1. LEGAL & REGULATORY

a. Ensure that the charity complies with all relevant legal and regulatory requirements relating to its status both as a registered charity and a company limited by guarantee.

b. Ensure that the organisation and any subsidiaries operate within the requirements of their Articles of Association.

c. Be the Nominated Individual with the Care Quality Commission, responsible for overseeing compliance with the charity’s key regulatory body.

2. STRATEGIC 

a. In partnership with the Board and Leadership Team, determine the vision, mission, values and strategy that will most effectively meet the needs of the charity’s beneficiaries. 

b. Implement, monitor and evaluate the agreed strategy, business plans and budgets. 

c. Monitor and report on the impact and effectiveness of the charity’s work on addressing the needs of its beneficiaries. 

d. Ensure that the charity is planning for and striving to achieve high standards and ambition relating to equality, diversity and inclusion both as an employer and service provider.

e. Identify, mitigate and report on the risks the charity faces. 

f. Ensure that the work the charity does reflects sector best practice and is relevant to meeting the needs of current and future beneficiaries.

g. Foster a collaborative approach to working effectively with other hospices, health and care agencies and the VCSE to deliver and improve service reach and quality.

3. ORGANISATIONAL LEADERSHIP 

a. Lead and inspire a team striving for continuous improvement in standards of service delivery, income generation, the reputation of the St Wilfrid’s Hospice brand, team engagement and financial stewardship.

b. Drive the organisation’s collaborative and partnership working with other hospices and other parts of the health and care system, with the aim of increasing reach, impact, cost effectiveness and influence.

c. Be a role model for and promote at all times the Hospice values – Compassionate, Professional, Progressive and Respectful.

d. Provide leadership for the charity’s work on Equality, Diversity and Inclusion and be a role model in valuing and celebrating difference.

e. Ensure that there are effective controls, policies, procedures and assurance systems in place, including systems for identifying and mitigating risk.

f. Ensure that Safeguarding, Health and Safety and Clinical Governance structures and systems are effective, monitored and reported on.

g. Ensure that the organisational culture, structures and systems encourage and support continuous learning, encourage innovation, nurture professionalism and excellence and reflect the highest standards of integrity. 

h. Ensure that all human, financial, technical, physical and intellectual resources are effectively managed, delivering best value and maximum impact. 

4. GOVERNANCE

a. Work with the Chair of the Board in developing a high-performing Board, and in recruiting, inducting and developing Trustees and Co-opted Committee Members, with a clear understanding of their governance roles and responsibilities and an understanding of the ways in which their skills and experience  add value for the charity. 

b. Support the Chair in developing effective and regularly evaluated governance structures and systems.

c. Support the Chair in focusing the Board’s attention on the longer-term strategic issues the charity needs to address to remain relevant and sustainable, ensuring the Board are keeping up to date with local and national policy or legislative changes that affect the work of the charity or its beneficiaries.

d. Ensure that governance timetables, meetings and reporting is effective and appropriately administratively supported. 

5. FINANCIAL 

a. Ensure that there are processes, structures and reporting systems in place to identify short, medium and long-term financial projections and risk, forecast financial health and that ensure the charity is financially sustainable and making best use of financial resources. 

b. Ensure that services and projects are cost effective and that approved annual budgets are effectively used, monitored and reported on effectively. 

c. Ensure that income generating strategies and activities are financially effective, align with the charity’s values and enhance the St Wilfrid’s Hospice brand. 

6. COMMUNITY RELATIONS

a.  Ensure that the St Wilfrid’s Hospice brand is effectively communicated, widely visible and respected by the local community and that marketing and communications activities reflect the values associated with the St Wilfrid’s Hospice brand.

b. Be the chief spokesperson for St Wilfrid’s Hospice, representing the charity with the media in any crisis or other time of high media-scrutiny. 

c. Ensure that there are systems in place to engage patients, families and other stakeholders in plans to develop or improve services provided by St Wilfrid’s Hospice. 

d. Initiate, develop, and maintain cooperative and collaborative relationships with other hospices, statutory sector partners, the VCSE, businesses, regulatory agencies and other key stakeholder groups.