Neurosurgery Specialised Services Clinical Network Chair
| Posting date: | 17 May 2024 |
|---|---|
| Salary: | Not specified |
| Additional salary information: | £99,891 - £114,949 pro rata |
| Hours: | Part time |
| Closing date: | 16 June 2024 |
| Location: | Salford, M6 8HD |
| Company: | Salford Royal NHS Foundation Trust |
| Job type: | Contract |
| Job reference: | 6253272/236-HOS-AC183-24 |
Summary
A Vacancy at Northern Care Alliance NHS Foundation Trust.
The North West Neurosurgery Specialised Services Clinical Network is funded by NHS England and Hosted by the Northern Care Alliance NHS Foundation Trust.
New to the region and in its establishment phase, the Network seeks a talented Chair to lead and develop the Network Board as it defines a first strategy and transitions to a growth and delivery phase.
With an established Network, the Chair will continue leading, supporting, and challenging the Board whilst developing collaborative external relationships and partnerships.
The Chair, Clinical Lead, and Network Manager set the Network's tone. The Chair cultivates a strong collaborative relationship between the Network Officers and Membership body towards a unified Board.
Central to the Chair's role are five responsibilities:
1: Strategic - ensuring the board sets and is accountable for strategic direction
2: People - creating the right tone to create a collaborative, challenging, and unified body
3: Professional acumen - leading the SSCN governance and managing internal and external relationships
4: Outcomes focus - achieving the desired outcomes and embracing opportunities
5: Collaboration and partnerships - building the broader collaborative with stakeholders, and Integrated Care Board stakeholders, whilst balancing regional and provider priorities with the national vision
The Northern Care Alliance NHS Foundation Trust (NCA) provides hospital and integrated health and social care services to over one million people living across Greater Manchester. Our 20,000 colleagues care for people in hospital and in the community, working across Bury, Rochdale, Oldham and Salford, to save and improve lives.
As a large NHS trust we are committed to enhancing the health of our local population by delivering consistently high standards of care and working closely with local authorities and key partners. We believe in our power and potential tomake a differenceand we’re always looking for people who demonstrate our three core values -care,appreciateandinspire– to join our team.
In return, we can offer you a job role with purpose and flexibility. The size and scale of the NCA means we can provide more challenge and opportunities so your career can always be moving in the right direction. By joining us you can also access a competitive benefits package, including, a fantastic annual leave allowance, flexible working opportunities and protected hours for health and wellbeing activities, helping you to achieve more personal downtime and a better work-life balance.
The Chair is responsible for and represents the Network Board. The Chair's principal responsibility is to oversee the Board's effectiveness in setting and implementing the Network’s strategy. The responsibilities are aligned with five leadership domains.
1. Strategic
1.1. Ensuring the Board is effective in determining the Network’s Vision, Strategy, and Annual Plan with regard to clinical best practice, regulation, legislation, national and local priorities, risk, and financial implications
1.2.Ensuring the Board understands the impact of strategy delivery through evaluation and monitoring arrangements for key performance indicators (KPI), and objective key results (OKR)
1.3.Ensuring the Board identifies the risks (including population health risks) to delivering the Strategy and Annual Plan; determines an approach and attitude to providing effective risk oversight and prudent controls to assist risk management
2. People
2.1.Provide visible leadership, model high standards of personal behaviour and develop a transparent, psychologically safe Board culture
2.2.Promote constructive debate and shared conclusions towards a unified Board
2.3.Promote standards of ethics, integrity, probity and good governance through the Network and the Board
2.4.Develop positive working relationships with the Network Officers (Clinical Lead (Strategy), and Network Manager), and the Membership Body providing support, guidance, and advice
2.5.Enable collaborative structures, dynamic teaming, and delivery agility
2.6.Develop the Board’s capacity and capability by:
2.6.1. Reviewing the Board’s composition and diversity of skills, knowledge, and perspectives
2.6.2. Considering succession planning, attracting, retaining, and developing talent
3. Professional acumen
3.1.Ensure the Board operates effectively and understands its own accountability and compliance with its approved procedures, for example, meeting reporting and risk management duties
3.2.Leading the Board in establishing effective and ethical decision-making processes
