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Managing Director at The Alternative Board (Bristol North)", "I recently attended the Excellencia one-day course on How to become a Non-Executive Director run by David Doughty; a very experienced director. Prior to booking I researched a number of providers and found a high degree of commonality in course content. However, Excellencias fee was significantly lower than others, and around half that of one well-known provider. David covered all the salient points in a very professional and timely manner and was able to answer all my questions. I believe I am now well-prepared for NED roles and am very happy to recommend this course to those looking to follow a similar path. Ian Kirkby BSc, D.Mgmt, FCMI, FILM, FIC, MIoD, MCGIInterim Business Development Director at Association of Police and Crime Commissioners", "\'\'David's How to become a Non-Executive Director course is truly excellent. He provides context, knowledge and insight, with practical illumination from his own extensive personal experience. He is endlessly patient, deeply informative and always interesting to listen to. I cannot recommend this course too highly Chris Kenber Practical business coach bringing clarity and energy to help ambitious business owners raise their game", "How to become a Non-Executive Director
\'\'I attended the 19th July course in Bristol and found it to be very informative. Not only was there a wealth of technical information provided but there were numerous case studies - based on real incidents - which were really thought provoking.I would happily recommend this course to anybody who is considering taking up the challenge of being a Non-Executive Director
Andy Farrall Founder Director of Management and Safety Training Ltd", "How to become a Non-Executive Director is an essential introduction for those who seriously wish to pursue Non Executive Director Roles. The course, led by David Doughty an experienced and knowledgeable NED, is focused on the key information required to achieve your first position. It includes a discussion of the Non Executive Director Role, duties and liabilities, the relevant skill set and valid approaches to securing a NED position. The day includes case study work as well as interactive discussions of the course material. I thoroughly recommend this course which is good value for money. Nick Randle OBE Consultant/Interim Manager, Non-Executive Director", "How to become a Non-Executive Director
The course covered the background to governance comprehensively but more usefully for me was some of the practical issues in becoming a non-executive director, particularly in the SME sector
Graham Matthews", "How to become a Non-Executive Director
Well structured and informative course with plenty of time/room for group discussions. Ideal for anyone looking at NED roles.
Luke Ireland, Business leader and Non Executive Director", "Finance for Non-Finance Directors
Philip had an excellent wealth of experience & practical knowledge of a wide number of industries and was really warm & welcoming- An asset to the course!
Alana Chalmers, Marketing Management & Business Development", "As someone who is looking to move into a Non-Executive Director role I found Excellencia's How to become a Non-Executive Director Course invaluable. It gives you a clear overview of what is required from a NED and helpful advice about how one goes about obtaining a position. It is also a very useful course for Businesses that are looking at implementing Board structure and responsibilities.
David Doughty leads the various sessions in a clear, concise & helpful manner
Alan Clydesdale Providing Business Advisory Services to SMEs", "\'\'I recently attended David's How to become a Non-Executive Director course. I can highly recommend this comprehensive and value-for-money all-day course. Class numbers were kept at a manageable size for maximum interaction, enabling everyone to contribute and get the most out of the day. It was interesting to note that the course attracted a diverse range of interested participants, ranging from someone in their first job to an experienced member of committees, to someone who had substantial work experience, quite removed from the corporate arena, who wanted to learn about and explore opportunities as an NED. The course content was extremely relevant and helpful including the different routes to becoming an NED. On the basis of this training, attendees could feel more confident about embarking on the next stage of applying for opportunities leading in the long-term to an NED role or two. David clearly has a wealth of experience and is to be congratulated for his extremely useful training that has been pitched at the right (user-friendly) level for participants from diverse backgrounds. Sally Aitchison Head of Legal", "How to become a Non-Executive Director
I found the day stimulating and informative. It confirmed many of the areas I was aware of working with a Board as a Company Secretary and refreshed my knowledge on some of the legal aspects of the role
Barbara Suggitt Company Secretary at Hertfordshire Partnership NHS Foundation Trust", "How to become a Non-Executive Director
David Doughty’s obvious experience and credibility, the course material and structure and the quality of attendees meant that the course was worth every penny. I now have a full appreciation of the many balls to be juggled in order to become a successful Non-Executive Director
Sunil Chadda Alternative Investments professional", ], numQuotes: 53, fadeDuration: 2, fadeoutDuration: 2, delay: 20, quotesInit: function(){ if (this.numQuotes

