department of health senior structure€¦ · and funding streams such as social impact bonds,...

DEPARTMENT OF HEALTH SENIOR STRUCTUREClick on the areas below for more information

Permanent Secretary Chris Wormald

Chief Medical OfficerDame Sally Davies

KEY Shared with OGDSpecialist role * This includes the DG, their private office and DG supportDirector role Deputy Director roleDG role

Leading the UK’s preparedness and response to natural and man-made emergencies from a health perspective, playing a crucial role working with international, national and local partners on the global health security programme. Responsibility for health protection policy, including blood payments, the fight against anti-microbial resistance, dealing with outbreaks of infectious diseases, and all vaccine and screening programmes.

Responsibility for strategic oversight of the public health system, including the Section 7A agreement, transition to the business rates retention scheme, tackling health inequalities and sponsorship of PHE. Working in partnership with PHE to deliver a step change in healthy behaviours in adults, young people and children including tobacco, drugs, alcohol and sexual health. Promoting the best start in life for children and young people, including access to the right services. Responsibility for policy on abortion, embryology, organ donation and blood and transplant policy, including sponsorship of the HFEA, HTA and NHSBT.

Responsibility for leading the Department’s role in global health affairs, with emphasis on making a success of our Exit from the European Union and the potential opportunities for collaboration on important international health and care issues, not only in Europe but across the world. This includes managing our relationships with the World Health Organisation, G7, G20 and other international forums, and supporting the government’s wider international objectives from a health perspective. Also responsible for delivering priority programmes on prevention.

Shared with DWP Joint responsibility for improving employment and health outcomes for disabled people and people with long-term health conditions. This includes developing new delivery models and funding streams such as social impact bonds, personal budgets and innovative third sector models, exploiting localism opportunities and using big data to drive local performance.

Global and Public HealthVacancy6 FTE*

GLOBAL AND PUBLIC HEALTH DIVISION Click on the areas below for more information



Emergency preparedness and health protection policyHelen Shirley-Quirk

43 FTE £2.64 million (+19 ODA funded)

Emergency preparedness and resilience Clair Baynton

High consequence infectious diseases and immunisation

Kevin Dodds

Global health security Nick Adkin

Health protection policy Ailsa Wight

Lead DH emergency preparedness and 24/7 response capability including crisis management of incident response teams, co-ordinating health and social care response to emergencies and representing the Department in COBR meetings. Working closely with NHSE, PHE and OGDs, ensure robust, detailed plans are in place for cross-government response to mass casualty emergencies, infrastructure and resilience risks (eg flooding, industrial action), terrorist and CBRN threats. Develop and deliver emergency preparedness exercise programme for the health sector. Lead policy for health sector contribution to the CONTEST counter-terrorism strategy. Participate in the DH emergency response on-call rota 1 week in 3.

Lead policy, contingency planning and emergency response to major infectious disease risks such as Ebola, Zika, MERS and pandemic flu. Working closely with NHSE, PHE and OGDs, ensure robust, detailed plans are in place to manage response to major disease outbreaks and lead preparations for cross-government exercises to test readiness. Policy and oversight of emergency stockpiles of clinical countermeasures. Policy and assurance of annual seasonal flu programme and of national immunisation programmes. Lead response to Pandemrix litigation. Participate in DH 24/7 emergency response including crisis management of incident response teams, attendance at COBR and participation in the DH Emergency Response on-call rota 1 week in 3.

Programme Director for the new £460m ODA-funded DH Global Health Security (GHS) Programme to support low and middle income countries in preparing for and responding to diseases of epidemic potential and in tackling the threat of AMR. Design and implementation of the programmes, ensuring adherence to ODA requirements, demonstrable vfm and rapid delivery. Lead policy for GHS and international AMR, including follow up to publication of the O’Neill AMR Review and high level meeting on AMR at the UN General Assembly. Engaging and securing commitment from DfID, FCO, HMT, WHO and other countries to secure UK policy goals. Leading the UK’s participation in international networks for collaborative global action on GHS, AMR and International Health Regulations.

Policy leadership for the protection of the public’s health against environmental hazards, radiation, pollution, extreme weather, infectious and zoonotic diseases, healthcare acquired infections and climate change. Oversight of payment schemes for those infected by contaminated blood including delivery of reform of the schemes and potential litigation. Policy and assurance of implementation of the UK AMR strategy within the UK. Oversight and assurance of screening policy and delivery. Policy leadership for cross-cutting health protection policy and system design, including focal point for liaison with PHE on delivery of health protection functions. System stewardship to ensure effective response to incidents and issues, working closely with PHE, NHSE, FSA and Defra.


Population health Mark Davies

77 FTE £4.59 million


Health ethics Jeremy Mean

Children, families and communities

Dorian Kennedy

Healthy behaviours Tim Baxter

Public health systems and strategy Simon Reeve

Leading the Department’s work on human tissue policy and ethics, and sponsorship of key arm’s length bodies. Policy responsibility for abortion, human embryology and assisted reproduction, blood and organ transplantation, human tissue, and surrogacy, and stewardship of the relevant legislation. Oversight of the provision of abortion services and the availability of organs for transplantation. Policy responsibility for the ethics of consent. Management of the implementation of reforms to the system of death certification and the establishment of a new system of medical examiners. Sponsorship of HTA, HFEA and NHSBT.

Leading the Department’s work on reducing health inequalities, tackling violence and improving health outcomes for children, families and communities. Ensure children have the best start in life by leading policy and oversight of the heathy child programme and children’s services. Lead the health contribution to child protection and safeguarding. Lead and manage the Department’s strategy for reducing health inequalities and help to ensure that health is considered in policies across government. Promote the inclusion and health of vulnerable groups. Tackle violence and abuse by leading the Department’s contribution to cross-Government strategies on a range of key programmes.

