Chief Executive Officer Candidate information

Chief Executive Officer
January 2017

2 Norfolk and Suffolk NHS Foundation Trust
Welcome
Hello and thank you for your interest in becoming our new Chief Executive.
orfolk and Suffolk NHS Foundation
Trust provides Mental Health
services across Norfolk and Suffolk
and Learning Disability services in Suffolk.
We aim to be an expert in mental health
whole life care and wellbeing, known by the
local community to provide excellent advice,
care and treatment in a friendly, flexible and
timely manner.
Although the past few years have been
incredibly challenging for the Trust, we have
seen positive progress and improvements
on which we can build. The Sustainability
and Transformation Plans (STP) for Norfolk
and Suffolk present a genuine opportunity
for NSFT to play a significant role in the
development of the health and social care
systems. There is recognition in both STPs of
the importance of ensuring mental health
is properly positioned and better aligned
with other parts of the system including
acute hospitals, community services, primary
care and social care. We want our CEO to
take a leading role in helping shape these
discussions to ensure the optimum delivery
of care for our service users. This represents
a great opportunity to be involved in a senior
role in system-wide transformation. Our
dedicated colleagues’ hardwork has led to us
being rated ‘Good’ for the ‘Caring’ domain
of the CQC inspection and we have also
been rated ‘Outstanding’ for our Child and
Adolescent mental health wards. The CQC
recognised a significant improvement in the
quality of our services in 2016 and this was
achieved whilst reducing our underlying
deficit to £3.3m - £1.5m better than the
planned deficit.
We have made good progress with our One
Trust strategy, which has seen the creation
of a single IT platform across the Trust,
common Organisational Development and
Workforce Strategies and the launch of our
Clinical Strategy. Also, with the successful
bidding for Wellbeing contracts in both
Norfolk and Suffolk we have created a single
Trust-wide Wellbeing service line.
However, there is still lots more to do. In
October 2017, our Trust re-entered Special
Measures following an inspection from the
CQC. Like every other NHS Trust in the
country, we operate against a backdrop of
increasing financial challenges with ever
greater demand for our services, and so we
need to continue progress so that we deliver
genuine improvements to service users and
carers whilst maintaining
financial sustainability.
To support us on this next stage
of our journey, we are seeking an
experienced Chief Executive to provide
leadership during this critical period of
transition and ongoing transformation.
We are looking for a talented leader who
can champion our values, develop our
external partnerships, hold others to
account and bring a focus on achievement.
Our next Chief Executive will need to be a
confident and dynamic leader with a vision
for the future, have a passion for service
improvement and an ability to inspire our
clinicians, colleagues and partners.
We know the way ahead will not be easy,
but you will be working with a dedicated,
focused and engaged staff at all levels of
the organisation. Beyond the Trust, our
partners in the wider health and social
care economy have a strong appetite for
change, which provides a fertile ground
for true system-wide leadership.
If this sounds like you, then we would
like to hear from you. Please get in
touch with our recruitment partner,
Rhiannon Smith, at Hunter Healthcare
on: 020 7935 4570.
N
Gary Page, Chair

Chief Executive Officer 3
About the Trust
The Trust was formed on 1 January 2012
by the merger of Norfolk and Waveney
Mental Health NHS Foundation Trust and
Suffolk Mental Health Partnership NHS Trust.
The Trust at a glance:
Annual turnover £215.7m
(2016/17)
Current deficit -£1.1m
(2016/17)
Workforce ~4,000 staff
Beds 410
CQC rating Inadequate
Annual report:
www.nsft.nhs.uk/our-priorities

he Trust has inpatient facilities across
Norfolk and Suffolk with smaller bases
in rural locations, which comprises
of five localities: three in Norfolk and two in
Suffolk with three county-wide services.
Many of our services are offered in the
community. We help service users to get the
support they need in an environment
familiar to them.
At the Trust we provide a wide range of
health and social care services specialising in
mental health care.
Our services
We provide a range of health and social care services
specialising in mental health across Norfolk and Suffolk.
These services include:
• Child and adolescent mental health
• Community mental health
• Crisis resolution and home tredatment
• Inpatient care
• Older people and dementia
• Forensic services
• Learning disability
• Community eating disorder
• Wellbeing and improving access to
psychological therapies
T

