As a senior leader this role will play a pivotal role in navigating and leading the transition to a new LNR strategic operating model in line with the emerging cluster Integrated Care Board (ICB) and regional blueprints, alongside the ambitions of the Model ICB and NHS 10-Year Plan. They will be responsible for steering the organisation through a period of significant transformation, embedding new ways of working across complex system partners, and ensuring safe and effective transition arrangements that maintain service continuity and quality.
Act as a strategic commissioner, developing long-term population health strategies, managing resources, and driving the transition to neighbourhood models of care through strong system leadership. Lead the development of new ways of working by understanding local needs, promoting population health outcomes, integrating services to provide better, more efficient care that reflects a whole-person, whole population health approach.
“This role will require a minimum of 2 days ‘on patch’ working in Leicestershire, Northamptonshire and Rutland in our 2 main offices or partner sites”
Reporting to the Chief Financial Officer, this role will help manage and ensure that the ICBs live within their respective budgets totalling £5 billion through leading financial planning & reporting and financial control teams. The role also leads on the capital investment agenda.
The post holder will be a high profile and visible leader to the NHS finance community in Leicestershire and Northamptonshire and will lead an inclusive and talented team committed to delivering the integration agenda and the NHS Long Term Plan whilst ensuring financial sustainability for the future. This is a senior, intellectually challenging leadership role which will operate in a complex and changing environment. The role therefore requires an exceptional and experienced senior leader who will be able to demonstrate outstanding relationship management skills and the ability to build credibility and trust with senior colleagues across the NHS and its multiple stakeholders.
The role of Deputy Chief Finance Officer in a strategic commissioning organisation is more than cover for a Chief Officer during holidays and diary clashes. In essence, the formal deputy, in undertaking their role, allows their Chief Officer and executive team to focus on long-term strategy and high-stake decisions. The deputy ensures the effective and efficient execution of resultant plans across the organisation.
As a senior leader, this role extends beyond local system oversight to active engagement with national colleagues and senior leaders at a regional level, ensuring alignment between local delivery and national priorities. This requires providing clear system leadership on commissioning and performance management, working collaboratively across organisational boundaries to interpret and implement national policy, manage assurance processes, and secure the resources necessary to meet population health needs of Leicestershire, Northamptonshire and Rutland. The position demands the ability to influence and challenge at the highest levels, balancing accountability to national standards with the flexibility to respond to local circumstances, while fostering effective partnerships across providers, local authorities, and wider regional stakeholders to drive improvement and deliver consistent, high-quality outcomes.
Key duties and responsibilities above the job description for the formal deputy include:
Operational Management: Overseeing the daily functions and processes within the directorate to ensure efficiency and alignment with strategic goals.
Strategy Execution: Assisting in the development of the overall vision and then leading the implementation of plans and initiatives at the operational level.
Decision Making: Making high-level decisions in the absence of the Chief Officer or as delegated by them, especially concerning complex issues and resource allocation.
Stakeholder Representation: Representing the organisation and the executive to internal and external stakeholders, including employees, partners, and the public, building and maintaining relationships.
Risk and Compliance: Identifying, assessing, and mitigating risks, and ensuring that operations comply with all relevant legal and regulatory requirements and internal policies.
Team Leadership and Development: Managing and motivating large teams, fostering a positive culture, and leading succession planning and professional development initiatives for staff.
Advisory Role: Providing expert advice and recommendations to the executive on strategic and operational imperatives, including potential areas for improvement.
Operational Responsibility
Responsible for strategic and operational management for a major area of activity, for example, an operational or geographical division or specialist management unit.
Responsible for compiling business plan, developing strategy for area of activity, ensuring implementation and that performance targets, strategic objectives are met.
Contributes to corporate policies and strategy.
Responsible for staff and budgetary management.
Financial and Physical Resources Responsibility
Holds and monitors budgets for a major area of activity or several services.
Responsible for overall budget setting for major area of activity.
Human Resources Responsibility
- Line manager for single function, department / several departments.
Information Management Responsibility
Regularly use software to develop reports; responsible for one or more information systems.
Updates information system/ uses software to develop performance management reports.
Responsible for performance management or similar systems.
Planning and Organisation Responsibility
Formulates long term strategic plans, involving uncertainty and impacting on organisation
Develops business plan, strategy for area of activity.
Makes major contribution to corporate policies and strategy.
