Chief Executive of NHS Improvement the new joint leadership of Monitor and the NHS Trust Development Authority

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1 Chief Executive of NHS Improvement the new joint leadership of Monitor and the NHS Trust Development Authority Role Outline 1. Overall purpose 1.1. From the baseline of 2015, to increase the number of good or outstanding hospitals, and of NHS Foundation Trusts and NHS Trusts in general, as independently assessed by the Care Quality Commission To lead the support and development needed by provider trusts, with the clear goals of strengthening safe and effective care, while taking overall accountability for eliminating trust deficits and delivering NHS provider trusts required contribution to the NHS overall 22billion efficiency challenge To lead an ever closer partnership of Monitor and the NHS Trust Development Authority (NHS TDA) so as to create an integrated virtual NHS Trust and FT learning and improvement capability, building on the current expertise of Monitor and the NHS TDA. In addition, to integrate new areas of responsibility for patient safety, improvement and support This strategic direction for the NHS and the provider sector is clearly set out in the Five Year Forward View and the Government is committed to its implementation, through a board of national NHS leaders. With the policy framework set, the orientation of this role therefore needs to be implementation within the provider sector. 2. Background 2.1. The Secretary of State for Health has announced the Government s expectation of an ever closer partnership between Monitor and the NHS TDA. This will enable the pooling of resources and capability, and will simplify systems of regulation and support for NHS Trust and FT providers. To expedite a high level of alignment and joint working, Monitor and the NHS TDA, with the Department of Health, wish to make progress on the appointment of a single Chief Executive The NHS as a whole faces significant financial and delivery challenges up to The new single Chief Executive will be expected to get to grips straightaway with in-year, delivery and finance issues, while at the same time starting to strengthen the capacity for the future. 1

2 2.3. The vision is that all NHS Trusts and Foundation Trusts should have access to the same kinds of support, and be subject to the same kinds of intervention and support if their performance falls short of delivering the level of care that patients have a right to expect This change will support hospitals, and community and mental health providers with the crucial work they have already started to improve quality, balance the books and clamp down on inefficiencies (note that responsibilities in respect of primary care providers including GPs rests with NHS England). Closer working between Monitor and the NHS TDA will enable the system to work better together to achieve the best value for money, avoid wastage and deliver the efficiencies needed for a sustainable health system. 3. The Role 3.1. The Chief Executive will be part of the senior national leadership team of the English NHS delivering services for over 53 million people. The postholder is directly accountable to joint Chair of the boards of Monitor and the NHS TDA, and will be expected to work to the direction set out in the Five Year Forward View. The role will involve extensive contact with the Secretary of State for Health and other DH ministers, as well as with the leaders of England s c.250 NHS FT and Trust provider organisations. The postholder will also work with national ALBs in the health system This is one of the most senior jobs in the largest fully publicly funded healthcare system in the world. It requires an exceptional individual who can deliver transformational change, within a very complex environment. The role also requires an individual of proven integrity, who has the track record to command the confidence and trust of NHS staff, other national health orgnisations, the Department of Health and Government There will also be a need for the Chief Executive to forge a unified internal management team and structures for the joint organisation. 4. Main responsibilities 4.1. From the baseline of 2015, to increase the number of good or outstanding hospitals, and of NHS Foundation Trusts and NHS Trusts in general, as independently assessed by the Care Quality Commission Exert national level grip on in-year performance and finances by ensuring tailored and high quality interventions to support and challenge provider organisations Provide national level leadership for at-scale efficiencies within the NHS provider sector and ensure delivery of the sector s contribution to the 22 billion efficiency challenge Develop an aligned and coherent vision and strategy for overseeing, developing and supporting NHS Trusts and Foundation Trusts. Build the new partnership between Monitor 2

3 and the NHS TDA with a strong culture of openness, collaboration, learning and improvement projected across trust providers Develop the learning, improvement, safety and support functions for NHS providers, so that all NHS providers are receiving appropriate support and intervention, ensuring that best practice and innovation are developed, promoted and implemented across all providers Working with the responsibilities of each Trust and FT, develop and deploy a system for provider side talent management and succession planning covering executive board level and CEO roles Ensure Monitor s continuing economic regulation functions are discharged effectively and in a way that supports the development of the provider sector and the NHS overall efficiency and affordability goals Develop and sustain strong relationships with key partners including the Department of Health, NHS England, NHS commissioners, providers from all relevant sectors, Public Health England, Health Education England, the Care Quality Commission, and local and national Government Act as the Accounting Officer; discharge the functions of Monitor, and the Secretary of State s duties in relation to NHS Trusts through the Trust Development Authority. Accountable to Parliament for doing so as appropriate. 5. Person specification The ideal post holder will have: 5.1. Strong personal commitment to provider quality and efficiency improvement to deliver transformative change for patients across the provider trust sector A substantial record of achievement at CEO level in an NHS Trust, Foundation Trust or comparable organisation, combined with a knowledge of the practical operation of management and processes within NHS Trusts and Foundation Trusts, and of the legal framework of the NHS Exceptional implementation and management skills, including the ability to inspire and motivate staff from a wide range of backgrounds. A track record of change management and experience of building organisational capability Knowledge of the structure and culture of the NHS, including the roles and responsibilities of the NHS TDA and Monitor s roles and responsibilities. Evidence of experience of working to a Board and with a non-executive Chair. 3

4 5.5. Evidence of capacity to lead and deliver Monitor s responsibilities as economic and competition regulator The ability to communicate clearly and effectively to staff working at all levels in provider organisations, and to explain the worth of Monitor/NHS TDA publicly as required The ability to work effectively in a political environment and across organisational boundaries, demonstrating a strong collaborative ethos, humility, sound judgement and independence of mind. Clear integrity and commitment to maintaining the highest personal and professional standards, appropriate to the responsibilities of a senior position within a public body. Competitive salary. 4

5 Selection and Application Process Russell Reynolds Associates has been appointed to assist in the recruitment of the new Chief Executive, NHS Improvement. For an informal discussion about the role, please contact: Patrick Johnson Clare Gumbley E: E: T: +44 (0) T: +44 (0) Application Instructions All applications will be acknowledged. Candidates wishing to apply should submit the following information to Russell Reynolds Associates: A CV with educational and professional qualifications and full employment history, giving details where applicable of budgets and numbers of people managed, relevant achievements in recent posts and latest remuneration. A supporting statement of not more than two pages giving evidence and examples of your ability to meet each of the criteria in the candidate profile. Please advise your preferred telephone and contact details for all correspondence, which will be used with discretion. Please indicate at least two possible referees. References may be taken up prior to final interview, and with the prior consent of the candidate. All applications should quote the following reference number, By Responses@RussellReynolds.com Reference P L in the subject line 5