You cannot apply for this role

The application deadline has passed or the role has been closed for applications.

Role details

Non-Executive Directors of the Care Quality Commission

Application deadline 5 September 2022


Care Quality Commission
Sponsor department
Department of Health and Social Care
Health and Social Care
Number of vacancies
Time commitment
£7883 per annum
Length of term
Ministers will determine the length of the appointment, which will be up to 4 years. Please note remuneration and time commitment details below.
Application deadline
Midday on 5 September 2022

Share this page

Timeline for this appointment

  1. Opening date

    29 July 2022

  2. Application deadline

    Midday on 5 September 2022

Timeline dates are only an estimate and can change

About the role

Introduction from the Chair

Dear Applicant,

CQC is one of the most important bodies in the health and social care systems in England and is the only national body with a remit which spans both health and social care.

These are times of unparalleled change for CQC.  We are in the process of implementing an ambitious new strategy which provides the vision to drive improvements in how people experience health and care services; The Health and Care Act 2022 has given CQC  new responsibilities in relation to Local Authorities and Integrated Care Systems; and CQC’s assessments of care quality will be essential to help people understand the impact of the pandemic and the steps taken in response in both health and social care systems.  

The Board plays a crucial role in guiding CQC during this period of change and we are seeking new Non-Executives with the skills and ambition to contribute to CQC’s continuing development at this important time.

If you have the skills we require and wish to make a valuable contribution to the development and integration of health and care systems in England, I do hope you will apply.

Yours sincerely,

Ian Dilks
Chair of CQC
Additional comments

Sir Robert Francis (Non-Executive Director and Healthwatch England Chair) - “The privilege of being chair of HWE is that you are able to work with a fabulous team to support Healthwatch all over England and report on what people are saying about their local services and to bring their voice to the places nationally where decisions are made about those services.  It is a role where you can make a real difference to people’s lives.”

Mark Saxton (Non-Executive Director) - “Whilst being a NED at the CQC I have been fortunate to work with committed, values driven people, who have been receptive to my contributions. I have learnt from their broad backgrounds and collectively we have formulated a strategy and a transformation programme focussed on patient safety and experience, organisational effectiveness, and system improvements. It has been a most rewarding experience.”

Jora Gill (Non-Executive Director)- “Being a board member of the CQC is a privilege, ensuring people are provided with safe and good quality care. As a CQC board member I work for a remarkable purpose-driven organisation, transforming regulation through innovation.”

Role description

The Secretary of State wishes to appoint three new Non-Executive Directors to the Board of the CQC, one of whom will additionally take on the role of Chair of the Healthwatch England Committee.  We are looking for candidates to be available from October 2022, but an alternative start date in early 2023 for one of the roles would also be suitable.

As a Non-Executive Director of the CQC Board, you will be responsible for helping to ensure the CQC is a successful organisation - in terms of its effectiveness as a regulator, making sure that health and social care services provide safe, high-quality care, and as an employer. Non-Executive Directors play a key role in ensuring continuous organisational improvement, high performance management, excellent customer focus and service delivery, scrutiny, challenge, fairness, accountability, and effective corporate governance.

This is a period of considerable change within both the CQC and the systems in which it operates. Non-Executive Directors will specifically: 

  • provide an independent view and creative contribution at board meetings and any committees of which they are members, including ensuring the long-term strategic focus, effectiveness and reputation of the CQC through purposeful and constructive scrutiny and challenge;
  • monitor and challenge the performance of the CQC’s executive management, in meeting the strategic vision, organisational priorities and business plan objectives including monitoring of organisational performance, service delivery, quality and reputation. Provide assurance regarding the CQC governance, including in relation to periodic reviews of the organisation;
  • support the Chair and the executive team to ensure the CQC fully embraces and embeds an excellent customer service ethos and delivers accordingly in order to enhance and develop its credibility and reputation;
  • uphold the values of the CQC to deliver excellence, and demonstrating care, integrity and teamwork into all aspects of its work, and ensure that the organisation promotes equality and diversity for all providers, people who use services, people who work for CQC and other stakeholders.

Chair of CQC’s Healthwatch England Committee (HWE)

The HWE Chair will lead the HWE to determine its business priorities and fulfil its duties, which are expected to focus, in particular, on supporting local Healthwatch organisations. The HWE Chair will take part in the selection of Committee members and key staff, ensuring their high performance and effectiveness through regular appraisal. 

