Here at OCPAS we’re passionate about public appointments, passionate about the fact that the appointments process we regulate must deliver a choice of quality candidates for each position, candidates with relevant expertise and experience who reflect the whole of Scottish society. Why does that matter? These bodies have a major impact on the lives of people in Scotland. It’s important that people are encouraged and enabled to engage in public life through serving on their boards, so that, together, we can help make public services even more effective for the people of Scotland.

Some of the case studies below are on OCPAS Champions. These are existing board members or chairs who have agreed to volunteer for OCPAS. They are willing to give talks to local groups about the new public appointments process in Scotland and about what it's like to serve on the board of a public body.

If you belong to a group that would like to receive a talk from one of the OCPAS Champions, contact Ian Bruce on 0131 718 6382 or e-mail him:

ian.bruce@publicappointments.org to make arrangements.

Myra has first hand experience of dealing with mental health issues, as she cares for her eldest daughter who, for twelve years, has suffered from a long and enduring mental illness. Over these years spent dealing with health professionals, Myra had grown frustrated at the variable quality of the service received by her daughter.

The Mental Welfare Commission is an independent organisation, charged by Parliament with protecting the welfare of people with mental disorders (including learning disabilities and dementia) in Scotland. The Commission’s work includes visiting people in hospital and in the community, providing information and advice and investigating cases of deficiency in care or treatment. It was in the latter capacity that Myra came into contact with the Commission, and it was this frustration with the ‘system’ that spurred her on to apply for an appointment as a part-time Commissioner, with carer expertise.

After going through the application and interview process, Myra was appointed as a carer Commissioner for four years, starting in June 2002. Myra said: “Because it had been many years since I had applied for a job, I found the thought of the interview particularly intimidating. However, the panel put me at ease and although the interviewers asked searching questions, they gave me time to respond and accepted the answers as I gave them.”

“There are many mental health issues that I feel strongly about – respite care, bed blocking, user and carer involvement in the development of care programmes. In my position as part-time Commissioner, I can raise the profile of carer issues to ensure that we can do as much as possible to support carers of mental health service users throughout Scotland.”

“There is no doubt in my mind that as a Commissioner I now have the ear of those involved in setting policy and distributing resources in relation to care and mental health. This was certainly not the case prior to my appointment.”

Ephraim Borowski is a lay council member of the General Teaching Council for Scotland. He is the Director of the Scottish Council of Jewish Communities, and has also served both the local Jewish Community as Chair of the largest Synagogue in Scotland and as Hon Secretary and Vice President of the Glasgow Jewish Representative Council, and the UK-wide Jewish community as Regional Chair to the Board of Deputies of British Jews. He is a former head of the Philosophy department of Glasgow University, where he was also President of the Glasgow Association of University Teachers, and the employee representative on the University Court. He was a Governor of Hutchesons' Grammar School for more than twelve years.

His passionate belief in equality of opportunity for all has led him to be invited to participate at a strategic level as a member of Scottish Executive advisory groups such as the Race Equality Advisory Forum and the Scottish Government Faith Liaison Group, and the Scottish Committees of both the Equal Opportunities Commission and the Commission for Racial Equality. His conviction that all communities must be supported to speak for themselves, rather than be spoken for by gatekeepers, has provided the impetus for him to become actively involved in organisations such as the Scottish Inter-Faith Council and BEMIS (the umbrella ethnic minority organisation in Scotland) of which he is Vice-Convener.

As well as being a ministerial appointee to the General Teaching Council for Scotland he was Acting Convener of the Scottish Education Forum. He compiled the Collins Dictionary of Mathematics, and has been President of the Royal Philosophical Society of Glasgow. He now sits as a member of the Employment Tribunal. We asked him about his experience of serving on the General Teaching Council for Scotland.

