Non-Executive Directors of NHS Improvement
- Body
- NHS Improvement
- Appointing Department
- Department of Health and Social Care
- Sector
- Health and Social Care
- Location
- London
- Number of Vacancies
- 6
- Remuneration
- The NEDs are remunerated at the standard rate of £7,883.
- Time Requirements
- All roles have a time commitments of two to three days per month.
Campaign Timeline
-
Competition Launched
18/04/2018
-
Closed for Applications
08/05/2018 at 12:00
-
Panel Sift
25/05/2018
-
Final Interview Date
06/06, 08/06/18 & 14/06/18
-
Announcement
02/08/2018 at 17:00
Announcement
An announcement has been made on the outcome of this appointment.
NHS Improvement – non-executive directors
The following people have been appointed as non-executive directors of NHS Improvement for 3 years: •Lord Patrick Carter – for a second term from 1 July 2018 •Lord Ara Darzi – for a second term from 1 August 2018 •Tim Ferris – from 1 August 2018 •Wol Kolade – from 1 August 2018 •Sir Andrew Morris – from 1 August 2018 •Laura Wade-Gery – from 1 August 2018
The appointments will involve a time commitment of 2 to 3 days per month. Remuneration for the roles will be at a rate of £7,883 per year. Tim Ferris and Wol Kolade have confirmed that they do not intend to take the remuneration.
These appointments are made in accordance with the Cabinet Office Code of Governance for Public Appointments. The regulation of public appointments against the requirements of this Code is carried out by the Commissioner for Public Appointments.
The appointments are made on merit and political activity played no part in the decision process. However, in accordance with the Code, there is a requirement for appointees’ political activity (if any declared) to be made public. Sir Andrew Morris, Tim Ferris and Laura Wade-Gery have not declared any political activity. Lord Ara Darzi and Lord Patrick Carter are both Labour peers. If an individual has made a donation to a political party within the last 5 years above the threshold for declaration, we are also required as part of the Code to declare it. Lord Carter has made a donation to the Labour Party and Wol Kolade has made a donation to the Conservative Party.
Date: 07/08/2018
Assessment Panel
- Panel Member
- Lee McDonough
- Added
- 18/04/2018
- Panel Role
- Panel Chair
- Positions
- DHSC senior sponsor for NHSI Departmental Official
Show more information
| Political Activity | None Declared |
|---|---|
| Notes | - |
- Panel Member
- Baroness Dido Harding
- Added
- 18/04/2018
- Positions
- Chair of NHSI Representative of Organisation
Show more information
| Political Activity | None Declared |
|---|---|
| Notes | - |
- Panel Member
- Professor Sudhesh Kumar
- Added
- 18/04/2018
- Positions
- NHS Digital NED Independent Member
Show more information
| Political Activity | None Declared |
|---|---|
| Notes | - |
Vacancy Description
Introduction
The Secretary of State for Health and Social Care is seeking to appoint up to six Non-Executive Directors (NEDs) to the board of NHS Improvement (NHSI).
Role and Responsibilities of a NED
As a Non-Executive Director of the NHSI Board, you will be responsible for helping to ensure that NHSI is a successful organisation – in supporting foundation trusts and NHS trusts to give patients consistently safe, high quality, compassionate care within local health systems that are financially sustainable, and as an employer. Non-Executive Directors play a key role in ensuring continuous organisational improvement, high performance management, excellent customer focus and service delivery, scrutiny, challenge, accountability, and effective corporate governance.
Non-Executive Directors will specifically:
- Provide an independent view and creative contribution at board meetings and sub-committees, including ensuring the long-term strategic focus, effectiveness and reputation of NHSI through purposeful and constructive scrutiny and challenge.
- Monitor and challenge the performance of NHSI’s executive management, in meeting the strategic vision, organisational priorities and business plan objectives including monitoring of organisational performance, service delivery, quality and reputation. Provide assurance regarding the governance of NHSI, including in relation to periodic reviews of the organisation.
- Support the Chair and the executive team to ensure NHSI fully embraces and embeds a patient focussed ethos and role models compassionate, inclusive system leadership and people development.
