Role summary 

The Edward James Foundation Limited is recruiting four trustees. Each trustee will bring depth in one or more priority areas, while sharing collective responsibility for the governance of the whole Foundation. 

• PROFILE 1 Strategic transformation and governance: Strategic transformation, organisational effectiveness, stakeholder management, governance and Board resilience.
• PROFILE 2 Audit and assurance: Audit, risk, internal control and assurance, with the capacity to chair the Audit and Risk Committee.
• PROFILE 3 Estates, heritage, visitor experience and commercial development: Connecting the stewardship of complex heritage assets and capital priorities with public benefit, visitor experience and sustainable commercial income.
• PROFILE 4 Academic and higher education: Academic governance, quality and standards, student interest, regulation and institutional strategy.

Candidates may bring strength across more than one profile. The final slate will be assessed collectively so that the four appointments provide the right balance of skills and perspectives.  

The Trustee role 

Trustees share collective responsibility for the governance of The Edward James Foundation Limited (the Foundation).

Purpose of the role 

To provide strategic leadership, sound governance and effective oversight so that West Dean delivers its charitable purpose, protects the interests of its learners and beneficiaries, stewards its assets responsibly and remains sustainable for future generations. The role offers the opportunity to help shape a distinctive specialist educational institution, safeguard an exceptional cultural and natural inheritance, and support its long-term development.

Core responsibilities 

• Contribute to the Board’s development and oversight of strategy, ensuring that decisions advance the Foundation’s charitable objects and public benefit.
• Scrutinise organisational performance, financial plans, cash, reserves, risk and delivery, and test whether educational, commercial and estate activities are delivering appropriate impact and making a sustainable contribution to the Foundation as a whole.
• Oversee the quality, standards and sustainability of the Foundation’s educational provision, including its responsibilities as a higher education provider registered with the Office for Students.
• Support and provide constructive challenge to the Chief Executive & Principal and Executive Leadership Team, while respecting the distinction between governance and executive management.
• Ensure that the Foundation complies with its Articles, charity and company law, regulatory obligations, policies and accepted standards of good governance. 
• Contribute to oversight of risk, internal control, safeguarding, health and safety, equality, environmental stewardship and organisational reputation. 
• Participate fully in Board and committee meetings, prepare carefully, ask well-judged questions and share responsibility for collective decisions. 
• Declare and manage conflicts of interest, maintain confidentiality and act at all times with integrity, independence and reasonable care and skill. 
• Act as an informed ambassador for West Dean, supporting relationships, partnerships, advocacy and philanthropy where appropriate. 
• Contribute to Board development, succession, evaluation and an inclusive culture in which different perspectives are heard and constructive challenge is welcomed. 

What we expect from every trustee 

• Whole-organisation thinking and a willingness to contribute beyond a trustee’s specialist area. 
• Sound judgement, intellectual curiosity and the confidence to speak plainly and listen well. 
• A constructive relationship with fellow trustees and the Executive, combining support with appropriate challenge. 
• Commitment to educational excellence, creative practice, conservation, heritage, environmental stewardship and public benefit. 
• Reliable attendance, thorough preparation and sufficient flexibility to respond when significant issues arise. 

Person specification 

Essential for all candidates 

• Substantial senior leadership, board-level or equivalent experience in a complex organisation. 
• The ability to think strategically, weigh evidence, understand competing priorities and make sound collective decisions. 
• Financial literacy and a pragmatic understanding of the relationship between charitable purpose, educational ambition, income generation, risk, performance and long-term organisational sustainability.
• A clear understanding of good governance and of the distinction between a non-executive Board and executive management, or the capacity to acquire this quickly. 
• Independence of judgement, integrity, discretion and the ability to manage conflicts appropriately. 
• An inclusive and collegiate approach, with the confidence to challenge constructively and the humility to change position when persuaded. 
• Commitment to West Dean’s charitable purpose and the time and energy required to contribute fully. 

Desirable across the four appointments 

• Previous experience as a charity trustee, governor or non-executive director. This is not essential for every profile, and we welcome candidates considering a first charity trusteeship. 
• Experience in a regulated, public-purpose, educational, cultural, heritage or not-for-profit environment. 
• Experience of fundraising, philanthropy, partnerships or developing influential external networks. 
• Understanding of digital transformation, sustainability, audience development or organisational culture. 
• A perspective or lived experience that will broaden the Board’s understanding of the learners, audiences and communities West Dean serves. 

