Head of Financial Business Planning & Corporate Transformation
Band 9 | £97,894 - £111,817 per annum*
*Inclusive of London weighting
Job Purpose
The Head of Financial Business Planning & Corporate Transformation will support the Chief Finance Officer, as the operational lead for the development and delivery of an embedded annual trust business planning process to deliver the annual Business Plan setting out priorities, key deliverables and targets focussed on achievement of the five-year vision and strategy.
They will be responsible to the Chief Finance Officer for the development and delivery of an embedded annual trust business planning process and a medium term plan to meet required timescales. This will require close working engagement at Executive and Non-Executive Director level.
The post holder will be responsible for the co-ordination and overview reporting of the business plan progress during the year for the Trust Integrated Performance report to both Board and CEO Performance Reviews.
They will be responsible to the Chief Finance Officer for establishing a process for ongoing business case benefits realisation and learning.
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The post holder will take the lead as programme manager for the identification and delivery of the Trust’s medium term cost improvement programme and productivity improvement plan as well as overall management of the reporting and delivery of in year programmes.
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Key Responsibilities
Corporate responsibilities
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To provide strategic leadership and professional financial advice to the Trust to ensure the critical deliverables for realising the strategy are delivered in an integrated, cohesive business plan each year.
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To provide expert input into the development of the overall vision and strategies for the Trust with specific support and guidance in relation to productivity and efficiency, strategic planning and delivery of corporate objectives over the 5 year planning cycle.
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To lead the management and minimise the risk of sub-optimal productivity and efficiency and unplanned priorities impacting on delivery of business plan deliverables for the organisation.
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To have responsibility for the delivery of efficiency savings/productivity plans within the Trust, including the impact on the wider health community.
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To ensure effective, robust engagement with staff and all external stakeholders relating to matters of business planning, business case scheduling and productivity and efficiency programmes.
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To provide the required expertise as a subject matter expert to help develop the Trust as London’s primary integrator of access to urgent and emergency care on scene, on phone and on line.
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To shape the content of the overall department’s risk register.
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Work effectively with Directors and relevant individuals to ensure the organisation complies with the NHS regulatory regime as it applies to planning.
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Business plan engagement and implementation
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To lead the 5 year strategic and operational planning process, ensuring the development of a medium- term business plan, designed to address the uncertainty of the changing external environment and recommend to the Executive team the required response to mitigate risks.
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To interpret changes in Government Policy (including health policy and strategy) to assess the potential impact on the Trust and to specifically consider how any changes may create or limit current, planned or future strategy. This policy interpretation will guide the post holder when offering expert advice when setting the Trust’s medium and long term planning activities.
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To translate the Trust’s strategic objectives into best practice applications which realise clear, costed and assigned business plan targets to fully meet the requirements of each year of the business plan.
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To lead the development of an integrated business planning model that is based on demand, resources and efficiency and is used to understand the impact of priorities, performance and finances.
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To ensure meaningful engagement with the business planning process at all levels in the Trust so that staff fully understand how their team and individual priorities align with the Trust high level business plan and strategy.
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To lead the framing of detailed Divisional level plans required to deliver the 5 year strategy supported by enabling strategies and ensure the agreement of a balanced, sustainable and prioritised 5 year business plan across the Trust to required deadlines.
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To work with the Chief Executive, Non-Executives and the Executive Leadership team to define, analyse, measure and optimise the operating models and corporate process infrastructure of the Trust, facilitating the introduction of external best practice benchmarking to direct priorities to where potential opportunities for improvement exist.
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To ensure policies and procedures are in place for sound business plan delivery, including Exco approved prioritisation frameworks.
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To develop and review systems, procedures and controls to ensure that the systems to support business planning and CIP delivery operate efficiently to the highest professional standards and to promote the usage of the Trust’s continuous improvement methodology.
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Responsible for the management and development of the Trust wide business planning model. The success of this modelling process and associated information systems is central to organisation success both from a Trust wide financial perspective and in more general terms towards organisational development. The business planning model is used to shape business intelligence and in turn this is used to define the Trust’s approach towards business intelligence which informs and shapes organisational changes and responses to change ie fleet and logistics peak vehicle requirements and operational staffing across and skill mix across all relevant directorates. This is a major job responsibility.