In particular, the Chair will:

  • set and maintain the values of the Committee so that it promotes consumer interests in health and social care, and enriches the systems and the CQC’s own understanding of the patient perspective of services and the interests of service users; 
  • provide for consensus approach to leadership of the Committee;
  • ensure credibility with government, system and professional leaders;
  • have ability to grow and maintain HWE profile and authority;
  • provide strategic leadership on the importance of patient voice in the Integrated Care Systems (ICSs) to ensure the systems act on people’s experiences of health and care;

  • work with HWE’s and CQC’s executive teams to ensure effective corporate governance and risk management processes are in place, within CQC governance arrangements, and that resources are managed effectively;
  • ensure commitment to and progress in the equality and diversity agenda.  Experience in transforming theory into practice would be an advantage; and
  • ensure that the HWE Committee carries out its statutory functions with regard to aspects of Government policy.

As a consequence of this appointment, the HWE chair is also appointed as a Non-Executive to the Board of the CQC. The appointee will represent the HWE functions and the wider responsibilities of the CQC. In this latter role the appointee will:

  • bring the perspective of patients and the interests of service users and the public, as identified by the HWE Committee, to the deliberations of the CQC Board; and

  • support the CQC Chair and the executive team to ensure the CQC develops an excellent customer service ethos.

Organisation description

The Care Quality Commission (CQC)  is the independent regulator of health and adult social care in England.  Its purpose is to ensure health and social care services provide safe, effective, compassionate, high-quality care and the regulator encourages improvement, where providers fall short of CQC’s fundamental standards.  Its role is to register providers of services, monitor, inspect and rate, take enforcement action for poor care, and speak independently on matters of quality in health and adult social care services.  


The body is primarily funded through fees charged to registered providers, with DHSC providing grant-in-aid for expenditure for which the CQC are unable to charge fees. In 2020/21, fees made up 88% of the CQC’s income, with 11% from grant-in-aid (GIA), and the remaining 1% coming from other external sources.  2019/20 was the first year that the CQC were at ‘full chargeable cost recovery’.  The fee income was £205.2m and revenue grant-in-aid from DHSC was £27m and £1.6m for reimbursement for services and other income. 


The CQC is organised as follows: Operations and Regulatory Leadership covers primary medical services and integrated care, hospitals including mental health, and adult social care.  In addition, there are three further directorates supporting CQC’s work: regulatory, customer and cooperate operations; data, technology and insight; and engagement, policy and strategy.  In terms of employee numbers, the actual number of directly employed whole-time equivalents as at 31 March 2022 was 2,982. 


The CQC has begun work to consider future ways of regulating and working that will enable it to deliver its new strategy as effectively and efficiently as possible in a changing health and social care landscape.  In its new strategy CQC sets out its ambitions under four themes – people and communities, smarter regulations, safety through learning and accelerating improvement. Running through each theme are two core ambitions - assessing local systems and tackling inequalities in health and care.  ​The CQC is expected to have a complimentary role with NHSE, in the oversight of ICSs (Integrated Care Systems).  In April 2022 the Health and Care Bill completed all parliamentary stages in the House of Commons and House of Lords and received royal assent from the Queen to become the Health and Care Act 2022. The legislation gives CQC a new duty to review each local Integrated Care System (ICS), as well as a new duty to assess local authorities on the delivery of their social care duties under part 1 of the Care Act. 


Pivotal to its new strategy, is the CQC’s organisational transformation programme, charged with delivering a new target operating model, i.e. translating the new strategy into a tangible delivery plan for determining what the organisation will do and how it will do it.  There are a number of major programmes to support the work of the Regulator as it looks to the future and a regulatory role that is informed by intelligence and data and digitally led way of working. 


In addition to its role described above, the CQC is required to maintain a statutory committee, Healthwatch England, which acts as a national consumer champion in collecting and disseminating the views of people who use health and social care services. Although Healthwatch England is part of the CQC, it sets its own priorities, has its own brand identity, and speaks with an independent voice. 