“I’m halfway through my second term of appointment with the General Teaching Council for Scotland. The Council is an unusual public body. It has fifty members and is largely made up of individuals who are either professional teachers or who have a background as teachers. Most are appointed to represent one organisation or another which means that there is a clear division between elected and appointed members.
“”The Council tries to match members to committees that reflect their interests. In my first term I was appointed to the Finance and General Purposes Committee, the Investigating Sub Committee and the Appeals Board. I was elected Vice Convener of the Finance and General Purposes Committee at the end of my first meeting, I think just because I had had the temerity to ask about a number of items on the agenda. In my second term I was elected Convener of the Investigating Sub Committee – the first non teacher to be elected Convener of any the Council’s sub-committees in over 40 years of the Council’s operation. I also now serve on a formal Audit Committee.
“Self regulation by professions is not popular and unless the public is convinced that a profession is able to put its own house in order I have no doubt that that option will be taken away. As a body we handle some very sensitive matters such as disciplines and appeals which have a real impact on people’s careers. The fact that on every committee or sub committee the number of teachers or people from that profession outnumber the lay members means that those lay members must work hard to ensure that their views are expressed.
“I’m one of the six lay members and I believe our presence is important to provide perspective for the Council and to the committees to which it devolves its functions. I was appointed by the Scottish Ministers to represent the public interest. I’m not sure that this is fully recognised by the Council as a whole but I am clear that my own role is to make sure that this perspective – the need to ensure that the Council operates in accordance with the highest standards of good governance – is available to the Council and my fellow committee members.
“I think that the main skills that I bring to these roles are the abilities to think strategically, laterally and critically about proposals. I’m able to pick holes in things, which is a valuable skill to have for this type of work.”
“I’ve done some very practical things over the two terms to improve the operation of the Council. For example I was instrumental in enforcing the requirement that teachers update their contact information in the register. Previously a substantial proportion had never updated the information they gave when they first registered, which made it impossible to contact them about disciplinary matters. I’m delighted to say that this is no longer the case. I was also instrumental in persuading the Council to switch from keeping funds in an ordinary current account to a range of higher-yielding ethical investment funds.”

We asked Ephraim what motivated him to apply and what maintained his interest in the role.

“My “day job” is as the Director of the Scottish Council of Jewish Communities. In that capacity I have to take an interest in everything that goes on in the public sector as everything has the capacity to have an impact on the communities that I work for. We speak to Government directorates such as Health, Justice, and Culture on a regular basis to ensure that the voices of the communities I represent are heard. We have to take an interest in both devolved and reserved matters which means dealing with both Scottish and UK Ministers, and MPs and MSPs of all parties. I firmly believe that it is important to network – in fact that all networking is positive networking.
“I’d always been in education until I retired, quite young, and I applied for the role on the Council because I had an abiding interest in the subject. I have enjoyed the work and am now looking around for other board opportunities as I am coming to the end of my term with the Council in 2009. As I’m retired – the work I do for the Scottish Council of Jewish Communities is voluntary – I’m looking this time for a role that is remunerated. I think this type of work is suited to my personality. I am interested and want to be involved in what’s going on at a strategic level and this is coupled with a willingness to express my opinions, even when these sometimes don’t agree with those of others around me. I’m also committed to improving things and to changing policies for the better. I view my time with the Council, and the various positions I’ve been elected to there, as a sort of ladder that my personality naturally climbed.
“I believe that personal integrity is very important. Of course one can lose arguments over issues but if I felt I was being asked to endorse something or to agree to a course of action that I believe is fundamentally wrong then I would resign. The Nolan Principles have been in the public domain for some time now and have contributed to a better understanding of what is expected of you if you have a role in public life.”

Ephraim also told us a bit about applying for the role on the Council and provided some advice for anyone planning to apply for a public appointment.

“I remember the day of the interview well. I was sitting in Victoria Quay waiting to be called for interview when I received a call from my wife who was in tears; it was 9/11 and she rang to ask if I knew what was happening. That was a ghastly experience but I went ahead with the interview. Jeane Freeman was the senior civil servant on the panel that interviewed me – this was before she moved on to become a Scottish Government advisor.
“Six lay members were appointed to the Council and shortly afterwards the Minister (Jack McConnell) met with us. I think that was very positive but unfortunately it hasn’t yet happened during my second term. Although we are not mandated by Ministers, because of the role that the ministerial appointees to the Council fulfil, I believe that there should be opportunities for discussion with the Scottish Government, and that we should meet with Ministers regularly. That’s something I’m working on now to ensure that we have the support we need.