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To ensure appropriate technical and specialist involvement in the Trust’s business management and planning process e.g. from Finance, Business Intelligence and Forecasting, IM&T, HR, Clinical, Quality, Governance and Operations.
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Business plan delivery and reporting
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To lead reporting and delivery framework for the business plan metrics and deliverables ensuring that there is a culture of delivery and high performance across the organisation, and that action is taken by the executive team to achieve all national and local targets.
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To ensure the communication of contentious decisions which are highly complex in nature due to their direct impact upon executives, senior managers, service users and staff. This would involve attendance at Exco, Portfolio Management Board, Finance & Investment Committees and the Trust Board to secure the necessary assurance.
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To provide advice and training as required in techniques to support the execution of cross-cutting, strategic programmes, delivery assessment, change management, quality improvement methodology, programme and project management.
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To ensure that appropriate action is taken to address areas of poor performance.
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To ensure that accurate and relevant information is provided to the Board and managers regularly on the performance of the Trust against the business plan as part of the Trust Integrated Performance Report and Chief Executive performance reviews. To keep the Chief Executive, Chief Finance Officer and the Board informed of performance against the business plan throughout the year.
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To establish a process for ongoing business case benefits realisation and learning and ensure an effective reporting framework is in place.
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CIP Programme Management and Delivery​
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Responsible for the development and implementation of the Trust-wide CIP policy including the assessment related to Quality Impact and Equality Impact delivery. This in turn shapes the direction of travel for the efficiency and productivity savings in all Directorates.
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To lead the identification and delivery of the Trust’s annual cost improvement programme and productivity improvement plan (c£12m) as well as overall management of the reporting and delivery of in-year programmes.
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To support the training and development of operational staff in operational efficiency improvement.
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Responsible for securing agreement to implement risk assessed and highly complex and contentious savings schemes which have a direct impact upon terms and conditions of staff and potentially patient experience and outcomes. These impacts could include significant changes to both patient standard operating procedures and leading to potential closure of existing Estates. This will required leading consultation, negotiations to overcome significant barriers to acceptance of new ways of working.
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Strategy
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The post holder will play a key role in developing and delivering the Trust’s strategic objectives. Initially this will centre on ensuring systems and processes are in place to deliver the Trust’s business plan, working with Directors and their Senior Leadership Teams, NHSI and the Department of Health to achieve all the requirements set for the Trust.
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The post holder will develop and deliver best value initiatives and cost efficiencies across the organisation.
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Working closely with the Enterprise-wide PMO, to ensure there is a consistent framework for the development, scheduling and approval of business cases for capital expenditure and service changes, and an effective framework for monitoring subsequent performance. To pass an approved Business Case schedule each year to the Trust Committee Services team to call for papers, manage the business onto Committee agendas and provide feedback on the outcome.
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Contribute to the broader strategic direction and corporate management of the Trust.
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Apply rigorous generally accepted commercial disciplines and techniques in assessing viability of investment proposals.
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Provide the expert advice and information on the business plan delivery issues risk which flow from the consideration of strategic options.
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Develop and maintain an excellent understanding of key sponsors/funders of NHS (including NHS & LA Commissioners, GLA, Blue Light Collaborative, Ambulance Sector Collaboration with other providers) to ensure that their needs are being met. Working closely with key Directors, managing external key external relationships to improve service and revenue/underlying surplus.
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Understands and contributes to the IM&T strategy in order to ensure continuous improvement and development of business planning processes and systems.
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Provide advice and support to the Trust’s governance structures as required, including the Board of Directors, the Finance and Investment Committee, the Logistics and Infrastructure Committee and Audit Committee.
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Maintain an awareness of external factors (including competition, technical developments, government business initiatives, current and proposed legislation in relation to commercial activities) which impact upon the LAS. Communicating issues to Exco and the Senior Leadership Team, including the Chief Executive.
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Financial responsibilities
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The post holder will be responsible for ensuring processes are in place for securing Trust 999 and 111 income.
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The post holder will be responsible for ensuring all Commissioner income expenditure is tracked and reported in line with the monthly Trust Board financial statements.
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The post holder will be responsible, together with Financial Services for ensuring all commercial income is invoiced and received and is collected as quickly as possible and that any contractual queries are logged and resolved.