SFT’s values and behaviours framework
has been designed to ensure that
service users and carers have the best
possible experience when accessing mental
health care. It describes how we aim to behave
with people every day, and how we will
successfully develop our Trust, our people, and
how we will continue to improve the quality of
everything we do.
Our values were co-produced by more
than 1,300 of our service users, carers and
colleagues. Our values support our Trust’s
ambition to always be ‘Working together
for better mental health’.
These values include pledges to involve
people and share information and
knowledge, be professional and effective
and be proactive by looking for solutions
when faced with problems. They also
outline the importance of open, two-way
communication and valuing everyone’s
unique experience, skills and contributions.
In our everyday business, our values are
used as a standard to relate to everything
from how we recruit; how we appraise
ourselves and help us develop; how
we measure the quality of services and
design and develop new ones.
They have been developed as part of our
drive for continuous improvement, and
we will expect everyone working for our
Trust to demonstrate them. That way,
they will become firmly embedded in
our day-to-day work across our Trust to
ensure everyone receives the care and
treatment which they deserve.
Our values
Our values reflect what we believe will make
the most positive difference to the care we offer to others
and to the way we work with one another within our Trust.
Positively... Respectfully... Together...
We are clear that we need to
deliver quality driven mental health
services; embedded through an
organisational culture of continuous
improvement and co-production. This
must be underpinned by an engaged
workforce, financial sustainability
and our shared values: positively,
respectfully, together.
These support our mission to be a
champion for positive mental health,
by providing safe, effective, trusted
services together with our partners.
N

ur Trust Strategy aims to help those
who use our services to lead a fulfilled
life (regardless of mental health
symptoms). Combined in our Trust clinical,
workforce, operational and recovery strategies
we have three clear strategic goals:
Our strategy and vision
Our Trust’s mission is to be a champion for positive mental health,
by providing safe, effective, trusted services together with our partners.
Our five year strategy explains what we will do to achieve this through our three core goals.
• We will deliver trusted, effective, quality-
driven services, support and empower
our workforce to be trusted and valued
by local people, involve service users
and carers in developmental decisions,
ensure we deliver services safely and that
accountability and responsibility sits at the
right level, become financially sustainable
and deliver services within our means.
• To achieve this we will embed a
continuous quality improvement culture
and our service user and carer
involvement strategy, develop our
leadership and management capability,
employ and retain a skilled and responsive
workforce, implement cost improvement
programmes and effectively manage our
budgets and only deliver services where
we are appropriately funded to do so.
1. Improving quality and achieving financial sustainability:
O

• We will work together as one
organisation, for better, sustainable
mental health services, embed our
values and behaviours across all our
services, give clear accountability and
responsibility to the workforce at all
levels via our operating model, play
a central role in the system-wide
response to local health and social
care challenges and increase our
collaborative working
• To achieve this we will implement
Trust-wide clinical models, where
possible and that are needs-led
and align with local commissioning
arrangements, reflect our values and
behaviours into everything we do,
share performance information across
the workforce and hold people to
account for delivery, work together
and share best practice to enable
learning at all levels of the
organisations and wider health
community, develop strategic
partnerships to deliver effective and
sustainable services within Norfolk
and Suffolk and beyond
• We will increase our focus on primary
care and prevention, provide high
quality inpatient care, continue to
positively promote implementing
Recovery through Organisational
Change (ImROC) principles, reflect
local needs and deliver improved
outcomes for our population and seek
integration across Norfolk and Suffolk
with primary care, local authorities
and other providers
• To achieve this we will develop
evidence-based clinical strategies for
each service; co-produced with service
users, carers and commissioners, to
improve outcomes, balance NICE and
other national guidance with local
commissioning priorities and funding,
adopt Lean-based processes to
underpin delivery of needs-led
pathways
2. Working as One Trust:
3. Focusing on prevention,
early intervention and
promoting recovery:
Our Vision
Our overarching vision is to work
together for better mental health.
We are putting Recovery at the
heart of what we do and, for us,
Recovery means people living the
best life they can, with or without a
mental health condition. Listening to
our colleagues, service users, carers
and stakeolders, we know we need
to be clear about our strategy to
achieve this and through our three
goals we have already seen marked
improvements.
To find out more, please visit our
online publications at:
www.nsft.nhs.uk/our-priorities