3.3.Setting a Board agenda relevant to the Network’s current operating environment and taking full account of the important strategic issues and risks
3.4.Ensuring the Board receives accurate, high quality, timely and clear information (e.g. incident data, surveys, external reviews, regulatory intelligence), that the Network’s assurance systems are fit for purpose to recognise and identify early warning signals and risk, and there is an effective information flow between the Board, the Network’s programmes, and stakeholders
3.5.Ensuring the Network’s programmes are properly constituted and effective and Network resources are appropriately prioritised
3.6.Seek out and act on performance feedback and review, building skills and capability
3.7.Facilitate the Board meeting by:
3.7.1. Providing the environment for agile debate, which considers the broader healthcare system
3.7.2. Ensure the Board collectively applies sufficient challenge, balancing the ability to seize opportunities whilst retaining effective decision-making
3.7.3. Facilitating the effective contribution of all Board members, drawing on individual skills, experience, and knowledge
3.7.4. Working with the Network Manager to set and maintain the annual business cycle
4. Outcomes focus
4.1.Ensure all Board members are well briefed on the external context (e.g. political, economic, sociological, technological, legal, and environmental (PESTLE)) and this is reflected in the debate
4.2.Foster a culture of innovation and learning by being outward-looking, promoting and embedding innovation, technology, and transformation through the Board’s business and debate
4.3.Promote academic excellence and research as a means of developing Neurosurgery services
4.4.Ensure Network performance is accurately measured
4.5.Ensure the Board maintains an interest in and focus on the continuous improvement of Neurosurgery service Access, Outcomes, and Experience
5. Collaboration and partnerships
5.1.Promote the role of the Board and the Network, fostering productive partnerships and harnessing opportunities to build and strengthen collaborative working
5.2.Engage with the Membership Body and stakeholders to develop the Network Collective further to enable population health improvement and health inequality reduction
5.3.Review stakeholder communication and engagement to create a common purpose, vision, and strategy
This advert closes on Sunday 2 Jun 2024
The North West Neurosurgery Specialised Services Clinical Network is funded by NHS England and Hosted by the Northern Care Alliance NHS Foundation Trust.
New to the region and in its establishment phase, the Network seeks a talented Chair to lead and develop the Network Board as it defines a first strategy and transitions to a growth and delivery phase.
With an established Network, the Chair will continue leading, supporting, and challenging the Board whilst developing collaborative external relationships and partnerships.
The Chair, Clinical Lead, and Network Manager set the Network's tone. The Chair cultivates a strong collaborative relationship between the Network Officers and Membership body towards a unified Board.
Central to the Chair's role are five responsibilities:
1: Strategic - ensuring the board sets and is accountable for strategic direction
2: People - creating the right tone to create a collaborative, challenging, and unified body
3: Professional acumen - leading the SSCN governance and managing internal and external relationships
4: Outcomes focus - achieving the desired outcomes and embracing opportunities
5: Collaboration and partnerships - building the broader collaborative with stakeholders, and Integrated Care Board stakeholders, whilst balancing regional and provider priorities with the national vision
The Northern Care Alliance NHS Foundation Trust (NCA) provides hospital and integrated health and social care services to over one million people living across Greater Manchester. Our 20,000 colleagues care for people in hospital and in the community, working across Bury, Rochdale, Oldham and Salford, to save and improve lives.
As a large NHS trust we are committed to enhancing the health of our local population by delivering consistently high standards of care and working closely with local authorities and key partners. We believe in our power and potential tomake a differenceand we’re always looking for people who demonstrate our three core values -care,appreciateandinspire– to join our team.
In return, we can offer you a job role with purpose and flexibility. The size and scale of the NCA means we can provide more challenge and opportunities so your career can always be moving in the right direction. By joining us you can also access a competitive benefits package, including, a fantastic annual leave allowance, flexible working opportunities and protected hours for health and wellbeing activities, helping you to achieve more personal downtime and a better work-life balance.
