Neurosurgery Specialised Services Clinical Network Chair

Job description

Job responsibilities

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

Person Specification

Qualifications

Essential

• Relevant Professional Qualification(s)

Professional Registration

Essential

• Membership of a relevant professional body

Knowledge, Training and Experience

Essential

• Knowledge of - Specialised services commissioning; Networks, the tenets of collaboration, strategic decision-making frameworks; Constitutional and regulatory NHS Standards; Programme management governance, and evaluation
• Experience of - Setting, leading, and delivering long-term vision and strategy; Leading transformational change in complex multi-organisational collaborative partnerships; Managing budgets and people; Building effective, teams, encouraging change and innovation and shaping an open, inclusive, and compassionate culture; Setting Board agendas and business cycles; Facilitating effective meetings and decision-making

Desirable

• Knowledge of the Neurosurgery Policy Drivers and local context
• Previous Chair and or executive or non-executive director experience
• Experience influencing and negotiating with other Boards and organisations to achieve partnerships and common purpose
• Experience in building consensus across varied stakeholder groups with potentially conflicting priorities
• Evidence of demonstrating the NHS Leadership Competency Framework for Board Members in other leadership roles

Skills and Abliities

Essential

• Excellent interpersonal, communication, and leadership skills
• Ability to - Identify and address issues and to scrutinise and challenge information effectively; Craft and ask strategic and challenging questions for effective decision-making and assurance

Disclosure and Barring Service Check

This post is subject to the Rehabilitation of Offenders Act (Exceptions Order) 1975 and as such it will be necessary for a submission for Disclosure to be made to the Disclosure and Barring Service (formerly known as CRB) to check for any previous criminal convictions.

Certificate of Sponsorship

Applications from job seekers who require current Skilled worker sponsorship to work in the UK are welcome and will be considered alongside all other applications. For further information visit the UK Visas and Immigration website (Opens in a new tab).

From 6 April 2017, skilled worker applicants, applying for entry clearance into the UK, have had to present a criminal record certificate from each country they have resided continuously or cumulatively for 12 months or more in the past 10 years. Adult dependants (over 18 years old) are also subject to this requirement. Guidance can be found here Criminal records checks for overseas applicants (Opens in a new tab).

Employer details

Employer name

Northern Care Alliance NHS Foundation Trust

Address

Salford Royal Hospital

Stott Lane

Salford

M6 8HD

Employer's website

https://www.northerncarealliance.nhs.uk/ (Opens in a new tab)