The role
NSFT is looking for a Chief Executive
who will play a significant role in leading
the Trust out of Special Measures and on
its continuous journey of improvement.
ur Chief Executive will be responsible
for all aspects of the performance of
the Trust through strong direction and
inspirational leadership, together with strategic
and operational performance management,
ensuring all services meet the changing needs
of our population, have high standards of
quality, put patients and service users at the
heart of service delivery and can be delivered
within available resources.
The Chief Executive is a Board member,
accountable to the Board of Directors through
a primary reporting relationship to the Chair.
He or she will be expected to
lead on a number of key areas:
• Being a system leader within the STPs
• Improving quality whilst achieving
financial stability
• Strategy, leadership and management
• Governance, stewardship and
regulatory compliance
• Commercial and business development
• Partnership working, social inclusion
and stakeholder management
• Performance management
• Workforce development
A detailed Job Description is attached at
Annex 1.
O

SFT is looking for a talented leader who
can build on what we have already
achieved and help us continue on this
journey to improve. We have had considerable
success in developing our new strategy and
delivering services that are caring across the
local health economy in partnership with
other health and social care providers, and our
new CEO will need to have the commercial
and political skills to take advantage of the
opportunities presented.
He or she should have a strong focus on
system, rather than organisational, leadership
and be excited by the opportunities that are
being created in the wider health economy to
radically change the future shape of health and
care across our two STPs, both of which
recognise the importance of ensuring mental
health is properly positioned and better aligned
with other parts of the system.
With a relentless focus on the needs of our
communities, he / she must be able to
champion clinical leadership and engage
external partners, as well as interact with a
wide range of stakeholders, both regulatory
and non-regulatory, and forge strong working
relationships across their team to bring about
a focus on achievement. Powers of persuasion
and influence will be needed, as will the ability
to act in a politically astute manner. It is a role
that requires self-confidence, enthusiasm and
emotional resilience.
Above all, we need an individual who can lead
a dispersed multidisciplinary workforce with
pace, energy and personal presence.
A detailed Person Specification is attached at
Annex 2.
Could you be
our next Chief Executive?
N

• A CV (with current terms and conditions)
which demonstrates how you meet the
criteria
• A covering letter (no more than two
pages) highlighting the aspects of the role
and NSFT that particularly attract you to
the post and outlining why you feel you
are right for us
• Contact details for four referees
(who will not be contacted without
your permission)
• A contact email address and telephone
number
• A completed Equal Opportunities and
Monitoring Form
(available at http://hunter-
healthcare.com/executive-opportunities/)
Please send applications by email to Hunter
Healthcare at:
applications@hunter-healthcare.com
For a confidential discussion, please contact
Rhiannon Smith on: 020 7935 4570
All applications to be received by
18 January 2018.
How to apply
All applications must quote reference CEONSFT and include:
Timetable of events
Date Event
18 January Application deadline
26 January Longlisting
12 February Shortlisting
27 February Stakeholder event
28 February Final interview

Annex 1:
Job Description
he Chief Executive is responsible for the
direction and leadership of the Trust
and for ensuring the implementation
of the Trust’s strategic goals and objectives, as
established by the Board of Directors. Together
with the Board, the Chief Executive will be
responsible for growing the assets of the
organisation and will have overall responsibility
for the sustainability and continued success of
the Trust.
With the Chair and through the Executive
Team, the Chief Executive will enable the
Board to fulfil its governance function and
establish mechanisms for the delivery of
the key priorities of the Trust’s Integrated
Business Plan.
The key role of the Chief Executive is to
be accountable for the delivery of efficient
and effective mental health and social care
services for the population served by the Trust.
Duties and Responsibilities
• Accountable for the provision of high quality
and safe services
• Accountable for meeting all the Board’s
expectations for organisational performance
• Administration of the Board by advising
and informing Board members and providing
the interface between Board and staff
• Take responsibility for positioning the Trust
to competitive advantage and establishing
systems that enable the identification of
emergent niches within health and social
care
• Maximise the involvement of Members and
Governors in the work of the Trust
• Accountable for meeting and striving to
exceed the requirements of the Regulators:
NHS Improvement and the Care Quality
Commission
• Create and sustain organisational cultures
which are responsive to the needs and
aspirations of individual consumers
• Establish cultures focused on continual
improvement in quality and cost effectiveness
• Use the power of the organisation as an
employer, purchaser and owner of
resources, including intellectual property, to
contribute to the economy and wellbeing of
the local communities
• Ensure the Trust is compliant with its
authorisation and statutory obligations at
all times
• Provide leadership in the development of
the Trust’s vision, mission and values and the
corresponding strategies, goals and funding
to achieve them
• Implement a dynamic, rigorous and
flourishing business planning process
• Establish standards for business processes of
the organisation
• Accountable for the development of effective
and mature external working relationships
with stakeholders (eg commissioners, other
providers (NHS and non-NHS), suppliers,
social services)
• Accountable for influencing the most positive
outcomes for the mental health of our
communities within the work of the Strategic
Transformation Partnerships
• Ensure that the Trust and its goals and
services are consistently presenting a strong,
positive image to relevant stakeholders
• Contribute to and maintain awareness of
national policy development related to health
and social care and local government
T

