Appointment of a Non-Executive Director and an Associate Non-Executive Director


Dear Candidate

Thank you for your interest in our Trust, and in this role.

Camden and Islington NHS Foundation Trust is a strongly performing, ambitious organisation with a commitment to providing high quality, safe and innovative care to our patients and their families. Since joining the Trust, I have been overwhelmed by the commitment of our staff and our values driven culture. At Camden and Islington, we champion a culture of inclusion and empowerment across both our workforce and our service users.

We pride ourselves on our international reputation for the quality of research and innovation we produce and support, and we have a strong and ever developing network of partnerships (including our Partnership with Barnet, Enfield and Haringey NHS Trust).  We have an unwavering commitment to embedding across every facet of the Trust a focus on continuous improvement.

We are seeking to appoint one Non-Executive Director and one Associate Non-Executive Director and want individuals who not only have the skills and experience we require to help drive our strategies but who can help us build on the Trust’s success and strengthen the pursuit of its vision, putting patients at the heart of everything we do.

During the pandemic and in this time after, we have continued to deliver our services, but as we support those facing mental health and other challenges as a result of the pandemic, our Non-Executive Director will play an integral part in helping us shape the way services are delivered in the future; with an ever growing emphasis on integration, collaboration and partnership working.

There will be an increasing emphasis on prevention and on offering holistic care to a wider range of NCL residents.  This should reduce reliance on crisis and acute mental health services – including reducing admissions – as well as broader urgent care services.

We also continue to press on with our plans to redevelop our mental health facilities across the Camden and Islington estate. Our wider, clinical vision to provide the calibre of mental health care that our service users deserve and is fit for the 21st century includes developing two new and vibrant integrated community mental health centres and a warm and welcoming inpatient facility. The redevelopment of the St Pancras site will also enable us to establish and deliver the Institute of Mental Health which will be integral in developing further both our reputation and impact.

We are rated ‘Good’ overall by the Care Quality Commission and with our strong commitment to working in partnership with our service users, carers and local communities, and to quality improvement, we believe we are capable of delivering truly outstanding services across all our teams.

Please have a look at the information on this site and discuss the role with our search partner, Anderson Quigley. If you believe that you are the right person for this role, we very much look forward to receiving your application.

Jackie Smith
Trust Chair

About us

Camden and Islington NHS Foundation Trust (C&I) provides high quality, safe and innovative care to our patients in the community, in their homes or in hospital.

We provide services for adults of working age, adults with learning difficulties, and older people in the London area. We currently deliver the majority of our care to residents in the London Boroughs of Camden and Islington.  However, we also provide a substance misuse and psychological therapies service to people living in Kingston.

Our Trust is also a member of University College London Partners (UCLP), one of the world’s leading academic health science partnerships.

In addition, we have specialist programmes which provide help and treatment for:

We are proud that our organisation is recognised internationally for the quality of its research and innovation.  Over 40% of our consultants hold joint academic posts and are engaged in research across a wide range of mental health arenas.  This research, often conducted with the help of our patients, ensures we are leaders in evidence based treatment and services, meaning we can provide some of the world’s most up to date therapies to aid service user recovery.

We are a lead provider for educational placements in north London, and work in partnership with local universities to deliver both education and research projects as well as creating together the workforce of the future.  This provides a great environment for our staff to innovate and deliver projects which transform patient care.


Our services are split into three divisions. This makes it easy for patients and GPs to access the right sort of care. Our three divisions are:

  • Hospital
  • Camden Division (incorporating the Services for Ageing Mental Health )
  • Islington Division (incorporating the cross-borough Substance Misuse Services)