The National Guardian is a non-statutory appointment by the CQC to lead cultural change in the NHS, to establish and support a strong network of Freedom to Speak Up Guardians. The National Guardian’s Office highlight NHS providers that are successful in creating the right environment for staff to speak up safely and share this best practice across the NHS. It Independently reviews cases where healthcare providers may have failed to follow good practice, working with statutory bodies to take action where needed.

Board composition

Our Board - Care Quality Commission (

CQC Board meetings in 2022/23:

21 September

16 November

14 December

1 February 2023

Meetings are usually held in person at 2 Redman Place, Stratford, London E20 1JQ.

Regulation of appointment

This post is regulated by the Commissioner for Public Appointments. For more information, please refer to the Commissioner’s website 

Person specification

Essential criteria

Remuneration and Time commitment
  • CQC NEDs are remunerated at £7,883 per annum for a time commitment of two to three days per month. 
  • The Chair of Healthwatch England is remunerated at £30,000 per annum for a time commitment of two days per week.
Essential Criteria
  • A career record of achievement, with an ability to operate effectively as a non-executive on the board of a high-profile national organisation;
  • an ability to focus on innovation, culture change, and care quality and how the CQC, by regulation and inspection, can encourage providers to even greater focus on improving their record;
  • an ability to guide the CQC’s strategic direction, and use sound judgement, based on the ability to consider and challenge complex issues from an impartial and balanced viewpoint;
  • good communication skills, with the ability to work as part of a team, with a positive and constructive style, challenging management recommendations where necessary.

In addition, for 2 of the NED roles candidates should bring skills and experience in one or more of the following areas:

Digital and technology:

  • Direct experience in transforming an organisation’s digital capability and knowledge and expertise in technology, to support the CQC’s smarter use of data to target their resources where it can make the greatest impact and be an efficient regulator.  

Business sector experience: 

  • Business acumen and experience in managing change to guide the organisation as it undertakes its transformation programme, as described in the CQC’s 2021 strategy, ‘A new strategy for the changing world of health and social care from 2021’.

Innovation, culture change, and care quality:

  • Direct experience in innovation, culture change and care quality to guide the organisation as it implements its priorities, as outlined in the CQC’s ‘A new strategy for the changing world of health and social care from 2021’.

Human Resource / Organisational Development experience:

  • A proven ability and experience to support the CQC’s executive as the organisation undergoes cultural change in the transition to a digitally enabled organisation, using enhanced data analytics to shape the CQC’s inspection programme. 

In addition, for the CQC NED who will also be the Healthwatch England Chair: 

  • experience in listening to people’s experiences as service users or consumers, and acting on those experiences to improve services; and 
  • an ability to act as a champion for health and social care users, providing leadership to ensure their views are heard by decisions makers, and are used to improve health and care services for all.

Application and selection process

How to apply

For further information please find below links to DHSC's candidate information pack and monitoring form:

In order to apply, you will need to provide:

  • A Curriculum Vitae, which includes contact details for you and referees, and details of your education and qualifications, employment history, directorships, membership of professional bodies and any relevant publications or awards.
  • A Supporting Statement, setting out how you meet the criteria for appointment as set out in the person specification for the role and providing details on any potential conflicts of interest or reputational issues.
  • A Monitoring form, which includes different sections covering diversity information, conflicts of interest, standards in public life, whether you would like reasonable adjustments to be made to support your application and whether you wish to apply under the Disability Confident Scheme. Please note that whilst the form must be completed in full, you can select “prefer not to say” to any question you do not wish to answer regarding your diversity characteristics. The information you provide on your characteristics will not be used as part of the assessment process and will not be seen by the assessment panel.
Completed applications should be submitted to quote ref: VAC-1780 in the subject field.

The Advisory Assessment Panel reserves the right to only consider applications that contain all of the elements listed above, and that arrive before the published deadline for applications.

