A number of action points emerge from exploring the role of public sector non-executives. The challenge will be making them happen, observes Ann Reeder
Given the collapse of public confidence in many institutions, the role of non-executive directors in restoring trust is paramount, writes Margaret Casely-Hayford
Non-executive directors are on the front line of defending financial probity and high public standards. They need a very special skill-set to do the job well, argues Zoe Gruhn
Failures in governance – and an ever-changing educational landscape – have raised the bar for school trustees and board directors. Are they up to the job, asks Conor Ryan
Balancing charity objectives with sound financial governance is a tough call for trustees. But it is critical, as the voluntary sector takes on ever more responsibility, writes Dan Corry
Non-executives’ vital job of oversight is being undermined by a lack of buy-in from public sector leaders. Yet scrutiny is more important than ever, writes Jacqui McKinlay
Central government’s corporate governance code sets out the responsibilities of non-executive directors. The reality, though, is rather different, writes Emran Mian
How should NEDs operate in an era of continuous change? By looking outwards to public service users, not upwards or inwards to official bodies, writes Lord Adebowale
Whitehall non-execs can play a powerful role at the heart of government. But to do that, they need more teeth, writes select committee chair Bernard Jenkin
Non-executives need to focus on the people who make our public services tick. Nowhere is this clearer than in healthcare, writes NHS Improvement chair Ed Smith