A BALANCED SLATE 

We do not expect any one candidate to meet every criterion across the four profiles. We will appoint against the needs of the Board as a whole and will value complementary expertise, different professional routes and diversity of perspective. 

PROFILE 1 Strategic transformation and governance

A senior leader with strong governance, strategic transformation, organisational effectiveness and stakeholder management experience.

LIKELY BOARD CONTRIBUTION 

Strengthening Board capacity for strategy, organisational transformation, performance and governance, with the credibility and capacity to take on future committee leadership.

Principal experience sought

• Senior responsibility for significant strategic transformation, organisational renewal or operating-model change in a complex organisation.
• Substantial experience working with or on boards. 
• Experience of leading performance improvement and aligning operating models, resources and delivery with strategic priorities.
• Strong stakeholder management and external credibility. 
• Credibility and capacity to contribute to Board and committee leadership and succession over time.

Helpful additional experience 

• Higher education, arts, culture, heritage or charity experience. 
• Philanthropy, fundraising or partnership networks. 
• Estates, digital transformation or organisational culture. 

Likely committee contribution 

Likely contribution to Finance and Estates and/or Governance and Nominations Committee. 

PROFILE 2  Audit and assurance

A senior audit, assurance or risk professional with the credibility and willingness to chair the Audit and Risk Committee following induction and handover. 

LIKELY BOARD CONTRIBUTION 

Strengthening oversight of audit, risk, internal control, financial governance and assurance. 

Profile-specific essential experience 

• Significant senior experience in audit, assurance, risk, financial control or audit/risk committee leadership. 
• Deep understanding of audit and risk committee responsibilities, internal controls and assurance frameworks. 
• Ability to interpret financial and non-financial information and identify gaps in assurance. 
• Strong independence, judgement and credibility with executives and auditors. 
• Willingness and capacity to become Chair of Audit and Risk Committee at the agreed succession point. 

Helpful additional experience 

• Relevant professional qualification. 
• Charity, education, heritage, property or regulated-sector experience. 
• Reserves, liquidity, pensions, cyber, fraud, continuity or major-project assurance. 

Likely committee contribution 

The appointee will join the Audit and Risk Committee and is expected to become its Chair at the agreed succession point. 

COMMITTEE LEADERSHIP 

Committee chair succession is an explicit purpose of this appointment, subject to formal Board approval. 

PROFILE 3 Estates, heritage, visitor experience and commercial development

A senior leader with experience of using a complex heritage estate or visitor destination to deliver public benefit, an excellent visitor experience and sustainable commercial income.

LIKELY BOARD CONTRIBUTION 

Helping the Board connect estate stewardship and capital prioritisation with access, visitor experience, public benefit and sustainable commercial return.

Profile-specific essential experience 

• Senior responsibility for a complex heritage estate, visitor destination, property portfolio or significant capital programme.
• Experience balancing conservation and responsible stewardship with access, adaptation, visitor needs and commercial sustainability.
• Strong understanding of asset strategy, capital prioritisation, project governance, risk and compliance. 
• Strong commercial and visitor judgement, with the ability to align income generation with charitable purpose and long-term stewardship.
• Experience working with boards and significant external stakeholders. 

Helpful additional experience 

• Historic buildings, gardens, landscape, rural estates, museums or collections. 
• Hospitality, retail, membership, events or visitor economy. 
• Health and safety, planning, sustainability, biodiversity or major fundraising. 

Likely committee contribution 

Likely contribution to Finance and Estates Committee and relevant project steering groups. 

PROFILE 4 Academic and higher education 

 A senior academic or higher education leader with experience of academic governance, quality and standards, student experience, regulation and institutional strategy. 

LIKELY BOARD CONTRIBUTION 

Strengthening Board oversight of academic risk, validation, Office for Students responsibilities, portfolio development and the student interest. 

Profile-specific essential experience 

• Senior academic or institutional leadership experience in higher education. 
• Strong knowledge of academic governance, quality and standards, student experience and educational risk. 
• Understanding of governing body responsibilities for higher education provision. 
• Experience of institutional change, portfolio development, validation, partnership or quality assurance. 
• Ability to translate academic and regulatory matters into clear Board-level judgement. 

Helpful additional experience 

• Direct knowledge of Office for Students regulation. 
• Specialist, creative, practice-based, small or independent higher education. 
• Research, knowledge exchange, international partnerships or online learning. 

Likely committee contribution 

Contribution to one of our committees, as appropriate, and wider strategy, portfolio and partnership discussions.