The Secretary of State’s delivery unit will bring a laser-like focus on delivering the reform needed to drive improvement generally across health and care and specifically on the three things that surveys show matter most to the public:
* Elective waiting times
* Urgent and Emergency Care waiting times and performance
* GP access
The unit – to be wholly part of the Department - will act as a mechanism through which the Secretary of State can hold NHS England and other partners to account for delivering on priorities.
The delivery unit will be small, agile and high performing and made up of internal and external recruits. As well as outstanding individuals with knowledge of the health and social care system, the unit will need access to expertise on delivering strategic and cultural change and policy development and delivery.
The unit will operate in lockstep with departmental strategy functions: this relationship is key. The unit will share responsibility for ensuring that the delivery issues of the day are tackled in ways that do not defer problems for the long term and do not make implementation of the long-term strategy emerging from the ten-year plan more difficult.
The director will have a track record of frontline delivery experience, of working dynamically and effectively with multiple delivery partners and with a strong interest in driving public service reform. Understanding of the role of accounting officers is desirable. He or she will be a visible and inclusive leader, actively fostering an open and collaborative culture that empowers the team to delivery their best work.
The director will be co-located with the Secretary of State’s private office. They will lead a small multidisciplinary team responsible for:
* Tracking and challenging delivery of the Secretary of State’s priorities, including progress against manifesto commitments via regular reporting to the Secretary of State and Permanent Secretary and attendance at the Secretary of State’s delivery meetings.
* Investigating and intervening proactively to solve delivery challenges, enabling Ministers to understand progress on priorities, issues and risks affecting delivery and how to address them.
* Bringing the Department and its Arm’s Length Bodies (particularly NHS England) together to ensure joined up working on the Secretary of State’s priorities.
* Building departmental capability to help deliver the health mission and the 10-year plan for health.
* Working closely with Number 10, the Cabinet Office, HMT and health and care colleagues to deliver a shared approach to solutions.
* Overseeing external reporting to the centre on top DHSC priorities.
* Preparing the Department prepare for PM stocktakes.
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