Job summary
Please note - This vacancy may close early should we receive a high volume of applications.
The LSC system has agreed with NHSE to have a 3-year ICB-led "Recovery and transformation programme", requiring LSC to be in an underlying financial breakeven position by 2026/27, giving the ICB 3 years (2023/24, 24/25 & 25/26) to make those improvements via system-wide service reconfiguration changes.
New Models of Care Context
Building on a significant improvement in relationships with local government and the voluntary sector, we are re-setting the provider collaborative and ICB arrangements to enhance the pace and scale of improvement and to fully connect our system priorities into a coherent set of initiatives that will enable us to maximise the opportunity that our New Hospitals Programme offers us by 2035.
Our Recovery & Transformation approach will establish a virtuous circle. Our drivers, both short term 'burning platform' and longer-term 'burning ambition', will drive annual plans and rolling 5-year forward views. From there, our 3-year delivery planning cycle and organizational oversight and assurance will allow us to maximise delivery and use the results to inform next iterations of plans. This will all lead to New Models of Care, and a very senior Programme Director is required to lead this work across the L&SC System, reporting to the Chief of Recovery & Transformation.
Main duties of the job
The New Models of Care (NMC) Programme Director will be an integral part of the System Recovery & Transformation Team and will be an experienced very senior manager with demonstrable experience in managing and delivering large scale and complex programmes of work at system level.
The role of the NMC Programme Director is primarily focused on building a trusting and effective collaborative partnership across the entire health & social care integrated care system and developing a portfolio of inter-connected programmes that enables the translation of a rolling 5 year forward view into 3 year and annual delivery plans as we reimagine our health & social care models.
The role will take the lead on engagement with a broad range of stakeholders - establishing those relationships, facilitating, and promoting cross sector working to achieve a coherent approach to defining and then delivering the new care models that will enable long term clinical, operational and financial sustainability.
The role will orchestrate the design and delivery of key initiatives across our high impact / high priority recovery and transformation workstreams, helping to deliver system-wide change and transformation through those workstreams and work to optimise the programmes and projects within them. The role will help to direct and balance capacity against demand in terms of use of recovery & transformation resources.
About us
The post holder will be integral to the newly forming System Recovery & Transformation Team as part of the LSC ICB
Job description
Job responsibilities
Please note - This vacancy may close early should we receive a high volume of applications.
The role will be varied and will adapt over time as the New Models of Care Programme is established within the developing Recovery & Transformation Programme. However, the postholder is expected to be able to fulfil the following key functions as relevant and necessary: -
General
- Develop and implement strategies aiming to promote the ICS vision and quadruple aims.
- Create and deliver portfolio/programme business plans to attain system goals and objectives.
- To be a highly visible and engaging leader linking across the system enabling a common understanding of the benefits of system working to deliver recovery & transformation priorities.
- To provide leadership, strategic direction and programme grip, control and implementation of the portfolio programmes and projects.
- Strategic leadership of the New Models of Care Programme, including orchestration of designated programmes / projects.
- Taking an agile, proactive and dynamic approach to translate strategic intent into coordinated activity that achieves required results.
- Understanding interdependencies and where this may create risks or hinder delivery, working with stakeholders to ensure effective mitigation controls are in place to minimise adverse impact on delivery.
- Orchestrate the design and the implementation of recovery, improvement and transformation projects, ensuring that key milestones are achieved, the required outcomes are met, and benefits are achieved.
- Ensure portfolio programmes and projects are prioritised effectively demonstrating alignment to the delivery of new models of care strategies and priorities.
- Enable the delivery of maximum benefits of programme delivery that supports and is aligned to the financial operating environment across the system.
- Identify links and connections between relevant strategies and plans across the system, aligning as necessary and creating coherence, and communicating these connections and links across the system.
- Develop and embed transformative approaches to ensure the use of resources is maximised to full effect.
- Support and enable delivery of health economy savings opportunities and working collaboratively with senior leaders / across the portfolio to deliver these opportunities.
- Support and enable the business case and funding bids processes to secure financial support from external sources.
- Delivery of business change benefits through development and implementation of a benefits realisation plan to ensure programme and project outcomes are achieved.
- Support the portfolio to navigate through the project lifecycle and provide leadership on taking a proportionate approach to completion of project documentation and decision-making gateways, dependent on the characteristics of the programme / project.
- Lead the development of the workplan for the New Models of Care Programme, providing leadership expertise to shape agendas in line with direction provided by the Recovery & Transformation Board.
- To ensure that clinical and professional leadership is central to the delivery of the portfolios agenda.
