Deputy Director of Transformation

o Operational Performance and Improvement • Lead the planning and delivery of large-scale transformation programmes that have significant strategic and operational impact across the Trust. • Develop and implement long-term transformation and performance strategies, ensuring alignment with the Trusts strategic objectives, NHS priorities, and system-wide plans. • Contribute to the formulation of corporate strategy and policy, providing expert advice and insight to support Executive decision-making and long-term planning. • Coordinate multiple interdependent programmes and projects across Care Groups and corporate functions, managing complex interrelationships, timescales, and risks. • Anticipate and plan for future challenges, adapting priorities and strategies to reflect emerging national policy, operational pressures, and system requirements. • Translate national policy, guidance, and regulatory requirements into practical local approaches, providing expert advice to Care Groups, corporate functions, and system partners as it related to Transformation. • Advise senior leaders on the implications of emerging policy and regulatory change, influencing local strategy and operational decision-making. • Develop comprehensive business cases, programme plans, and resource models to support sustainable change and service improvement. • Lead the development and implementation of a Trust-wide performance framework that aligns operational activities with strategic objectives, ensuring delivery of NHS constitutional, contractual, and internal standards. • Develop and scale organisational programmes to strengthen productivity, efficiency and effectiveness of services in Care Groups. • Ensure accurate, timely, and meaningful reporting of performance data to the Board, sub-committees, and external partners. • Work with Care Group management teams to translate strategic objectives into annual performance improvement plans with measurable outcomes. o Strategic Delivery • Support the delivery of Trust-wide and system-level transformation programmes, including service reconfigurations, integration initiatives, and major strategic projects aligned with Board objectives. • Develop, implement, and oversee transformation plans, ensuring alignment with national and local policy, and coordinate delivery across Care Groups and ICS partners. • Prepare outline business cases, proposals, and delivery plans for major transformation programmes such as Integrated Community Hubs or capital developments. • Establish and monitor programme governance structures, including milestones, objectives, resource allocation, risk management, and success measures. • Conduct surveys, audits, or evaluations as required to inform performance improvement, service redesign, or transformation initiatives. • Analyse findings from small-scale research or review activities and apply insights to inform operational plans or local decision-making. • Support teams in accessing relevant evidence, benchmarking, and best practice to underpin change programmes or service development. • Represent the Trust in ICS and partner discussions, promoting collaboration, integration, and strategic alignment across the system. o Leadership • Provide leadership and direction to the Heads of PMO and Head of Transformation Delivery, fostering a culture of improvement and innovation. • Participate in senior leadership forums to support collective decision-making, organisational strategy, and the delivery of transformation priorities. • Promote the Trusts vision, values, and leadership framework across all activities, ensuring a culture that supports high-quality, patient-focused care. o Systems and equipment • Use advanced benchmarking information to design and implemented programmes of change to ensure best-in class service delivery. • Utilise digital project and programme management tools to plan, track, and report on transformation initiatives and performance improvement projects. • Maintain oversight of IT systems that capture key activity, performance, and financial data across Care Groups and corporate departments. • Design, develop, and implement reporting frameworks and data flows to ensure timely and accurate performance information for Board, committees, and operational teams. • Use communication and collaboration technologies to engage stakeholders across the Trust, ICS, and wider health and care system effectively. o Decisions and judgements • The post-holder works with a high level of autonomy, taking responsibility for complex operational and strategic decisions that impact the Trust and, where relevant, the wider Integrated Care System (ICS). • Makes decisions relating to the design, delivery, and improvement of transformation programmes, performance frameworks, and operational processes, balancing organisational priorities, resources, and risk. • Analyse and interpret a wide range of highly complex information, including operational performance data, financial reports, quality metrics, and strategic plans, to identify trends, risks, and opportunities for improvement. • Evaluate multiple, and sometimes conflicting, sources of evidence to inform strategic and operational decisions, often where there is no clear or agreed solution. • Provide expert advice and recommendations to the Chief Strategy and Transformation Officer, Executive Team, and Board on performance improvement and transformation priorities. • Develop and appraise a range of strategic and operational options, assessing their potential impact on quality, performance, finance, workforce, and patient outcomes. • Exercise sound judgement in balancing strategic ambition with operational delivery and system constraints, ensuring that decision-making is evidence-based and aligned with organisational priorities. • Advise on the operational, financial, and organisational impact of government, statutory, and regulatory communications, providing guidance to Care Groups and corporate departments. • Take ownership of decision-making related to transformation and operational performance improvement initiatives, balancing risk, resources, and strategic objectives across multiple departments and Care Groups. o Communication and relationships • Communicate highly complex, sensitive, and confidential information to a wide range of internal and external stakeholders to support the Trusts strategic and operational objectives. • Communicate complex and potentially contentious proposals for service change, transformation, and performance improvement to a wide range of audiences, including the Board, Care Groups, staff, and the public. • Present and defend