Chief Executive

St Luke's is an extraordinary organisation. Established over 50 years ago, it is one of the leading hospices in the UK. Sheffield literally has St Luke's in its heart, caring for patients, and their loved ones, with palliative and end of life care. Of the approximate 5000 annual deaths in Sheffield, St Luke's provides care in respect of 2000 of those.

Renowned for the quality of its care, and its leading role in innovation and research, St Luke's recently refreshed 5-year strategy due to be published shortly builds on these strengths and sets out St Luke's vision and ambitions moving forward.

Peter Hartland, current CEO stepping down in Summer 2024, has successfully led St Luke's for the last 15 years, and having built a well-established and very experienced leadership team, St Luke's seek applications from people who believe they can build on this very sound and successful base, and take the new strategy forward.

With demand for end of life care forecast to grow significantly over the next 10 years coupled with unprecedented pressure on the NHS, the challenge, and opportunity, is for St Luke's to play an increasingly influential role in both the hospice movement and the Health and Care system, as to how sustainable, affordable quality end of life care can be accessible to all in Sheffield who may need it in the coming years.

We are open minded as to your background, with particular qualities we are seeking including a visible and strong values-based approach to leadership, influential and inspirational direction, experience of working with a Board keen to engage, and a track record of enabling an experienced leadership team to deliver and exceed organisational objectives and expectations.

For an informal discussion can be organised for candidates that reach the shortlisted stage.

Main Purpose of the Post

• To instill and maintain trust, confidence, and integrity with all internal and external stakeholders, and in the context of our governance environment.
• Provide excellent inspiration and leadership to support the Hospice strive to achieve its vision, in accordance with strategic objectives, and ultimately deliver the best possible palliative care and drive continual improvements for everyone affected by terminal illness.
• To effectively drive, develop, and assist natural and assisted evolution of organisational strategy moving forward.
• To ensure efficient and effective use of resources and have overall responsibility for the sustainability and continued success of the Hospice.
• To play a key role in the formulation of, and leadership in the achievement of the Hospice's philosophy, long-term objectives and strategies and to its annual business plan.
• To be accountable for all aspects of the quality of service provided across all areas of St Luke's Hospice.
• Together with the Chair, enable the Board of Trustees to fulfil its functions and to ensure that the Board receives advice and information on all relevant matters to enable it to fulfil its governance responsibilities.
• To build a strong external image for the Hospice and create opportunities to enhance the profile of the Hospice and its services.
• To instill trust and confidence across the Board of Trustees and develop proactive, engaging, progressive and beneficial relationships in support of the organisation and service delivery.
• To inspire, empower, nurture and build/maintain a strong, high performing Executive team.

Principal Accountabilities

Strategy, Leadership and Management

• To work closely with the Board of Trustees and Hospice Leadership Team to develop and maintain the Hospice's strategic plan and direction.
• Provide effective operational leadership to the Hospice to secure the delivery of patient-centered services that address the mission, strategy and values of the hospice.
• Build and maintain a high performance, objective based culture through effective performance management, communication and coaching of employees and volunteers
• Provide clear leadership and promote and foster a team culture for employees and volunteers consistent with the Hospice's vision, values and beliefs.
• To lead and manage the members of the Hospice Leadership Team ensuring their professional performance and development needs are addressed and that the culture of a learning organisation delivering high quality services permeates throughout the Hospice.
• Maintain the highest standards of conduct and integrity within the Hospice and ensure compliance with best practice, statute and regulatory requirements in all matters including financial, governance, legal and clinical related issues.

Partnership Working

• Establish and maintain a proactive Partnership Strategy to develop a comprehensive range of strategic, collaborative and tactical relationships in support of the Hospice's commitment to its internal and external communities including:
  • Funders, customers, volunteers, the Integrated Care Board, local NHS providers, local authority, MPs, voluntary sector, Universities and other relevant agencies.
• Develop a wide range of relationships and networks with local and national organisations to position the Hospice as a well-known and credible organisation.
• Maintain and build on the working relationships with key providers of palliative care in the City, especially Sheffield Teaching Hospital NHS Foundation Trust.
• Ensure the opinions of patients, carers, employees, volunteers and trustees are actively sought to assist the Hospice's decision-making processes to improve services.