- To work in a matrix style and agile way to enable effective use of resources and capabilities.
Communication
- To act as a catalyst, facilitator, broker, and communicator in the implementation of system strategies and objectives.
- Forge and maintain relations of trust with shareholders, partners, and external authorities.
- Act as the public speaker and public relations representative of the new care models programme in ways that strengthen its profile.
- To embed public involvement into decision making and practice at all levels.
- Extensive stakeholder management communicating complex and sensitive issues with a wide range of staff and managers at all levels including to large groups, utilising influence, and wider leadership skills to accelerate progress and delivery.
- Working closely with communications leads, support production of key communications materials associated with the respective work stream for relevant stakeholders.
- Act as a spokesperson for the new models of care programme and ensure that all key individuals are effectively briefed.
- Willingness to travel to other sites across the ICS to meet with and engage with partners.
Quality Care and Governance
- Ensure compliance with NHSE service change guidance where there are potential changes to patient services.
- Support patient care improvements / change / transformation through effective delivery of programmes and projects in line with agreed decision making and governance architecture.
- Support portfolio project teams to utilise business analytics as part of the programme management approach to inform decision making around targeted areas of improvement within the scope of the project or programme e.g. Getting it Right First Time (GiRFT).
- Ensure adherence of daily activities and long-term plans to established policies and legal guidelines.
People (HR) Management
- Build an effective team of System Programme Delivery leaders who can work closely together in leading component elements of the New Care Models Programme.
- Act as functional manager if required for senior staff working directly within the programme, this may include recruitment, appraisal, performance management and all other aspects of line management for direct reports.
- Provision of overall leadership of the work programmes within the portfolio.
- Ensure the health and wellbeing of staff within the team and make use of support services such as Occupational Health when deemed appropriate.
- Promote, support, and enhance a motivated and engaged workforce by:
- Being a role model of positive, inspirational, and highly visible leadership; demonstrating system values and adapting communication and style to match the situation and people.
- Leading highly complex operational change projects in a positive manner that may be resisted by, and unpopular with staff and/or stakeholders.
- Developing and maintaining effective working relationships with key stakeholders and external partners.
- Dealing with stressful and emotional situations with compassion and integrity.
- Adhere to the NHS Managers Code of Conduct and all policies and procedures.
Information Management
- To produce and present high quality, accurate reports to Boards, and other committees as required ensuring accuracy and attention to detail.
- Review reports by subordinate managers to acquire understanding of the system financial and non-financial position.
- To ensure that the portfolio board and workstream agendas are appropriately focused on the key issues facing the programmes of work inclusive of risk exception reporting and mitigation.
- Responsible for accessing and interpreting national policy and the subsequent corporate responsibility for the programmes of work directly reporting to the board.
Training and Development
- Support the development of programme management skills and related competencies within the portfolio.
- Support the development of the skills and abilities of the PMO / System Programme Delivery Team and facilitate appropriate links with other teams, to encourage knowledge sharing and learning, with respect to transformation, innovation, and improvement.
- To promote a learning culture that encourages the use of initiative and innovation, and supports personal and team development, through team and individual performance appraisal and review, evaluation and evidence-based examples of good practice.
- To adopt a team approach and develop matrix working to ensure the best use of skills and knowledge.
Resource and Finance Management
- Oversee and manage the portfolio budget within agreed timescales and to the expected quality standards.
- Demonstrate budgetary awareness and cost / benefit analysis when undertaking programmes.
- Compliance with Standing Orders and Standing Financial Instructions.
- Management of delegated budgets in accordance with agreed financial limits and appropriate responsibility for public money.
Systems and Equipment
- Responsible for laptop and mobile phone and other equipment assigned as part of requirements for the role.
The main duties and responsibilities described above are not exhaustive and the post holder maybe expected to work in an agile way dependent on system requirements and may be asked to take on other responsibilities or specific tasks as required and requested.
Further, over time, it is likely the remit and requirements of the role will evolve, and the post holder will be required to adjust their working approach and style to accommodate this with the full support of line managers.
Job description
Job responsibilities
Please note - This vacancy may close early should we receive a high volume of applications.
The role will be varied and will adapt over time as the New Models of Care Programme is established within the developing Recovery & Transformation Programme. However, the postholder is expected to be able to fulfil the following key functions as relevant and necessary: -
General
- Develop and implement strategies aiming to promote the ICS vision and quadruple aims.
- Create and deliver portfolio/programme business plans to attain system goals and objectives.
