29 January 2025
Originally featured in Tes Magazine: Trustee diversity: What MATs could learn from the NHS
In the health sector, a new approach to helping younger and more diverse professionals take on governance roles has made a clear difference in three years – education should take note.
Recruiting governors and trustees in schools and multi-academy trusts has long been a challenge, often resulting in boards that lack broad representation from the communities they serve. While the reasons for this are well documented in education, the NHS has historically also faced similar issues. Yet, over the last few years, it has seen a steady improvement in the diversity of its non-executive directors (the equivalent of trustees). Specifically, the most recent NHS Workforce Race Equality Standard showed 20.3 per cent of non-executive directors (NEDs) recorded their ethnicity as BME, an increase on the 18.4 per cent seen in 2022 and 16.2 per cent seen in 2021.
A new approach
This change is partly due to the emergence of the associate non-executive director (ANED) model, which provides a compelling framework that trusts and schools should consider adopting.
Developed within the NHS, the ANED role supports individuals from under-represented groups in obtaining board roles by offering a “step up” position – aimed at attracting potential NED candidates who may not yet have sufficient board-level experience but possess the ability and potential for success. The key aim of the ANED role is developmental. So while associates do not have formal voting rights, they attend all board meetings and often participate in sub-committees on a rotational basis. Such exposure allows them to gain a comprehensive understanding of governance and strategy while contributing meaningfully. Furthermore, mentorship from the chair and other NEDs is provided – another crucial element.
Terms can also be flexible – from 12 months to three years – making it more appealing to those who may have family commitments that make a full-time role less realistic. The NHS has seen an increase not only in diversity among NEDs, but also in terms of a younger audience, too.
Relevance for education
For schools, whether part of a MAT or not, the principles behind the ANED model are highly relevant. Many schools struggle to recruit governors or trustees, often due to a lack of understanding about school governance and how individual skills can add value to board conversations. Implementing an associate role could address these challenges by providing a structured entry point for individuals who may have potential, but lack boardroom experience or confidence to apply.
A key success of the NHS model is its ability to challenge perceptions. Many individuals underestimate the value of their skills and experiences, believing they have nothing to offer a board.
For example, I placed an ANED in one NHS trust who was a founder of a personal development training organisation focused on young people. Initially doubting their suitability for a board role, the program allowed them to leverage their community engagement and lived experiences, offering fresh insights to the board. Education boards could greatly benefit from such individuals, whose diverse experiences and insights can provide significant value.
Overcoming challenges
Implementing this model in the education sector does pose challenges. Boards using the associate model must be willing to invest time and resources into onboarding, mentoring and developing these individuals.
Selection processes should focus on candidates with the right traits – confidence, resilience and the willingness to challenge and support executives – even without prior board experience. Furthermore, the benefits of adopting this model extend beyond individual development. By inviting fresh perspectives, schools can engage communities that have historically been underrepresented or overlooked. This engagement can lead to a greater alignment between schools and their local communities, fostering stronger ties and encouraging younger generations to appreciate the importance of contributing to their schools and neighbourhoods.
The cost question
A significant difference between these sectors is that ANED roles in the NHS are typically paid, whereas school governance roles are usually voluntary. While this distinction is important, it does not diminish the potential for a “shadow board” model in schools. Even if these roles are unpaid, they could attract younger, diverse candidates who view the roles as valuable development opportunities.
A model worth exploring
The NHS’s ANED model offers a practical framework for the education sector to explore. By addressing barriers to entry, creating development pathways and investing in onboarding and mentoring, schools could build more diverse and effective boards. This effort not only enhances governance but also strengthens the connection between schools and their communities, ensuring they remain relevant and responsive to the needs of all stakeholders.
In addition to her work with NHS Trusts, Helene has established Anderson Quigley’s Board Practice, working across all sectors to appoint Chairs and Non-Executive Directors. She has developed excellent networks across the public and private sectors to encourage greater levels of diversity around the Boardroom table. As well as providing bespoke services, advice and guidance to her clients and candidates Helene is highly motivated to provide careers advice and guidance to individuals, especially to those who have not previously considered a non-executive opportunity before but whom have unique insights and skills to offer.
To learn more about an NED career, or hiring Non-Executive talent, you can connect with Helene on LinkedIn or send her an email or join AQ’s NED Exchange group on LinkedIn.
