About the roles

Non-Executive Directors play a crucial role in bringing an independent perspective to the boardroom in addition to any specific knowledge and skills they may have. They have a duty to uphold the highest standards of integrity and probity and to foster good relations in the boardroom. They should apply similar standards of care and skill in their role as a non-executive director of a foundation trust as they would in similar roles elsewhere.

Non-executive directors, including the Chair:

• have a particular role in facilitating the council of governors to hold the non-executive board members to account for the performance of the board of directors.
• are expected to participate fully as members of committees of the board of directors to which they are appointed and to take the role of committee chair when so appointed.
• will meet periodically with the Chair in the absence of executive directors to discuss issues of interest or concern in addition to the annual meetings to deal with appraisal of and objective setting for the executive directors.
• will meet at least once a year with the senior independent director in the absence of the Chair to participate in the Chair’s appraisal and the setting of objectives for the Chair. In exceptional circumstances they may be asked to meet with the senior independent director to attempt to resolve issues

The Non-Executive Director role

Non-executive directors have a responsibility to:

• Support the Chair, Chief Executive and executive directors in promoting the foundation trust’s values;
• Support a positive culture throughout the foundation trust and adopt behaviours in the boardroom and elsewhere that exemplify the corporate culture;
• Constructively challenge the proposed decisions of the board and ensure that appropriate challenge is made in all circumstances;
• Help develop proposals on priorities;
• Help develop proposals on risk mitigation;
• Help develop proposals on values and standards;
• Contribute to the development of strategy.

Non-executive directors have a duty to:

• Scrutinise the performance of the executive management in meeting agreed goals and objectives;
• Satisfy themselves as to the integrity of financial, clinical and other information;
• Satisfy themselves that financial and clinical quality controls and systems of risk
• Management and governance are sound and that they are used as necessary;
• Ensure that they receive adequate information in the form that they specify and to monitor the reporting of performance.

Non-executive directors are responsible (acting in the appropriate committees) for:

• Determining appropriate levels of remuneration of executive directors;
• Participating in the appraisal of executive directors, their fellow non-executive directors and the Chair;
• Appointing the Chief Executive (with the approval of the council of governors);
• Appointing other executive directors along with the chief executive;
• Where necessary removing executive directors;
• Succession planning for key executive posts;
• Relations with the council of governors.

Non-executive directors should:

• Attend meetings of the council of governors with sufficient frequency to ensure that they understand the views of governors on the key strategic and performance issues facing the foundation trust;
• Take into account the views of governors and other members to gain a different perspective on the foundation trust and its performance;
• Have on on-going dialogue with the council of governors on the progress made in delivering the foundation trust’s strategic objectives, the high level financial and operational performance of the foundation trust;
• Receive feedback from the council of governors regarding performance and ensure that the board of directors is aware of this feedback.

Induction and refreshing skills

It is essential that new non-executive directors become conversant at the earliest opportunity with the foundation trust’s business activities, its strategy and the main areas of risk.

Non-executive directors should:

• Participate in the foundation trust’s induction programme including partnering
• Executive directors, attending briefings, meetings and reading induction materials;
• Familiarise themselves with documents set out in the director’s induction schedule particularly the key areas of risk facing the foundation trust;
• Take opportunities to develop and refresh their knowledge and skills and ensure that they are well informed in respect of the main areas of the foundation trust’s activity.

Time commitment

The minimum time commitment to fulfil the duties and responsibilities of the role equates to 4-6 days per month. Prior to taking the appointment successful candidates should inform the council of governors of any other time commitments. Once appointed non-executive directors should inform the chair of any changes to their time commitments. It is the responsibility of each non-executive director to ensure that they can make sufficient time available to discharge their responsibilities effectively.
 

Please see the essential and core criteria for below applying for this role. You can also download the Non-Executive Director - Audit Chair person spec as a word document.

Qualifications

Relevant professional qualification, which need not necessarily be an accountancy qualification.
Qualifies as a public or service user/carer member of the Foundation Trust.

Experience

• Experience of working at Board or near Board level or equivalent in a
• Large, complex, changing organization.
• Experience of building successful strategic relationships and partnerships with a complex group of stakeholders.
• Experience of developing new services, innovations and/or contracts, leading organisational change and/ or service transformation.
• Ability to balance patient experience and quality with financial performance.
• Experience of performance management and holding to account for performance and quality.
• Ability to read and critically appraise complex board papers.

Knowledge

• Understanding of the components of a complex organisation and systems of internal control including the processes of planning, financial control, performance management, risk management and the assurance that deliver its objectives.
• Clear understanding of the wider determinants of good mental and physical health.
• Sound knowledge of and commitment to corporate governance and risk management.
• Clear understanding of the legal duties, liabilities and responsibilities of Non-Executive Directors in the NHS.
• Strong business and financial acumen.
• Knowledge of the strategic challenges facing the NHS.
• Have the credibility to express informed views about financial management, internal control and risk management.
• Familiarity with the changing political map of devolved English government including knowledge of the sub-region and key stakeholders.
• Appreciation of the role of audit in governance processes.
• Champion for equality and diversity and inclusion.
• An overview of the Foundation Trust regulatory framework and governor responsibilities.

Skills

• Ability to work as an effective Board member and contribute to high-level debate.
• Excellent diplomatic, interpersonal and communication skills, with the ability to engage a wide-ranging audience and network effectively with a variety of organisations/individuals. Inclusive style of decision- making.
• Ability to bring an independent perspective, objectivity and balance to a situation or complex issue.
• Creative, innovative, and diverse thinker; open to new ideas and able to modify views.
• Chairing skills.
• Ability to interpret and anticipate national government policy
• Ability to champion the service user and carer, and wider public voice in the Trust’s financial and strategic context.