Annual Report

Board Papers

Clinical Strategy

Our Partnership with Barnet, Enfield & Haringey NHS Trust

  • The ambition for our partnership is to make a demonstrable difference to our service users, local residents and staff. Working as one voice for mental health, we expect to strengthen our influence over the strategic direction of travel in North Central London, ensuring that health and social care resources are fairly allocated to meet the needs of people with mental illness and health problems.
  • We want to be rooted in our local communities, working closely and consistently with borough-based integrated care partnerships and more local neighbourhood and primary care networks, as well as the NCL Integrated Care System.
  • This local connectivity will be vital to tackling health inequalities. A key focus for the partnership will be addressing inequities in access to and outcomes from mental health services and care.
  • It will also form a key plank in our anchor institution ambitions – contributing to local social and economic development.
  • We aim to become the main provider of all age mental health services in all boroughs, both by expanding our partnership and embedding integrated arrangements for services with other organisations. This will put clinicians and service users at the heart of service design and delivery.
  • Our aim is to take increasing responsibility for commissioning all age mental health services, bringing the quality and financial benefits seen in specialist areas, such as forensic services and Tier 4 CAMHS, to more general mental health services. Such responsibilities will involve developing new governance arrangements to oversee commissioning functions and budgets with a range of partners, including local authorities, as well as other NHS organisations.
  • At the centre of everything we do will be the quality of our services, which we want to ensure are outstanding, and recognised as such by regulators. We see the partnership becoming a centre of excellence with top class research and education facilities, and a reputation for innovation.
  • We serve a diverse population and aim for our leadership and workforce to be reflective of that diversity. We expect to increasingly recruit, and offer career pathways to, local residents.
  • It is critical that our staff find the partnership a great place to work, so that we are able to recruit, and retain, the highest calibre of people in a range of professions and roles. The well-being of our staff is of vital importance, alongside fair opportunities for career development and progression.  Equality, diversity and inclusion will be at the heart of what and how we develop.
  • We will offer our service users and staff an excellent environment for care and treatment, continuing organisational programmes to develop modern, fit-for-purpose buildings for inpatient and community services and research facilities. The partnership will be digitally enabled, quick to adopt and utilise new technologies that support our service users and staff, using data and information to more effectively plan and operate services.
  • We will direct an increasing proportion of our resources to front line and clinical services, generating efficiency savings that can be re-directed by reducing overheads.

North Central London Integrated Care System (NCL ICS)

To deliver the Long-Term Plan in North Central London, the ICS model has been developed to provide joined-up health and care that involves even closer collaboration between local NHS organisations, councils and other groups, such as charities and community groups. Together, the System will take collective responsibility for managing resources, delivering NHS standards, and improving the health and wellbeing of local people.

Our ICS will bring together:

  • primary and specialist care
  • physical and mental health services
  • health and social care.

By working together in this way it means we can:

  • Provide better, more joined-up care for residents
  • Provide care that is tailored to individual needs
  • Help people to live healthier lives for longer
  • Help people to stay out of hospital when they don’t need to be there.

Forward Plans

Our focus is to provide high quality, safe and innovative care to our services users and their families. Our strategic prioroties are:

  • Early and effective intervention
  • Helping people to live well
  • Research and innovation

You can read more about our future plans and aims here (

The roles

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Non-Executive Director

Job reference:

Role title: Non-Executive Director
Accountable to: Trust Chair
Location: Trust Headquarters

The role

The Board is collectively accountable for the performance of C&I. The general duty of the Board of Directors, and of each director individually, is to promote the success of C&I so as to maximise the benefits for our service users, members and for the public. The Board is responsible for ensuring C&I’s compliance with its provider licence, its constitution, statutory and regulatory requirements and contractual obligations.

The Non-Executive Directors provide entrepreneurial leadership, oversight and governance. They play an important role in developing strategy, scrutinising performance, risk and people management. All Non-Executive Directors are required to fully embrace and uphold the Nolan Principles and the values of the NHS Constitution. They act in accordance with the NHS Foundation Trust Code of Governance and other relevant frameworks.

Non-Executive Directors bring an independent perspective to the boardroom in addition to any specific knowledge and skills they may have. The role of the Non-Executive Director ensures that C&I is successful in delivering the required health services efficiently, effectively and economically and to a high standard of quality, as required by the commissioning bodies, statute and NHS Improvement, and to the benefit of the service users we serve.

Non-Executive Directors are members of committees of the Board of Directors to which they are appointed and take the role of committee Chair when so appointed. Non-Executive Directors 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.

Non-Executive Directors will meet at least once a year with the Senior Independent Director (SID) in the absence of the Trust Chair to participate in the appraisal and setting of objectives for the Chair. In exceptional circumstances they may be asked to meet the SID to attempt to resolve issues concerning the Chair’s performance.

All Non-Executive Directors participate in the annual review of their individual performance and the performance of the Board as a whole. They invest in their ongoing personal and professional development and demonstrate their contributions to the Board.

