20.    Delivering performance workshops and developing relationships across all services areas to support decision making and inform Business and Financial Planning.

21.    The postholder will be confident in developing an appropriate style that supports colleagues’ understanding of performance, using various means such as online meetings, phone calls and face to face meetings. It is essential that the postholder is capable of flexibility in their approach.

Continuous Improvement culture:

22.    Analyse the potential consequences on performance of any change initiatives; provide, where necessary, alternative options or data driven assumptions that can be used to inform service owners. 

23.    Support Service teams with the creation of project benefit cases, ensuing there is a clear impact assessment completed on performance measures so that all parties understand the expected change / movement in measures and how this reflects in benefit realisation.

24.    Play a key role in understanding the successful delivery of change, supporting benefit realisation by validating sustained improvement in selected performance measures as per the business case. 

25.    Delivering post project reviews to collate lessons learned in respect of Taxpayer Value Programme and to validate performance and delivery is on track.

26.    Contributing to the analysis and assessment of organisation performance data and information to inform service improvement and create business and customer insights. 

27.    Adopting a continuous improvement mindset (DMAIC improvement cycle) for the Strategic Business Performance Report and other performance reporting, always seeking to improve and drive value.

28.    Achieving team and personal objectives in accordance with the SPBDG business planning priorities.

Data Strategy:

29.    Assisting in the development and delivery of plans to deliver data requirements that improve information, understanding, data analysis and reporting. 

30.    Drive the development of the online reporting to produce a means where all NHSBSA services are represented fairly with meaningful measures that tell a story of how services are performing.

31.    Working with NHSBSA colleagues, assist with the development of a robust performance strategy, aligning this to NHSBSA strategy and vision, ensuring key performance indicators and metrics meet customer expectation.

Stakeholder Management:

32.    Excellent interpersonal, rapport building skills to establish and maintain strong working relationships across functional and reporting levels.

33.    Supporting the Performance Lead in the development of key measures and insight proposals to support service leads across the business with discussions with commissioners and sponsors.

34.    Works collaboratively with a diverse range of customers/users within the Organisation, the NHS and external organisations to define and develop new, or enhance existing, information products.

35.    Demonstrate problem solving skills including active listening skills to understand problems within service performance and the ability to work with others to develop solutions. 

36.    Attending Taxpayer Value Program meetings and boards, actively supporting the review of performance and related information, responding to queries, challenging assumptions and highlighting areas for discussion.

37.    Be a proactive member of the Performance and Benefits function within SPBDG in the Performance Management discipline and help develop the NHSBSA maturity levels by proactively sharing knowledge and experience.

38.    Developing and maintaining relationships with multiple cross functional networks such as but not limited to Customer Experience, Business Planning Delivery Team and projects boards and Finance colleagues.

39.    Providing cross cover for other Performance Support Managers when required. 

40.    Work closely with leaders across the organisation and external stakeholders. 

41.    Deputising for the Performance Lead in non-staff matters such as attending Directorate Performance meetings or delivery of performance networks.