Service Delivery Manager inNewcastle Upon Tyne inNewcastle Upon Tyne PUBLISHED FRI 8 NOV 2024

To play a key role in creating real improvements in quality and productivity within our Pensions. There are a number of opportunities across NHS Pensions. The post holder will manage operational teams and successfully introduce and manage change by providing clear leadership and demonstrating flexibility and resilience.

The role is open to both Newcastle and Fleetwood.

What do we offer?

• 27 days leave (increasing with length of service) plus 8 bank holidays

• Flexible working (we are happy to discuss options such as compressed hours)

• Flexi time

• Hybrid working model (we are currently working largely remotely)

• Career development

• Active wellbeing and inclusion networks

• Excellent pension

• NHS Car lease scheme

• Access to a wide range of benefits and high street discounts!

Working as part of a diverse team, our Service Delivery Managers will be responsible for ensuring we meet all operational and service objectives, and that they are delivered on time and within budget.

Working with colleagues at all levels across Retirement Services and wider Workforce Services to ensure that all operational and service objectives are delivered on time and meet the customers expectation. Accountable for making sure KPIs are achieved, and high-quality services delivered to customers.

Provide clear leadership to direct reports, being able to act as a change catalyst by demonstrating flexibility and agility, influencing others to think and work collaboratively, ensuring any change is introduced at pace in a positive manner, playing a key role in creating sustainable improvements in cost, performance efficiency and service delivery.

About us

The work of the teams is complex, sensitive and fast-paced and Service Delivery Managers will be responsible for delivering a high-profile, evolving service that continuously adapts to fit our strategic and operational goals.

In this role, you are accountable for:

1. Responsible for managing the performance of Team Managers to deliver a variety of Pensions Administration tasks and services.

2. Team Managers OROs, personal development and procedural training. Providing a second level of support through coaching and guidance on management issues whilst also ensuring line managers remain fully empowered in a supportive environment.

3. Create and manage the delivery of operational objectives, through ensuring effective performance management of individuals at all levels. Lead by example showing good practice for people management utilising the available toolkit for all direct reports. Ensuring that Team Managers within the team also follow your lead and that our people are managed in line with the CARE values.

4. Create an environment where all individuals contribute to our results by seeing continuous improvement as part of their role. Seeing through ideas and ensuring that colleagues who suggest changes are given feedback on their suggestions in all circumstances.

5. Day to day responsibility for achievement of all KPIs and statutory targets on a daily/monthly basis, resolving issues to remove delays within our control.

6. Working closely with the Forecasting / Planning and MI team to ensure a good understanding of how to deliver the short and long term plans. Taking responsibility for instigating corrective action to ensure the delivery of customer experience at all times that delivers on KPI through default.

7. Ensure the teams operate fully within the NHS Pensions Quality framework. There should be a continuous cycle of improvements adopted which receives the full commitment of all colleagues.

8. As a senior manager, demonstrate and promote working together and collaborative working. Operate successfully within a matrix management framework by ensuring all team objectives and KPIs are achieved and that accountability to deliver is felt throughout the structure of the team regardless of reporting lines

9. Work with various key stakeholders to effectively manage the expectations for delivery of any change programmes. Ensure there is a clear understanding of the impact, cost and time required to deliver individual projects.

10. Be a catalyst for change and innovation. Acting as one of the lead change agents to ensure transitional change is introduced in a positive and constructive manner. Planning and implementing a successful transition programme using all necessary resources available.

11. Where appropriate: effectively perform key roles or facilitate delegates to inform on projects for client sponsored change.

12. Take an active role in project and programme boards as required, to ensure the achievement of key change project milestones and other targets, risks are mitigated, ensuring that the operational and team perspective is represented in these boards.

13. Contribute to transformational change programmes, improving the customer experience and tax payer value.

14. Take ownership for resolving difficult and contentious issues with customers, clients and other external stakeholders.

15. Demonstrate and promote best practice in terms of public service ethical standards.

16. Support delegated budget management as required.

17. Living the values and behaviours that respect individuals dignity. Treating everyone fairly and valuing and respecting diversity. Demonstrating that such standards are practiced in the interactions with all stakeholders.

18. Participate in wider organisation activities where own recognised strengths may be utilised, ensuring full participation if selected.

19. Be accountable for own personal development plan in order to be fully equipped to meet the current and future management and organisational needs.

20. Deputise as required in the absence of your line manager.