The Opportunity

Our Group is situated in the beautiful county of Lincolnshire, serving a population of more than 750,000 people. Lincolnshire is such a wonderful place to live and work with many opportunities to grow and develop as well as spend time on hobbies, activities and taking in local historic sites. Find out more on the Visit Lincolnshire website.

Our Group provides community, acute and specialist services to people in Lincolnshire and neighbouring counties. Our 2023/24 Group annual income is c£874m, and we employ approximately 11,000 WTE staff.

We provide services at Lincoln County Hospital, Grantham and District Hospital and Pilgrim Hospital, Boston, as well as running services from community hospital sites across Lincolnshire. ULHT is one of the biggest acute hospital trusts in England.

We are looking for an inspirational leader to move our Group into the next phase of integration. We recognise that outstanding care can only be delivered through our people working to co-design services with our population.

The successful candidate will not only have the skills to drive forward this partnership but also take pride in areas where we have had some amazing success stories. These include:

  • Virtual Wards in Complex neurology, cardiology, respiratory and frailty with a palliative and end-of-life virtual ward planned for implementation
  • Grantham Acute Services Review
  • Community Cardiology service
  • Frailty Pathway
  • Discharge and flow including rapidly establishing new Discharge to Assess and Urgent Community Response services
  • A shared Chair across LCHS and ULHT from 2018-2023
  • Shared Director of Nursing, AHPs and Quality
  • Shared Services including Estates, Procurement, Communications and Engagement
  • Equality, Diversity and Inclusion including a focus on supporting the Armed Forces Covenant, carer’s passport, and allyship
  • The Lincolnshire People Plan
  • Investment in leadership and culture
  • Work to embed approaches including population health management, personalisation and addressing health inequalities.

Our combined organisations make up some of the most complex NHS organisations in the country, with multiple sites across a predominantly rural and coastal location. In common with many NHS organisations, we are faced with growing demand for our services at a time when our models of care and our estates are stretched, we face ongoing staff recruitment and retention challenges. However, we take extraordinary pride in building working environments where staff feel valued, cared for and part of a team. We are delighted this can be seen within the latest National Staff Survey results showing sustained and improved scores from both organisations.

As an indication of our intent to work in a properly integrated way, the NHS Lincolnshire Integrated Care Board (ICB) Executive Team have recently approved a new Urgent Treatment Centre and integrated community/acute medical service at Grantham and District Hospital.  All aspects of the Integrated Community/Acute Medicine Service will be delivered through a collaboration between LCHS and ULHT. This means we will retain a local team with local knowledge for both services.

This is just one example of many transformation projects that will require a strong leader who is willing to put themselves and the Trusts at the centre of arrangements for health and care provision in Lincolnshire ultimately making a positive difference to our patients.

With this in mind the ambition is to:

  • Deliver the highest quality and sustainable services to our patients.
  • Play our part in delivering locally the national NHS agenda around health inequalities, population health management and delivering care closer to home. Continue to work closely with local government, further and higher education, the voluntary sector and the independent sector.

Play our part as “Anchor Institutions” within our localities, maximising our role in delivering improved health and wellbeing, economic regeneration, local and regional innovation and increased levels of local employment.

  • Maximise the potential of partnerships for education, research and innovation.
  • Maximise the skills and strength of our workforce:
  • Sharing resources
  • Developing local where possible
  • Improving training and development opportunities for all staff.
  • Implement integrated pathways of care across community and primary care reducing reliance on hospital services and providing services closer to or at home for our patients.
  • Reduce inequalities of provision and access across our local communities.
  • Make increased use of technology to support self-help, prevention, early intervention, remote diagnosis and treatment where appropriate.
  • Ensure that our infrastructure maximises the use of technology in service delivery including use of robotics and Artificial Intelligence.