Head of Productivity, Efficiency and Business Improvement

In this role, you are accountable for: Leading the Development of the Efficiency, Productivity and Value for Money Strategy: 1. Developing an integrated NHSBSA Value for Money strategy, working with, and coordinating appropriate activities across Operational and Enabling/Corporate functions within the NHSBSA: ensuring efforts are consolidated and aligned to producing a systematic approach, demonstrating measurable benefits and value. 2. Leading the NHSBSAs Key Area of Focus and strategic initiatives on Efficiency, Productivity, and Value for Money ensuring these is evidenced and demonstrated in all that we do. 3. Identifying what resources are required to build the foundational capabilities and capacity needed to inspire, lead, deliver, and synergise these activities more effectively, and develop the associated Strategic Outline Case. 4. In leading the Value For Money Strategy and corresponding plans to develop capabilities needed to realise efficiency, productivity and Value for Money supported by a shared mindset and culture across the NHSBSA. 5. Ensuring that the minimisation of fraud, error and loss is at the centre of the Strategy and resulting plans, delivering value for money and taxpayer value. 6. Establishing and leading governance of NHSBSA efficiency and productivity plans that will at least meet annual government productivity targets (currently 2% Government Productivity improvement per annum) and deliver benefits to the wider health and care system (£1bn goal defined in NHSBSA Strategy). 7. Internally, leading the Leadership Team to embed the cultural change associated with this Strategy and mindset across all NHSBSA activity 8. Develop a comprehensive strategic roadmap with delivery plans that detail steps, timelines, and responsibilities for achieving long-term value and efficiency goals. Establish measurable performance targets across services, fostering a culture focused on continuous improvement. Stakeholder Management: 1. Externally, this role will lead the management of the Stakeholder Board including leading engagement with DHSC, NHSE andNHSBSA executive teams and Directors ensuring that the Stakeholder Board is focused on matters of strategic importance to the NHSBSA and promotes and builds deepening strategic relationship with both DHSC and NHSE in order to develop shared priorities and plans for NHSBSA and provide an escalation point for strategic issues and risks. 2. Responsible for the development and delivery of a new wider system efficiency programme with our Stakeholder Board. Communicating to and influencing very senior stakeholders both internal and external to the NHSBSA. 3. Preparation and presentation of sensitive, contentious, and highly complex information for review by the Board in a clear, understandable, and audience-appropriate manner. 4. Coordinate messaging and engagement with senior stakeholders, including DHSC and NHSE, to influence future commissioning decisions. Ensure that NHSBSAs contributions to wider system efficiencies are clearly communicated and valued. 5. Directly Influence and persuade senior stakeholders and leaders through demonstration of an extensive knowledge of the health and care system. Identify and lead the development of a number of Strategic Initiatives to include but not limited to: Lead and implement a robust approach to Non-Financial Benchmarking. 1. Create and implement a non-financial benchmarking strategy to identify and leverage best practices, informing efficiency improvements. Ensure benchmarking data and insight is integrated into planning and decision-making processes. 2. Responsible for developing and coordinating the production of non-financial benchmarking 3. Consult with NHSBSA Directors and colleagues across the NHSBSA to develop accurate and impactful non-financial benchmarking solutions 4. Liaise with DHSC, NHSE and other third parties such as HMT to ensure that best practise is adopted across the NHSBSA and wider system as appropriate 5. Work closely with the Head of Financial Transformation to ensure the NHSBSA has an aligned solution for both Financial and Non-Financial Benchmarking 6. Lead a team to ensure that benchmarking is continually adopted and improved, through research and understanding of best practice in both public and private sector organisations in both domestic and international markets. Lead the Tax-Payer Value Programme: 1. Lead and oversee the Tax-Payer Value Programme, ensuring end to end systematic end to end service and function reviews across all NHSBSA areas. 2. Lead a team across the NHSBSA to ensure that the recommendations are adopted across the NHSBSA 3. Provide robust assurance that all activities and recommendations identify return on investment opportunities and in turn deliver value for money that align with strategic priorities. 4. To be a leading member of cross government communities of practice working with HMT and others to improve both NHSBSA and Government benefits realised through adoption of HMT Public Value Framework Collaborate on Wider System Efficiencies: 1. Lead and oversee the NHSBSAs goal of delivering £1 billion in system-wide efficiencies. Maintain a pipeline of opportunities and collaborate with DHSC and NHSE to prioritise and achieve these goals, including the development of a National Efficiency Programme or similar. Shareholding and Commercial Strategy: 1. Develop and lead a shareholding strategy between NHSBSA and NHS Shared Business Services (SBS) and other shareholdings to explore opportunities to maximise value for the health and care system, ensuring distinct roles between NHSBSA and the organisations where NHSBSA act as shareholders are clear Lead strategic input into Spending Review: 1. Lead identification and reporting of organisational strategic priorities aligning efficiency, productivity, and Value for Money objectives and with key areas of investment. 2. Develop and present highly complex detailed reports as required working closely with the Head of Strategic Finance for DHSC, HMT, Review Teams, NHSBSA LT and Board. 3. Creating and maintaining evidence needed to respond in compressed timescales and lead engagement with senior teams leading Spending Review activities across DHSC and NHSE. Risk Management and Governance: 1. Lead and establish the highly complex and interconnected programme governance to ensure prioritisation and successful delivery of efficiency initiatives. Maintain a consolidated view of efficiency data, with regular reporting to the Leadership Team, Board, and external stakeholders. 2. Proactively manage risks associated with strategic initiatives, ensuring timely interventions to keep programmes on track. Establish governance structures that support effective decision-making and accountability. Leadership and Team Management: 1. Lead and inspire a cross-functional team, ensuring initiatives are effectively executed and aligned with NHSBSAs strategic goals. Act as deputy to the Executive Director of Strategy, Performance, Business Development & Growth, ensuring seamless collaboration across the organisation.

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