The Chair is responsible for and represents the Network Board. The Chair's principal responsibility is to oversee the Board's effectiveness in setting and implementing the Network’s strategy. The responsibilities are aligned with five leadership domains.
1. Strategic
1.1. Ensuring the Board is effective in determining the Network’s Vision, Strategy, and Annual Plan with regard to clinical best practice, regulation, legislation, national and local priorities, risk, and financial implications
1.2.Ensuring the Board understands the impact of strategy delivery through evaluation and monitoring arrangements for key performance indicators (KPI), and objective key results (OKR)
1.3.Ensuring the Board identifies the risks (including population health risks) to delivering the Strategy and Annual Plan; determines an approach and attitude to providing effective risk oversight and prudent controls to assist risk management
2. People
2.1.Provide visible leadership, model high standards of personal behaviour and develop a transparent, psychologically safe Board culture
2.2.Promote constructive debate and shared conclusions towards a unified Board
2.3.Promote standards of ethics, integrity, probity and good governance through the Network and the Board
2.4.Develop positive working relationships with the Network Officers (Clinical Lead (Strategy), and Network Manager), and the Membership Body providing support, guidance, and advice
2.5.Enable collaborative structures, dynamic teaming, and delivery agility
2.6.Develop the Board’s capacity and capability by:
2.6.1. Reviewing the Board’s composition and diversity of skills, knowledge, and perspectives
2.6.2. Considering succession planning, attracting, retaining, and developing talent
3. Professional acumen
3.1.Ensure the Board operates effectively and understands its own accountability and compliance with its approved procedures, for example, meeting reporting and risk management duties
3.2.Leading the Board in establishing effective and ethical decision-making processes
3.3.Setting a Board agenda relevant to the Network’s current operating environment and taking full account of the important strategic issues and risks
3.4.Ensuring the Board receives accurate, high quality, timely and clear information (e.g. incident data, surveys, external reviews, regulatory intelligence), that the Network’s assurance systems are fit for purpose to recognise and identify early warning signals and risk, and there is an effective information flow between the Board, the Network’s programmes, and stakeholders
3.5.Ensuring the Network’s programmes are properly constituted and effective and Network resources are appropriately prioritised
3.6.Seek out and act on performance feedback and review, building skills and capability
3.7.Facilitate the Board meeting by:
3.7.1. Providing the environment for agile debate, which considers the broader healthcare system
3.7.2. Ensure the Board collectively applies sufficient challenge, balancing the ability to seize opportunities whilst retaining effective decision-making
3.7.3. Facilitating the effective contribution of all Board members, drawing on individual skills, experience, and knowledge
3.7.4. Working with the Network Manager to set and maintain the annual business cycle
4. Outcomes focus
4.1.Ensure all Board members are well briefed on the external context (e.g. political, economic, sociological, technological, legal, and environmental (PESTLE)) and this is reflected in the debate
4.2.Foster a culture of innovation and learning by being outward-looking, promoting and embedding innovation, technology, and transformation through the Board’s business and debate
4.3.Promote academic excellence and research as a means of developing Neurosurgery services
4.4.Ensure Network performance is accurately measured
4.5.Ensure the Board maintains an interest in and focus on the continuous improvement of Neurosurgery service Access, Outcomes, and Experience
5. Collaboration and partnerships
5.1.Promote the role of the Board and the Network, fostering productive partnerships and harnessing opportunities to build and strengthen collaborative working
5.2.Engage with the Membership Body and stakeholders to develop the Network Collective further to enable population health improvement and health inequality reduction
5.3.Review stakeholder communication and engagement to create a common purpose, vision, and strategy
This advert closes on Sunday 2 Jun 2024
Proud member of the Disability Confident employer scheme
Disability Confident
About Disability Confident
A Disability Confident employer will generally offer an interview to any applicant that declares they have a disability and meets the minimum criteria for the job as defined by the employer. It is important to note that in certain recruitment situations such as high-volume, seasonal and high-peak times, the employer may wish to limit the overall numbers of interviews offered to both disabled people and non-disabled people. For more details please go to Disability Confident.