- To be a highly visible and engaging leader linking across the system enabling a common understanding of the benefits of system working to deliver recovery & transformation priorities.
- To provide leadership, strategic direction and programme grip, control and implementation of the portfolio programmes and projects.
- Strategic leadership of the New Models of Care Programme, including orchestration of designated programmes / projects.
- Taking an agile, proactive and dynamic approach to translate strategic intent into coordinated activity that achieves required results.
- Understanding interdependencies and where this may create risks or hinder delivery, working with stakeholders to ensure effective mitigation controls are in place to minimise adverse impact on delivery.
- Orchestrate the design and the implementation of recovery, improvement and transformation projects, ensuring that key milestones are achieved, the required outcomes are met, and benefits are achieved.
- Ensure portfolio programmes and projects are prioritised effectively demonstrating alignment to the delivery of new models of care strategies and priorities.
- Enable the delivery of maximum benefits of programme delivery that supports and is aligned to the financial operating environment across the system.
- Identify links and connections between relevant strategies and plans across the system, aligning as necessary and creating coherence, and communicating these connections and links across the system.
- Develop and embed transformative approaches to ensure the use of resources is maximised to full effect.
- Support and enable delivery of health economy savings opportunities and working collaboratively with senior leaders / across the portfolio to deliver these opportunities.
- Support and enable the business case and funding bids processes to secure financial support from external sources.
- Delivery of business change benefits through development and implementation of a benefits realisation plan to ensure programme and project outcomes are achieved.
- Support the portfolio to navigate through the project lifecycle and provide leadership on taking a proportionate approach to completion of project documentation and decision-making gateways, dependent on the characteristics of the programme / project.
- Lead the development of the workplan for the New Models of Care Programme, providing leadership expertise to shape agendas in line with direction provided by the Recovery & Transformation Board.
- To ensure that clinical and professional leadership is central to the delivery of the portfolios agenda.
- To work in a matrix style and agile way to enable effective use of resources and capabilities.
Communication
- To act as a catalyst, facilitator, broker, and communicator in the implementation of system strategies and objectives.
- Forge and maintain relations of trust with shareholders, partners, and external authorities.
- Act as the public speaker and public relations representative of the new care models programme in ways that strengthen its profile.
- To embed public involvement into decision making and practice at all levels.
- Extensive stakeholder management communicating complex and sensitive issues with a wide range of staff and managers at all levels including to large groups, utilising influence, and wider leadership skills to accelerate progress and delivery.
- Working closely with communications leads, support production of key communications materials associated with the respective work stream for relevant stakeholders.
- Act as a spokesperson for the new models of care programme and ensure that all key individuals are effectively briefed.
- Willingness to travel to other sites across the ICS to meet with and engage with partners.
Quality Care and Governance
- Ensure compliance with NHSE service change guidance where there are potential changes to patient services.
- Support patient care improvements / change / transformation through effective delivery of programmes and projects in line with agreed decision making and governance architecture.
- Support portfolio project teams to utilise business analytics as part of the programme management approach to inform decision making around targeted areas of improvement within the scope of the project or programme e.g. Getting it Right First Time (GiRFT).
- Ensure adherence of daily activities and long-term plans to established policies and legal guidelines.
People (HR) Management
- Build an effective team of System Programme Delivery leaders who can work closely together in leading component elements of the New Care Models Programme.
- Act as functional manager if required for senior staff working directly within the programme, this may include recruitment, appraisal, performance management and all other aspects of line management for direct reports.
- Provision of overall leadership of the work programmes within the portfolio.
- Ensure the health and wellbeing of staff within the team and make use of support services such as Occupational Health when deemed appropriate.
- Promote, support, and enhance a motivated and engaged workforce by:
- Being a role model of positive, inspirational, and highly visible leadership; demonstrating system values and adapting communication and style to match the situation and people.
- Leading highly complex operational change projects in a positive manner that may be resisted by, and unpopular with staff and/or stakeholders.
- Developing and maintaining effective working relationships with key stakeholders and external partners.
- Dealing with stressful and emotional situations with compassion and integrity.
- Adhere to the NHS Managers Code of Conduct and all policies and procedures.
Information Management
- To produce and present high quality, accurate reports to Boards, and other committees as required ensuring accuracy and attention to detail.
- Review reports by subordinate managers to acquire understanding of the system financial and non-financial position.
- To ensure that the portfolio board and workstream agendas are appropriately focused on the key issues facing the programmes of work inclusive of risk exception reporting and mitigation.
