Impact & Performance Analyst

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MAIN PURPOSE

To lead the development and use of data to enhance our understanding of children and young people with cancer and their families, to better understand the effectiveness our current service delivery, to expedite service improvement and to inform strategic decision-making, ensuring that we are in a position to provide accurate, timely and strategic information on our performance to the Executive Team and the Board of Trustees.

DIMENSIONS
Encompassing all areas of service delivery across all regions of the UK
Informing service development at all levels – working with local teams as well as with the Services Management Team
Informing strategic decision-making at the highest level
Supporting the charity in being an effective and efficient organisation, and promoting accountability, through providing robust performance information to the Executive Team and the Board of Trustees on all aspects of the charity’s business plan and balanced scorecard
Working closely with managers across the charity in understanding and appraising performance
Producing analysis that will be used departmentally, corporately and externally
Working within a matrix management arrangement with staff and managers at all levels
Acting autonomously, defining own priorities and proposing improvements to working practices
Line managing volunteers and interns

PRINCIPAL RESPONSIBILITIES
Building an Evidence Base
Build a comprehensive understanding of the differing profiles of our service users by manipulating a range of data sources, both internal and external
Build a comprehensive understanding of the core elements of the departmental business model encompassing inputs, outputs, quality, processes, systems and structures
Contribute to establishing new systems to gather, analyse and use data on outcomes and user experience, and then manage the systems once fully operational
Develop a good understanding of external influences on organisational service delivery
Develop and maintain data in an accessible and well structured evidence base
Seek out and use new sources of data, both internally and externally
Using the Evidence Base to Deliver Improvements
Translate analysis of data into practical information that can be used to inform service development and strategic decision-making at both a local and corporate level
Work collaboratively with colleagues to inform the development of fundraising propositions and communications materials
Reporting on Performance to Deliver Improvements
Analyse and report on departmental performance data at all levels in the organisation in a variety of formats, including numerical, written and spoken
Proactively identify and anticipate performance issues, discovering the root cause of problems, recommending solutions and where appropriate working with colleagues to implement changes
Adapt and develop new performance indicators that more effectively drive improvements to service delivery
Creating and Improving Data Systems and Models
Identify gaps in our data and barriers to improving this, recommending solutions and implementing changes
Improve our existing systems and analytical models and create new ones
Set new standards for how data analysis should be managed within the department
Enabling Others to Use Data
Enable and encourage others to use data effectively to inform service development and service delivery, through:
o Communication and promotion of the importance of good data analysis
o Developing systems and structures that enable the productive use of data locally
o Coaching and providing advice to colleagues
Performance management
Manage the system for providing monthly updates on progress against the overall business plan to the Executive Team, and quarterly reports to the Board of Trustees:
o Gather information from Directors and their support staff across the organisation on progress against the business plan and areas of future concern
o Analyse the information provided and follow up if necessary to ensure that performance information is accurate and fully represents progress and any risks, analysing Operating Plans, Business Cases and Project Plans where necessary and working with Directors to investigate and appropriately highlight any variances to the plan
o Highlight any issues with the Assistant Director, Strategy, Planning & Performance
o Prepare accurate, focused reports for the Executive Team and Board of Trustees
o Ensures visual management tools are maintained and updated continuously
 Manage the system for providing monthly updates on performance against corporate KPIs to Directors and the Executive Team, and quarterly reports to the Board of Trustees:
o Gather information from managers on performance against KPIs each month
o Analyse performance and identify trends and issues
o Prepare accurate, focused reports for the Executive Team and Board of Trustees to accompany the KPIs highlighting issues of concern and appropriate recovery plans
Contributing to the Central Services Team
Proactively seek information and develop understanding of key projects that are supported by other members of the team, so that cover arrangements are improved and business continuity risks are minimised. This includes participating in the processing of grant applications.
WORKING RELATIONSHIPS AND CONTACTS
Internal:
Services Management Team: to develop analysis models and understand data sources, to highlight poor performance and negotiate action, to influence service development and strategic decision-making, to coach and provide expert advice.
Local Teams: to highlight poor performance and negotiate action, to coach and provide expert advice.
Quality and Planning Manager: to share learning and approaches, to agree work plan, to discuss risks and issues, to discuss own performance.
Work with Heads of Department to support corporate Performance Management
Work with the Head of Management Information Systems and the Database team to ensure timely reporting of performance to Directors
Central Services Team: to add value to each others’ outputs; to ensure effective cover arrangements
Research Team: to align work plans, to add value to each others’ outputs
All departments: to provide management information to inform cross departmental projects.
External::
The support offices of a wide range of external stakeholders, including civil servants, the NHS and other charities: to develop analysis models and understand data sources

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Badenoch & Clark is acting as an Employment Agency in relation to this vacancy. Badenoch & Clark is an Equal Opportunity Employer and a registered Disability Symbol User.