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There is a requirement for the post holder to be responsible for the budget setting for their own department and they will have responsibility for physical assets which will extend across all Directorates. These corporate responsibilities relating to financial resources and assets extending across the organisation will require the post holder to be accountable for financial governance across the organisation.
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The post holder will provide expert input into the commissioning of new services and this includes new patient service (i.e 111) together with other commercial initiatives to further the aims and objectives of the Trusts strategic intent.
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Head of department and people management
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The post holder will provide professional leadership, coaching, and technical / personal development to all central finance staff (direct reports and other staff). In addition, they will work with their direct reports to plan the workload of these departments to ensure that they meet the operational and strategic needs of the Trust.
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To recruit, induct, train and develop accountable staff and responsible for all performance issues relating to the team. Responsible for managing Grievance, Disciplinary, attendance and other employee relations cases including redeployment and redundancy situations. This may require the post holder to occasionally deal with severely challenging behaviour.
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Manage and develop the business planning and CIP delivery function to develop a common sense of identity, understood priorities and objectives each year, and ensuring clarity of roles and responsibilities of everyone within the team. Ensure all staff have an annual PDP and undertake the relevant statutory mandatory training and appraisals.
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To lead the training of all clinical and non-clinical staff to develop commercial awareness as part of the leadership development programme.
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Leading by example by adopting a management style that supports ways of working that reflect the values and culture of the Trust. Where appropriate managing issues of conflict and addressing performance concerns should they occur.
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The post holder will be responsible for the Head of Financial Business Planning & Corporate Transformation budget.
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Communication and relationships
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To ensure the communication of contentious decisions which are highly complex in nature due to their direct impact upon executives, senior managers, service users and staff. This would involve attendance at Exco, Portfolio Management Board, Finance & Investment Committees and if required the Trust Board to secure the necessary assurance.
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Establish, manage and develop arrangements for working closely with key stakeholders to shape and develop services.
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To develop and maintain a culture which supports the active and effective engagement of directors, front line staff, corporate and support staff and external stakeholders.
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To promote a positive image of the Trust and Finance Division with appropriate agencies and the public.
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The post holder will be expected to frequently work with Trust Directors in various committees and groups and to influence and persuade staff at all levels within the organisation.
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Support, encourage and where appropriate ‘mentor’ other senior leaders and their teams.
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Analytical and judgemental
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To utilise analytical skills to reflect on and interpret highly complex information, facts or situations which require analysis, option appraisal and the generation of solutions. Focussed upon the 999 and 111 Commissioner funding (c£350m). This requires prolonged concentration and will require the post holder to concentrate continuously on up to half the shifts worked on average.
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As the Trust business planning expert, the post-holder is charged with making recommendations to the Chief Executive and Executive team based upon detailed analysis of complicated interrelated data which will shape decision related to both pay and non-pay investments. Given the complexity of these multi-stranded Trust-wide issues the solutions are not obvious and require detailed analysis and interrogation to provide the strategic options. This win turn have a direct impact upon medium and long term strategy and policy decisions.
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Oversee and further develop business planning competencies throughout the Trust ensuring ownership by lead clinicians and managers, enabling the organisation to achieve top performance.
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Develop metrics, analytics and insights to help identify inefficiencies and opportunities for improvement in an efficient manner across the operation, enabling the organisation to achieve top performance.
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To continuously review performance against plans and take action as necessary
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General responsibilities
Legislation
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Ensure that personal responsibilities regarding Health & Safety legislation are fulfilled.
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Ensure compliance of self and staff with all Data Protection legislation and General Data Protection Regulations 2016/679 and maintain confidentiality of staff, patients and Trust business.
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Ensure compliance of self and staff with all Equal Opportunities legislation.
Conflict of Interest
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The Trust is responsible for ensuring that the services for patients in its care meet the highest standards. Equally, it is responsible for ensuring that staff do not abuse their official position, to gain or benefit themselves, their family or friends.
Standards of dress
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All staff are expected to abide by the Trust’s guidance on standards of dress.
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This job description outlines the current main responsibilities of the post. However the duties of the post may change and develop over time and may therefore be amended in consultation with the post holder.
