Chief Executive Officer

Dyddiad hysbysebu:	02 Chwefror 2026
Cyflog:	Heb ei nodi
Gwybodaeth ychwanegol am y cyflog:	Negotiable
Oriau:	Llawn Amser
Dyddiad cau:	23 Chwefror 2026
Lleoliad:	Luton and Bedford, LU4 0DZ
Cwmni:	NHS Jobs
Math o swydd:	Parhaol
Cyfeirnod swydd:	C9418-26-0122

Crynodeb

Providing leadership and setting the trusts culture a) To provide inspirational and values-led leadership to the organisation, always behaving in ways that inspire and empower colleagues and external partners alike.b)To promote a common understanding of the Trusts vision, its THRIVE1 values and expected behaviours.c)To continually foster a positive, open and speak-up culture that underpins all our activities and our behaviours, and which ensure all our staff are confident of raising concerns without fear of comeback.d)To work closely and constructively with the Chair to create a high performing unitary Board to govern the Trust.e)To build on, further develop, inspire and empower a strong Executive Leadership Team, operating both at Board level and just below, and to create a framework within which senior leaders can exercise delegated authority effectively.f)To foster an inclusive environment, supported by the active promotion and operationalisation of equality and diversity in all that we do, whilst at the same time combatting any form of discrimination that may, advertently or inadvertently, undermine our inclusivity and therefore, our effectiveness.g)To ensure that our staff are managed effectively and respectfully, and our talent pool is developed, including timely delivery of appraisals, supervision and investment in personal and professional training and development.h)To work with the Council of Governors, ensuring we hear, and we act upon, the voices and opinions of the diverse populations we serve.i)Through cooperation and clear communication, to enable and empower the Council of Governors to deliver its statutory duties.j)To act as our primary representative to patients and service users, to commissioners, regulators, to system delivery partners, to the media and to wider stakeholders, acting always with honesty, integrity and due candour.k)To identify and promote examples of our clinical and/or support service excellence internally, and to take a particular interest in promoting their replicability elsewhere in the NHS.l)To provide highly visible leadership across the whole organisation and to be a prominent, supportive and inspirational actor across the local health and care system.m) Through the application of well-developed collaborative leadership skills, to communicate the Trusts appetite to work constructively with partners across institutional boundaries and, where value-adding for the populations we serve, to lead or participate actively in collaborative health and care work programmes in and around Bedfordshire. Creating a vision and formulating strategies and delivery plansa)To play a leading and highly influential role in creating a vision of what the Trust should look like in 10 years time. This vision will seek to capitalise on the capacity and capability of the Trust to enable and accelerate the achievement of national priorities, such as those set out in Fit for the Future the 10 Year Health Plan for England.b)To communicate this vision clearly and consistently throughout the organisation and to be a persuasive advocate for this vision with external partners and stakeholders.c)Working with the Board of Directors, to formulate and communicate the Trusts strategy by which its chosen vision will be realised, ensuring this strategy sets short- and medium-term goals, and is properly informed by, and reflects, national and local policies and priorities, as well as the Trusts firm commitment to environmental sustainability.d)In recognising the scope for radical change in the way acute hospitals work in the future, particularly the transformational impact of digitalisation and AI, to inspire, reassure and support the Trusts clinical and non-clinical staff to embrace change and to shape opportunities for delivering excellent services to our patients in new, better and exciting ways.e)To set the framework for our annual planning process, and lead the preparation of an annual plan that stretches both the capabilities and capacity of the Trust in innovative and imaginative ways, for Board consideration and approval.f) To designate primary responsibility for delivering our key goals, as set out in the annual plan, amongst the Trusts Executive Leadership Team, and to provide ongoing support to individual members of the Executive Leadership Team to achieve their respective goals.g)To lead the delivery of our annual plan, ensuring it meets national requirements, it achieves our institutional and system goals, it advances our strategy in a timely way and its execution keeps our values front and centre.h)To ensure we are clear about our own risk appetite and that we manage the Trusts resources and activities accordingly.i)To proactively and effectively identify, assess and manage strategic, reputational and operational risks as they become foreseeable.Championing and delivering quality standards, quality improvement and effective patient carea)To hold ultimate responsibility for our clinical governance and standards of clinical care, and to ensure that appropriate scrutiny, management and assurance processes are in place.b)To ensure that clinical quality and patient safety are embedded in our culture, and that they inform and guide all of our activities.c)To foster and champion clinical leadership, ensuring our clinicians are central to decision-making and are encouraged to identify and lead service transformation.d)To achieve and maintain a high level of public confidence in the appropriateness, safety and effectiveness of the services we provide, and, where service change is being considered, either by the Trust or by the system in which we operate, to ensure patient safety and equity remain key design principles.e)To ensure our systems and processes support the delivery of high standards of care, are based on evidence-based practice, and comply with national standards and appropriate guidelines, and to assure, through clinical audit and other forms of self-scrutiny, that those systems and processes operate effectively.f)To establish and maintain effective and transparent approach to patient safety governance. This will include timely and effective management of, and learning from, incidents, consistency in the application of safety processes, and robust intervention, support and oversight that prevents the occurrence, or recurrence, of avoidable harm.g)To oversee the development and execution of the Trust-wide approach to continuous quality improvement, so that this becomes embedded throughout all our services.h)To ensure we subject our services to continual review, and that we draw on the expertise and perspectives of our patients to work alongside our clinicians whenever we design, deliver and evaluate our services.Establishing a high performing and well-led organisationa)As the Statutory Accountable Officer, to ensure the Trust meets its statutory requirements and service obligations as set out in our provider license.b)To establish our operational performance objectives and to designate responsibility for delivering those objectives amongst the Trusts Executive Leadership Team.c)To lead regular reviews of our performance against the achievement of agreed objectives, and to determine and take consequential action, as necessary.d)To deliver against the goals of the Trust as set out in its annual plan, ensuring that key performance standards and measures are identified, monitored and reported appropriately, including those relating to our operational performance, quality and safety, clinical activity, clinical and internal audit, workforce and finance.e)To frame and deliver improvements in the Trusts rating when measured against the NHS Oversight Framework, in part by achieving, and indeed, exceeding, performance against constitutional standards.f)To ensure systems and processes operate effectively to monitor our performance against key performance indicators and to enable rapid remediation where our performance falls short of expectations.g)To hold ultimate responsibility for the financial performance of the Trust, including delivery of financial efficiency plans. In doing this, to ensure, by working with other members of the Trusts Executive Leadership Team, appropriate financial systems are in place to ensure that financial duties are properly discharged.h)To ensure that the Board has before it sufficient and appropriate information to monitor and judge performance, and that it can effectively discharge the assurance duties that sit with it.i) Working in tandem with the Chair, to ensure the Trust is well-led and well-governed, and that processes are in place to periodically review Board effectiveness, and that recommendations for improvement that may arise from such reviews are actioned in a timely way.