Deputy Contracts And Performance Manager

Contract Management Manage the Contracts to ensure contract delivery in line with funding requirements, NHS Commissioning Intentions, CCG s and Local Authorities Support with Third party contracts where required to monitor and ensure performance / procurement is met ie savings where required Manage the Contract to the agreed output levels and/or volumes and to an appropriate and agreed quality (including any requirements placed by relevant External inspection Frameworks CQC, and Ofsted services) Identify, monitor and manage risk associated with Contracts and ensuring appropriate business controls, continuity and contingency plans are in place Ensure Roles and Responsibilities with internal delivery teams are clear and maintained, with internal and external operational teams being briefed on contractual requirements, quality reviews and contract Lifecyle monitoring Support with third party IT, net accounts are maintained and provided in line with Contractual requirements including DSPT (annual Data Security Protection Toolkit submission), localised system ClearCare, Birdie or other systems in place All reporting Submissions for Kinver Care including quality reviews Monitoring of referrals via portals, email and directly to Kinver Care Update annually contracting portals Relationship Management Deliver an agreed escalation procedures in place for identifying and handling issues with commissioners and internal operational teams and other stakeholders Pro-actively look for ways to improve relationships with internal and external stakeholders update Communication and engagement Strategy key contacts Work closely with internal stakeholders to achieve successful contract delivery Ensure all contractual documentation meets the standards required by internal and external inspection bodies and delivered in line with contractual requirements. Manage a contract change control process ensuring any changes to any agreements are in writing and endorsed by all relevant parties. Deliver agreed Management reporting (to include performance, quality and financial matters) Ensure the Contracts are managed within organisational governance structure and obligations (including procurement obligations) Develop staff on Governance processes Ensure that staff have clear objectives and Performance measures and monitor and manage performance of individuals and operations compliance and engagement across the group Comply with all Skills policies and Employment law obligations either via QCS or other apps and any new policies for Ofsted registration Undertake a personal development programmes such as further knowledge of Ofsted and CQC regulations Remain aware of local and national initiatives which affect the job role changes to legislation, local initiatives Continually strive to improve staff knowledge and capability of contract management, adopting disciplines and controls to ensure successful delivery of funded contracts Information Governance Implementation of DSPT training and submissions Investigations for Safeguarding, lead for all LADO or RCA investigations Network with fellow Safeguarding Leads, Caldicott Guardians and IG Leads working to ensure adherence to Caldicott principles Lead SIRO, DPO and Governance Lead Understand and reflect on decision making around information sharing Lead for Subject Access and Freedom of Information requests Understand the implications of GDPR and project roll out in line with ICO requirements Self-assess and reflect on your own practice Secure systems and IT practices maintain secure and clean datasets for localised system, full analysis of data performance Training materials for systems and processes train the trainer approach used IT lead for sub-contractors Tenders The strategy document contains a relatively small number of aims supported by objectives. The aims are as follows: To develop a strong procurement function for tenders across services with Director of Contract Performance and Compliance Tender timelines adhered too and realistic tenders Learning from previous experience - what has been successful in the past and what will win going forward (lessons learnt) Analysing the market in terms of who the competition is Developing, at a high level, what needs to be done to maximise our chance of winning by: o Building on our strengths o Mitigating our weaknesses o Increasing our credibility o Tender Libraries e.g policies, SoPs, Business plans, case studies o Implementation plans for each service Compliance and Governance Compliance: Support Nominated Individual with CQC Support Inform and prepare staff on inspection fundamentals Inform and prepare staff on questions they may be asked Link innovation to outcomes Link events to actions and outcomes Check the quality of our care documentation Check the quality of our personnel files New CQC structure in place, work closely with local inspector build relationships Conduct mock CQC inspections and full audits across all services Support SIRO for organisation Support DPO for organisation Ofsted: Policies across all platforms support SOP updates and support Reg 44 and 45 support Operational: Quality visits for both Kinver Care Collate and support with collation of actions from visits Meeting with Commissioners and lead to meet action plans from annual meetings with Director of Operations and other Directors.