Leading the Department’s work to help people live healthy lives and make choices about their lifestyles and behaviours which will help them to live healthier and longer. Health policy lead on drugs and alcohol. Tobacco control policy and legislation. Time-limited tobacco projects, including those flowing from the EU Tobacco Products Directive and implementation of Standardised Packaging Regulations and the new Tobacco Control Plan. Policy and stewardship of sexual and reproductive health, including HIV. Food and nutritional policy, including competent authority responsibility for nutrition and food labelling legislation.

Strategic oversight of the public health system, sponsorship of PHE, and development and assurance of the Section 7A agreement with NHSE. Supporting ministers in discharging their public health system accountabilities, and ensuring that the legal and financial framework for local government public health responsibilities is fit for purpose. Managing the implications for public health of a transition to retained business rate funding, and working with PHE to develop assurance and accountability arrangements following removal of the ring-fenced LA grant in 2018. Oversight of key centrally funded public health programmes, and overall policy leadership for prevention of non-communicable disease.


EU, international and prevention programmes Paul Macnaught



EU and international health Mayerling O’Regan

Childhood obesity strategy Emma Reed

Leading the Department’s international engagement. Including making a success of our Exit from the European Union, fostering coherent DH, Whitehall and UK-wide approaches with the EU, World Health Organisation, G7, G20, OECD and individual countries. Developing strong relationships with counterparts abroad and providing excellent support to ministers, senior officials and the CMO. Working closely with PHE to align desired outcomes and exploit opportunities such as the prosperity fund. Managing our relationships with the Devolved Administrations and Overseas Territories. Overseeing and administering the EEA cross-border healthcare rules. Leading a project to redesign EEA processes, jointly with the NHS Cost Recovery programme, to minimise fraud, error and net spend.

Leading the government’s Childhood Obesity Strategy (COS). Policy lead for childhood obesity and physical activity and Programme Director of COS implementation. Includes transferring the prevention and diabetes elements of the POD programme safely to new arrangements. Designing, setting up and leading the cross-Whitehall implementation programme for COS, ensuring measurable evaluation and appropriate governance. Engaging and influencing OGDs, LGA and other stakeholders to secure practical commitments and behaviour change. Establishing specific programmes to be led by DH/PHE. Assuring delivery and benefits realisation, managing risks, issues and dependencies across the programme. Mobilising resources and deploying budgets effectively and ensuring value for money.


Health and work unit Tracey Waltho DWP 11 FTE £0.79 million



Work and health Richard Cienciala

Policy and delivery of our health and work strategy, including: contributing to a Health and Work Green Paper, developing new partnerships and delivery models which make full use of a test and learn approach through the unit’s £200 million innovation portfolio, influencing key partners to align around the health and work agenda to help realise the health benefits of work. Ensuring a strong and effective health input throughout the unit’s work through personal leadership and through building the capability and skills of unit members.

COMMUNITY CARE DIVISION Click on the areas below for more information

Responsibility for social care policy, funding, markets and the Department’s relationship with local authorities, working in close partnership with DCLG. This includes responsibility for working with a wide range of partners to make the integration of health and social care a reality. Responsibility for taking a strategic oversight of ageing policy, with specific projects on improving care for people with dementia and end of life care and 7 day services. Responsibility for policy on learning disabilities and autism.

Overseeing the delivery of the government’s strategy for primary and community care, so that improvements in 7 day out-of-hospital care keep people out of hospital and well in their own homes for longer. This includes looking at new models of care and local devolution. It includes a focus on improving access to primary care services, including dentistry and improving urgent and emergency care services. Co-ordinates the government’s policies on mental health and offender health. Responsibility for commissioning policy and sponsorship of NHSE. Responsibility for the programme office for 7 day services.

Leading the health and care system’s approach to the funding and provision of medicines and community pharmacy services. This includes policy responsibility for the clinical and cost effectiveness of drugs, supply and pricing, prescription charges and the community pharmacy contractual framework, and sponsorship of MHRA and NICE.

Leading the government’s ambition to deliver a transparent health and care system to give patients better information and improve health and care, including sponsorship of HSCIC and making the best use of digital innovation. Delivering the government’s strategy to drive better use of data across the health and care system, including responsibility for data sharing and cyber security policy.

Leading for the Department on the design of a new operating model for the delivery of technology, data and digitally-enabled transformation programmes in the health and care system to support the delivery of 7 day services, in addition to assuring the delivery of the paperless NHS portfolio and providing expert advice on technology enablers and delivery approaches to support policy making. Leading the Department’s project portfolio function, to provide ongoing assurance to ministers on the delivery of major programmes.

Providing an expert voice for social work in government, continuing the reform of social work education, training and practice, and improving the wider public’s perceptions and understanding of the role and the value of social work in people’s lives. The Chief Social Worker will also provide advice and guidance on social work and social work matters in relation to policy and legislation.

Community CareTamara Finkelstein

6 FTE*



Social care, ageing and disability Clara Swinson


Social care system oversight Ed Moses

Integration and devolution Peter Howitt

Social care strategy and projects Tabitha Jay

Dementia and disabilities Tabitha Brufal

Responsible for oversight of the adult social care system and the relationship with local government, covering the core areas of DH responsibility of finance, the legal framework, performance and the outcomes framework. It will require detailed knowledge on the state of local authority commissioners and the private and voluntary sector social care market, increasing our data and intelligence. This new function will develop our governance, risk and stakeholder management, following the successful implementation of the Care Act 2014. It will lead the sector-led improvement approach. It involves close working with CLG, the LGA and ADASS.