organisational strategies and performance outcomes in challenging or highly scrutinised environments, using diplomacy, credibility, and advanced influencing skills to maintain confidence and alignment. • Provide clear, authoritative advice and briefings to the Executive Team and Board on transformation, system reform, and performance, ensuring transparency and informed decision-making. • Engage confidently with senior leaders, clinicians, Care Group teams, staff, and system partners to influence, negotiate, and secure commitment to major change and improvement programmes. • Prepare and deliver written reports, presentations, and briefings for Board members, sub-committees, executive forums, Care Group teams, staff, patients, and commissioners. • Influence, negotiate, and build consensus across the organisation and wider health and care system, including in high-pressure or emotive situations. • Strengthen and maintain strategic relationships with local and national health and care leaders, system partners, and key stakeholders. • Act as an ambassador for the Trust, supporting collaborative improvement, transformation initiatives, and partnership working. o Physical demands of the job • Regular use of office-based equipment, including computers, laptops, telephones, and project management tools, requiring prolonged periods of concentration, keyboard use, and accuracy in reporting and documentation. • Frequent preparation and delivery of presentations, reports, and briefings, often requiring visual and auditory focus, clarity, and precision. • Occasional travel across multiple Trust sites and partner organisations, requiring driving or use of public transport, with the ability to carry work-related materials as needed. • Regular attendance at meetings, workshops, and site visits, requiring coordination, mobility, and dexterity to engage effectively with staff, patients, and stakeholders. • The role demands sustained periods of mental effort, attention to detail, and the ability to manage multiple competing priorities with accuracy and speed. o Most challenging/difficult parts of the job • Managing complex, organisation-wide transformation and performance improvement programmes, often with competing priorities, tight deadlines, and high visibility to the Board and system partners. • Interpreting and translating national policy, regulatory requirements, and system-level expectations into actionable local plans, while balancing resource constraints and operational pressures. • Maintaining focus and decision-making accuracy in high-pressure or emotionally charged situations, including when engaging with multiple stakeholders across the Trust and wider ICS. • Coordinating across multiple Care Groups, corporate departments, and external partners to ensure alignment, progress, and delivery of strategic objectives in a complex and evolving health and care environment. • Regularly convey unwelcome or challenging information, for example regarding performance shortfalls, operational risks, or service pressures. • Manage discussions with staff, teams, or stakeholders in potentially emotional or difficult situations, maintaining professionalism and sensitivity. • Respond to staff concerns or conflict arising from performance, change initiatives, or organisational pressures, using tact and diplomacy. Job description Job responsibilities o Operational Performance and Improvement • Lead the planning and delivery of large-scale transformation programmes that have significant strategic and operational impact across the Trust. • Develop and implement long-term transformation and performance strategies, ensuring alignment with the Trusts strategic objectives, NHS priorities, and system-wide plans. • Contribute to the formulation of corporate strategy and policy, providing expert advice and insight to support Executive decision-making and long-term planning. • Coordinate multiple interdependent programmes and projects across Care Groups and corporate functions, managing complex interrelationships, timescales, and risks. • Anticipate and plan for future challenges, adapting priorities and strategies to reflect emerging national policy, operational pressures, and system requirements. • Translate national policy, guidance, and regulatory requirements into practical local approaches, providing expert advice to Care Groups, corporate functions, and system partners as it related to Transformation. • Advise senior leaders on the implications of emerging policy and regulatory change, influencing local strategy and operational decision-making. • Develop comprehensive business cases, programme plans, and resource models to support sustainable change and service improvement. • Lead the development and implementation of a Trust-wide performance framework that aligns operational activities with strategic objectives, ensuring delivery of NHS constitutional, contractual, and internal standards. • Develop and scale organisational programmes to strengthen productivity, efficiency and effectiveness of services in Care Groups. • Ensure accurate, timely, and meaningful reporting of performance data to the Board, sub-committees, and external partners. • Work with Care Group management teams to translate strategic objectives into annual performance improvement plans with measurable outcomes. o Strategic Delivery • Support the delivery of Trust-wide and system-level transformation programmes, including service reconfigurations, integration initiatives, and major strategic projects aligned with Board objectives. • Develop, implement, and oversee transformation plans, ensuring alignment with national and local policy, and coordinate delivery across Care Groups and ICS partners. • Prepare outline business cases, proposals, and delivery plans for major transformation programmes such as Integrated Community Hubs or capital developments. • Establish and monitor programme governance structures, including milestones, objectives, resource allocation, risk management, and success measures. • Conduct surveys, audits, or evaluations as required to inform performance improvement, service redesign, or transformation initiatives. • Analyse findings from small-scale research or review activities and apply insights to inform operational plans or local decision-making. • Support teams in accessing relevant evidence, benchmarking, and best practice to underpin change programmes or service development. • Represent the Trust in ICS and partner discussions, promoting collaboration, integration, and strategic alignment across the system. o Leadership • Provide leadership and direction to the Heads of PMO and Head of Transformation