Chief Medical Officer
Closing date: 10 May 2026
We are seeking an exceptional Chief Medical Officer (CMO) to join our Integrated Care Board at a critical point in the development of our clustered systems across Shropshire, Telford & Wrekin, Staffordshire and Stoke-on-Trent.
This is a statutory board-level role providing the most senior system-wide clinical and professional leadership across medical, dental, pharmacy and ophthalmology professions and ensuring clinical and professional leadership is at the heart of our strategic commissioning decisions.
As a full voting member of the Board and Executive Team, the CMO will play a pivotal role in shaping population health strategy, improving population health outcomes, addressing health inequalities and ensuring high-quality, safe compassionate, inclusive and sustainable care.
You will be joining a collaborative executive team with a shared commitment to compassionate leadership, inclusive cultures, reducing health inequalities and improving outcomes for our populations, aligned to the NHS's long-term ambitions.
This is an exceptional opportunity to shape the future of health and care for our populations.
Appointment processes will include a virtual Stakeholder panel and a face‑to‑face interview, which is expected to be at our Smithfield offices on 5th June.
Closing Date: 10th May (Midnight)
Main duties of the job
Working closely with executive colleagues and system partners, you will:
* Provide strategic clinical advice and leadership to the Board
* Lead medicines optimisation, primary care commissioning and transformation
* Act as Caldicott Guardian and champion ethical data use
* Drive improvement, innovation and research at system scale
* Build strong partnerships across providers, local authorities and communities
We are looking for a credible, values‑led medical leader with:
* Current GMC registration and substantial board‑level or system leadership experience
* A strong track record of leading complex transformation and improvement
* The ability to influence in politically and professionally complex environments
* A clear commitment to reducing health inequalities, equality, diversity and inclusion
Please note that the vacancy has been raised against Staffordshire and Stoke‑On‑Trent ICB for technical purposes only. NHS Staffordshire & Stoke‑on‑Trent and NHS Shropshire Telford and Wrekin are clustering, and successful candidates will join a single executive team working across both ICBs. On appointment any successful internal post holder will remain employed by their current employer.
About us
Our goal as a clustered ICB is to lead and support delivery of the four Integrated Care System (ICS) aims across the geographies of Shropshire, Telford & Wrekin, Staffordshire and Stoke‑on‑Trent:
* Improving outcomes in population health and care
* Tackling inequalities in outcomes, experience, and access
* Enhancing productivity and value for money
* Helping the NHS to support broader social and economic development.
Working across NHS Shropshire, Telford and Wrekin and NHS Staffordshire and Stoke‑on‑Trent Integrated Care Boards offers senior leaders breadth of responsibility and real influence.
Our ways of working are pragmatic and collaborative. Relationships across organisations matter, and work is done through partnership. Leaders are expected to work across boundaries, contribute beyond their own remit and take collective responsibility for outcomes.
We support flexible and sustainable working and operate on a trust‑based approach. People are given autonomy, clarity of expectation and space to lead.
Please note the ICB is currently consulting with its workforce on proposed changes to contractual base locations and hybrid working arrangements, in order to support closer working as a cluster by moving to a consistent hybrid working model, using a hub and spoke approach with Keele Innovation Centre as the main ICB headquarters, alongside local hubs currently located in Wellington, Burton and Smithfield.
Job responsibilities
About us
Our goal as a clustered ICB is to lead and support delivery of the four Integrated Care System (ICS) aims across the geographies of Shropshire, Telford & Wrekin, Staffordshire and Stoke‑on‑Trent:
* Improving outcomes in population health and care
* Tackling inequalities in outcomes, experience, and access
* Enhancing productivity and value for money
* Helping the NHS to support broader social and economic development.
In support of these four objectives, the Government has set out in Fit for the Future: 10 Year Health Plan for England, three strategic shifts for the NHS:
* Treatment to prevention: through proactive community and public health initiatives, working closely with local authorities, communities and individuals.
* Hospital to community: moving care closer to home by building more joined‑up. Person‑centred care in local neighbourhoods, reducing reliance on acute care.
* Analogue to digital: harnessing technology and data to transform care delivery and improve quality of care.
The Fit for the Future: 10 Year Health Plan for England and the Model ICB Blueprint set out the crucial role that ICBs will play, making strategic commissioning our core purpose for everyone employed in an ICB.
Our Values & Behaviours
Together we embody and champion the values and behaviours each ICB upholds today - and those we aspire to create together in our evolving organisation.
Together, we demonstrate compassionate leadership in relentlessly seeking to improve patient care and patient outcomes for the populations we serve and the colleagues we work with.
Our Commitment to Equality, Diversity & Inclusion
As we move into our cluster arrangements we reaffirm our commitment to equality, diversity and inclusion, anti‑racism and our responsibilities under the Public Sector Equality Duty.
As part of the cluster Executive team, the post holder will take shared responsibility for:
* Creating a leadership culture that prioritises the reduction of health inequalities for our patients/service users, and the creation of a culture of compassion and inclusion for our workforce.