Mar 032021
 
MoD – Independent Non-Executive Director & Chair of the Audit and Risk Committee

Independent Non-Executive Director & Chair of the Audit and Risk Committee - MoD

Location: London
Date Posted: 10/02/2021
Closing Date: 31/03/2021
£15,000 – 30 days per annum

DECA – Independent Non-Executive Director, Board Member & Chair of the Audit and Risk Committee (ARAC)

The DECA ARAC is an advisory sub-committee that provides support to the DECA Board, and the DECA Chief Executive as Accounting Officer, in monitoring the organisation’s corporate governance and control systems.

The ARAC is responsible for reviewing and assessing the adequacy, reliability and integrity of controls within all key agency risk management and internal control processes and promoting the highest standards of propriety and accountability in DECA’s effective use of public funds.

The ARAC Chair is responsible for leading the ARAC and advising the DECA Board and the Chief Executive on the following:

  • the strategic processes for risk, control and governance, and the Governance Statement;
  • DECA’s accounting policies, the accounts, the financial statements and the Annual Report, including the process for review of the accounts prior to submission for audit, levels of error identified, and management letters of representation to the external auditors;
  • the planned activity and results of both internal and external audit;
  • adequacy of management response to issues identified by audit activity;
  • assurances relating to the corporate governance requirements for DECA;
  • anti-fraud policies, whistle-blowing processes, and arrangements for special investigations.

Non-Executive Director of the DECA Board

The role of Non-Executive Director of DECA is to provide challenge and bring independent judgement on issues such as strategy, corporate planning and business performance and to uphold high standards of governance. They will exercise this role through influence and advice, challenging and supporting the Executive. To ensure the right mix of skills and experience on the Board, an independent NED with finance skills and commercial and business knowledge is required.

Key responsibilities will include the following:

  • to provide an independent perspective on the strategic direction of DECA;
  • to encourage and support DECA’s drive for improvement as it goes through a significant period of change through objective, constructive challenge on and scrutiny of its performance;
  • to share knowledge and expertise with both the Board and individual Executive Directors as appropriate;
  • to build effective relationships with Board colleagues, internal and external stakeholders;
  • to contribute to DECA’s other sub-Board Committees as appropriate.

Person Specification

We are seeking an accomplished, strategic leader to take on the key role of Non-Executive Chair of the ARAC.

The Non-Executive Chair of the ARAC should have experience of governing small and/or medium organisations and a good appreciation of the principles and governance arrangements underpinning the public sector.

  • Essential Criteria
    • Risk and Audit: Experience of assurance relating to the management of risks (including financial, operational themes such as business continuity and health & safety, transformation related) and experience of providing corporate governance requirements for organisations;
    • Delivering change: experience of delivering or supporting business transformations and culture change in small and/or medium enterprises (in the public or private sector);
    • Stakeholder management: excellent interpersonal skills and the ability to manage and develop relationships with a diverse range of stakeholders;
    • Experience of governance best practice: able to offer a challenging but supportive contribution to the Board and to work effectively with other Board members, as well as experience of corporate governance frameworks in small and/or medium organisations; and
    • Decision making: experience of deploying strong judgement, analysis and decision-making skills to influence an organisation’s outcomes.
  • Desirable Criteria
    Candidates should also be able to demonstrate skills and experience in one or more of the following areas:
    • Finance
      • Evidence of strong financial management skills at a senior level in a commercial organisation;
      • Thorough appreciation of the value of managing risk effectively, underpinned by experience of operational risk management at a senior management level;
    • Business Development
      • Experience of growing a business or enterprise within the Defence Sector.
      • Experience of embedding a strong business and commercial focus throughout the values of a small and/or medium organisation.
    • People and Organisational Development
      • Evidence of strong people management skills, harnessing the strengths and talent of employees at all levels;
      • Experience of leading a sub-committee of a Board.

Experience in the areas of customer focus and strategic leadership are relevant and desirable but not essential.

How to Apply

Due to the security processes involved, we can only accept applications from UK citizens.

To apply, please submit a current CV, covering letter and copies of the following forms to [email protected]. by 2300 31 March 2021.

  • Diversity and Inclusion Survey Form
  • Expression of Interest

Attachments

This post is NOT regulated by The Commissioner for Public Appointments.

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