Responsible for health and social care integration policy and local devolution in England. It requires close working with CLG, NHSE and a range of partners to oversee the delivery of the Better Care Fund and to co-design and implement the commitment to integration by 2020. The ongoing policy function will need to agree metrics, governance and appropriate support and work across DH and its arm’s length bodies on relevant areas such as new care models and regulation. Responsible for local devolution policy, representing DH in Whitehall and working closely with NHSE, NHSI and other arm’s length bodies on existing and new devolution deals, including Greater Manchester. It will require building a deep understanding of differing local plans and delivery on integration and devolution.

Responsible for leading a portfolio of projects relating to the adult social care system, working on a flexible basis to prioritise and deliver a new work programme which reflects ministerial priorities, existing issues and risks, and the challenge of the ageing population. Current projects include the carers strategy, attendance allowance reform, Dilnot/funding reform, charging review and end of life care. It involves working closely with other government department, local government and other partners to develop realistic and innovation options to improve social care.

Responsible for enabling independence for those living with disabilities and dementia, covering older people, working age and children. It covers three major programmes: dementia, including implementing the PM’s 2020 Challenge and contributing to the global drive on dementia; learning disabilities, including assurance of the Transforming Care (Winterbourne View) programme, and the forthcoming action plan; and autism and Asperger’s, to coordinate the cross-government strategy. It involves close working with NHSE, PHE, local government and co-production with people who use services and a range of voluntary sector bodies. There will be some international travel required.



Community, mental health and 7 day services Jonathan Marron 99 FTE £5.89 million

NHSE sponsorship and commissioning policy

Siobhan Jones

Mental health Emily Antcliffe

Primary care Graeme Tunbridge

7 day services Louise Everett

Gwen Nightingale

Sponsorship of NHSE and responsibility for commissioning policy in DH. Lead the relationship with NHSE with responsibility for the Mandate and the accountability arrangements. Responsibility for commissioning policy including the new models of care, community health and out of hospital care and choice and personalisation programmes. DH engagement in the STP process.

Responsible for the DH policy on Mental Health across the life course and the Department’s statutory functions in relation to Mental Health. Policy responsibilities include Access and Waits Policy, Perinatal Mental Health, Forensic Mental Health and Offender Health. Implementation of the Mental Health Taskforce Recommendations including delivery of government wide actions.

Responsible for DH policy on primary care, including Primary Medical Care, Dental Services and Eye Care and long term conditions. The development of 7 day GP services.

Responsible for the development and delivery of a comprehensive programme across DH and partner arm’s length bodies to define and implement the Governments programme for 7 Day Services across the NHS.



Medicines and pharmacy Liz Woodeson

61 FTE £3.6 million (excluding CMU)

Clinical and cost effectiveness policy

Libby Green

Medicines, pricing and cost control Robert Kettell

Pharmacy Jeanette Howe

Commercial medicines unit Christopher Theaker

Responsible for national systems and policy to ensure that medicines available on the NHS are safe, and clinically cost-effective. Leading on policy and legislation to determine what medicines, substances and appliances can be prescribed on the NHS and contributing to drugs bill savings. Also policy and legislation on which healthcare professionals have the right to prescribe which drugs. Includes responsibility for general medicines policy initiatives such as the Cancer Drugs Fund. Also responsible for sponsoring NICE and the MHRA.

Leading the delivery of an estimated £2bn savings in the medicines budget by negotiating and regulating the price of branded medicines, including through the voluntary Pharmaceutical price Regulation Scheme and its statutory alternative. Responsibility for overseeing the NHS pharmaceutical supply chain, including the management and mitigation of medicines shortages and the operation of a major stockpile of essential medicines. Responsibility for prescription charges policy and legislation, including policy of exemptions from charges and leading cross-system work to combat prescription fraud.

Leading on policy and legislation for NHS pharmaceutical services to secure better utilisation of the pharmacy workforce and community pharmacy, together with significant savings, including through contract negotiations, setting NHS drug reimbursement prices and holding the NHSBSA to account for NHS dispensing contractors’ payments. Ensuring medicines legislation, professional/system regulation, NHS digital strategy/delivery and workforce planning support the effective provision of pharmacy services. Also policy responsibility for the safe and secure handling of controlled drugs.

Leading the delivery of procurement of medicines on behalf of secondary care in England. Delivery within Public Contracts Regulations to enable hospitals to call off requirements, supporting management of supply chain issues and shortages, provision of commercial information and data analysis. Delivery of procurement savings of £100 million per annum. Delivery of procurements of vaccines, clinical countermeasures and pandemic planning on behalf of DG and PHE. Developing collaborative arrangements with both NHSE Chief Pharmacists and regional procurement pharmacists to support this activity. Provision of secretariat to support the Advisory Committee for Borderline Substances.



Digital and data policy Katie Farrington

41.5 FTE £2.62 million

Digital strategy Vacancy

Information and transparency policy

Simone Bayes

Health and social care data security and data sharing

Lorraine Jackson

For the whole of health and social care, responsible for: digital leadership, policy and capability, including thought leadership on digital and support of specific time limited digital programmes. Responsible for digital spending controls. Arm’s length body leadership on digital and co-ordination with digital industry team on digital health industry sponsorship, supply side management and enabling industry to support change.

For the whole of health and social care: HSCIC sponsorship and CITO remit. System oversight and strategic leadership. Information and transparency policy. NIB leadership and secretariat. Oversight of the Paperless 2020 integrated care programme, including the social care digitisation programme.