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Relationships
Internal Relationships
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Chief Finance Officer Financial Controller
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Head of Performance and Analytics Head of Procurement Transformation Head of Commercial
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Head of Commissioning Contracts and Costing Other members of the Finance Department Chief Executive & his Chief of Staff
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Senior members, including executive and non-executive directors, of the organisation Front line staff and Departmental managers
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External Relationships
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STP financial and strategy leads Clinical Commissioning Groups Clinical Support Units
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NHS England NHS Improvement
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Department of Health Financial Advisors
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Internal and External auditors Other external partners
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Person Specification
Key
Essential (E), Desirable (D), Application (A), Interview (I), Test (T)
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Qualifications, Accreditations, Education
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Educated to masters level or equivalent (E, A, I, T)
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Expert specialist knowledge relating to organisation strategy development and programme management. This will be extensive in nature and gained through the development of in- depth theoretical knowledge and practical experience (E, A, I, T)
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Post ‘masters’ qualification or equivalent experience demonstrating a significant amount of advanced expert knowledge gained through substantial experience (E, A, I, T)
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Demonstrable evidence of advanced theoretical and practical specialist knowledge in the organisational strategy, managing successful programmes and projects, Cost Improvement Programme expertise. These may be gained through a range of long or short courses, coupled with experience. (E, A, I, T)
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Evidence of recent CPD including people management training and experience (E, A, I, T)
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Experience
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Significant experience operating at Executive, Quality or PMO in a complex organisation (E, A)
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Networking: being able credibility out of area to work within and without with (E, A)
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Awareness: up to date with the NHS policy, national directives and all Governance aspects (E, A)
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Experience of the NHS planning process and Tariff development including Payment by Results (E, A)
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Experience of working in a financial turnaround situation (E, A)
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Experience of restructuring and outsourcing back office services or significant service restructure (E, A)
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Experience of developing high performing, customer focussed teams (E, A, I, T)
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Knowledge, Skills and Abilities
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Expert specialist knowledge of quality improvement methodologies, business process management, re- engineering and or workflow/process improvement (E, A)
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Advanced keyboard skills and use of various software to produce reports and enable the production of powerful visual presentations and info graphics to share highly complex information (E, A)
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Up to date knowledge of NHS structures and health and social care systems, NHS policy, national directives and all Governance aspects with a specific emphasis on commercial regulations as it relates to Urgent and Emergency 111 and 999 services (E, A)
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Expert knowledge of programme management methodologies for complex organisations or across organisations (E, A)
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Expert knowledge of NHS planning guidance and current legislation (E, A)
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Expert knowledge of public sector business case best practice (E, A)
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Significant and demonstrable previous experience or demonstrable capability and capacity for leading and managing staff (E, A, I)
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Executive level interpersonal & communication skills, written and verbal (E, I)
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Ability to establish strong working relationships across all levels of management and to work collaboratively and independently (E, A, I)
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Ability to and track record of communicating highly complex and sensitive information to large groups (E, A, I)
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Ability to challenge and effectively manage and deal with highly contentious situations and issues (E, A, I)
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Strong strategic and independent thinking and outstanding project management skills (E, A, I)
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Evidence and demonstrable success of leading and facilitating significant change programmes (E, A, I)
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Sound political judgement and astuteness in understanding and working with complex policy, information and diverse interest groups (E, A, I)
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Highly developed influencing skills; with senior health care professionals across the Health Community and external organisations (E, A, I)
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Ability to be intellectually flexible and to look beyond existing structures, ways of working, boundaries and organisations to produce more effective and innovative ways of working and partnerships (E, A, I)
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High level of work organisation, self-motivation, drive for performance and improvement and flexibility in approach and attitude (E, A, I)
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Proven ability to make significant contributions to long term organisational strategy (E, A, I)
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Ability to interpret highly complex information e.g. business cases and take decisions regarding allocation of resources and risk (E, A, I)
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Mentoring skills
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Proven ability to prioritise workload in a dynamic work environment and instruct and direct others which deliver positive outcomes (D, A)
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Effective at simplifying complex topics and organising work (E, A, I)
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Creative, adaptable, tenacious, a sense of urgency and hands-on, roll up your sleeves work ethic (E, A, I)
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The post holder will need to have the necessary skills to deal with unpredictable activity which may require them to change from one activity to another at a third party request. This flexibility is essential to successfully meet the demands of important internal customers. (E, A, I)
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