Natalie Forrest, a registered nurse and former chief executive of Chase Farm Hospital, has overseen the programme to deliver 40 new hospital projects since its inception in January 2021.

The New Hospital Programme, which has a target of 2030 to deliver the new projects, has faced a barrage of criticism, with major concerns that progress is way off track and that there is a severe shortfall in funding.

A report by the National Audit Office last year suggested that the demand assumptions on which the Programme’s standardisation model, Hospital 2.0, is currently based could result in hospitals being built that are too small to meet existing and future needs.

Job applications for a new permanent senior responsible owner to lead the Programme closed on 21 January, but HSJ has now learned that Ms Forrest will not apply for the position, having seen an internal email she sent to colleagues.

“Having given this careful thought I wanted to let you all know that I have decided not to apply for the role,” she is reported to have said in the email. “This was not an easy choice, but I have decided that once the Programme business case has been approved, and the scope and funding for the Programme is set, the programme will naturally move into a different mode.

“This makes it an obvious time to hand over to a new senior responsible owner (SRO) – someone who will bring a different perspective for the coming years.”

She added that she would help ensure a smooth transition to the new incumbent, who, according to the job description advertised, will be “accountable for ensuring the Programme meets its key objectives, delivers the projected outcomes on time and within budget, and realises the required benefits”.

The SRO will be responsible for holding the delivery team to account against critical ‘sponsor requirements’, instructing it on strategic direction, scope, benefits, and expectations for the Programme, and providing robust assurance of delivery.

Key responsibilities will include:

• leading all aspects of the Programme, ensuring that it delivers its strategic objectives and delivers its full benefits in line with approved business cases;
• communicating the vision of the Programme to all key stakeholders, particularly trusts, which will manage assets for their lifetime;
• putting appropriate governance and control arrangements in place to provide assurance of delivery, and to ensure the delivery team have the capability necessary to deliver; and
• engaging proactively and regularly with ministers to ensure that the Programme is delivering their strategic intent and has the support it needs.

In her email to staff, Ms Forrest added that it had been a privilege to work on the Programme over the past three years and that it would deliver “so much for so many people”.