Stephen Waring Email & Phone Number

London, Gb

Kent, England, United Kingdom

The non-executive directors share responsibility with the other directors for the organisation. They have a particular responsibility to ensure the Board acts in the best interests of the public and is fully accountable for the services provided with the public funds it uses.Non-executive directors can ensure the interests of patients and the community remain at the heart of the Board's discussions. Non-executive directors have voting rights on the trust Board.As well as having corporate responsibility, the non-executive directors work closely with service directors, staff, service users and carers to provide a link between local people and trust management.Overall, they provide a valuable role, giving a constructive challenge to the executive team where necessary and support when appropriate.

London, England Metropolitan Area

Overseeing transformation of a number of key strategic priority projects.Strategic lead for the transformation of specialised services across London (with overall expenditure of >£4.6 billion) Delivery of >£100m annual savings through ‘improving value’ schemes Driving the organisational development of the Specialised Commissioning Directorate to make it a great place to work Leading the specialised services contribution to London Sustainability and Transformation Plans Delivering a programme of service reviews to improve quality, outcomes and efficiency

The purpose of the role of Assurance Director is to develop and manage effective governance, assurance and sponsorship systems for the Department and its extended Group (including all agencies, Arms Length bodies and other sponsored organisations and companies).The Assurance Director is responsible for: • Establishing and managing an effective system of Departmental boards and committees, to support departmental business, decision-making and the Permanent Secretary’s accountabilities;• Establishing and managing the Department’s systems for managing risk internal assurance and controls, business planning, quarterly accountability reviews, and improvement planning;• Leading, developing and assuring DH sponsorship of its ALBs , Managing DH public appointments, including all Chairs and non-execs for DH and its ALBs; • Cabinet Office efficiency controls and wider liaison;• Leading the Department’s work on fraud, economic crime policy and investigation, and Internal Audit.

Leading 2012 Departmental ‘Capability Review’ through rapid engagement of staff, non-executives and the Board (which included Ministers) Embedding good corporate governance and strategic oversight of business through the Department’s boards and committees following extensive 2012 health reform programme Overseeing appointments of non-executives across all new and existing ALBs Leading comprehensive programme of support, development, and assurance of sponsorship of all DHSC’s ALBs (the DHSC ‘Group’) and furthering common purpose between organisations Delivering improvements to corporate business planning, establishing accountability reviews

London, United Kingdom

Supporting the Permanent Secretary by leading the effective operation of the enhanced Departmental Board (chaired by the Secretary of State) and its sub-committees and wider corporate governance of the Department of Health (DH),Overseeing the process of public appointments to non-executive roles in DH, and all its arm's length bodies including the NHS Commissioning BoardLeading corporate business planning for DHUndertaking regular assessment and on-going development of capability across DH, including producing and publishing Capability Reviews, using the Cabinet Office 'capability model'.

Working in the Mental Health and Disability Division, led on the development of the new Mental Health Strategy for England (No health without mental health) - and leading more broadly on promoting public mental health and wellbeing and access to and experience of mental health services, Currently leading the development of a new suicide prevention strategy.

In addition to the BHCH responsibilities:- Developing and submitting the PCT’s five-year Strategic Plan to a tight timeframe - Leading review of PCT-wide estate (c. 60 properties) and developing strategic asset management strategy - Completing programme of rehousing for people with learning disabilities and disposal of ‘long-stay’ hospital sites

- Working as a member of the PCT Board, leading delivery of a politically-sensitive, complex, whole health economy £280 million reconfiguration and investment programme to deliver a new local hospital and four local care centres in the community, underpinned by new models of care - Developing suite of detailed NHS business cases for DHSC and HM Treasury approval - Managing ambitious programme across both commissioner and provider organisations - Leading clinical and public engagement within a challenging political environment - Managing a range of technical external advisers (including architects, surveyors, legal, financial) - Ensuring procurement of clinical services and associated workforce transformation

Leading transformation of the office of the newly created role of the NHS Chief Executive

Providing bridgehead between predominantly private sector consultant/contractor workforce, wider Department of Health, HM Treasury, Office for Government Commerce and No10. Deputising regularly for the Commercial Director General Senior sponsor for former NHS Purchasing and Supply Agency and NHS Logistics Authority Programme director for outsourcing of NHS Logistics (now NHS Supply Chain) - successful outsourcing of £700 million business of NHS Logistics to DHL following market testing - led the Supply Chain Excellence Programme to deliver £180m of procurement savings in the NHS - introduced compliant governance arrangements to meet requirements of National Audit Office

Reporting to the National Clinical Director, led implementation of the NHS Cancer Plan and delivered key national targets

London, England, United Kingdom

- Developed local GP Commissioning Group pilot and established PCGs in the face of local hostility - Led multi-disciplinary staff group through major change programme

Led strategy for HIV treatment, care and prevention, health promotion and substance misuse services and development of ground-breaking HIV prevention strategy Negotiated NHS service contracts (inpatient, community, end-of-life) to total value of £25 million Developed local joint planning/commissioning of voluntary sector services, adopted across London Managed contracts with GPs, dentists, opticians and pharmacists Delivered increased GP fundholding in a district with a history of ideological opposition

London, England, United Kingdom

Executive Mba, Executive Masters In Business Administration

Ba Hons/Ma (Oxon), Modern Languages

English Language And Literature/Letters, French And Latin