Strategic Leadership Define and set the future strategy and roadmap for Cumbria Health. Translate strategy into a credible, deliverable plan owned by the Executive Team, understood by staff, and aligned with ICB priorities, place partnerships, and population health ambitions. Ensure alignment with partners and system objectives. Growth, Income & Diversification Drive sustainable growth via business development, partnership working, and diversification of services and offerings.
Lead development of new income streams to support long-term sustainability. Executive Team Development Shape the capability and culture of the Executive Team. Promote organisational development, including succession planning and leadership development. Build a high-performing, accountable team.
Culture & Organisational Development Foster a values-led leadership approach, promoting psychological safety and visible leadership presence. Embed a culture of openness, professionalism, and continuous improvement. Ensure data transparency and learning are integral to everyday working. Create an environment that encourages energy, optimism, and discretionary effort making work enjoyable.
Clinical Quality, Safety & Governance Champion a strong culture of quality and risk management. Take visible ownership of learning from incidents and patient harm. Ensure robust governance and compliance with regulatory standards. Financial Stewardship Operate within financial constraints while investing for future sustainability.
Drive value for money and ensure financial resilience. External Engagement & Reputation Build the CH reputation as a credible, confident, and constructive system partner and high-quality provider. Develop and maintain influential relationships with the ICB, NHS providers, local authorities, the voluntary and community sector, commissioners and partners. Continuous Improvement Embed improvement across quality, productivity, patient and staff experience, and innovation.
Support teams to challenge the status quo and test scalable approaches. Leading a strong organisation Develop a common understanding of the vision and strategic aims, setting strategic direction with the executive and clinical leadership teams to deliver services that reflect local population needs. Foster a positive organisational image and reputation through appropriate leadership strategies. Work alongside the Chair to support a highly-functional Board.
Monitor and review the performance of leadership teams and divisions to optimise quality patient care and meet performance targets. Determine organisational structure and management processes for effective operation. Leading strong collaboration with partners Act as a strong advocate for the organisation and ensure close working with ICB partners. Shape and deliver a clear five-year plan for improving and sustaining local services with partners across health and social care.
Contribute to developing the ICS and exemplify integrated care models within the NHS. Financial management Ensure statutory responsibilities of financial probity are met, and that budgeting and financial systems are sound, with targets met. Agree service level agreements and frameworks with providers and partners in the interests of quality patient care. Lead or contribute to negotiations on major contracts and new ventures to ensure realism and alignment with strategic plans.
Ensure governance arrangements are fit for purpose, funds are used appropriately, and services are delivered sustainably within an agreed financial envelope. Organisational development and change Design and implement structures, processes, and a culture that embrace partner diversity, while optimising workforce utilisation to ensure delivery of high-quality services. Lead core values and behaviours to secure a professional yet friendly culture. Create a climate that encourages teamwork and enables all to contribute to their full potential.
Mainstream diversity, equality, and inclusion in everyday work. Promote a culture of learning and improvement, where employees are supported, empowered, and encouraged to raise concerns. Quality and safety Provide strategic and operational leadership with quality and patient safety at the core. Uphold and maintain quality and safety standards.
Meet statutory responsibilities for clinical governance, infection control, and compliance with CQC standards. Develop quality services for optimal patient care and improve patient experience. Performance Respond appropriately to national NHS and Government objectives to remodel and enhance service delivery and improve performance. Identify KPIs on quality, cost, and activity to direct and monitor performance.
Deliver operational objectives, targets, and results against KPIs. Secure efficiencies through transformation and effective use of systems and processes. Prepare timely performance reporting (annual report and accounts, and other key documents) to meet national targets and standards. Ensure risk assessment and controls assurance across the organisation, with total risk aligned to risk appetite.
Maintain compliance with statutory and policy requirements. Stakeholder engagement & communication Develop and maintain strong relationships with stakeholders across the health economy; build a positive image through responsive internal and external communications. Serve as the organisations representative in public and professional forums, demonstrating transparency and integrity.
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