For the whole of health and social care: cyber-security system oversight and strategic leadership. Data sharing, consent and IG. Sponsorship of the National Data Guardian. Implement Dame Fiona review (time limited). Enable data-sharing to support integration, including new innovative care models and oversight of the social care sector led improvement programme. Work to improve social care data and driving potential of data sharing and big data.



Technology transformation Tim Donohoe


Project delivery centre Vacancy

Informatics assurance Vacancy

Lead the Department’s project delivery centre and reshape it to support and enhance the changed operating model arising from DH 2020 and the “DH Way” work on project delivery and risk management. Ensure the Department’s portfolio of projects, programmes and other (non-project) activities are fully aligned to the objectives in the Shared Delivery Plan. Monitor the delivery of key programmes in the portfolio and report on their progress against milestones and objectives.

Provide advice and support to policy teams on delivery lifecycle, governance and approaches. Build relationships with Cabinet Office (IPA, GDS, CCS colleagues) to foster partnership working to ensure DH is delivering the change portfolio in an optimal way with cross-Whitehall support.

Responsible for scrutiny of programmes in Paperless 2020. Ensuring consistency of overall system architecture. Commercial oversight and advice on technology infrastructure.


ACUTE CARE AND WORKFORCE DIVISION Click on the areas below for more information

Providing strategic oversight of workforce planning and architecture for the health and care system, ensuring the system has the right number of appropriate staff, with the right skills, balanced according to system need between acute and out-of-hospital care, and within an affordable envelope. This includes education and funding policy, in addition to sponsorship of HEE. Responsibility for policy on pay and pensions, leadership and professional regulation and workforce aspects of delivering 7 day services.

Overseeing the delivery of the government’s strategy to provide safe, high quality care within the access standards set out in the NHS Constitution, with particular focus on acute care, including 7 day services. This includes policy responsibility for safety, quality improvement, litigation and complaints, including investigations. Leads the Department’s work on maternity provision, with particular focus on safety. Leads on health and care provision for armed forces and veterans. Responsibility for policy on provider issues and economic regulation and sponsorship of NHSI. Sponsorship of the CQC (including Healthwatch) and the NHSLA.

Providing oversight and assurance for the Department on the portfolio of efficiency and productivity activities required over the current Parliament to deliver the Five Year Forward View including 7 day services. Responsibilities include working with NHSI to implement Lord Carter’s recommendations for acute providers, to lead the estates strategy and land sales programme, deliver the cost recovery programme and implement measures to control agency staff usage and costs.

Responsible for leading the Department’s communications strategy, campaigns, media relations, digital and corporate engagement, spend and standards across its arm’s length bodies and the wider system. Working across all of the government’s key policy priorities and supporting colleagues in managing the most important internal and external relationships, including partners across the public, private and voluntary sectors. Responsible for the Department’s correspondence, FOI and briefing unit functions. Leading the Department’s internal communications plan, including playing a central role in all staff engagement.

Acute Care and WorkforceCharlie Massey

6 FTE*



Acute care and quality William Vineall


Access and flow Edward Scully

Quality Tim Jones

Provider policy Jason Yiannikkou

Litigation Alison Ismail

Responsible for urgent and emergency care policy (including ambulance services), 7 day services in hospitals and improving against NHS access/waiting time standards for NHS services. This post requires strong relationships and close working with arm’s length bodies and the DH finance function to improve patient flow and performance against NHS constitution standards.

To oversee quality and safety issues across healthcare, including safety policy (working with NHSI), DH input to the National Quality Board, including the alignment of policy on quality, finance and staffing. DH oversight of investigations (including liaison with the new Healthcare Safety Investigation Branch). Sponsorship of the CQC, ensuring strong and open relationships.

Responsible for policy on NHS providers and acute clinical care. Sponsorship of NHSI is central to this post. Policy lead for new models of acute care collaboration, reconfigurations, special measures, payment mechanisms (tariff and pricing), competition and all other aspects of NHS provider policy. Stakeholder engagement with all the main representatives of secondary care including NHS Confederation, NHS Providers and NHS Partners. Departmental business in relation to cancer services and other areas of acute clinical care; pathways for veterans and the armed forces across health, care and rehabilitation.

To sponsor and ensure strong, open relationships with the NHSLA and build a joint approach to reform of the NHSLA. To lead the programme of related work to reform NHS litigation, including fixed recoverable costs, rapid resolution and redress of maternity claims (working closely with the Maternity Branch), and the review of primary care indemnity. This post also has responsibility for complaints policy, patient and public involvement and relationships with the Parliamentary and Health Services Ombudsman.

Gosport investigation

Louise Dominian

Maternity Catherine PearsonMadeleine Percival

Secretariat to the Gosport independent panel investigation, to report in 2017 on events at Gosport Memorial Hospital. The investigation is independent of the DH and chaired by Bishop James Jones.

Leading the design and implementation of a programme to deliver the Secretary of State’s ambition to halve adverse outcomes in maternity by 2030. This includes developing the trust improvement methodology, building capacity and capability in the maternity workforce, supporting strong leadership, sharing learning, and improving data. This will involve close partnership working with NHSE and the other arm’s length bodies to deliver the wider Maternity Transformation Programme. The maternity safety will transfer to NHSI in 2017/18; the residual policy function will transfer to another Deputy Director portfolio within the Directorate.



Workforce Gavin Larner


Pay and pensions Tim Sands

Health and social care workforce strategy

Alan Robson

Professional regulation Claire Armstrong

Reward policy and strategy for NHS staff, NHS Pensions Scheme Policy and oversight of delivery, co-ordination of employment services activity, including management of NHS Employers contract.

