Director of Improvement and Transformation

Overview

The Director of Transformation & Improvement will be responsible for a diverse range of quality, transformation and service improvement priorities which will support the Trust to drive and deliver an agreed programme of priorities that contribute to the delivery of the Trust annual workplan, financial efficiency plans and change and transformation programmes across the Trust. The improvement and transformation function is critical in supporting the Trust to respond to national operational and financial pressures, whilst delivering on our longer-term strategic ambitions.

• Lead the Improvement team and oversee improvement, transformation, change management, and PMO activity.
• Build strong relationships with internal teams, external partners, the ICB, and the local community.
• Drive strategic transformation programmes aligned with Trust priorities and national productivity goals.
• Work with clinical and operational leaders to identify barriers and allocate improvement resources effectively.
• Support financial recovery by delivering programmes that reduce waste and generate savings.
• Develop transformation approaches across hospital, neighbourhood, and integrated care pathways.
• Embed consistent improvement methodology and build Trust-wide QI capability.
• Provide leadership, direction, and matrix-style support to the Improvement team.
• Manage team workload to ensure delivery, productivity, and high-quality outputs.

Whittington Health serves a richly diverse population and works hard to ensure that all our services are fair and equally accessible to everyone. Nowhere is this more obvious than in the way we look after our staff. We aim to employ a workforce which is as representative as possible of this population, so we are open to the value of differences in age, disability, gender, marital status, pregnancy and maternity, race, sexual orientation, and religion or belief.

The Trust believes that as a public sector organisation we have an obligation to have recruitment, training, promotion and other formal employment policies and procedures that are sensitive to these differences. We think that by doing so, we are better able to treat our patients as well as being a better place to work.