Clinical Services Manager

The Clinical Services Manager is a senior member of the NMAC Management Team responsible for the operational leadership, coordination and performance of clinical services across the practice. The position is accountable for ensuring that NMAC has the appropriate provider capacity, nursing resources, clinical support, scheduling, workflows and operational infrastructure required to deliver safe, efficient and high-quality clinical services. The Clinical Services Manager provides operational oversight of healthcare providers, nursing personnel, Virtual RNs, clinical support staff, provider scheduling and referral coordination. The role requires strong people leadership, operational management, KPI management, problem-solving, business awareness and change leadership. The position is expected to operate beyond the traditional scope of nursing supervision and contribute actively to the overall operational and business performance of NMAC.

Clinical Services Leadership

• Oversee the day-to-day operation of NMAC clinical services.
• Coordinate clinical activity across providers, nursing personnel and clinical support teams.
• Ensure appropriate staffing and clinical resources are available to support scheduled services.
• Identify operational barriers affecting clinical service delivery and implement timely solutions.
• Ensure clinical workflows support efficient, safe and patient-centered care.
• Coordinate implementation of new or expanded clinical services.
• Work collaboratively with providers to improve clinical-service efficiency and utilization.
• Ensure appropriate escalation of clinical concerns to the Medical Director.

Provider Operations & Scheduling

• Own provider scheduling and clinical capacity management.
• Develop and maintain provider schedules, clinical rosters and clinical sessions.
• Manage provider leave, absences and operational coverage.
• Ensure provider schedules are established sufficiently in advance to support effective patient scheduling.
• Coordinate changes to provider availability with the Practice Operations Manager.
• Monitor provider capacity, availability, schedule adherence and utilization.
• Identify underutilized provider sessions and operational capacity constraints.
• Coordinate provider schedules with nursing, rooms, equipment and other clinical resources.
• Work with the Country Manager to monitor provider productivity and utilization.
• Escalate persistent provider scheduling, availability or productivity concerns.
• Support service-line planning by determining clinical capacity required to meet patient demand.

Nursing & Clinical Workforce Management

• Provide management oversight of on-site nursing personnel, Virtual RNs, clinical assistants/support personnel and Clinical Team Leads/Supervisors.
• Establish clear performance expectations and manage staffing and workforce deployment.
• Monitor attendance, punctuality, reliability and performance.
• Conduct regular one-to-one meetings, team meetings and performance reviews.
• Provide coaching, feedback, recognition and development.
• Address underperformance promptly and appropriately.
• Identify training and competency requirements.
• Develop Team Leads/Supervisors as future management resources.
• Participate in recruitment, interviewing, onboarding and workforce planning.
• Work with UCG Human Resources on formal employee-relations and disciplinary matters.
• Act as an active people manager, not solely a technical or administrative supervisor.

Virtual RN Services

• Establish appropriate Virtual RN workflows and allocate responsibilities between virtual and on-site nursing personnel.
• Monitor Virtual RN workload, productivity, turnaround times and completion of assigned clinical work.
• Ensure effective communication between Virtual RNs, providers and on-site clinical teams.
• Establish clear escalation pathways and appropriate documentation within NMAC systems.
• Identify opportunities to expand appropriate virtual nursing support.
• Ensure Virtual RN services remain integrated into overall clinical operations.

Referral Management & Closed-Loop Referral Coordination

• Own NMAC's operational referral-management process from initiation through completion.
• Ensure referrals are processed promptly and outstanding referrals are actively tracked.
• Ensure patients receive appropriate follow-up and coordinate with referring providers and external specialists/services as required.
• Monitor referral completion and ensure reports/results are received following external referrals.
• Ensure relevant information is returned to the referring provider.
• Establish escalation processes for overdue or unsuccessful referrals.
• Monitor referral turnaround times and maintain appropriate referral documentation.
• Identify systemic barriers affecting referral completion.
• Work with Health Informatics to develop referral dashboards and reporting.
• Maintain a closed-loop process: referral initiated -> processed -> patient contacted -> appointment/service coordinated -> referral completed -> report/results obtained -> provider notified -> referral closed.

Clinical Capacity & Resource Management

• Match provider, nursing, Virtual RN, clinical support, room, equipment and service-specific resources to service demand.
• Identify unused clinical capacity, scheduling bottlenecks, staffing constraints and room/equipment constraints.
• Identify opportunities to increase provider utilization and improve clinical workflows.
• Plan resource requirements associated with service growth.

Clinical Workflow & Operational Improvement

• Map and evaluate clinical workflows and identify unnecessary delays, duplication and bottlenecks.
• Standardize workflows where appropriate and implement operational improvements.
• Measure the impact of changes and document approved processes through SOPs.
• Collaborate with Practice Operations on patient flow.
• Collaborate with Population Health & Quality on performance data, identified gaps and improvement initiatives.
• Lead implementation of approved clinical operational initiatives.
• Identify problems, develop solutions and implement change rather than relying on senior leadership to resolve routine operational issues.

Clinical Standards & Competency

• Maintain appropriate nursing and clinical competencies.
• Ensure clinical staff understand relevant protocols and SOPs.
• Coordinate competency assessments and required training.
• Monitor clinical documentation standards.
• Support infection-prevention and control requirements.
• Ensure appropriate medication-management processes.
• Ensure clinical equipment and treatment/procedure rooms are appropriately maintained, available and ready.
• Escalate significant clinical risks to the Medical Director.
• Formal patient-safety monitoring, quality monitoring and compliance assurance sit with the Population Health & Quality function, creating appropriate separation between service delivery and organizational assurance.

