Non-Executive Director of Health Education England

Closed
Body: Department of Health and Social Care
Appointing Department: Department of Health
Sector: Health
Location: London
Number of Vacancies: 5
Remuneration: The HEE NEDs are remunerated at the standard rate of £7,883 per annum with the Audit Chair receiving £13,137 per annum.
Time Requirements: The time commitment for the Non-Executive Director is two to three days per month.

Campaign Timeline

  • Competition Launched

    12/04/2019

  • Closed for Applications

    01/05/2019

  • Panel Sift

    20/05/2019

  • Final Interview Date

    20/06/2019

  • Announcement

    TBC

 

Assessment Panel

Vacancy Description

Role and Responsibilities of a Non-Executive Director

Health Education England’s (HEE) Non-Executive Directors (NEDs) play a key role in the effective governance and leadership of the organisation. They contribute to the work of the Board, both by actively participating in Board discussions and more widely, contributing to the Board’s governance, performance management and development of strategy for HEE.

NEDs contribute to representing the HEE externally, maintaining (or developing where necessary) excellent relationships with a range of key partners and stakeholders.

NEDs are expected to contribute across a range of specific areas, including:

  • ensuring the Board defines the vision, values, culture and strategy of the organisation and sets a high standard for ethics and responsible business;
  • contributing to and agreeing strategy;
  • ensuring the Board puts in place appropriate governance and internal controls, including ensuring sound financial, risk and performance management regimes are in place and HEE has the capacity to deliver;
  • ensuring appropriate financial controls are in place and risks managed accordingly;
  • actively contributing to constructive debate on key issues, helping the Board develop its priorities, build consensus and drive improvements;
  • ensuring HEE’s Executive Team is supported and held to account for the performance of the organisation;
  • providing counsel, advice and support to the executive team, acting as a sounding Board and “critical friend” where necessary; and
  • with HEE’s leadership team, ensuring good working relationships are in place with a range of key stakeholders and that the Board listens to the patient voice.

 

Person Specification

Essential Criteria

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.

  • ability to operate effectively as a non-executive director on the Board of a high profile organisation, and guide the strategic direction of the work of HEE
  • sound judgement and an ability to work as an individual and as part of a team, with a constructive style and good communication skills
  • commitment to the provision of high quality education and training for the whole healthcare workforce, and to NHS Values, as set out in the NHS Constitution
  • Demonstrable interest in the work of HEE and the challenges it faces

 

 

In addition, for three of the five roles, candidates should bring skills and experience in one of the following areas:

For the Audit and Risk Chair appointment

  • an understanding of the importance of risk management and audit to good governance, and a record of achievement at a senior level in strategic financial management.

 

Clinical expertise in a regulated profession

  • a track record of clinical excellence and clinical leadership within the NHS
  • other than by the Medical Act 1983(c) or the Nursing and Midwifery Order 2001(d) [i.e. not a doctor, nurse or midwife]

 

Patient Engagement (Co-Chair of HEE’s Patient Advisory Forum)

  • specific expertise and experience of engagement and representation to ensure that the voice of patients and the public is integrated in the promotion of high quality education and training responsive to the changing needs of patients and local communities.

 

Desirable Criteria

It would be beneficial if candidates also have skills and experience in one or more of the following areas:

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

Human Resources

  • senior HR experience, including Workforce Planning

NHS / Trust Employer

  • Senior level experience as a health care employer

Business or industry leader

  • Strong commercial skills, to provide effective advice in areas such as strategic business development, customer relations and managing change

 

Additional Information

Health Education England’s role and responsibilities

Context

The NHS Long Term Plan, published on 7 January 2019, sets out a vital strategic framework to ensure that over the next ten years the NHS will have the staff it needs so that the NHS workforce has the time it needs to care, working in a supportive culture that allows them to provide the expert compassionate care they are committed to providing.

The Secretary of State for Health and Social Care commissioned Baroness Dido Harding (Chair of NHS Improvement), working closely with Sir David Behan, (Chair of Health Education England) to oversee the delivery of a workforce implementation plan which is due to be published shortly. The plan will include proposals to grow the workforce, consideration of additional staff and skills required, building a supportive working culture in the NHS and how to ensure first rate leadership for NHS staff.

HEE’s purpose and functions

HEE’s purpose is to ensure that the health workforce has the right skills, behaviours and training, and is available in the right numbers, to support the delivery of excellent healthcare and health improvement. It has five key national functions, summarised as follows:

  • providing national leadership on planning and developing the healthcare and public health workforce;
  • authorising and supporting the development of Local Education and Training Boards;
  • promoting high quality education and training responsive to the changing needs of patients and local communities. This includes responsibility for ensuring the effective delivery of important national functions such as medical trainee recruitment;
  • allocating and accounting for NHS education and training resources and the outcomes achieved; and
  • ensuring the security of supply of the professionally qualified clinical workforce.

Resources

HEE’s budget for 2019/20 is £4 billion programme funding and £58 million administration. The programme funding includes payments to NHS Trusts for the provision of clinical placements for healthcare students and payments to students.

HEE has a staff of 2165 (WTE equivalent). The majority of HEE staff work in HEE’s local offices supporting the Local Education and Training Boards (LETBs). The remainder are in HEE national directorates.

Legal Status and Governance

HEE was established as a Special Health Authority on 1 April 2013 and became a non-departmental public body from 1 April 2015 under the provisions of the Care Act 2014.

The Care Act 2014 sets out the functions and constitution of Health Education England and those of its Local Education and Training Boards (LETBs) in Part 3 Chapter 1 and Schedules 5 and 6.

HEE’s system of governance is based on the standard element of a statutory integrated board with a single Accounting Officer and national Executive Directors.  In addition, four LETBs are constituted as committees of the HEE Board based on regional areas with 34 Local Workforce Advisory Boards (LWABs) mapped to the footprint of Sustainability and Transformation Plans (STPs).

Chair and Board

The current Chair is Sir David Behan. He was appointed in December 2018 for a three year term of office.

Regulations specify the number of NEDs that HEE and its LETBs must have, including how many must have clinical expertise. Additionally, HEE has appointed an Associate NED to provide expert knowledge of equality and diversity issues in the NHS.

Role of Department of Health and Social Care

The Secretary of State remains responsible for ensuring that there is an appropriate education and training system. HEE’s NEDs are accountable to the Chair of HEE who is accountable to the Secretary of State for Health and Social Care and subsequently Parliament for the delivery of HEE’s objectives, outcomes and expenditure. HEE reports annually to the Secretary of State and Parliament on its performance in the delivery of its functions.

The Department of Health and Social Care has a role in sponsoring and supporting HEE. HEE’s objectives are set on an annual basis in the mandate. A published Framework Agreement sets out HEE’s relationship with the Department, and there are quarterly reviews of how HEE has performed. The Chair is required to provide annual and financial reports to be laid before Parliament.

As announced on 23 October 2018, from 2019/20 onwards, HEE will work jointly with NHS Improvement to develop its mandate. HEE’s board will continue to sign-off the draft mandate, but as a new step the mandate will then be approved by the NHS Improvement Board to ensure it meets service requirements, before approval by the Secretary of State. This will ensure that workforce plans are more closely aligned with NHS service plans.

Attachments
HEE NED Information Pack v FINAL
Monitoring Form
GIS Form
12.1 DHSC_Privacy-notice-v03
Return to Search