Chief Executive Officer (CEO)

For the role of Teesside Hospice Chief Executive Officer, we are seeking an experienced leader who will bring extensive experience from a relevant charity or healthcare environment with a similar scale of breadth and complexity. You will have a proven track record with a demonstrable ability to develop and deliver impactful strategies whilst inspiring the people around you to succeed as an empowered and high-performing team.

The overall purpose of this role is to:

1. Work closely with the board to develop and deliver an ambitious and aspirational strategy that has a clear measurable impact on people and families who need palliative and end of life care services.

2. Promote and advocate Teesside Hospices vision for how hospice care can change people’s experience of death and dying.

3. Provide leadership and inspiration for Teesside Hospice Care Foundation (‘the Hospice’) and the subsidiary Company of Teesside Hospice Trading Limited (‘Trading’) to the people who will enable us to deliver our work:

· Our paid staff and volunteers who make up our workforce

· Partners and stakeholders across the region

· Other voluntary sector, health and social care organisations

· Other hospices locally, regionally and nationally

4. Build and maintain an organisational culture that reflects the values of Teesside Hospice.

5. Ensure governance of ‘the Hospice’ and ‘Trading’ and compliance with both the Charity Commission and Companies House.

6. Ensure completion of the annual Charity Commission return along with other statutory returns.

7. Lead on and review risk management for the charity to identify strategic risks and opportunities and implement associated change.

Core accountabilities

To achieve this purpose, the Chief Executive is accountable for:

Making a difference to people by:

1. Actively listening and responding to the stories of people and families who need palliative and end of life care and making sure that Teesside Hospice acts on their concerns and issues.

2. Ensure clarity of vision, ethos and strategic direction whilst overseeing and ensuring effective service delivery and financial performance.

3. Making connections with these people and ensuring that their different voices are heard and understood by the whole system and across the region.

4. Acting as an advocate for people who use our services and their families and carers, giving them the belief, confidence and assurance that Teesside Hospice:

· Understands what is important to them

· Will deliver safe, caring, responsive, effective and well-led care

· Can resolve problems and make effective decisions

· To seek out opportunities for innovation and funding to ensure Teesside Hospice remains at the forefront of positive change for palliative care services within the community

5. Direct the achievement of long-term sustainability by developing the Hospice’s business model to ensure income is maximised through fundraising, service contracts and earned income

Achieving results with partners and commissioners by:

1. Working as an effective partner with local, regional and national organisations to ensure that the quality of care and the outcomes set out in the corporate objectives are met.

2. Scrutinising local delivery and holding local agencies and people to account for what they have committed to achieve.

3. Influencing and working across the system to bring about the changes needed to deliver better results.

4. Seek out, develop and nurture beneficial partnerships with supporters and stakeholders.

Influencing policy makers and implementing change by:

1. Using expert knowledge and evidence to influence national, regional and local policy makers.

2. Providing feedback on policy implementation so that lessons can be learnt and practices can be adapted or changed.

3. Translating national policy into practical plans that reflect and address regional and local needs and imperatives.

4. Championing campaigns that:

· Raise awareness and challenge the avoidance of talking about death and dying

· Encourage people to change their perceptions and behaviour

· Promote the aims and values of Teesside Hospice

Creating a first class workforce and organisation by:

1. Developing the organisation so that the people who work at Teesside Hospice:

· Understand and are inspired by its vision, values and strategy

· Are held to account for what they are required to achieve and are provided with the right support, coaching and development to do their job and fulfil their potential

· Feel valued and appreciated for the work they do and have a good work life balance

· Have a strong sense of purpose and know how their work contributes to the success of the organisation

· Feel trusted to get on with their job but know that they will have support to resolve issues and problems

2. Provide leadership that enables the hospice to achieve its strategic objectives and secure its future sustainability.

3. Establish a safe, inclusive and positive culture across the charity.

4. Ensure staff have access to high quality professional development, aligned to balanced organisational and individual needs.

5. Ensure the charity has strong talent management and succession planning across all areas of its work.

6. Ensure the charity has high quality employment practices that promote equality, diversity and inclusion, including ethical practices of recruitment and retention of staff, volunteers and trustees.

7. Developing and putting into place the best systems and processes that will:

· Safeguard people

· Manage risk

· Deliver plans

· Ensure the organisation functions effectively and efficiently

· Support the workforce

Supporting the trustees in their governance role by:

1. Actively supporting and advising the board of trustees in shaping future strategy.

2. Working with the trustees so that they are confident that the organisation:

· Is delivering its charitable objects and corporate objectives

· Is financially sound with a robust plan to deliver planned outcomes

· Can grow in a sustainable manner

· Meets statutory and legal requirements

· Has effective governance processes in place

3. Providing sound information, expert advice and knowledge to enable trustees to make the right decisions.

4. Leading and effectively managing the activities and performance of the senior management team.

5. Reporting critical information and issues to the chair of the board of trustees to:

· Prevent problems escalating

· Ensure their swift resolution

· Ensure that priority areas for improvement are identified

Giving confidence to the people who fund and regulate what we do by:

1. Making sure that Teesside Hospice:

· Can demonstrate that it is using all its funds effectively and efficiently and can tell the story about the impact their money has made

· Delivers on the contracts that are negotiated with partners and commissioners

· Complies with the relevant regulatory bodies ensuring compliance with legal, regulatory and best practice requirements

· Prioritise and allocate financial resources appropriately, ensuring efficiency, effectiveness and probity in the use of donated funds

· Be responsible for the custody, maintenance, and efficient use of the Charity’s assets

· Ensure the safeguarding of children and vulnerable adults through rigorous DBS procedures and staff training

· Ensure that collection of personal information complies with current Data Protection regulations

2. Ensure that Health and Safety policies are understood and followed, major risks identified and mitigation in place.

Applications should be made via the Teesside Hospice Website. These should include a CV and covering letter and/or a completed application form.

Closing date for applications: 5pm on 27th September.

Anticipated that interviews: 17th and 18th October.

For further information or to arrange a chat with the Chair or Chief Executive please contact us hrenquiries@teessidehospice.co.uk