Capacity planning & forecasting

• Building and owning demand forecasting models — patient volume, seasonality and growth plans — translated into headcount and skill-mix requirements across 3–12 month horizons.

• Running scenario and what-if modelling (e.g. attrition, absence, demand spikes) to stress-test staffing plans and reduce risk.

• Tracking forecast accuracy against actuals and continuously refining models.

• Translating business growth plans into resourcing plans and headcount business cases for leadership.

Efficiency & building the function

• Identifying inefficiencies in scheduling, staffing and workforce processes through data, and owning improvement projects end-to-end.

• Setting up new processes, tools and ways of working from scratch where none currently exist — this is a build-from-the-ground-up remit, not just running what’s already there.

• Driving adoption of workforce management tools and automating manual scheduling/rostering tasks.

• Leading change management as new processes and tools are introduced — bringing the existing team along and embedding new ways of working.

Day-to-day operations & people leadership

• Managing day-to-day workforce planning, ensuring appropriate staffing levels to meet patient demand.

• Monitoring real-time service activity and making adjustments as needed.

• Overseeing shift planning and scheduling, ensuring fair and effective workforce allocation.

• Line managing, developing and setting standards for a Resource & Planning Coordinator.

• Acting as the key point of contact for urgent resourcing issues or service needs.

• Overseeing onboarding, training and performance tracking for clinical teams.

• Ensuring staffing plans meet safe staffing levels, escalating clinical risk promptly and in partnership with the Clinical Governance team.

Budget & commercial ownership

• Owning the resourcing budget and cost-to-serve, including contractor and overtime spend, and working to reduce reliance on premium-cost labour.

• Managing invoicing for contractor staff and overtime, ensuring accuracy and timely submission.

Reporting & stakeholder management

• Reviewing key performance data to identify patterns, risks and opportunities, and presenting insight and recommendations to leadership.

• Building dashboards and reporting on utilisation, fill rate, forecast accuracy and cost.

• Partnering closely with Clinical Leadership, Finance and People teams to align resourcing strategy with wider business plans