Leadership and people management
• Develop devolved leadership through the
organisation within an explicit framework of
authority, responsibility and accountability
• Provide clear leadership and promote and
foster a culture consistent with the
Trust’s values
• Provide support to the Chair in developing
the Governors’ role and ensuring local
community accountability
• Implement processes for education,
development and succession planning
throughout the organisation
• Demonstrate high visibility within the
organisation
• Support effective staff engagement
• Demonstrate appropriate role modelling as
the senior leader of the organisation
• Enable devolved leadership through the
organisation within an explicit framework of
authority, responsibility and accountability
• Ensure high standards of people
management, including the delivery
of annual appraisals and personal and
professional development
• Advocate the Trust as a positive place to
work
• Participate in Director On Call rota
Governance
• Develop the systems for integrated
governance throughout the organisation
ensuring that the Governors and the
Board of Directors receive timely and
accurate information
• Achieve the requirements of the Annual Plan:
annual assessment, in-year monitoring and
remedy of any compliance failures
• Ensure systems for compliance with our
Terms of Authorisation as a foundation trust
• Deliver on core and developmental Care
Quality Commission standards
• Ensure the delivery of the recommendations
of the Francis Report
• Operate in accordance with health and
safety requirements
• Ensure effective systems are in place to
report and manage risks at local and
corporate levels
• Ensure robust corporate and clinical systems
and processes are in place
• Ensure effective policies, systems and
processes are in place for the management
and security of confidential information
in accordance with Trust policy, the Data
Protection Act and Freedom of Information
• Accountable for ensuring compliance with
the Mental Health Act 2007
Finance and resources
• Accountable for the management of the
Trust’s resources within budget guidelines,
current laws and regulations
• Accountable for the establishment of robust
systems for securing legally binding contracts
• Ensure operation within Standing Financial
Instructions and Standing Orders
• Accountable for financial planning and
budgetary control of all contracts and
services
• Ensure organisational delivery of cost
reduction programmes
Performance
• Build and maintain a high performance
culture through effective performance
management

• Establish productivity measures for services
in area of responsibility and monitor
performance
• Support and reward high standards of
performance across clinical and corporate
areas
• Remedy poor or low performance at
individual, service and corporate level
Equality and diversity
• Positively champion dignity, respect and
inclusion, promoting the Trust’s equal
opportunities and diversity strategies
• Undertake all duties in accordance with
the Equality Act, the Trust’s Equality,
Diversity and Inclusion Policy and the Single
Equality Scheme
Communication
• Ensure that staff and the Boards of
Directors and Governors have sufficient and
up-to-date information and that reporting
is transparent
• Provide an interface between Trust and
community (eg Strategic Transformation
Partnerships, social care, other providers,
public)
• Act as a key spokesperson and ambassador
for the Trust
Joint responsibilities with all directors
Executive Directors accept shared responsibility
and leadership for:
• Setting strategic direction
• The Trust meeting its strategic and
operational objectives
• Key decisions taken as an Executive Committee
• Monitoring and managing performance of all
services across the entire organisation
• Working together as an effective Executive
Management Team
• Meeting Executive Team objectives relating to
current themes and priorities
• Collective leadership in setting the
culture, safeguarding values and ensuring
the organisation’s obligations to its key
stakeholders are met
Strategy
• Development of the Trust’s strategic aims and
aspirations, with consideration of the Council
of Governors’ views, the resources available
and support Trust values
• Providing leadership to the organisation
within a framework of effective controls,
ensuring key risks are assessed and managed
to ensure successful organisation outcomes
Partnerships
• Work with the Chair alongside the Council
of Governors and all internal stakeholders
to promote the Trust’s mission to provide
the highest quality mental health and
community care
• Providing influential leadership to develop
and nurture positive relationships with
key external stakeholders and to explore
opportunities offered by partnering with
other organisations to improve the quality
and value of services in the interest of all
communities served
Organisational development
• Establish the Trust’s values and standards
of conduct, ensuring its obligations to all
stakeholders are understood and met. Lead
the development of a culture that is open
and empowers innovation at all levels
• Develop, implement and monitor an
Organisational Development Strategy for the
Trust aligned with and supporting strategic
aspirations and objectives
Values
• Placing the Trust’s values at the core of
every decision ensuring equality and
valuing diversity
Conduct
• The post holder will be expected to comply
with and promote “The Code of Conduct for
Managers Directions 2002”, and the Trust’s
Values and policies
• The post-holder must be a “fit and
proper person” in accordance with NHS
Improvement requirement