Delivery, fostering a culture of improvement and innovation. • Participate in senior leadership forums to support collective decision-making, organisational strategy, and the delivery of transformation priorities. • Promote the Trusts vision, values, and leadership framework across all activities, ensuring a culture that supports high-quality, patient-focused care. o Systems and equipment • Use advanced benchmarking information to design and implemented programmes of change to ensure best-in class service delivery. • Utilise digital project and programme management tools to plan, track, and report on transformation initiatives and performance improvement projects. • Maintain oversight of IT systems that capture key activity, performance, and financial data across Care Groups and corporate departments. • Design, develop, and implement reporting frameworks and data flows to ensure timely and accurate performance information for Board, committees, and operational teams. • Use communication and collaboration technologies to engage stakeholders across the Trust, ICS, and wider health and care system effectively. o Decisions and judgements • The post-holder works with a high level of autonomy, taking responsibility for complex operational and strategic decisions that impact the Trust and, where relevant, the wider Integrated Care System (ICS). • Makes decisions relating to the design, delivery, and improvement of transformation programmes, performance frameworks, and operational processes, balancing organisational priorities, resources, and risk. • Analyse and interpret a wide range of highly complex information, including operational performance data, financial reports, quality metrics, and strategic plans, to identify trends, risks, and opportunities for improvement. • Evaluate multiple, and sometimes conflicting, sources of evidence to inform strategic and operational decisions, often where there is no clear or agreed solution. • Provide expert advice and recommendations to the Chief Strategy and Transformation Officer, Executive Team, and Board on performance improvement and transformation priorities. • Develop and appraise a range of strategic and operational options, assessing their potential impact on quality, performance, finance, workforce, and patient outcomes. • Exercise sound judgement in balancing strategic ambition with operational delivery and system constraints, ensuring that decision-making is evidence-based and aligned with organisational priorities. • Advise on the operational, financial, and organisational impact of government, statutory, and regulatory communications, providing guidance to Care Groups and corporate departments. • Take ownership of decision-making related to transformation and operational performance improvement initiatives, balancing risk, resources, and strategic objectives across multiple departments and Care Groups. o Communication and relationships • Communicate highly complex, sensitive, and confidential information to a wide range of internal and external stakeholders to support the Trusts strategic and operational objectives. • Communicate complex and potentially contentious proposals for service change, transformation, and performance improvement to a wide range of audiences, including the Board, Care Groups, staff, and the public. • Present and defend organisational strategies and performance outcomes in challenging or highly scrutinised environments, using diplomacy, credibility, and advanced influencing skills to maintain confidence and alignment. • Provide clear, authoritative advice and briefings to the Executive Team and Board on transformation, system reform, and performance, ensuring transparency and informed decision-making. • Engage confidently with senior leaders, clinicians, Care Group teams, staff, and system partners to influence, negotiate, and secure commitment to major change and improvement programmes. • Prepare and deliver written reports, presentations, and briefings for Board members, sub-committees, executive forums, Care Group teams, staff, patients, and commissioners. • Influence, negotiate, and build consensus across the organisation and wider health and care system, including in high-pressure or emotive situations. • Strengthen and maintain strategic relationships with local and national health and care leaders, system partners, and key stakeholders. • Act as an ambassador for the Trust, supporting collaborative improvement, transformation initiatives, and partnership working. o Physical demands of the job • Regular use of office-based equipment, including computers, laptops, telephones, and project management tools, requiring prolonged periods of concentration, keyboard use, and accuracy in reporting and documentation. • Frequent preparation and delivery of presentations, reports, and briefings, often requiring visual and auditory focus, clarity, and precision. • Occasional travel across multiple Trust sites and partner organisations, requiring driving or use of public transport, with the ability to carry work-related materials as needed. • Regular attendance at meetings, workshops, and site visits, requiring coordination, mobility, and dexterity to engage effectively with staff, patients, and stakeholders. • The role demands sustained periods of mental effort, attention to detail, and the ability to manage multiple competing priorities with accuracy and speed. o Most challenging/difficult parts of the job • Managing complex, organisation-wide transformation and performance improvement programmes, often with competing priorities, tight deadlines, and high visibility to the Board and system partners. • Interpreting and translating national policy, regulatory requirements, and system-level expectations into actionable local plans, while balancing resource constraints and operational pressures. • Maintaining focus and decision-making accuracy in high-pressure or emotionally charged situations, including when engaging with multiple stakeholders across the Trust and wider ICS. • Coordinating across multiple Care Groups, corporate departments, and external partners to ensure alignment, progress, and delivery of strategic objectives in a complex and evolving health and care environment. • Regularly convey unwelcome or challenging information, for example regarding performance shortfalls, operational risks, or service pressures. • Manage discussions with staff, teams, or stakeholders in potentially emotional or difficult situations, maintaining professionalism and sensitivity. • Respond to staff concerns or conflict arising from performance, change initiatives, or organisational pressures, using tact and diplomacy.