Non-Executive Director

Role description

Reporting arrangements

Managerially accountable to:    Chair

Professionally accountable to:          Council of Governors

Person Specification

Essential Criteria

Desirable Criteria

Experience

Significant experience at Board level in a large, complex and changing organisation

Formulating strategies and plans of action to achieve objectives.

Proven track record of delivering high performance in a rapidly changing and uncertain environment

Broad understanding of the NHS framework and how the health service operates.

Recent and relevant experience of working at a senior level in a financial role.

NHS financial experience

Experience of developing or contributing to the development and implementation of a digital strategy. 

Experience in a digital environment

Experience as a Non-Executive Director, Governor, Trustee or equivalent in the commercial, voluntary or public sector

Skills

Exceptional leadership skills, engendering respect from others

A good listener, able to weigh up arguments and summarise for others.

Highly developed interpersonal, influencing and communication skills.

Capable public speaker with the ability to engage and network effectively with organisations inside and outside the NHS

Ability to engage positively with staff and Governors.

Analytical and creative, with the ability to be independent in judgement.

Astute negotiator, able to grasp relevant issues and understand the relationships between interested parties.

Chairing skills.

Knowledge

Sound knowledge and understanding of corporate governance.

Clear understanding and acceptance of the legal duties, liabilities and responsibilities of Non-Executive Directors

Sound knowledge of understanding clinical governance in the NHS.

Knowledge and understanding of the developing health economy of the region and of this Trust’s position within it

Understanding of Foundation Trust status and Governor responsibilities.

Strong commercial expertise and financial acumen founded in the public or private sector.

Additional

Commitment to NHS values and principles and a clear understanding of the NHS political and operational environment

Ability to effectively represent the Trust to its constituents, patients, partner organisations and regulators.

Ability to travel.

Holds general computing skills, is familiar with Microsoft Office and video conference systems, or is willing to undergo training in these areas.

NHS Leadership Competency Framework - Non-Executive Director

Competency

Description

Benchmark Indicators

Setting strategy and delivering long term transformation

The domain describes the wide array of skills that need to be employed in strategy development and planning, it speaks to the breadth of activities that need to be considered and combines to bring about long-term transformation

• I contribute to the development of a people centred strategy that delivers against NHS and wider governmental objectives, including the increasing adoption of a digital and environmental mindset.
• I support long term transformation that benefits the whole system, including demanding the adoption of proven innovation and increased digital maturity of the NHS to ultimately improve patient care and population health outcomes.
• I consider internal and external factors (including social justice and health inequalities) in the assessment of strategic objectives and evaluation of conflicting priorities.
• I balance the needs of my own organisation against those of the wider system, combining a longer-term focus with the need to deliver shorter term objectives.
• I consider regulation, legislation, clinical guidance, risk and financial implications when contributing to strategy development.
• I acquire and use new insights on current and future trends that encourage research, innovation and better use of data and digital technology.
• I ensure decisions reflect consideration to overall public benefit and are not focused solely on my individual organisation.
• I bring independence, external perspectives, skills and challenge to strategy development and decision making, including lived experience, insights and research, innovation and ideas from other sectors.
• I effectively monitor delivery of the strategy and hold the executive to account for its implementation.
• I ensure that my organisation actively engages and contributes to the development of strategy at a systems level and hold the executive to account for implementation

Leading for social justice and health equality

This domain emphasises the importance of continually reviewing plans, strategies and outcomes from the perspective of those under-served and marginalised and ensuring that the voices of those in diverse groups are represented and acted upon in order to deliver improved services to hard-to-reach communities.

• I operate at all times for the greater good of our patients, staff and communities, prioritising patient and population health outcomes.
• I seek to ensure that resources are deployed in the most impactful way to ensure improvements in health and care and the equity of health outcomes.
• I demonstrate social and cultural awareness and an ability to relate well to a diverse range of people, whether in person or though digital tools
• I actively advocate for health services to address health inequalities and social injustices, ensuring all members of the population are able to access the care and support they need where nobody is marginalised, excluded or left behind.
• I uphold and strengthen the reputation of the NHS in communities through my everyday actions and behaviours.
• I continuously seek to understand the impact of the actions we take to reduce inequalities and improve diversity and inclusion.
• I hold the executive to account for the impact of their actions and decisions on reducing health inequalities

Driving high quality sustainable outcomes

This domain is around delivery and the skills.

and behaviours needed to bring about lasting change and improvement – from ensuring all staff are trained and well led to delivering innovations which will bring about improved health and

care outcomes.

