Manager, Clinical Service Excellence

Clinical coordination and Service Delivery

• Owns the clinical turnaround clock end to end across screening reports, initial month reports, programme updates and progress updates.

• Owns the handover between the clinical decision on optimal service hours and the client service team, so no family waits because of an internal gap.

• Verifies that supervision and parent meetings are delivered at the frequency each package entitles the family to, and that reports reach the family.

• Works under the DGM on a continuous improvement agenda for reporting and service delivery: report templates, readability for parents, consistency across disciplines and removal of steps that add delay without adding value.

• Maintains working collaboration between the clinical departments, so that a child receiving more than one service is treated as one case with shared goals rather than three separate programmes, and resolves cross-departmental clinical conflicts before they escalate.

Onboarding conversion

• Owns conversion at every stage of the onboarding journey: referral to screening booked, screening booked to attended, screening to initial month, and initial month to regular service.

• Tracks each stage separately, identifies where the funnel is leaking and works with the client service vertical to close the leak.

• Removes clinical causes of drop-off, in particular late reports, unclear service recommendations and delayed assessment decisions.

Clinical capacity and talent pipeline

• Maintains a rolling capacity picture for each discipline against active caseload, utilisation and confirmed intake, and flags to the DGM where capacity will run out before it does.

• Converts the capacity picture into a recruitment requirement by discipline, grade and centre, and presents it to the DGM and HR.

• Works under the DGM and along with HR and Admin on clinical talent pipeline creation, so that candidates are identified ahead of need rather than searched for when a vacancy opens, recognising that therapist supply in the market is the binding constraint.

• Participates in clinical interviews and competency assessment, and works with the clinical leads to define the standard a candidate must meet.

• Supports the clinical onboarding and probation of new therapists, so that a new hire reaches a productive caseload without avoidable delay.

• Maintains relationships with universities and training institutions as a source of entry-level clinical talent.

Quality, Protocol and Reporting

• Acts as operational owner of the Clinical Session Conduct, Monitoring and Incident Management Protocol, under the monitoring authority of the DGM.

• Runs the monitoring routine at both centres and maintains the required observation counts for each discipline.

• Triages every incident, drives it to closure within the target for its level, escalates critical matters immediately and acts on recurrence triggers.

• Maintains the clinical document set, version controlled and reviewed on cycle.

• Ensures timely reporting across clinical operations, quality and monitoring, submitted to the DGM on schedule and in a form ready to go forward.

• Ensures audit and inspection non-conformities relating to clinical delivery are closed by the agreed date.

Client retention and experience

• Maintains the at-risk client register from progress data, attendance, cancellations and complaint history, and ensures each flagged family receives a documented clinical intervention.

• Conducts root cause analysis on every discontinuation and separates clinical causes from commercial, relocation and planned discharge.

• Owns the corrective action where the cause is clinical, including programme review, therapist change and additional supervision.

• Owns the clinical side of the family experience: report quality, the usefulness of supervision and parent meetings, and consistency when a cover therapist is assigned.

• Ensures that what is promised to a family is recorded and delivered, and that where it cannot be, the family is told before the deadline rather than after.

• Ensures timely reporting of discontinuation by discipline, cause and active caseload, so the organisation reads rates rather than counts.

• Works with the DGM-Operations to plan the clinical seminar calendar, and participates in sessions as an organiser, presenter and attendee rather than only arranging them.

Clinical seminars and knowlegde sharing

• Works with the DGM-Operations to plan the clinical seminar calendar, and participates in sessions as an organiser, presenter and attendee rather than only arranging them.

• Maintains attendance and professional development records, and supports seminars for parents, doctors, schools and partner organisations with the partnerships team.

New service implementation

• Works under the DGM, who leads new service implementation, on the clinical design and delivery of new services, disciplines and centre lines through to steady-state handover.

• Produces the clinical readiness package for the DGM before launch: protocol, standard operating procedure, staffing and competency requirement, session and supervision model, documentation and clinical inputs to pricing.

• Verifies staff competency before any client is enrolled, runs the pilot and reports to the DGM on what should be changed, continued or stopped.

Support to partnerships and business development

• Provides the clinical input the partnerships and business development team needs: service explanations, referral criteria, clinical content for doctor and school visits, and clinical presence in partner meetings where credibility is required.

• Works with the Assistant Manager, Client Relations and Partnerships on the clinical design of institutional programmes such as embedded school support, assessment camps and screening drives.

• Assesses the clinical feasibility, staffing requirement and delivery risk of any proposed partnership before a commitment is made, and reports the assessment to the DGM-Operations.

• Ensures that what business development promises externally is what the clinical team can deliver internally.

• Supports the field representatives with clinical briefing so that referral conversations with doctors are accurate.