Non-Executive Director

About the Trust

The Trust’s aim, underpinned by co-operative values and an ethical approach to leadership, is to inspire its pupils and staff and bring rapid and sustained improvement to the surrounding communities.

YHCLT also includes a Teaching School Alliance for Hull and the East Riding, the Northern Co-operative Teaching Alliance (NCTA).

In all, YHCLT comprises nine schools.  The success the Trust has in terms of Ofsted judgements shows that the team is successfully overcoming many of the barriers schools face on a daily basis.

Role Summary

Number of Positions Advertised: 1

Role – Trustee/Non-Executive Director

Trustees – or Non-executive Directors - are both charity Trustees and Company Directors of the Multi-academy Trust. The core functions of their role are: ensuring clarity of vision, ethos and strategic direction; holding executive leaders to account for the educational and financial performance of a charitable company funded by the public purse.

The board of trustees manages the business of the Multi-academy Trust and may exercise all the powers of the trust in compliance with its charitable objects, company and charity law.

Non-executive directors are responsible for maintaining stability and the management of a dynamic structure. The role also includes contributing to financial planning for sustainability and potential growth, and holding the CEO/CFO to account.

In the interests of safeguarding and in accordance with DfE requirements, all trustee appointments will be subject to an enhanced disclosure and barring service check.

Person specification

Every trustee is expected to abide by the trust’s code of conduct and the seven principles of public life set out by Lord Nolan: selflessness, integrity, objectivity, accountability, openness, honesty and leadership.

The Competency Framework for Governance (DfE) 2017 details the knowledge, skills and behaviours required for effective governance.

The strategic expertise required for this role includes:


  • Executive Leadership / General Management
  • Branding / Marketing


  • Growth Management
  • Change Management
  • Community Cohesion and Cooperative values

The trust seeks a non-executive director/trustee with strong and demonstrable senior leadership / general management skills, with specific emphasis on branding and/or marketing, especially in relation to the growth of an organisation, shaping a strategy to effectively communicate impact and development of a medium- or large-scale, complex organisation. The trustee will use their skills to strategically support, challenge and advise the trust’s executives.

The individual must be able to work effectively as part of a team. The trust welcomes applicants with a keen interest in using their valued skills and expertise to develop the Multi-academy trust board and improve education for children in the area. Time to commit and the enthusiasm to contribute to the role are essential.

Time Commitment

Overall trustees are expected to devote on average 8 hours a month to trust business which would include reading papers, training, visits and meetings.

The trust board meets six times per year. One of these meetings is a full-day strategy meeting and another incorporates the annual general meeting and extends beyond half a day.  Routine Board meetings are generally held on Tuesdays starting at either 9am or 1pm and meetings tend to last for up to 3 hours. 

Some trustees may be invited to join sub-committees, depending on personal time commitment, and depending on their area of expertise.

The trust has introduced a scheme where each Trustee is linked to one of the schools in the trust. This would require attendance at one local governors meeting and an occasional visit to the school to see how trust policy and decisions made at trust board impact children and the workforce.  Equally, this is useful intelligence to inform discussions back in trust meetings.  These visits can be flexible and scheduled to suit the trustee and, of course, the Headteacher.

The trust has a programme of governance training and initial induction would be arranged to suit the successful candidate.

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