Performance Management

• To establish cultures focused on performance management, continual improvement and cost effectiveness.
• To develop a performance management culture which is supportive, motivating and embraces objective setting and feedback from employees at all levels.
• Ensure effective performance management arrangements are in place for the development of the Executive team and senior managers and leaders within the Hospice.

Research

• Provide leadership and direction to the research function at the Hospice. Ensure that the Hospice remains up to date with the latest evidence and promotes a culture of research.
• Foster a collaborative environment for the development of research ambitions with partner organisations such as the school of Health and Related Research (ScHARR) at the University of Sheffield and the University of Sheffield's School of Nursing.

Communications and Public Relations

• Establish and maintain an effective Communications and PR Strategy considering the current and future needs of all stakeholders.
• Ensure the development and implementation of effective communication systems throughout the Hospice.
• Ensure that employees and the Board of Trustees have sufficient and up-to-date information and that reporting is transparent.
• Ensure that there is a clear policy on relations with the media and to keep the chief spokesperson for the organisation informed.
• Maintain effective networks with all principal supporters and stakeholders.
• Seek opportunities as an ambassador for the Hospice to expand and promote the role of the organisation.

Managing and Developing Resources

• Lead the development of a dynamic and rigorous annual business process to develop a Hospice business plan derived from the strategic plan.
• Ensure the overall objectives and funding needs of the Hospice are met through a proactive and integrated programme of fundraising activities with an increasing focus on developing retail income.

Governance

• Establish and develop effective systems of corporate and clinical governance to encourage honesty, openness and a just culture which promotes mature dialogue with patients, their carers and families as partners in the delivery of care.
• To meet and strive to exceed, the requirements of the Regulators and the Care Quality Commission.
• To ensure that a suitable integrated governance framework is in place to deliver effective corporate and clinical activities.
• Ensure that the organisation discharges its constitutional and legal obligations.
• To ensure the annual budget and financial forecasting exercises support the strategic and annual planning process and are appropriately reported to the Board of Trustees.
• To be responsible to the Board of Trustees for the overall financial stability of the organisation.
• Ensure that financial accounts are prepared for the Resource and Finance Sub Committee and Board of Trustees and that expenditure is controlled in line with the annual budget as approved by the Board.
• Establish and maintain a rigorous and proactive health, safety and welfare policy and strategy and reporting systems to support all stakeholders giving particular attention to:
  • Legal requirements
  • Integrated risk management
  • Maintenance and security of property
• Comply with all relevant policies, procedures and training on infection prevention and control.

Responsibility to the Board of Trustees, in consultation with the Chair

• Establish and maintain a culture of transparency through an annual calendar of reports to the Board of Trustees or Sub Committees on the progress of the Hospice and on all other matters relating to the discharge of the Board's responsibilities.
• Support the Chair in considering significant issues and due involvement of each member of the Board and to arrange for briefing sessions etc to take place at regular intervals.
• Monitor and make recommendations on the composition of the Board of Trustees and its Committees and the process of self assessment and development.
• Formulate policy proposals for submission to and approval by the Board of Trustees.
• To be accountable for meeting the Board's expectations for organisational performance.

General

• To ensure that the Hospice actively promotes and values diversity and equality within service development, provision, and employment.
• To ensure that the Hospice has clear strategies for effective recruitment, retention, development and motivation of the workforce.
• To continuously develop the Hospice as a values-based employer which optimises the skills and abilities of the whole workforce and enables the recruitment and retention of high calibre staff.

This Role Profile is not exhaustive. It will be subject to periodic review and may be amended following discussion between post-holder and employer.

Date Agreed: March 2024

Review Date: 1 year after commencement in post

Holidays

• 285-hours / annum (38-days, Inc. Public Holidays).
• Option to purchase additional leave.

Notice: 6-months by either party.

Healthcare: Healthcare cash-plan provided by Westfield.

Death in Service Scheme: Death in Service Scheme benefit, providing cover for employees up to age 70, equivalent to 2x Basic Salary.

Professional Subscriptions: Reimbursement of annual membership subscriptions / professional fees (1x per annum).

• Enhanced travel expenses.
• Wide range of employee committees to participate in.
• Access to multi-faith space.
• Annual employee engagement activity programme.
• Family Friendly Policies.
• Eligibility for Blue Light Card.
• Eligibility for Charity Worker Discounts.

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