The role
We are looking for four NEDs in total, at least one of whom will be joint across both organisations. The other three NEDs will be appointed solely to either DCH or DHC.
We are looking for board colleagues to collectively bring a broad range of skills and experiences (as outlined in the person specification) and do not expect any one person to bring all the skills we require.
As a non-executive director, you will play a vital role in helping both Trusts deliver high-quality, compassionate and sustainable care.
You will:
- bring independent judgement, insight and constructive challenge
support and hold the Executive to account - help shape strategy and oversee delivery
- uphold values, culture and integrity
- keep the needs of patients, service users and communities at the heart of decisions
Some Non-Executive Directors hold responsibilities across both Boards; others are appointed to meet specific trust needs. In all cases, balance of focus and contribution is actively monitored to ensure neither organisation is disadvantaged.
You won’t be expected to know everything – but you will be expected to listen, ask good questions and work as part of a supportive Board team.
Across both organisations, we expect our Non-Executive Directors to:
- act with compassion, respect and integrity
- challenge constructively and supportively
- promote inclusion and belonging
- focus relentlessly on quality, safety and experience
- work together in the best interests of Dorset’s communities
Job description and purpose
As a non-executive director (NED) of the Board, the post holder will be one of up to eight NEDs working with the Chair and executive directors (EDs) as members of the Board of Directors. You will share responsibility with fellow Board directors for the strategic leadership, direction, governance and overall success of the organisation in delivering healthcare.
The post holder will:
- Contribute to the development of strategies, business cases and governance processes that will drive delivery of effective management to achieve excellence in quality and financial outcomes and support the provision of a positive patient experience.
- Ensure that the Board sets challenging goals and objectives for service delivery and achievement of targets and monitor progress towards those goals and objectives.
- Provide insight to and relevant experience of organisational development and culture change to aid Board discussions and decisions concerning organisational change programmes.
- Scrutinise and challenge proposals to support the provision of modernised, patient-focussed services across our system.
- Be a member of or chair Board committees as requested by the Chair.
- Uphold the Nolan Principles of Public Life and promote these principles through the organisation.
- Be held to account by the Council of Governors, individually and collectively, for the performance of the Board.
- Promote the success of the organisation so as to maximise the benefits for the members as a whole and the public.
- Avoid conflicts of interests.