- Build and maintain relationships with Boards and Chairs in the provider sector.
- Uphold the values of NHSI – collaboration, trust, respect, innovation, courage and compassion.
Person Specification
To be considered, you must be able to demonstrate that you have the qualities, skills and experience to meet all the essential criteria for appointment.
Essential Criteria
- A career record of achievement, with an ability to operate effectively on the board of a high-profile national organisation.
- An ability to guide NHSI’s strategic direction, and use sound judgement, based on the ability to consider and challenge complex issues from an impartial and balanced viewpoint.
- An understanding of corporate governance and a commitment to the principles of public service, with the highest standards of personal propriety in relation to governance, accountability, risk and financial management.
- Good communication skills, with the ability to work as part of a team, with a positive and constructive style, challenging management recommendations where necessary.
- Experience of working in complex systems.
In addition, candidates should bring skills and experience in one or more of the following areas:
Clinical expertise and experience
- A track record of clinical excellence and clinical leadership within the NHS.
Operational Productivity
- Experience of working to optimise workforce productivity and other key areas such as estates and facilities management services.
People Leadership
- Experience in leading large organisations through significant transformation, engaging and inspiring staff, patients or customers and other stakeholders and building talent and capability at all levels of the organisation.
Digital/Technology Transformation
- Experience of successfully rolling out and scaling new technology with an understanding of the contribution this can make to improving quality and transforming patient outcomes.
Property Transformation
- Experience of transforming physical environments, both unlocking latent property values and delivering higher quality, more effective spaces for all stakeholders.
Patient, staff and consumer engagement
- Experience of building engagement and trust in broad, diverse communities and large organisations and in doing so changing organisation culture and better meeting the needs of diverse communities.
Additional Information
NHS Improvement role and responsibilities
NHS Improvement brings together Monitor and the NHS Trust Development Authority. It oversees NHS trusts and foundation trusts, including acute, ambulance community and mental health trusts, offering the support these providers need to give patients consistently safe, high quality, compassionate care within local health systems that are financially sustainable. By supporting providers, holding them to account and, where necessary, arranging targeted interventions to improve quality, use of resources, operational performance and leadership, NHS Improvement helps the NHS both to meet immediate challenges and to secure clinically and financially sustainable health services for the future.
NHS Improvement are working collaboratively with NHS England and other national bodies to support Sustainability and Transformation Partnerships in designing and developing Integrated Care Systems that break down traditional sectoral boundaries and allow more efficient and effective use of health and care resources for local populations.
It is responsible for a major programme of work to improve the operational productivity of NHS providers. It leads on patient safety for the NHS, including the National Reporting and Learning Service.
Note from the Chair of NHS Improvement
Dear Candidate,
NHS Improvement is a relatively young organisation at the centre of driving change in the NHS. Board members will play a pivotal role both internally in developing NHS Improvement to better deliver on its mission and more broadly in overseeing NHS Improvement’s role supporting trust boards across England to deliver more effective and efficient patient care.
We are looking for people with considerable experience of leading transformational change in large organisations, who are collaborative and open minded and keen to be part of a diverse team of executives and non-executives.
Baroness Dido Harding
How to Apply
The Department of Health and Social Care’s Appointments and Honours Team is managing this recruitment campaign on behalf of NHS Improvement. To make an application please email your CV, a supporting letter and completed monitoring forms to:
appointments.team@dh.gsi.gov.uk – please quote ref: E17-05 in the subject field.
If you are unable to apply by email you may send your application by post to:
Daniel Clemence, Department of Health and Social Care, Room 1N09, Quarry House, Quarry Hill, Leeds, LS2 7UE.
Applications must be received by midday on 08 May 2018.
In making an application please note the following:
Supporting letter
The supporting letter is your opportunity to demonstrate how you meet each of the criteria set out in the person specification. It will benefit the Advisory Assessment Panel if you can be clear which particular evidence you provide relates to which criteria. Providing separate paragraphs in relation to each criterion is common practice. Please write all acronyms in full first.
Please ensure your full name, the role to which you are applying and the corresponding reference number for the post are clearly noted at the top of your letter.
Please limit your letter to two pages, and type or write clearly in black ink.