Annex 2:
Person Specification
Essential Desirable
Qualifications Degree
Post Graduate qualification in a relevant subject to Master’s level, or
equivalent experience
Evidence of continuous professional development
Management qualification, clinical quali-
fication
Experience Experience operating as a CEO in a large complex organisation (including interim
and long term acting up)
Experience as a Board member, with responsibility for high level strategy including
setting strategic vision and direction gained within a health or social care setting
Evidence of successful joint working at Board level with other partnership
organisations and stakeholders
Successful track record in leading and delivering complex organisational change
Experience of people management
Drive for improvement based on service user experience
Experience of dealing with a range of complex issues within a political or demanding
stakeholder environment
Experience as NHS Chief Executive
Experience of the complexities of operating
as a foundation trust
Director / CEO level experience leading
a mental health trust

Essential Desirable
Skills Strong team building skills with the ability to identify and develop talent
Exceptional communication and influencing skills with the ability to motivate teams
and gain consensus at all levels within the organisation
Strong, effective negotiation skills
Ability to see the bigger picture without losing sight of the detail
Effective complex problem solving
Strong risk management skills
Long term strategic planning and management of resources
Ability to contribute to the development and maintenance of Board unity
Management qualification, clinical
qualification
Knowledge Knowledge of national NHS strategy and policy, in relation to its impact on
mental health and social care
Sound knowledge of corporate governance and an understanding of
risk management
Understanding of the complexities of
operating as a foundation trust
Other Leadership and Impact:
Ability to articulate a clear sense of vision
Track record of visible and effective leadership, demonstrating influencing skills
Ability to inspire, motivate and develop others to achieve transformational change
High degree of cultural and political understanding and sensitivity
Demonstrable competence to discharge corporate responsibilities
Evidence of leadership in a multi-skilled and diverse team
Values:
Commitment to high quality patient care and the delivery of
health improvement services
Role models the Trust’s values of ‘Positively’, Respectfully’ and ‘Together’
Leadership and Impact:
Evidence of leadership working in a
complex organisation with a wide
variety and multi-partnerships, eg local
government, social care, volunteer groups,
NHS
©December2017.NSFT.Leafletcode17/175.GFX:4910

Norfolk and Suffolk NHS Foundation Trust values and celebrates the diversity of all the communities we
serve. We are fully committed to ensuring that all people have equality of opportunity to access our service,
irrespective of their age, gender, ethnicity, race, disability, religion or belief, sexual orientation, marital or
civil partnership or social and economic status.
NSFTrust
@NSFTtweets
nsft.nhs.uk
01603 421421Trust
Headquarters:
Hellesdon Hospital
Drayton High Road
Norwich
NR6 5BE
Patient Advice and
Liaison Service (PALS)
NSFT PALS provides
confidential advice,
information and support,
helping you to answer any
questions you have about
our services or about any
health matters.
If you would like this leaflet
in large print, audio, Braille,
alternative format or a
different language, please contact PALS
and we will do our best to help.
Email: PALS@nsft.nhs.uk
or call PALS Freephone 0800 279 7257

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