Director of Safeguarding and Complex Care
| Posting date: | 30 December 2025 |
|---|---|
| Salary: | Not specified |
| Additional salary information: | Negotiable |
| Hours: | Full time |
| Closing date: | 18 January 2026 |
| Location: | Ely, CB7 4EA |
| Company: | NHS Jobs |
| Job type: | Permanent |
| Job reference: | D9644-25-058a |
Summary
Role Summary Leads the management of patients with complex, high-cost needs, ensuring care is coordinated, cost-effective, and safeguards are in place to protect vulnerable individuals. Role Accountability Develop and implement strategies for managing high-cost patients that balance quality, safety, and financial sustainability. Lead identification, monitoring, and care planning for high-cost, high-need patients. Direct safeguarding frameworks, ensuring compliance and promoting a culture of safety. Use analytics to identify risks, inefficiencies, and opportunities for improved outcomes. Lead a multidisciplinary team across case management, safeguarding, and clinical leadership. Build strong partnerships with internal teams, external agencies, and safeguarding partners. Report on performance, risks, and improvements to senior leadership and governing bodies. Drive innovation in care models, using digital tools and predictive analytics. Provide managerial and strategic oversight of complex clinical cases, which may involve direct patient care and direct contact with patients and their relatives. Overseeing All aged Continuing Health Care and ensure appropriate transfer of CHC function to providers over time Role Responsibilities Strategic Oversight of High-Cost Patient Cohorts - Lead the strategic and operational management of patients with complex, high-cost needs. Ensure care pathways are clinically appropriate, financially sustainable, and focused on improving outcomes while reducing avoidable expenditure. Safeguarding and Risk Management - Oversee safeguarding frameworks across the ICB, ensuring compliance with statutory duties and promoting a culture of safety and vigilance. Work closely with system partners to protect vulnerable individuals and embed safeguarding into all aspects of care delivery. Escalation point for all safeguarding matters which involves direct patient care and direct contact with relatives in complex cases. Value-Based Care and Service Integration - Drive value-based care initiatives for resource-intensive patient groups. Integrate cross-functional teams including clinical, social care, and commissioning colleagues to enhance patient safety, quality, and cost-efficiency across the care continuum. Clinical Leadership and Quality Assurance - Provide expert clinical input into service design, transformation programmes, and utilisation reviews. Ensure clinical perspectives inform decision-making, outcome evaluation, and continuous improvement in care coordination and quality. Partnerships and System Collaboration - Collaborate with local government, provider collaboratives, and community organisations to co-design priorities that address health inequalities and improve life outcomes. Ensure services are responsive to local needs and aligned with broader system goals. Performance Monitoring and Improvement - Monitor service performance and patient outcomes across high-cost cohorts. Identify areas for improvement, support targeted interventions, and ensure accountability for delivery against agreed objectives. Cluster Accountability All members of the management team will hold accountability across the three current Integrated Care Boards (ICBs) from appointment until the point of formal merger (date to be confirmed). Each postholder will hold office in all three organisations and will discharge their duties through agreed and transparent governance structures. This collective accountability means acting as part of one unified leadership team, rather than representing or prioritising any legacy organisation. Decisions, behaviours, and leadership actions must always reflect the shared interests of the combined population and system, rather than narrower organisational loyalties. Postholders will be expected to: Work seamlessly across the three ICBs, ensuring consistent leadership and decision-making. Uphold the integrity of governance processes and operate with transparency, fairness, and clarity. Take shared responsibility for the outcomes, performance, and reputation of the system as a whole. Foster a culture of unity, trust, and shared purpose across all parts of the organisation during the transition period.