Warning
Mae'r hysbyseb swydd hon wedi dod i ben ac mae'r ceisiadau wedi cau.
Neurosurgery Specialised Services Clinical Network Chair
| Dyddiad hysbysebu: | 17 Mai 2024 |
|---|---|
| Cyflog: | £99,891.00 i £114,949.00 bob blwyddyn |
| Gwybodaeth ychwanegol am y cyflog: | £99891.00 - £114949.00 a year |
| Oriau: | Llawn Amser |
| Dyddiad cau: | 02 Mehefin 2024 |
| Lleoliad: | Salford, M6 8HD |
| Cwmni: | NHS Jobs |
| Math o swydd: | Cytundeb |
| Cyfeirnod swydd: | C9236-24-0947 |
Crynodeb
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 Networks strategy. The responsibilities are aligned with five leadership domains. 1. Strategic 1.1. Ensuring the Board is effective in determining the Networks 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 Boards capacity and capability by: 2.6.1. Reviewing the Boards 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 Networks 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 Networks 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 Networks programmes, and stakeholders 3.5. Ensuring the Networks 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 Boards 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