Personal qualities

• Politically aware.
• Well organised and self-motivated. Emotionally intelligent and resilient.
• Able to challenge, support and inspire colleagues and bring energy and enthusiasm to their work.
• Ambitious and realistic when setting objectives and targets. Person centred approach when faced with difficult choices. 
• Able to build trust, act with integrity and be relied upon.
• Empathy with and commitment to public service values of accountability, openness, probity and equality of opportunity.
• Committed to improving healthcare and supportive of the values of the Foundation Trust.
• Ability to effectively represent the Trust to its constituents, patients, partner organisations and regulators.
• Must meet the Fit and Proper Person requirements as set out in the Constitution, Provider Licence and the CQC regulations.

Values

• Commitment to working in the best interests of patients/service users, carers and the Trust
• A strong personal commitment to the Trust’s values: kindness, fairness, ingenuity, and determination.
• A strong personal commitment to public service values (Nolan Principles) of accountability, probity, openness and equality of opportunity; to the NHS Core Principles as set out in the NHS Constitution and the Standards of Business Conduct

Please see the essential and core criteria for below applying for this role. You can also download the Non-Executive Director with experience of partnership working person spec as a word document.

Qualifications

• Relevant professional qualification.
• Qualifies as a public or service user/carer member of the Pennine Care NHS Foundation Trust

Experience

• Experience of working at Board or near Board level or equivalent in a large, complex organisation or system. For this position we are particularly interested in those with experience one or more of the following areas:
  • The health and/or social care systems leadership.
  • The third/ voluntary or community sector.
  • Social enterprises.
• Experience of building successful strategic relationships and partnerships with a complex group of stakeholders.

Knowledge

• A depth of knowledge of mental health, learning disabilities and autism services and a commitment to being a champion for our service users and for gaining parity for our services.
• Understanding of quality/ patient care.
• Clear understanding of the wider determinants of good mental and physical health.
• Sound knowledge of and commitment to corporate governance and risk management.
• Clear understanding of the legal duties, liabilities and responsibilities of Non-Executive Directors in the NHS.
• Knowledge of the strategic challenges facing the NHS.
• Familiarity with the changing political map of devolved English government including knowledge of the sub-region and key stakeholders.
• Champion for equality and diversity and inclusion.
• An overview of the Foundation Trust regulatory framework and Governor responsibilities.

Skills

• Ability to work as an effective Board member and contribute to high-level debate.
• Excellent diplomatic, interpersonal and communication skills, with the ability to engage a wide-ranging audience and network effectively with a variety of organisations/individuals within and outside the NHS.
• Ability to bring an independent perspective, objectivity and balance to a situation or complex issue.
• Ability to balance patient experience and quality with financial performance.
• Creative, innovative and diverse thinker; open to new ideas and able to modify views.
• Chairing skills.
• Ability to interpret and anticipate national government policy.
• Ability to champion the service user and carer, and wider public voice in the Trust’s strategic context.

Personal qualities

• Politically aware.
• Well organised and self-motivated.
• Emotionally intelligent and resilient.
• Inclusive style of decision-making
• Able to challenge, support and inspire colleagues and bring energy and enthusiasm to their work.
• Ambitious and realistic when setting objectives and targets. Person centred approach when faced with difficult choices.
• Able to build trust, act with integrity and be relied upon.
• Empathy with and commitment to public service values of accountability, openness, probity and equality of opportunity.
• Committed to improving healthcare and supportive of the values of the Foundation Trust.
• Ability to effectively represent the Trust to its constituents, patients, partner organisations and regulators.
• Must meet the Fit and Proper Person requirements as set out in the Constitution, Provider Licence and the CQC regulations.

Values

• Commitment to working in the best interests of patients/service users, carers and the Trust.
• A strong personal commitment to the Trust’s values: kindness, fairness, ingenuity, and determination.
• A strong personal commitment to public service values (Nolan Principles) of accountability, probity, openness and equality of opportunity; to the NHS Core Principles as set out in the NHS Constitution and the Standards of Business Conduct.

Closing date: Midnight on Sunday 8 October 2023

Virtual open sessions (webinar for candidates): Tuesday 3 October at 4.30 pm

Interview dates (in person): 

• Friday 3 November for the partnerships non-exec director job
• Wednesday 8 November 2023 for the audit non-exec director job

Please contact Lisa Howarth, corporate governance officer, or Andy Chittenden, director of corporate affairs, for an informal conversation.

Lisa: lisa.howarth@nhs.net

Andy: 07504 974052 or a.chittenden@nhs.net

It may be possible for you to have an informal conversation with our Chair or CEO.

If you wish to attend the virtual open session/webinar, please contact lisa.howarth@nhs.net

To apply, please send lisa.howarth@nhs.net your current CV with supporting letter setting out the match between candidate and person specification, making clear which of the two roles you are interested in.

We would also be grateful if you could complete our monitoring form and return it along with your CV and supporting letter.

If you like an informal chat about the roles with Evelyn Asante-Mensah, Chair, or Anthony Hassall, Chief Executive, about either role, please contact Andy Chittenden, Director of Corporate Affairs via: a.chittenden@nhs.net or 07504 974052.

We held an online information session on Tuesday 3 October, which we've recorded and made available at the link.

Watch a recording of this information session.