* Setting and assuring the strategic direction for EDI and the ICB's Public Sector Equality Duty requirements, ensuring effective reporting and publishing.
* Reducing health inequalities among population and protected groups where disparities persist.
* Ensuring the ICB's workforce reflects the diversity of the population and staff are empowered to achieve their potential without bias.
* Incorporating the use of disaggregated equality monitoring information in relation to patient/service user engagement, access, experience and outcomes into planning & delivery of programmes and services.
* Increasing or maintaining the diversity of staff within their teams, as well as improving their teams sense of inclusion and belonging.
Working as a Cluster
* The post holder will hold responsibility & accountability as a senior leader and Executive Team member across both SSOT & STW Integrated Care Boards (ICBs) from appointment until the point of formal merger (date to be confirmed and subject to Board approval).
* The post holder will hold office in both organisations and discharges duties through agreed and transparent governance structures.
* As part of the cluster Executive team, the post holder will:
* Take collective responsibility and accountability as part of one unified leadership team, rather than representing or prioritising any legacy organisation. Decisions, behaviours, and leadership actions will always reflect the shared interests of the clustered population and systems, rather than narrower legacy organisational loyalties.
* Work seamlessly across both ICBs, ensuring consistent leadership and decision‑making.
* Uphold the integrity of governance processes and operate with transparency, fairness, and clarity.
* Take shared responsibility for the outcomes, performance, and reputation of the clustered systems as a whole.
* Foster a culture of unity, trust, and shared purpose across all parts of the clustered ICBs during the transition period.
Demonstrating Executive Leadership
* Together the cluster Executive Team shares responsibility for ensuring that the ICBs deliver effective strategic commissioning for outcomes and quality, providing system leadership for population health, setting evidence based and long‑term population heath strategy and working to maximise the value that can be created from available resources.
* The postholder will enable successful clinical and managerial partnerships to enable and facilitate the delivery of high quality outcomes for everyone that we serve.
* Collectively with Executive Team colleagues, the post holder will create and nurture a cohesive team and take organisational responsibility for corporate and strategic goals that may be beyond the roles immediate functional responsibilities.
* As a member of a Unitary Board, and an Executive Team member, the post holder will drive organisational development, shaping a unified identity and a values‑led leadership culture across the clustered ICBs.
* The post holder will lead successful matrix working by enabling the blending of functional expertise with project and programme working to enable flexibility and collaboration.
* Building strategic relationships with national and regional bodies, the post holder will represent organisational priorities and ensure alignment with NHS policy and ICO ambitions.
* Working across organisational boundaries with system partners including local authorities, provider collaboratives, public health, and the voluntary sector the post holder will drive transformation and integration.
* The post holder will lead improvement and innovation to deliver high‑quality, safe, and sustainable care, ensuring staff are well‑trained, supported, and empowered to achieve better health outcomes.
* Shaping and delivering strategic plans with a system‑wide perspective, the post holder will use performance, quality, finance, and workforce intelligence to drive long‑term transformation.
* The post holder champions inclusive practices and continuously reviews strategies to reduce health and workforce inequalities, ensuring equitable outcomes for all communities.
* The post holder ensures leadership accountability through strong governance, evidence‑based decision making, and collaborative board‑level engagement to safeguard patient safety and drive improvement.
* Fostering a respectful and inclusive culture the post holder ensures that staff and service users are heard, inappropriate behaviours are challenged, and psychological safety is prioritised.
* The post holder develops collaborative and co‑productive relationships with partners, providers, and communities to strengthen integration and deliver person‑centred care.
In delivering their role the post holder will be expected to demonstrate competency across the six leadership competency domains of the NHS Leadership Competency Framework:
* Driving high‑quality and sustainable outcomes.
* Setting strategy and delivering long‑term transformation.
* Promoting equality and inclusion, reducing health and workforce inequalities.
* Providing robust governance and assurance.
* Creating a compassionate and just culture.
* Building a trusted relationship with partners and communities.
The post holder will be supported to perform at their best through the use of the NHS Leadership Competency Framework as part of performance appraisal and the development of their personal development plan.
Role Summary
The Chief Medical Officer is the most senior medical leader across the local health and care systems, providing strategic clinical advice and leadership to the Board and across the systems in line with national direction, system challenges and local population health needs.
Acts as lead medical, dental, pharmacy and ophthalmology professional voice within the clustered ICBs and as convenor, in partnership with the Chief Nursing Officer, of relevant professional leadership across both systems.
Leads medicines optimisation across the ICBs, integrating patient‑focused, evidence‑based practices across health and social care to improve outcomes from medicines.
Provides clinical & professional strategic leadership across the STW & SSOT geographies for Medical, Dental, Pharmacy, and Ophthalmology Professionals.
Works closely with the Chief Nursing Officer to form a strong and unified clinical team and to build impactful clinical leadership across the cluster.
Provides strategic direction and ensures high standards of care, safety, and quality across the health and care systems for Medical, Dental, Pharmacy, and Ophthalmology professionals.
