The Royal Wolverhampton NHS Trust- Non-executive Director

Announced
Body: NHS Improvement
Appointing Department: NHS Improvement
Sectors: Charity & Public Sector, Health
Location: Applicants should live in or have strong connections with the Wolverhampton area
Number of Vacancies: 1
Remuneration: The remuneration payable for this role is £6,157 per annum
Time Requirements: On average this role will require a time commitment equivalent to 2 to 3 days a month

Announcement

An announcement has been made on the outcome of this appointment.

NHS Improvement is pleased to announce the appointment of Jacqueline Small from 1 August 2017 to 31 July 2019 as Non-executive Director of The Royal Wolverhampton NHS Trust. She is entitled to receive a remuneration of £6,157 per annum. Further information may be available at http://www.royalwolverhampton.nhs.uk/

Campaign Timeline

  • Competition Launched

    29/03/2017

  • Closed for Applications

    20/04/2017 at 11:00

  • Panel Sift

    TBC

  • Final Interview Date

    03/05/2017

  • Announcement

    TBC

Vacancy Description

Ref: M1408

We are recruiting a non-executive director for The Royal Wolverhampton NHS Trust.  The Trust has recently had a governance review and as a result is seeking to strengthen the non-executive challenge on the Board. This is an exceptional opportunity to share your talents and expertise to make a positive difference to the lives of people in your community.

Person Specification

Essential criteria

You will need to have a genuine commitment to patients and the promotion of excellent health care services.  You will need to have board/senior level clinical experience preferably gained in a secondary care setting.

Board level behaviours

The NHS Leadership model describes nine behaviours which together contribute towards strong and effective NHS leaders.  If you are invited to interview, you will also need to demonstrate the range of behaviours required to contribute effectively in this board level role:

  • inspiring shared purpose –  create a shared purpose for diverse individuals doing different work, inspiring them to believe in shared values so that they deliver benefits for patients, their families and the community
  • leading with care – understand the underlying emotions that affect their team, and care for team members as individuals, helping them to manage unsettling feelings so they can focus their energy on delivering a great service that results in care for patients and other service users
  • evaluating information – are open and alert to information, investigating what is happening now so that they can think in an informed way about how to develop proposals for improvement
  • connecting our service – understand how things are done in different teams and organisations; they recognise the implications of different structures, goals, values and cultures so that they can make links, share risks and collaborate effectively
  • sharing vision – convey a vivid and attractive picture of what everyone is working towards in a clear, consistent and honest way, so that they inspire hope and help others to see how their work fits in
  • engaging the team – promote teamwork and a feeling of pride by valuing individuals’ contributions and ideas; this creates an atmosphere of staff engagement where desirable behaviour, such as mutual respect, compassionate care and attention to detail, are reinforced by all team members
  • holding to account – create clarity about their expectations and what success looks like in order to focus people’s energy, give them the freedom to self-manage within the demands of their job, and deliver improving standards of care and service
  • developing capability – champion learning and capability development so that they and others gain the skills, knowledge and experience they need to meet the future needs of the service, develop their own potential, and learn from both success and failure
  • influencing for results – are sensitive to the concerns and needs of different individuals, groups and organisations, and use this to build networks of influence and plan how to reach agreement about priorities, allocation of resources or approaches to service delivery

It is also essential that any director champions the standards of public life – by upholding the highest standards of conduct and displaying the principles of selflessness, integrity, objectivity, accountability, openness, honesty, and leadership

More information at the NHS Leadership Academy’s Healthcare Leadership Model

We value and promote diversity and are committed to equality of opportunity for all and appointments made on merit. We believe that the best boards are those that reflect the communities they serve.

We particularly welcome applications from women, people from the local black and minority ethnic communities, and disabled people who we know are under-represented in chair and non-executive roles.  

Additional Information

For information about the Trust, such as business plans, annual reports, and services, visit their website

Getting in touch

With the Trust – for an informal and confidential discussion with Jeremy Vanes, Chair of the Trust regarding the role, please contact his PA Gayle Nightingale on 01902 695950 or by emailing gayle.nightingale@nhs.net

With NHS Improvement – for general enquiries contact Sharon Davies on 0300 123 2068 or by emailing sharon.davies19@nhs.net

How to Apply

If you wish to be considered for this role please provide:

  • a CV that includes your address and contact details, highlighting and explaining any gaps in your employment history
  • a supporting statement that highlights your motivation for applying and your understanding of the NHS and the role. You should outline your personal responsibility and achievement within previous roles and how your experience matches the person specification
  • the names, positions, organisations and contact details for three referees. Your referees should be individuals in a line management capacity, and cover your most recent employer, any regulated health or social care activity or where roles involved children or vulnerable adults.  Your references will be taken prior to interview and may be shared with the selection panel
  • please complete and return the monitoring information form which accompanies this pack and is available for download
  • tell us about any dates when you will not be available
Attachments
M1408 information pack (pdf 358kb)
M1408 Monitoring Form (doc 133kb)
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