Oversight of the education and training funding system, including policy on student support and non-medical student funding reform; healthcare education policy reform and development; medical education reform programme; sponsorship of Health Education England; social care workforce strategy; social care and social work education and training, policy and funding, including contract with Skills for Care; management across government of strategic health and care workforce supply.

Production of a new Bill to simplify professional regulation legislation; Secondary legislation to reform professional regulation in lieu of primary legislation. Includes current and prospective S60 orders, and regulation of new roles; reform of social work to give it a modern legislative structure – joint project with DfE; on-going liaison with professional regulators and PSA (overseer of regulators) and professional regulation aspects of workforce reform.



Efficiency and productivity Jeremy Marlow

99 FTE

Efficiency unit Kieran Housden

Metrics and model hospital Vacancy

Productivity and efficiency major projects and policy

Vacancy

Estates and facilities policy and operations

Vacancy

Driving delivery of the portfolio of £22 billion of efficiency savings needed for the NHS to live within its resources up to 2020/21. The portfolio comprises around 30 activity lines led by DH and three arm’s length bodies and impacting across the system. Responsibilities include tracking and challenging delivery; reporting on progress and escalating issues to ministers and the centre; running key governance meetings (eg Finance and Efficiency Board, Programme challenge Group); maintaining a strategic overview of the efficiency challenge and horizon scanning for issues. The focus is on supporting plans for sustainability and delivery in both 16/17 and longer term up to 20/21.

Providing oversight and assurance for the Department and NHSI for the delivery of the Model Hospital – A nationally available information system that will support trusts to develop a greater understanding of their comparative productivity, supporting a clearer view of productivity opportunities. Responsibilities include development and delivery of the model hospital online portal; oversight of model hospital metrics development; delivery of cross organisational governance; delivery of user engagement and working with NHSI, NHSE and CQC to develop and deliver the single integrated performance framework.

Manage project leads in the areas of Doctor, AHP and Nurse productivity, Procurement, Pharmacy, Pathology and Clinical Quality and Efficiency.

SRO for up to £1bn savings to 2020/21 and Head of Estates and Facilities Management engaging with sector to gain buy-in for the implementation of Lord Carter EFM recommendations and identify trusts where there is the largest savings opportunity and conduct 1:1 engagement for implementation. Develop and implement national monitoring framework for the NHS and initiate monitor, control, and review process for savings trajectory, overtime, and NHS delivery assurance. Setup energy efficiency and carbon reduction DH capital fund for the NHS to initiate any invest to save capital projects. Lead on estates and facilities management policy, standards and guidance, including on the healthcare built environment, hard and soft FM, to ensure that healthcare estates support safe, high quality care.



Efficiency and productivity Jeremy Marlow

99 FTE

NHS property and land strategy

Ian Stone

Cost recovery Nichola Pitt

Develop and implement an overarching NHS estates strategy, managing the relationship with, and drawing on the advice of, Sir Robert Naylor. Lead surplus land disposal programme to meet targets of delivering land for 26,000 houses by 31 March 2020 and £2bn of receipts in the SR period. Lead and support strategic estates planning, working with NHSPS, CHP, NHSE and NHSI and through devolution deals to ensure that high quality local estates strategies are in place to deliver on key national objectives.

Lead the Programme to recover up to £500m of income from overseas visitors and migrants by 2017/18. Develop and publish an implementation plan to extend cost recovery more widely into the NHS. This includes introducing a chargeable status ‘flag’ on the NHS IT system. Take accountability for our forthcoming Bill and passage through Parliament including future secondary legislation and supporting guidance for the NHS. Develop proposals and secure agreement for transition of cost recovery responsibilities into NHSE and NHSI when the programme ends. Manage ongoing cross-government and external scrutiny of the programme including IPA assurance, NAO review and accounting to the Prime Minister’s Immigration Task Force.



Communications and engagement Joanna Millington

(Lee Bailey on TP until mid September)139 FTE £6.86 million

Strategic communications Steven Pollock

Media & campaigns Lee Bailey

Strategic engagement and internal communications

Barry Mussenden

Responsible for developing and overseeing the Department’s overall communications strategy, including planning and prioritising communications to support business needs. Developing a coherent and joined-up approach to strategy, standards and spend within the Department and across its arm’s length bodies in the health communications network. Gathering insight and intelligence to inform how the Department understands and reaches out to key audiences, and testing and evaluating all communications activity to ensure its effectiveness.

Responsible for delivering proactive and reactive media engagement, including a 24/7 service for journalists and ministers, comprehensive media monitoring and rebuttal and responsive media and stakeholder handling. Supporting the delivery of integrated campaigns through developing and distributing targeted content across multiple channels. Providing briefing on any emerging NHS and wider health and care issues, and supporting other key areas of ministerial business.

Leading the Department’s strategic approach to internal communications and external stakeholder relationships through the development of effective networks and other engagement activity. Supporting the Department’s leadership to improve organisational effectiveness through internal engagement and communications. Responsible for delivering a full public enquiries service, including handling correspondence, responding to telephone enquiries and co-ordinating FOI requests.


FINANCE AND GROUP OPERATIONS DIVISION Click on the areas below for more information

Supporting ministers and the Department to translate the government’s priorities into reality through cross-cutting strategic projects, implementation support, data-driven performance reporting, managing risk, and providing day to day advice and support to ministers, including running their private offices. Responsible for the Department’s strategic oversight of the health and care system, including governance, legislation, equalities and human rights.

