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Neurosurgery Specialised Services Clinical Network Chair

4 months ago


Salford, United Kingdom Northern Care Alliance NHS Foundation Trust Full time

Job summary

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.

Main duties of the job

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

About us

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 to make a difference and we're always looking for people who demonstrate our three core values - care , appreciate and inspire - 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.

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

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

Ensuring the Board understands the impact of strategy delivery through evaluation and monitoring arrangements for key performance indicators (KPI), and objective key results (OKR)

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

Provide visible leadership, model high standards of personal behaviour and develop a transparent, psychologically safe Board culture

Promote constructive debate and shared conclusions towards a unified Board

Promote standards of ethics, integrity, probity and good governance through the Network and the Board

Develop positive working relationships with the Network Officers (Clinical Lead (Strategy), and Network Manager), and the Membership Body providing support, guidance, and advice

Enable collaborative structures, dynamic teaming, and delivery agility

Develop the Boards capacity and capability by:

Reviewing the Boards composition and diversity of skills, knowledge, and perspectives

Considering succession planning, attracting, retaining, and developing talent

3. Professional acumen

Ensure the Board operates effectively and understands its own accountability and compliance with its approved procedures, for example, meeting reporting and risk management duties

Leading the Board in establishing effective and ethical decision-making processes

Setting a Board agenda relevant to the Networks current operating environment and taking full account of the important strategic issues and risks

Ensuring the Board receives accurate, high quality, timely and clear information ( 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

Ensuring the Networks programmes are properly constituted and effective and Network resources are appropriately prioritised

Seek out and act on performance feedback and review, building skills and capability

Facilitate the Board meeting by:

Providing the environment for agile debate, which considers the broader healthcare system

Ensure the Board collectively applies sufficient challenge, balancing the ability to seize opportunities whilst retaining effective decision-making

Facilitating the effective contribution of all Board members, drawing on individual skills, experience, and knowledge

Working with the Network Manager to set and maintain the annual business cycle

4. Outcomes focus

Ensure all Board members are well briefed on the external context ( political, economic, sociological, technological, legal, and environmental (PESTLE)) and this is reflected in the debate

Foster a culture of innovation and learning by being outward-looking, promoting and embedding innovation, technology, and transformation through the Boards business and debate

Promote academic excellence and research as a means of developing Neurosurgery services

Ensure Network performance is accurately measured

Ensure the Board maintains an interest in and focus on the continuous improvement of Neurosurgery service Access, Outcomes, and Experience

5. Collaboration and partnerships

Promote the role of the Board and the Network, fostering productive partnerships and harnessing opportunities to build and strengthen collaborative working

Engage with the Membership Body and stakeholders to develop the Network Collective further to enable population health improvement and health inequality reduction

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