Overview of the application process

  • Ministers are responsible and accountable to Parliament for the public appointments made within their department. As a result, they must be consulted at every stage of the appointments process.
  • At the shortlisting meeting, the Panel will select for interview only the strongest applicants who it feels have demonstrated that they best meet all the criteria set out in the person specification. However, if you have applied under the Disability Confident Scheme and you meet all the essential criteria, then you will also be invited for interview. If you apply under the Disability Confident Scheme and you are not shortlisted for interview, we can provide a summary of the assessment of your written application, if you choose to request feedback. However, we regret that due to the volume of applications received, we are only able to offer feedback to candidates who have been unsuccessful at the interview stage.
  • After shortlisting, Ministers will then be consulted on the Panel’s recommended shortlist. We will email you to let you know whether you have been invited to be interviewed. Interviews will be conducted either face-to-face, in central London or by video/teleconference. We will confirm arrangements to shortlisted candidates in due course.
  • If you are invited to interview and are unable to attend on the set date, then an alternative date can only be offered at the discretion of the Panel.
  • If invited to interview, the Panel may invite you to make a brief presentation at the start of the interview and will go on to question you about your skills and experience, including asking specific questions to assess whether you meet the criteria set out for the post
  • The Panel will also explore with you any potential conflicts of interest or any other issues arising from your personal and professional history which may impact on an appointment decision
  • Details of the panel’s assessment of interviewed candidates are provided to Ministers, including whether they have judged a candidate to be appointable to the role. It is then for Ministers to decide who should be appointed. In some circumstances, Ministers may choose not to appoint any candidates and re-run the competition.
  • Ministers may choose to meet with candidates before making a decision. Candidates should therefore be prepared for a short time gap between interview and a final appointment decision being made. Candidates who have been interviewed will be kept informed of progress.
  • If following interviews your application is unsuccessful, we will notify you. We appreciate it takes a lot of time and effort to apply for roles, and prepare for and attend an interview, and that feedback is a valuable part of the process. Following interviews, the letter which confirms the outcome of the appointment process will provide the details of who you may approach for feedback on your interview and application, if you so wish.

Advisory Assessment Panel (AAP)

Advisory Assessment Panels (AAP) are chosen by ministers to assist them in their decision-making. These include a departmental official, the Chair of the public body (when Non-executive Directors /Members are recruited) and an independent member.

The panel performs a number of functions, including agreeing the assessment strategy, undertaking sifting, carrying out interviews and deciding objectively who meets the published essential criteria for the role before advising Ministers which candidates they find appointable. It is then for the minister to decide who to appoint to the role.

The panel will include: 

·         William Vineall, Director Acute Care and Quality Policy

·         Ian Dilks, Chair of CQC

·         Janice Scanlan, Director at Nedendro and Associate at Hunter Healthcare

Eligibility criteria

The Cabinet Office sets out the following regarding all public appointments:
In general, you should have the right to work in the UK to be eligible to apply for a public appointment. There are a small number of specialist roles that are not open to non-British citizens. Any nationality requirements will be specified in the vacancy details.
The Government expects all holders of public office to work to the highest personal and professional standards. You cannot be considered for a public appointment if:
  • you are disqualified from acting as a company director (under the Company Directors Disqualification Act 1986)
  • have an unspent conviction on your criminal record
  • your estate has been sequestrated in Scotland or you enter into a debt arrangement programme under Part 1 of the Debt Arrangement and Attachment (Scotland) Act 2002 (asp 17) as the debtor or have, under Scots law, granted a trust deed for creditors.
In addition, legislation related to the CQC sets out how individuals are disqualified from appointment as a CQC member, if they:
  • have undisclosed bankruptcy or are the subject of a bankruptcy restrictions order or an interim bankruptcy restrictions order, or a debt relief order;
  • have been dismissed by reason of misconduct from any paid employment;
  • are the subject of a national NHS disqualification or have been refused inclusion in a pharmaceutical list or performers list (and have not subsequently included on such a list), or conditionally included in a pharmaceutical list or performers list or removed from a pharmaceutical list or performers list or contingently removed from a pharmaceutical list or suspended from a pharmaceutical or performers list;
  • are the subject of a decision by a body who licenses or regulates a profession in Wales, Scotland or Northern Ireland, and that decision is equivalent to a decision under the above bullet point;
  • have been removed from office as a charity trustee on certain grounds or removed from a management or control role of a charity or any body controlled by a charity;
  • have been removed from office as a chair, member, director or governor of an NHS body on certain grounds;
  • have been removed from office from a local authority due to a failure to attend meetings;
  • are disqualified from being a member of a local authority by virtue of a decision of the First-tier Tribunal or a Welsh case tribunal, or you are subject to a court order disqualifying you from being a member of a relevant local authority under the relevant legislation;
  • have ceased to be a Scottish councillor for failure to attend meetings or have been disqualified from being or becoming a Scottish councillor by virtue of a decision of the Standards Commission for Scotland or you have been removed from office as a member of Social Care and Social Work Improvement Scotland;
  • are on the children's barred list or adults' barred list or any corresponding list in force in Scotland or Northern Ireland;
  • have had your registration as a provider or manager of an establishment or agency under Part 2 of the Care Standards Act 2002 cancelled by the registration authority;
  • have had an application for registration as a provider or manager of an establishment or agency under Part 1 of the Health and Social Care Act 2008 refused, or had such registration cancelled by the CQC or a justice of the peace or you have been subject to an equivalent decision in Scotland or Northern Ireland;
  • have had your registration as a health care professional suspended or it has been withdrawn;
  • have been removed or suspended a) in Wales, from a register of social workers maintained under the relevant legislation b) in England, from a register of health professionals or social workers maintained under the relevant legislation or C) from a corresponding register in Scotland or Northern Ireland;
  • you cannot hold office as a member of the House of Commons or as the Chair or a non-officer member of the NHS Counter Fraud Authority whilst acting as a Chair of the CQC. You must inform the Secretary of State for Health and Social Care if you are such a member;
The above is only intended to act as a summary and you should consider the full legislation, which is contained in Annex A in the Candidate Information Pack.
For further advice please contact Kully Kanda on 0113 2546557