Providing strategic financial oversight across the health and care system, working closely with the Department’s arm’s length body partners to deliver a balanced budget and the system-wide accounts and responsible for all elements of financial strategy. Delivering internal financial services to the Department, including payroll and internal audit functions, and responsibility for tackling fraud. Providing support to the Permanent Secretary in their role as Accounting Officer.

Providing strategic leadership of accommodation, technology and security services across the Department and its arm’s length bodies and as part of the leadership community for these services across Whitehall. Direct provision of a range of workplace services to the Department and some arm’s length bodies to support the delivery of business outcomes; covering safe, secure and cost-effective accommodation, technology and knowledge management solutions. Leading transformational change to improve the Department’s productivity, effectiveness and capability.

Accountable for the development and implementation of the DH people strategy which is aligned to our Shared Deliver Plan and the Civil Service workforce strategy; focusing on strategic workforce planning, capability building and talent management, reward, organisational and cultural change. Direct provision of a range of internal HR services. Responsible for strategic and cross-cutting people interventions across the health and care system, including galvanising the HR community. Responsible for the Department’s health and wellbeing programme. Includes the role of HR Head of Profession.

Providing expert commercial advice and services to the Department, partner arm’s length bodies and the NHS including supporting high value commercial deals and property transactions. This includes responsibility for holding relevant arm’s length body partners to account for the delivery of the government’s procurement and litigation programmes. It also includes managing the NHS supply chain contract, the Department’s relationship with NHS Property Services Ltd and Community Health Partnerships Ltd. Responsibility for ensuring proper commercial capability across the national system.

Finance and Group OperationsDavid Williams

6 FTE*



FinanceAndrew Baigent


Accounts and financial

operations Christopher Young

Financial control Tara Smith

NHS Finance Claire Stoneham

Finance business

partnering Vacancy

Delivery of the annual report and accounts, the systems to support them and the framework of reporting across the DH group. Oversight of the contracted out payroll function. Delivery of Accounts Receivable and Accounts Payable functions. Coordination of our relationship with PAC and the NAO. Leadership of the cross-government centre of excellence in Tax and Financial Reporting.

Overall coordination of the budgets, business case approvals process and the setting and monitoring of DH and system-wide financial budgets and plans. Running the system for providing loans and PDC finance to providers and others for capital investments and revenue support to distressed providers. Managing health and social care capital planning.

Providing support to ministers and departmental staff on financial matters relating to NHSE, NHSI, HEE and NHS providers. Leading the better regulation unit and our contribution to the cross-government deregulation targets.

Providing professional financial support to DH directorates and our arms length bodies (excluding NHSE, NHSI and HEE). Provision of a service to make and monitor grants to the voluntary sector and others. Financial support to commercial ventures, medicines and pharmacy activity and support to ODA spending.

Anti Fraud Unit Dermid

McCausland

Corporate Services

Improvement Programme

Patsy Northern

Leading the health and social care anti-fraud policy and capability and sponsorship of NHS protect. Carrying out fraud investigations within DH and its arm’s length bodies and taking legal action to recover costs and damages from health and social care suppliers who have undertaken potentially fraudulent activity.

Time limited project to implement new infrastructure and business processes for corporate services (HR, Finance and Procurement).

System Finance Analysis

John Haworth

Leading the analysis of cross-system financial data and maintaining the shared financial model. Managing the production and dissemination of reference costs. Providing financial briefing for submissions and board papers.



Strategy, system oversight, and performanceKristen McLeod


Private offices & Parliamentary Raghuv Bhasin

Strategy, implementation & performance

Fran OramSophie Langdale

(Both in post from early September)

System oversight, planning & legislation

Catherine Byers

Providing day to day advice and support to ministers (and their Special Advisors) and the Permanent Secretary through their private offices, working with colleagues across the Department to ensure delivery of ministerial priorities and Parliamentary and public obligations are met. Supporting the Department and arm’s length bodies to interact successfully with ministers, Special Advisors and No. 10. Managing the Department’s relationship with Parliament and Parliamentary business and advising the Department on issues of propriety and ethics.

Providing strategic advice and insight to Ministers and Executive Committee to support DH policy teams and arm’s length body colleagues to deliver political priorities. Managing strategic risks and ensuring real world impact for our stakeholders, patients and the public through: tracking and challenging progress; strategic coordination across the Department on complex and crosscutting issues; bespoke analysis; and, troubleshooting on urgent issues. Problem solving deep dives and strategic projects to provide additional insight and recommendations on particular opportunities and challenges. Building capability in strategy, implementation and performance.

Supporting the Permanent Secretary and Executive Committee to manage the priority work of the Department, acting as a central planning hub, sequencing key discussions and decision-making in all senior forums and having intelligent oversight of the way the system is working. Responsible for business planning, management of risk, the delivery of our Shared Delivery Plan commitments and matching resources to priorities when needed. Responsible for our Tailored Review programme, light touch oversight of sponsorship arrangements, equalities, human rights and advising the Department on legislative matters. Providing a high quality service on non-executive appointments to DH’s bodies and on nominations for public honours.



Human resources Kate Tilley


Strategic partnering and delivery

Lucy Rollason

Strategic centres of excellence

Rochelle Fisher

Accountable for leading the strategic partnership, relationship and delivery agenda of all HR services out to the business. Principle delivery owner of business change, organisational development and design and policy implementation. Accountable for developing an implementable workforce strategy, working in partnership with the client group and finance colleagues to provide workforce analysis, insight and MI. Accountable for the relationship with Directors General and their SMTs.