Key duties and responsibilities 

Non-Executive Directors have a responsibility to:

  • Support the Trust Chair, Chief Executive and Executive Directors in promoting C&I’s values;
  • Promote a positive culture throughout the organisation and adopt behaviour in the boardroom and elsewhere that exemplify the organisational culture;
  • Challenge constructively and contribute to the strategic development of long-term plans, priorities and corporate objectives; and
  • Be accountable to the Council of Governors for ensuring that the Board acts in the interests of the public and is fully accountable to the public for the services provided and public funds it uses.

Non-Executive Directors share a duty to:

  • Scrutinise the performance of the executive management in meeting agreed goals and objectives and ensuring that any required action is taken;
  • Scrutinise strategic risks and seek assurance that appropriate internal controls are in place and that they are effective;
  • Satisfy themselves as to the integrity of financial, clinical and other information;
  • Satisfy themselves that financial and clinical quality controls and systems of governance are robust and fully embedded throughout the organisation;
  • Commission and use external advice as necessary; and
  • Ensure that they receive adequate information in the form that they specify and to monitor the reporting of performance.

Non-Executive Directors are responsible 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;
  • Appointing other Executive Directors;
  • Where necessary, removing Executive directors; and
  • Succession planning for key executive posts.

Relations with the Council of Governors 

Non-Executive Directors should:

  • Attend meetings of the Council of Governors and related working groups with sufficient frequency to ensure that they understand and take into account the views of Governors on the key strategic and performance issues facing C&I;
  • Take into account the views of Governors and other members to gain a different perspective on the organisation and its performance;
  • Give account to the Council of Governors on the progress made in delivering C&I’s strategic objectives, the financial and operational performance; and
  • 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 all new Non-Executive Directors become conversant at the earliest opportunity with C&I’s work, its strategy and the main areas of risk. Non-Executive Directors gain a line of sight into the day-to-day operation through a programme of service visits which is designed to incorporate individual Directors’ interests and areas of specific responsibilities, such as the committees they chair.

Non-Executive Directors should:

  • Participate in C&I’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, such as key policies, particularly the key areas of risk facing C&I;
  • Meet with key individuals and establish working relationships and partnerships both internal and external to C&I; and
  • Take opportunities to develop and refresh their knowledge and skills and ensure that they are well informed in respect of the main areas of activity.

Key Requirements Non-Executive Directors must be able to meet (not all of which are allocated to every Non-Executive Director):

  • Membership of the Board of Directors;
  • Membership, and potentially chairing, of relevant committees, such as Quality, Audit and Risk, Finance and Estates, Strategic Development, Nominations and Remuneration & Terms of Service Committees, and other areas of work as required;
  • Discussion and liaison with (outside of meetings) the Executive Directors and other members of staff through links with localities and services;
  • Attend as required by the Chair, meetings of the Council of Governors, service users, carers and the members of C&I, its committees and working groups;
  • Attend relevant seminars and training courses identified by the Chair to better enable the performance of their Board role and to enhance the performance of the Board as a whole;
  • Be designated to deal with certain complaints and information requests under the Freedom of Information Act provisions;
  • Make appropriate visits to service locations as agreed with the Executive Directors;
  • Undergo annual appraisals with the Chair;
  • Give mutual support to all other members of the Board of Directors and in particular the Chair;
  • Provide assistance to governors and the Council of Governors to help them discharge their functions and to support their ongoing development;
  • Help ensure the best use of financial resources so as to maximise benefits for service users;
  • Take all reasonable steps to ensure that C&I operates within its licence conditions as a Foundation Trust and attains the highest level of performance and good governance;
  • Help ensure that C&I promotes equality and diversity for all staff, service users, carers and other stakeholders;
  • Represent the Board of Directors as an ambassador of C&I; and
  • Uphold the highest standards of integrity and probity, adhering to the Nolan Principles of Public Life and the NHS Constitution.

The Health and Social Care Act 2012 provides that the “Council of Governors is to hold the Non-Executive Directors individually and collectively to account for the performance of the Board of Directors, and to represent the interests of the members of the Foundation Trust as a whole and the interests of the public”.