Additional information for candidates

Equality and diversity

We encourage applications from talented individuals from all backgrounds and across the whole of the United Kingdom. Boards of public bodies are most effective when they reflect the diversity of views of the society they serve and this is an important part of the Government’s levelling up agenda.
We collect data about applicants’ characteristics and backgrounds, including information about people’s educational and professional backgrounds, so that we can make sure we are attracting a broad range of people to these roles and that our selection processes are fair for everyone. Without this information, it makes it difficult to see if our outreach is working, if the application process is having an unfair impact on certain groups and whether changes are making a positive difference.
When you submit your application, your responses are collected by the Cabinet Office and the government department(s) managing your application. The data is used to produce management information about the diversity of applicants. You can select “prefer not to say” to any question you do not wish to answer. The information you provide will not be seen by the Advisory Assessment Panel who review applications against the advertised criteria and conduct interviews.

Disability confident

The Department of Health and Social Care values and promotes diversity and is committed to equality of opportunity for all and to the appointment of disabled people. We are a member of the Government’s Disability Confident Scheme. We use the Disability Confident Scheme symbol, along with other like-minded employers, to show our commitment to good practice in appointing people with a disability. The Scheme helps recruit and retain disabled people.
As part of implementing the Scheme, we guarantee an interview to anyone with a disability whose application meets all the essential criteria in the person specification for the role and who has asked that their application is considered under the Scheme. Indicating that you wish your application to be considered under the Scheme will in no way prejudice your application.
When you apply you will have the opportunity to select if you would like your application considered under this scheme.

Reasonable adjustments

We are committed to making reasonable adjustments to make sure applicants with disabilities, physical or mental health conditions, or other needs are not substantially disadvantaged when applying for public appointments. This can include changing the recruitment process to enable people who wish to apply to do so.

Some examples of adjustments are:

  • ensuring that application forms are available in different or accessible formats
  • making adaptations to interview locations
  • allowing candidates to present their skills and experience in a different way
  • giving additional detailed information on the assessment process to allow candidates time to prepare themselves
  • allowing support workers, for example sign language interpreters
  • making provision for support animals to attend.

When you apply you will have the opportunity to request reasonable adjustments to the application process.

Principles of public life

Holders of public office are expected to adhere to and uphold the Seven Principles of Public Life These are:

  1. SELFLESSNESS - Holders of public office should act solely in terms of the public interest. They should not do so in order to gain financial or other material benefits for themselves, their family or their friends;
  2. INTEGRITY - Holders of public office should not place themselves under any financial or other obligation to outside individuals or organisations that might seek to influence them in the performance of their official duties;
  3. OBJECTIVITY - In carrying out public business, including making public appointments, awarding contracts, or recommending individuals for rewards and benefits, holders of public office should make choices on merit;
  4. ACCOUNTABILITY - Holders of public office are accountable for their decisions and actions to the public and must submit themselves to whatever scrutiny is appropriate to their office;
  5. OPENNESS - Holders of public office should be as open as possible about all the decisions and actions that they take. They should give reasons for their decisions and restrict information only when the wider public interest clearly demands;
  6. HONESTY - Holders of public office have a duty to declare any private interests relating to their public duties and to take steps to resolve any conflicts arising in a way that protects the public interest;
  7. LEADERSHIP - Holders of public office should promote and support these principles by leadership and example.