Accountable for the design, development and implementation of DH’s strategic approach to its HR expert centres including capability, talent, reward and diversity. Operate as a knowledge leader; consolidating best practice from across the Civil Service, academia, industry and the health and care System. Accountable for the relationship with arm’s length body partners and stakeholders in addition to peers in Civil Service HR.



Workplace and DH transformation Dom Brankin


Workplace accommodation

John Ryder

Workplace technology Bob Armstrong

DH 2020 programme Paul Richardson

Provides professional leadership of accommodation services, as part of a common workplace operating model covering: customer insight, strategy development, commercial and risk management, change management, and live services. Provides leadership across multi-site teams delivering these services. Supports accommodation services across arm’s length bodies (including direct delivery for some) and runs the cross-arm’s length body Property Asset Management Board. Manages relationships with a wide range of supplier partners covering all aspects of accommodation and facilities services. Represents DH across Whitehall as a member of the Property Leaders group and leads the department’s engagement with the Government Property Unit.

Provides professional leadership of technology services, as part of a common workplace operating model covering: customer insight, strategy development, commercial and risk management, change management, and live services. Provides leadership across multi-site teams delivering these services. Supports technology services across arm’s length bodies (including direct delivery for some) and convenes the arm’s length body CIO network. Manages relationships with a wide range of supplier partners across all aspects of technology provision. Represents DH across Whitehall as a member of the Technology Leaders group.

Oversees delivery of the DH 2020 transformation programme. Ensures the delivery of a coherent and comprehensive detailed design and narrative for DH in the future. Shapes and implements business change throughout the Department. Ensures effective engagement and involvement across all those stakeholders and partners affected (including our people and our arm’s length bodies). Manages and controls an integrated plan covering the all the work to deliver DH 2020, covering the Task and Finish Groups, HR, design and delivery, and including dependencies with other changes.


Commercial, procurement and property (inc senior commercial advisers)


Pat Mills39 FTE

Jin Sahota (supply chain) 64 FTE

Capability development Lorraine Dick

Commercial advice and strategy

Alicia Pickering

Company management Ben Masterson

Structured finance (PFI & Transactions)

Vacancy

The departmental programme responsible for leading the Department’s response to the Cabinet Office, commercial capability review recommendations and developing a DH commercial blueprint. Specifically, reforming DH commercial capability and transition of commercial specialist roles into the new Government Commercial Organisation. Further to the above, creating a new commercial profession and skills network and leadership community for the Department and its arm’s length bodies in response to the CCR recommendations, scope to be agreed as part of DH commercial blueprint.

Responsible for new commercial strategy and advising ministers and key policy teams across the Department on the commercial options, impacts and risks of Departmental policies and approaches to commercial implementation. In particular, developing growth opportunities, and innovative funding proposals to generate income from commercial deals, actively developing and expanding the Small Business Research Initiative (SBRI) and SME agendas and acting as the commercial gateway to the Academic Health Science Networks (AHSNs) and Innovation Hubs.

Responsible for working with DH owned limited companies & joint ventures to oversee their company operations and implement robust shareholder and board governance. Ensuring these businesses develop strategic business plans (which are in-line with DH/NHS objectives for the companies), and ensuring they have robust financial management processes and their financial performance is consistent with Shareholder expectations. Also responsible for the DH arm’s length body sponsorship function for the NHS Business Services Authority (BSA) and the management of the SofS portfolio of residual property rights, selling assets where possible, realising value from associated rights and managing substantial lease liabilities.

Responsible for all corporate finance transactions for DH owned companies and arm’s length bodies, advising and managing the set up and sale of companies and equity stakes, in terms of commercial and legal structures. This includes fund set up, management & sponsorship specifically, in regard to the management of the Dementia Discovery Fund (DDF).Responsible for off balance sheet financing and future Public Private Partnership (PPP) financing, specifically: leading the creation of models to fund capital expenditure for buildings and capital expenditure to replace medical equipment in the NHS; lead commercial advice with NHS Trusts to improve the operational aspects of existing PFI deals, resolve and mediate disputes between Trusts and their PFI partners and generate PFI efficiency savings.


Commercial, procurement and property (inc senior commercial advisers)


Pat Mills39 FTE

Jin Sahota (supply chain) 64 FTE

Procurement transformation programme

Vacancy

Contract management Vacancy

Procurement Vacancy

Responsible for programme management and leadership of the NHS supply chain future operating model delivery, working closely with NHSBSA to manage the transition from the existing contract. Leading the roll out of GS1/PEPPOL and catalogue rationalisation across NHS Trusts.

Responsibility for establishing a new, comprehensive central Contract Management function. This function, with supporting systems, will track and review high–value and/or complex major contracts across the DH and NHS family. Providing support to those directly managing those contracts to actively monitor the behaviour and achievement of both business and supplier commitments and the associated contracted benefits/outcomes to drive maximum value.

Responsible for the core service to procure all third party goods and services on behalf of the Department. Providing specialist commercial advice, standards and guidance on procurement to a range of DH stakeholders. In addition, reform the procurement operating model in line with Cabinet Office Commercial Capability Review recommendations and the DH Corporate Services Improvement Programme (CSIP). Support DH sponsorship and assurance of commercially active arm’s length bodies in complex, high value and high risk procurements, with responsibility for Management Information (MI) and reporting to DH Executive Committee, and Government Commercial Function.

All reporting to Jin Sahota role


CHIEF MEDICAL OFFICER’S RESPONSIBILITIES Click on the areas below for more information

Responsibility for providing independent medical advice to the UK government on all medical matters, including providing advice to policy officials and ministers to help them develop evidence based policy and make high quality decisions. Responsibility for representing the UK at international organisations, such as the World Health Organisations, to help deliver the UK government’s global health objectives.