• I uphold and strengthen clinical/professional and operational excellence to deliver world class care in an environmentally conscious way that addresses social injustices and health inequalities.
• I promote and sponsor sustainable continuous improvements to the experiences and outcomes of the communities I serve.
• I assess performance against constitutional and regulatory standards, drawing on a diverse range of perspectives to understand outcomes on patients, staff, service users and carers.
• I understand the importance of efficient care delivery and work to ensure limited resources are prioritised and used effectively based on relative health outcomes.
• I promote research, innovation, and the use of research evidence in decision making to improve population health outcomes.
• I champion the development of all staff, finding ways to recognise and support diverse talent.
• I hold the executive to account for the delivery of clinical, quality, performance, and financial outcomes, and for ensuring appropriate succession plans are in place for executive level roles.
• I understand the importance of taking calculated risks in the context of the board’s risk appetite to drive innovative solutions and improvements

Providing robust governance and assurance

This domain describes the system of leadership accountability when running an organisation and the behaviours, values and standards that underpin our work as leaders. It also speaks of the principles of evaluation, the significance of evidence and assurance in decision making, and the vital importance of collaboration on the board to drive delivery and improvement.

• I practice openness, transparency, candour and probity to ensure high quality, efficient care delivery and improve population health outcomes.
• I challenge constructively, speaking out when actions and behaviours lead to exclusion of any sort, and respond proactively to challenge and being held to account as part of that process.
• I encourage robust debate to promote transparent decision making, based on an objective evaluation of research, evidence, risks, and options.
• I leverage my personal and professional knowledge and experience in my interactions and contribution at board and encourage others to do the same.
• I reflect on and continually evaluate the board and its processes and help others to do the same, for the continuous improvement of the board’s effectiveness.
• I take the lead in asking questions about the risks and benefits of adopting new practices, including digital and infrastructure.
• I understand my own strengths and the strengths of others, and where these are best deployed to help solve challenges.
• I corroborate and challenge information brought to board through reviewing data, observation and talking to patients, staff, and key stakeholders to satisfy myself of its integrity.
• I understand and communicate the role of a non-executive director as part of the organisation’s regulatory and compliance context.
• I contribute to decisions that ensure consistent delivery against the agreed strategy.
• I invest time in developing my own knowledge and skills, ensuring I am well informed on organisational activity, the local integrated care system in which the organisation operates, and wider systems that we could learn from

Creating a compassionate and inclusive culture

This domain describes the skills and behaviours needed to develop great team and organisation cultures. Ensuring staff and service users are listened to and heard, reaching out to

include minority groups, demonstrating respect and resilience, and challenging inappropriate behaviours when they arise.

• I contribute to decisions that build and strengthen staff engagement, experience, and wellbeing to enable workforce resilience.
• I seek out the experiences of patients, service users, carers, and staff, including those from under-served, marginalised and diverse ethnic groups, affording them equal value and taking action in response.
• I invest in my own personal development and wellbeing, enabling me to demonstrate resilience and perspective in times of crisis or uncertainty, recognising when others need my support.
• I demonstrate respect and promote diversity and inclusion in all its forms, speaking out and not tolerating any form of racism, discrimination, bullying, aggression, or violence.
• I lead by example in speaking up and challenging inappropriate behaviours, even when I might be the only voice.
• I contribute to the personal and professional development of those I work with and play an active part in talent and succession planning to ensure there are well qualified leaders for the future.
• I champion flexible working and the health and wellbeing of colleagues and care partners to improve the quality of working life for all employees.
• I ensure that all staff feel safe in speaking up through practicing visible leadership and listening to the views of staff, patients, service users, governors (of foundation trusts), and the public.
• I nurture the development of less experienced board members through mentoring

Building trusted relationships with partners and communities

This domain emphasises the need to collaborate, consult, and co-produce whether with colleagues in neighbouring teams, trusts or systems. Strengthening relationships and developing collaborative behaviours are key principles in the new integrated care environment.

• I role model system working, seeking out opportunities to build and strengthen partnerships to improve integration and population health outcomes across the system.
• I build patient, public and stakeholder trust and confidence in the safety, quality, effectiveness, and sustainability of care provided.
• I work with colleagues and partners across the wider system to improve the lived experience of under-served and marginalised communities.
• I engage with local communities (and with governors where relevant for NHS foundation trust non-executive directors) to understand their needs and ensure these are fully represented at board.
• I communicate effectively to share a common purpose, vision, and strategy, grounded by the regulatory and external landscape.
• I contribute to the management and sharing of organisation and system level risks