Code of conduct for board members

The Government expects all holders of public office to work to the highest personal and professional standards. In support of this, all non-executive board members of UK public bodies must abide by the principles set out in the Code of Conduct for Board Members of Public Bodies. The Code sets out the standards expected from those who serve on the boards of UK public bodies and will form part of your terms and conditions of appointment.

Management of outside interests and consideration of reputational issues

Holders of public office are expected to adhere and uphold the Seven Principles of Public Life and the Code of Conduct for Board Members of Public Bodies. Before you apply you should consider carefully: 
  • any outside interests that you may have, such as shares you may hold in a company providing services to government; 
  • any possible reputational issues arising from your past actions or or public statements that you have made; 
  • and/or - any political roles you hold or political campaigns you have supported; 
which may call into question your ability to do the role you are applying for.
You will need to answer relevant questions in relation to these points when making an application. Many conflicts of interest can be satisfactorily resolved and declaring a potential conflict does not prevent you from being interviewed. If you are shortlisted for an interview, the panel will discuss any potential conflicts with you during that interview, including any proposals you may have to mitigate them and record that in their advice to ministers. Alongside your own declaration, we will conduct appropriate checks, as part of which we will consider anything in the public domain related to your conduct or professional capacity. This may include searches of previous public statements and social media, blogs or any other publicly available information. The successful candidate(s) may be required to give up any conflicting interests and their other business and financial interests may be published in line with organisational policies. 
Details of declared political activity will be published when the appointment is announced, as required by the Governance Code (political activity is not a bar to appointment, but must be declared).

Status of appointment

This is an office holder appointment and not a position of employment and as such will not be subject to the provisions of employment law. You will not become a member of the Civil Service.  

Appointment and tenure of office

Appointments are for the term set out in this advert.  Any re-appointment for a second term will be subject to the requirements of the board at that point and in the future, the skills and experience the appointee brings and their performance in their first term and will be at the discretion of Ministers.  The norm for all public appointments is for the term served in post to not exceed two terms or ten years in total.

Remuneration, allowances and abatement

Remuneration for this role is treated as employment income and will be subject to tax and National Insurance contributions, both of which will be deducted at source under PAYE before you are paid. 
You can claim reimbursement for reasonable travel and subsistence costs necessarily incurred on official business however these payments are taxable as earnings and will be subject to tax and national insurance, both of which will be deducted at source under PAYE before you are paid. 

Pension and redundancy

The role does not attract any pension benefits, including under any Civil Service Pension Scheme. As you are not an employee you will also not be eligible for redundancy pay. No other arrangements have been made for compensation upon at the end of your term of appointment, as there is no commitment to you serving beyond that point. 

Application feedback

We will notify you of the status of your application. We regret that due to the volume of applications received, we are only able to offer feedback to candidates who have been unsuccessful at the interview stage.

How to complain

We aim to process all applications as quickly as possible and to treat all applicants with courtesy.
Please contact the DHSC public appointments team in the first instance if you would like to make a complaint regarding your application at - They will acknowledge your complaint upon receipt and respond within 15 working days.

If you have any complaints about the way your application has been handled, please contact Ben Jones by emailing 

How to complain to Office of the Commissioner for Public Appointments (OCPA)

If you are not content with the appointing department’s response you may wish to further complain to the Commissioner at information on how the Commissioner handles complaints can be found on the Commissioner for Public Appointments’ website

Data protection

The Cabinet Office will use your data in line with our privacy policy.
The DHSC privacy notice can be found at DHSC privacy notice - GOV.UK (

Contact details

For further information regarding the role of the CQC and the role of a NED / HWE Chair please contact:

Meena Paterson

Tel:  0113 2545174 Email:

For any queries about your application status or the selection process, please contact Kully Kanda in DHSC’s Public Appointments and Honours Unit: