INT Strategic Manager
| Dyddiad hysbysebu: | 15 Ebrill 2026 |
|---|---|
| Cyflog: | £55,690 i £62,682 bob blwyddyn |
| Gwybodaeth ychwanegol am y cyflog: | £55690 - £62682 a year |
| Oriau: | Llawn Amser |
| Dyddiad cau: | 04 Mai 2026 |
| Lleoliad: | Truro, TR1 2JA |
| Cwmni: | NHS Jobs |
| Math o swydd: | Cytundeb |
| Cyfeirnod swydd: | A1654-26-0007 |
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Job Purpose The INT Strategic Manager will lead the development, implementation and ongoing evolution of the Integrated Neighbourhood Team (INT) model, guiding the service from design and mobilisation into fully embedded operational delivery. The post holder will build and sustain strong relationships across primary and secondary care, local authorities and the voluntary, community and social enterprise (VCSE) sector. Working collaboratively, they will support the delivery of integrated, personcentred care, reduce health inequalities and improve population health outcomes. A key focus of the role is workforce and leadership development, strengthening integration across services by building the skills, capabilities and collaborative ways of working required for effective neighbourhoodbased care. The role will advise on, develop and deliver resourcing, engagement and workforce processes that support performance, talent development and succession planning, ensuring the longterm sustainability of the INT. Truro PCN has a shared ambition to innovate within general practice and create a sustainable model for the future. Aligned with national strategy, the PCN is committed to bringing together health, care, voluntary and community partners to improve outcomes for residents across Truro. The INT Strategic Manager will work closely with PCN Clinical Leadership to align providers within the INT into a cohesive, highperforming team. Key Responsibilities 1. Relationship Management and Strategic Leadership Lead integration at INT and community level, applying the principles of the NHS 10Year Plan to establish shared goals and collaborative working. Create and develop a single INT leadership team, using organisational development approaches to embed clear purpose, effective behaviours and strong relationships. Build leadership capability across organisations, promoting systemwide ownership of the Cornwall and Isles of Scilly Neighbourhood Health Blueprint. Codesign and develop the INT model in partnership with system partners, local communities and service users. Promote a compassionate and inclusive leadership culture that supports psychological safety, resilience and trust. Foster shared leadership and collective accountability, enabling clinical and professional leaders to lead service transformation. Manage and strengthen key stakeholder relationships, including GP practices, local authorities, VCSE partners and patient representatives. Encourage collaboration and peer learning across neighbourhood teams, sharing best practice to support the wider neighbourhood care model. 2. Workforce Planning and Service Transformation Lead service redesign to integrate primary, community, social care and secondary care services around defined population cohorts. Develop workforce plans aligned to strategic priorities, including reviewing skill mix, designing new roles and ensuring sustainable capacity. Support the shift from transactional to relational ways of working through culture and behaviour change initiatives. Use population health data and analytics to understand local need, inform service design and support longterm workforce planning. Map existing workforce and services, identifying gaps, duplication and opportunities for integration and improvement. Responsible for people management within the INT team to include appraisals, performance and absence management. Work closely with VCSE partners to maximise their contribution to the INT and community outcomes. Redesign pathways to promote proactive, preventative care and reduce avoidable hospital admissions. Support population health management approaches, targeting interventions for atrisk groups wherever possible. Champion digital innovation to improve care coordination, connectivity and patient outcomes. Explore opportunities for shared estate use within the INT or wider ICA footprint. 3. Operational Oversight and Performance Management As the INT matures, support the transition to operational leadership, overseeing daytoday delivery and workforce management. Establish and monitor performance dashboards, using agreed metrics to track progress, impact and continuous improvement. Develop and deliver robust implementation plans, including milestones, success measures and risk management. Put in place and maintain effective governance arrangements to support decisionmaking, financial control and regulatory compliance. Act as the central coordinator for INT development activity and administration, including developing and writing contracts, bids and service level agreements, ensuring alignment across partners and with ICS priorities. Develop and manage a financial risk profile for the INT, reporting on financial performance as required. Ensure patient and community feedback is systematically collected and used to inform service improvement and responsiveness.