Role description in development. Shared with BIS Leading the Office for Life Sciences to champion research, innovation and the use of technology to transform health and care services. This aims to generate rapid access for NHS patients to emerging therapies and innovative drugs, devices and diagnostics, and support economic growth in the UK.

Overseeing the National Institute for Health Research’s £1bn budget to deliver ground breaking research to improve patient care and cement the UK’s reputation as a leading international centre for healthcare research and science. This includes policy responsibility for national regulation, governance and infrastructure for research and helping the NHS to benefit from innovation. Responsibility for science policy, including working in partnership with Genomics England to deliver the 100,000 genome programme. Responsibility for helping the Department to use behavioural insight techniques.

Chief Scientific Adviser Chris Whitty

Chief Medical Officer Dame Sally Davies



Science, research and evidenceVacancy

49 FTE £3.1 million (+ 4 ODA funded)

Research faculty, training, infrastructure and growth

Louise Wood

Policy research, evidence and NIHR research programmes

Mike Batley

Research finance, systems, contracting, impact

and regulation Vacancy

Science, genomics and emerging therapies

Mark Bale

Leading on strategy, commissioning and oversight of £0.6 billion p.a. investment in NIHR research infrastructure (early translational, clinical and applied) in NHS and partner universities to deliver patient benefit, drive growth and promote the UK’s reputation as a leading international centre for healthcare research and science. Policy for NIHR faculty. Policy for DH-designated Academic Health Science Centres. Stewardship of R&D relations with: NHSE and other arm’s length bodies; research Councils; trust CEOs; university vice-chancellors; medical school deans; research directors in charities and the life sciences industry. Secretariat for the Office for Strategic Co-ordination of Health Research.

Leading for the Department on the strategic oversight and prioritisation, commissioning and delivery of policy research and evidence for ministers and the wider health and care system, including the R&D Committee. Behavioural insight techniques. Strategic oversight of prioritisation, commissioning and delivery of NIHR research programmes and Schools. Responsible for Official Development Assistance (ODA) funding for research to benefit low and middle income countries.

Management of the Directorate’s budget of c£1 billion p.a. Lead the procurement, contracting and performance management of NIHR Managing Agents and Programme Directors. Policy for R&D contracts. Strategy for NIHR Information Systems and R&D digital delivery and engagement. Policy responsibility for national research regulation and governance, including sponsorship of the Health Research Authority. Policy for patient and public involvement and engagement in research. Delivery of business intelligence on impact of NIHR, including communication of outputs.

Deputy Chief Scientific Advisor providing scientific advice and leadership for the health system, working with cross-government networks. Responsible for science policy including: genomics; rare diseases; regenerative medicine. Working in partnership with Genomics England on delivery of 100,000 genomes project. Representation on international bioethics, including Council of Europe.


Chief EconomistAndrew Sanderson will be setting up this function



Head of analysis Vacancy

Leadership of the analytical community, assuring quality and rigour of DH analysis. Cross-cutting analytical work and overseeing flexible consultancy support from analysts across DH. Hub functions on international comparisons, data science and horizon scanning.


Office for Life Sciences Nicole Mather

15.5 FTE £0.93 million (19.5 BIS funded FTE)


Growth and digital Elizabeth Gunnion

Innovation, AAR and analysis Luisa Stewart

Sector sponsorship including digital, med tech and genomics. Supply-side management of digital health industry. Enabling digital industry to support change by bringing our health and social care priorities in coordination with digital strategy team. Lead on engagement with industry working in social care setting, working across DH. Assurance of 100k genomes project. Support genomics policy development. Deliver our Shared Delivery Plan’s 6 priorities on innovation and growth/Life Sciences strategy.

Strategic alignment of healthcare innovation landscape including delivering 6.2 in the SDP to drive uptake of innovation with NHSE including test beds. Bringing innovators to bear on our health priorities. Implementing AAR, setting up NIP, delivering test beds. Analysis of LS industry, including uptake of innovation.


Additional Analytical Deputy Director Roles


Medicines and pharmacy analysis

Danny Palnoch

Social care analysis Bob Butcher

Public health analysis Vacancy

Workforce capability and analysis

Chris Kent

Lead the delivery of analysis to manage £12 billion drugs/pharmacy budget. Support and participate in negotiations, and operational delivery of community pharmacy funding arrangements, PPRS and NICE. Key deliverables include the pharmacy margin survey with associated management of generic reimbursement prices, the pharmacy access scheme, PPRS payment calculations (with supporting analysis), and prescription charge modelling. Support the growth agenda for life sciences, and wider DH and cross government activity with respect to medicines, growth and health economics more generally.

Responsible for a work programme to support social care policy on data, information, evidence and research. This will combine standing functions, such as financial and outcomes data, with a flexible approach to support policy work, such as impact assessments and ad hoc analysis. It requires a very strong analytical approach to sign off modelling and robust evidence for a variety of purposes. Support is also provided for the Chief Social Worker.

Leading analysis and insight for the population health, emergency preparedness and health protection policy and EU, international and prevention programmes directorates. Running the abortion notification system for England and Wales. Leading analytical work across DH (e.g. quality assurance of IAs and of business-critical models) and Whitehall (e.g. maintaining relationships with the RPC).

Policy interpretation of health and care workforce information and intelligence; workforce Analysis (including Cost Recovery Programme); delivery of efficient and effective health workforce systems.

Community, mental health, acute care and

quality analysis Vacancy

Responsible for the development of an analytical work programme and high quality analytics to support the development and delivery of the Government’s policy across Community, Mental Health, Acute Care and Quality.


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