The Board of Directors, and in particular the Non-Executive Directors, may reasonably wish to challenge assurances received from the executive management team. They need not seek to appoint a relevant adviser for each and every subject area that comes before the Board of Directors, although they should wherever possible ensure that they have sufficient information and understanding to take decisions on an informed basis. When complex or high risk issues arise the first course of action should normally be to encourage further and deeper analysis to be carried out in a timely manner within C&I. On occasion, Non-Executive Directors may reasonably decide that external assurance is appropriate.



  • A working knowledge of the general or financial management of organisations in the public or private sector;
  • A general knowledge of systems of internal control, good governance, risk management and performance management;
  • Ideally some robust experience of working with auditors and counter fraud specialists;
  • You are NOT required to have a financial qualification to be eligible to apply for this role.

Core requirements

  • Ability to exercise independent judgement
  • A strong, personal commitment to the values of the NHS and an understanding of the positive impact of research
  • A genuine interest in mental health and the wider health sector, and improving outcomes in the service user experience
  • Understanding of Equality and Diversity issues and a commitment to working with diverse communities and across a wide network of stakeholders
  • Preparedness to undertake induction, training and personal development to enhance the overall performance of the Board
  • Meet the eligibility criteria as articulated in C&I’s Constitution

Personal attributes

  • Demonstrates integrity and high ethical standards
  • Strong leadership, motivational and interpersonal skills
  • A robust understanding of operating in a fast-changing commercial and business focused environment
  • Able to negotiate tensions between quality initiatives and financial interests in the health and public sectors
  • Innovative with entrepreneurial vision and a measured risk appetite
  • Ability to hold self and others to account by balancing support and diplomacy with constructive challenge and assertiveness

Board-level capability

  • Demonstrates understanding of and adherence to standards of conduct expected of Board members
  • Fully understands the Board’s legal duties and responsibilities for corporate governance and sound stewardship; in particular an awareness or appreciation for the governance arrangements in an NHS Foundation Trust
  • Understands complex organisations and the processes of planning, financial control, performance management and assurance that deliver objectives in a highly pressured and dynamic environment

Strategic planning

  • Able to think strategically in both a local and national context and across organisational boundaries
  • Politically astute, able to grasp complex policy issues and competing relationships with multiple partners
  • Ability to absorb and interpret complex information and proven skills in strategic decision-making

Partnership working, influencing and engagement

  • Well connected with links to a range of partners and networks and an ability to use relationships to act as an ambassador for C&I
  • Able to influence and persuade others through sound reasoning and active listening to the needs of others
  • Strong networking skills and an ability to form effective relationships to influence large scale change and long-term transformation for the benefit of C&I

Working with people

  • Able to work as an effective member of a unitary Board all of whose members are equally and jointly responsible for its decisions
  • A high level of commitment and empathy to service users, carers and the communities of Camden and Islington
  • Be attuned to the day-to-day experiences of service users and frontline staff

Professional experience

  • Experience in a large, complex organisation at Board/Director level or similar in the Public, Private or Third Sector
  • A track record of professional success
  • An ability to chair committees or groups

Applicants should also be able to demonstrate an ability to engage with service users, governors and members of the public effectively, and easily build rapport with a broad range of people from all walks of life. Warmth and approachability along with tact and diplomacy are important success factors in the role of the SID.

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Associate Non-Executive Director

Job reference:

In addition to the appointment of a Non-Executive Director (details to be found above), C&I wishes to recruit one Associate Non-Executive Director.

The Associate NED role is a ‘step up’ role aimed to attract potential Non-Executive Director candidates who do not yet have (sufficient) Board-level experience, or currently do not have the required availability – but have the ability and potential to succeed in a Trust Board-level role.

As a major provider of services operating across a diverse landscape, we recognise that everyone is different, and we are committed to ensuring that the diversity of our community is appropriately reflected throughout the Trust.

Candidates as well as being values driven should share our passion for improving mental health and well-being services within the communities we serve and understand the importance of placing inclusion and engagement at the heart of our decision making.

We are looking for someone who can help us to make decisions which better support the diverse communities we serve.

We would ideally be looking for skills in any of the following areas:

  • Interest and experience in driving the equality, diversity and inclusion agenda for a large, complex organisation
  • Understanding of and interest in the local communities that the Trust and the wider Partnership are serving

For the avoidance of doubt, Associate Non-Executive Directors are not Directors of the Trust or Board members and do not have the associated rights or liabilities.

If you wish to be considered for the role of Associate; please state this clearly in your supporting statement to our Consultants at Anderson Quigley.


Residency requirement

To be considered, all applicants must demonstrate that they reside within the Greater London area.

To be able to take up an appointment the successful candidate must become either a service user or public member of Camden and Islington NHS Foundation Trust. Details of how to become a member can be found on our website:

Criteria for disqualification

As taken directly from C&I’s constitution, a person may not become or continue as a Director:

  • a person who has been adjudged bankrupt or whose estate has been sequestrated and (in either case) has not been discharged;
  • a person in relation to whom a moratorium period under a debt relief order applies (under part 7A of the Insolvency Act 1986);
  • a person who has made a composition or arrangement with, or granted a trust deed for, his/her creditors and has not been discharged in respect of it;
  • a person who within the preceding five years has been convicted in the United Kingdom of any offence if a sentence of imprisonment (whether suspended or not) for a period of not less than three months (without the option of a fine) was imposed on him/her.
  • in the case of a Non-Executive Director, a person who no longer satisfies the provisions of paragraph 27 of the Trust’s Constitution (membership of either the public or service user constituencies;
  • a person who is a CCG Governing Body member
  • a person who is a member of Healthwatch;
  • a person who is a spouse, partner, parent or child of a member of the Board of Directors of the Trust;
  • a person who is a member of a local authority’s Health Overview and Scrutiny Committee;
  • a person who is the subject of a disqualification order made under the Company Directors Disqualification Act 1986;
  • a person whose tenure of office as a Chair or as a member or Director of an NHS body has been terminated on the grounds that their appointment is not in the interests of the health service, for non-attendance at meetings, or for non-disclosure of a pecuniary interest;
  • a person who within the preceding two years has been dismissed, otherwise than by reason of redundancy from any paid employment with an NHS body;
  • a person who is otherwise disqualified by law from acting as a director of an NHS Foundation Trust;
  • in the case of a Non-Executive Director, a person who has refused without reasonable cause to fulfil any training requirement established by the Board of Directors; or
  • a person who fails to meet the requirements of the fit and proper person test under the 2012 Act; or
  • a person who has refused to sign and deliver to the Trust Secretary a statement in the form required by the Board of Directors within one calendar month of appointment confirming acceptance of the Trust’s Code of Conduct for Directors; or
  • any person who is disqualified from becoming or continuing as a Director on any of the grounds set out in paragraph 32 of the Trust’s constitution shall immediately resign as a Director of the Trust or if they decline or fail to do so shall be removed immediately by the Board of Directors and a new Director appointed in his/her place in accordance with the provisions in the Constitution.

Terms of appointment

£12,432 pa with a time commitment not less than 4 days per month.

Board members are required to attend Board on the last Thursday of each month; these meetings are currently taking place via video conferencing.

The terms of appointment for Associate NEDs may be slightly different from NEDs and they will be agreed based on individual candidates’ circumstances and merits.

*To be considered, all applicants must demonstrate that they reside within the Greater London area.

How to apply

Anderson Quigley is acting as an advisor to Camden and Islington NHS Foundation Trust. An executive search process is being carried out by Anderson Quigley in addition to the public advertisement.

Should you wish to discuss either of these roles in strict confidence, please contact our advising consultant at Anderson Quigley: Helene Usherwood on or +44(0)7719 322 669.

The closing date for applications is noon on Friday 3 June 2022.

Applications should consist of:

  • A full CV.
  • A covering letter (maximum of 3 pages) setting out your interest in the role and details of how you match the person specification criteria.
  • Please include the names and addresses of two referees on either your CV or covering letter. Referees will not be approached until the final stages and not without prior permission from candidates
  • Please download and complete a Fit and Proper Person Declaration Form and return to 
  • As part of your application, please use the following links to complete an online Equal Opportunity Monitoring Form – AQ1465 and AQ1467.

Completed applications should be uploaded at using the below reference.

AQ1465 for the Non-Executive Director position
AQ1467 for the Associate Non-Executive Director position


Indicative Timetable – Please note that this will updated during the process. 

Closing date: noon on Friday 3 June
Longlisting: Tuesday 14 June
Preliminary interviews with AQ: w/c 20 and 27 June
Shortlisting: Tuesday 12 July
Stakeholder engagement activities: w/c 18 July
Final panel interviews: NED – Monday 25 July

ANED – To Be Confirmed