- Responsible for accessing and interpreting national policy and the subsequent corporate responsibility for the programmes of work directly reporting to the board.
Training and Development
- Support the development of programme management skills and related competencies within the portfolio.
- Support the development of the skills and abilities of the PMO / System Programme Delivery Team and facilitate appropriate links with other teams, to encourage knowledge sharing and learning, with respect to transformation, innovation, and improvement.
- To promote a learning culture that encourages the use of initiative and innovation, and supports personal and team development, through team and individual performance appraisal and review, evaluation and evidence-based examples of good practice.
- To adopt a team approach and develop matrix working to ensure the best use of skills and knowledge.
Resource and Finance Management
- Oversee and manage the portfolio budget within agreed timescales and to the expected quality standards.
- Demonstrate budgetary awareness and cost / benefit analysis when undertaking programmes.
- Compliance with Standing Orders and Standing Financial Instructions.
- Management of delegated budgets in accordance with agreed financial limits and appropriate responsibility for public money.
Systems and Equipment
- Responsible for laptop and mobile phone and other equipment assigned as part of requirements for the role.
The main duties and responsibilities described above are not exhaustive and the post holder maybe expected to work in an agile way dependent on system requirements and may be asked to take on other responsibilities or specific tasks as required and requested.
Further, over time, it is likely the remit and requirements of the role will evolve, and the post holder will be required to adjust their working approach and style to accommodate this with the full support of line managers.
Person Specification
Shortlisting
Essential
- Educated to master's level or equivalent level of experience of working at a senior level.
- Relevant further qualification in associated discipline such as strategic change or programme management.
- Consolidated experience at senior management level in health or social care environment of equivalent complexity
Desirable
- Experience working outside the NHS delivering large complex change programmes
Shortlisting
Essential
- oExperience of complex systems change in the public service or social care environment or equivalent complexity where stakeholder interests may be aligned.
- oProven track record of strategic planning with NHS and partner organisations
Shortlisting
Essential
- oWell-developed organisational and management skills, with a demonstrable track-record of successful management in an equivalent setting
- oHighly developed influencing skills with excellent self-awareness and political nous - able to understand, respond to and where appropriate reconcile the differing needs and perspectives of multiple stakeholders
Person Specification
Shortlisting
Essential
- Educated to master's level or equivalent level of experience of working at a senior level.
- Relevant further qualification in associated discipline such as strategic change or programme management.
- Consolidated experience at senior management level in health or social care environment of equivalent complexity
Desirable
- Experience working outside the NHS delivering large complex change programmes
Shortlisting
Essential
- oExperience of complex systems change in the public service or social care environment or equivalent complexity where stakeholder interests may be aligned.
- oProven track record of strategic planning with NHS and partner organisations
Shortlisting
Essential
- oWell-developed organisational and management skills, with a demonstrable track-record of successful management in an equivalent setting
- oHighly developed influencing skills with excellent self-awareness and political nous - able to understand, respond to and where appropriate reconcile the differing needs and perspectives of multiple stakeholders
Disclosure and Barring Service Check
This post is subject to the Rehabilitation of Offenders Act (Exceptions Order) 1975 and as such it will be necessary for a submission for Disclosure to be made to the Disclosure and Barring Service (formerly known as CRB) to check for any previous criminal convictions.
Applications from job seekers who require current Skilled worker sponsorship to work in the UK are welcome and will be considered alongside all other applications. For further information visit the UK Visas and Immigration website (Opens in a new tab).
From 6 April 2017, skilled worker applicants, applying for entry clearance into the UK, have had to present a criminal record certificate from each country they have resided continuously or cumulatively for 12 months or more in the past 10 years. Adult dependants (over 18 years old) are also subject to this requirement. Guidance can be found here Criminal records checks for overseas applicants (Opens in a new tab).
Additional information
Disclosure and Barring Service Check
This post is subject to the Rehabilitation of Offenders Act (Exceptions Order) 1975 and as such it will be necessary for a submission for Disclosure to be made to the Disclosure and Barring Service (formerly known as CRB) to check for any previous criminal convictions.
Applications from job seekers who require current Skilled worker sponsorship to work in the UK are welcome and will be considered alongside all other applications. For further information visit the UK Visas and Immigration website (Opens in a new tab).
From 6 April 2017, skilled worker applicants, applying for entry clearance into the UK, have had to present a criminal record certificate from each country they have resided continuously or cumulatively for 12 months or more in the past 10 years. Adult dependants (over 18 years old) are also subject to this requirement. Guidance can be found here Criminal records checks for overseas applicants (Opens in a new tab).