Provide visible professional leadership for medical, dental, pharmacy and ophthalmology professionals and support multi‑professional leadership across the system.
Accountable for statutory and non‑statutory functions including Primary Care and medicines optimisation.
Leads the development and delivery of integrated clinical strategies aligned with ICB objectives, embedding multi‑professional leadership throughout.
Drives strategic transformation through strong clinical engagement, quality improvement, and performance assurance across commissioned services.
As the lead Director for research and innovation across the ICBs the post holder will support the development and delivery of strategy and share learning to inform approaches to population health management and health improvement.
Person Specification
Qualifications
* Master's Degree level qualification or equivalent experience gained in a relevant field
* Current registration as a medical practitioner with the regulatory body (GMC)
* Evidence of relevant continuing professional development
* Caldicott Guardian training and membership of the register of Caldicott Guardians
* Coaching qualification
Experience
* Substantial proven experience working in complex organisations operating at Board level and/or system leadership experience within a regulatory or similar environment.
* Senior operational management experience at Board level within a large complex organisation.
* Experience of a proven track record in stakeholder management and partnership development.
* Experience of managing complex portfolios for a large complex organisation.
* Experience of managing highly sensitive situations with multiple stakeholders.
* Experience of managing relationships with the media, political stakeholders and the public.
* Experience of providing leadership, mentorship, and professional development at a very senior level with demonstrable outcomes.
* Experience of leading highly complex and contentious improvement at significant scale.
* Experience of developing and implementing System, corporate and operational strategies that balance completing and multiple priorities.
* Experience of successfully working with clinicians and other providers to secure improvements to health care services.
* Experience of effective joint working with other statutory, voluntary, or private sector organisations.
* Experience of delivering improvements to equality, diversity inclusion, and social justice through evidence based reported information.
Skills and Knowledge
* Knowledge of the relevant specialisms, context and legislation required for the portfolio.
* Demonstrable evidence of the skills, knowledge and behaviours needed to drive high‑quality and sustainable outcomes through high quality, safe care and lasting change & improvement
* Demonstrable evidence of the skills, knowledge and behaviours needed for strategy development and delivery of long‑term transformation using relevant business intelligence, ensuring a system‑wide perspective
* Demonstrable evidence of the skills, knowledge and behaviours needed to deliver success in promoting equality and inclusion, and reducing health and workforce inequalities
* Demonstrable evidence of the skills, knowledge and behaviours needed to enable robust governance and assurance and leadership accountability
* Demonstrable evidence of the skills, knowledge and behaviours needed to create a compassionate, just and positive culture
* Demonstrable evidence of the skills, knowledge and collaborative behaviours needed to build trusted relationships with partners and communities
* Extensive knowledge of the health, care and local government landscape and an understanding of the social determinants of public health.
* Current evidence and thinking on practices which reduce health inequality, improve patient access, safety and ensure organisations are Well‑Led.
* Sound knowledge of health and care financial planning and budgeting at a corporate and/or system level.
* Exceptional communication skills which engender community confidence, strong collaborations, and partnership.
* Strong critical thinking and strategic problem solving; the ability to contribute to a joint strategic plan and undertake problem resolution and action.
* Analytical rigour and numeracy.
* Highly sophisticated leadership and influencing skills; building compassionate cultures where individuals and teams thrive at organisation, partnership, and system levels.
* Proven negotiation and decision‑making skills.
* Ability to demonstrate a track record of successfully supporting the delivery of programmes involving multiple
* Ability to demonstrate a commitment to equality, diversity and inclusion through continuous development, modelling inclusive behaviours and proactively managing bias.
Personal Values
* Demonstrates a compassionate leadership style with a track record of improvements to equality, diversity, inclusion, and social justice.
* Personal commitment to the values of the NHS Long Term Plan, the NHS People Plan, Nolan principles and the Fit and Proper Persons regime.
* Lives by the values of openness and integrity and has created cultures where this thrives.
* Demonstrate the highest standards in interactions with others, hold self and others to account, building strong and effective relationships at all levels.
* Deal with tough issues compassionately with the ability to demonstrate a range of leadership styles to secure results.
* Champion high standards, set clear goals, evaluate success and remove barriers.
* Actively encourages input from patients, carers and staff with a wide range of characteristics, experiences and backgrounds to discover, design and deliver solutions.
Other
* Work agilely across the ICS, in line with the ICB's policy and splitting time reasonably between home and on site locations.
* There is an expectation that senior leadership roles are visible across the ICB footprints and provide senior visible leadership in the work of the ICB's.
Disclosure and Barring Service Check
This post is subject to the Rehabilitation of Offenders Act (Exceptions Order) 1975 and as such it will be necessary for a submission for Disclosure to be made to the Disclosure and Barring Service (formerly known as CRB) to check for any previous criminal convictions.
NHS Staffordshire & Stoke On Trent Integrated Care Board
Depending on experience Awaiting clarification from NHSE regarding pay range
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