KPI & Performance Management

• Establish, monitor and improve departmental KPIs with Health Informatics and the Country Manager.
• Measures may include provider availability, utilization and schedule adherence; clinical session utilization; nursing productivity; staffing efficiency; Virtual RN productivity; referral turnaround and closed-loop completion; documentation completion; service capacity; patient flow; overtime/labour utilization; and relevant clinical-service quality indicators.
• Interpret performance data, identify causes of underperformance and implement corrective action.

Financial & Business Accountability

• Understand NMAC's principal clinical revenue streams and how provider capacity and utilization affect revenue.
• Understand the financial consequences of unused clinical capacity.
• Monitor labour utilization and overtime and manage clinical resources responsibly.
• Identify operational opportunities to improve productivity.
• Participate in budgeting, workforce planning and business cases for new services, staffing and equipment.
• Work with the Country Manager to achieve approved financial and operational targets.
• Participate actively in NMAC monthly business-performance reviews.
• Understand the commercial consequences of clinical operational decisions while recognizing that UCG Finance retains formal finance oversight.

Cross-Functional Management

• Work closely with the Practice Operations Manager on patient flow, appointment capacity, scheduling interfaces, provider schedule communication, administrative/clinical handoffs and patient-experience issues.
• Work closely with the Population Health & Quality Manager on population-health demand, capacity requirements, data/dashboards, referral reporting, quality improvement, patient-safety trends, compliance findings and corrective-action plans.
• Work with the Bermuda Country Manager on business performance, provider productivity, workforce planning, budgets, management performance, organizational change and service development.

NMAC Management Team Responsibilities

• Contribute to overall NMAC strategy and performance.
• Understand NMAC's major operational and financial KPIs.
• Participate in management decision-making and support organizational change.
• Work collaboratively rather than operating within a departmental silo.
• Support fellow managers during operational challenges.
• Represent NMAC management appropriately with employees and providers.
• Promote accountability, professionalism and a performance-oriented culture.

Acting Up & Business Continuity

• Maintain sufficient knowledge of NMAC's broader operations to provide temporary operational leadership outside the Clinical Services portfolio when required.
• May be designated by the Bermuda Country Manager or CEO/Medical Director to assume broader management responsibilities during leave, unexpected absence, vacancy, resignation, recruitment periods, organizational transition or business-continuity events.
• May temporarily coordinate another NMAC management portfolio or broader NMAC operations.
• Acting-up responsibility does not authorize exercise of specialist professional authority outside the postholder's qualifications.

Succession & Management Development

• Ensure Clinical Services does not become dependent on the manager personally.
• Identify at least one credible acting-up resource and develop Clinical Team Leads/Supervisors.
• Delegate appropriately, cross-train key personnel and maintain current SOPs and management handover documentation.
• Ensure critical operational knowledge is documented.
• Build sufficient management depth to maintain services during absence or transition.
• Succession readiness forms part of the manager's performance assessment.

Qualifications

• Essential: Registered Nurse or other appropriately qualified healthcare professional with current professional registration where applicable.
• Essential: Bachelor's degree in Nursing, Healthcare, Health Services or a related discipline.
• Essential: Demonstrated experience in clinical operations, nursing management or healthcare service management.
• Essential: Demonstrated experience supervising and managing healthcare personnel.
• Essential: Strong knowledge of multidisciplinary clinical operations and ability to manage competing operational priorities.
• Preferred: Master's degree in Nursing Management, Healthcare Administration, Health Services Management, Business Administration or related discipline.
• Preferred: Formal leadership/management training; multidisciplinary practice experience; virtual-team management; provider scheduling/capacity management; and clinical operational improvement experience.

Required Leadership Competencies

• People Leadership - motivates, coaches, develops and holds employees accountable.
• Assertiveness - addresses difficult issues and performance concerns promptly.
• Accountability - takes ownership of outcomes rather than merely reporting problems.
• Business Acumen - understands relationships between clinical operations, productivity, revenue and cost.
• Analytical Ability - uses KPIs and operational data to identify problems and opportunities.
• Problem Solving - identifies root causes and develops workable solutions.
• Decision Making - makes timely, evidence-informed decisions within delegated authority.
• Change Leadership - implements new processes and brings teams through organizational change.
• Communication - communicates clearly with providers, employees, managers and senior leadership.
• Collaboration - works effectively across functional boundaries.
• Resilience - manages competing priorities effectively in a busy multidisciplinary environment.
• Succession Leadership - develops people capable of assuming greater responsibility.

Reporting & Governance

• Reports to: Bermuda Country Manager
• Clinical Governance Escalation: CEO / Medical Director
• Peer Management Roles: Practice Operations Manager; Population Health & Quality Manager
• Corporate Support: UCG Human Resources; UCG Finance; UCG Legal; UCG Procurement; UCG Marketing

The Clinical Services Manager is accountable not simply for supervising clinical staff, but for managing Clinical Services as a high-performing operational function of NMAC. The postholder is expected to lead people, manage capacity, use data, solve problems, improve performance, develop successors and contribute to the overall business performance and continuity of the practice.