“If I have any advice for people thinking about applying for a public appointment it is to be honest and to be yourself. It’s also important to remember what these roles entail. You shouldn’t apply for a role like this because you have an axe to grind about a particular topic and you think a board member position will let you do that. It’s about seeing the wider picture and representing the public interest – the views of all people with a stake in the success of the organisation.”

Ephraim was awarded an MBE in the Queen's New Year Honours List in 2008 for services on behalf of the Jewish Community in Scotland, a community for which he has worked unstintingly, and always in a voluntary capacity, for all of his adult life.

Pat is a businesswoman, who has started, purchased and sold a number of restaurants and a country house hotel in Scotland. She is an active advocate for small businesses in Scotland and through her work with the East of Scotland Businesswomen’s Club encourages women to take the entrepreneurial plunge.

Scottish Enterprise is Scotland’s main economic development agency, funded by the Scottish Executive. Its mission is to help the people and businesses of Scotland succeed, and in so doing, build a world-class economy. In 2004, the organisation was looking to replace a number of board members, amongst which it wanted people with experience of the small business sector. Pat had previously applied, albeit unsuccessfully, for other public appointments, however, undaunted, she put her name forward as someone that could add real value through knowledge of and ideas about improving the lot of small businesses.

Pat said: “The application process was lengthy but thorough, and I was kept well informed at each stage. The advert for board members stated a desire for people with experience of small businesses and knowledge of the tourism sector. I felt that I had the necessary skill set, and importantly, I was able to offer some previous experience, having sat on the Board of Leith Chamber of Commerce.”

Pat was appointed to the Board of Scottish Enterprise in June 2004 and has not looked back:

“I and my fellow board members appointed in 2004 have been warmly welcomed, and from the outset, we have been able to make our voices heard. While the role officially requires two days input per month, I normally spend a bit more time reading board papers and doing committee work. This is however, a small price to pay for being an effective contributor to the group. In essence, it is a richly rewarding experience to be involved in the drive for a Smart Successful Scotland.”

Brian Paterson is a former Managing Director with extensive experience in industry. Brian has spent two years as a council member of the General Teaching Council for Scotland and spoke to us about his experience:

“I’ve dealt throughout my life with people from all levels, from shop floor to boardroom, and I’ve brought a great deal of real life experience to the position with the Teaching Council which I’ve gained from a number of roles working at various levels in business. I’m nearly 50 now and I’ve always been a motivated self starter. I never went to university; I started my career with the civil service. That didn’t suit me and I quickly moved on to become a management trainee with a glass company. I did everything there and worked my way up from sweeping the furnace floor to becoming the Sales Marketing Director. From there I joined another firm, and lived and worked in Paris for a couple of years. I started a business in the UK at the end of that and from a starting point of zero worked the business up to a £10 million concern. I then moved on to a large flexible packaging group, and restructured a group of businesses into one strategic unit. Following a management buyout, I went on to work for Forbo where I reported directly to the Executive Vice-President at their Switzerland HQ on a turnover of £800 million. I’ve been fairly busy throughout my career and have travelled widely. About 13 years ago I broke my back and was advised at the time that I should take things easy. I was warned that, if I kept up at the same pace, I could be in a wheelchair in ten years time. I found that just too hard to do and kept up with my work commitments. Then I fell ill while travelling on business and had to be flown home. I realised that the only option for the sake of my health was retirement. I didn’t want to quit work when it happened but the pace of my life had caught up with me. I realised that I couldn’t remain physically active in the way that I’d been previously but I was still mentally very active and I didn’t want to lose that motivation. That’s when I started to think about other activities that could keep me mentally active and stimulated. I’ve done a fair bit of work with charities; in recent years I moved on from the board of Turning Point Scotland, and I’m a lay member of HM Inspectorate of Education. I have sons and nephews in the Air Training Corps, which has led me to volunteer time for it, and I also do some business mentoring for the Scottish Executive. I fulfil a number of very different roles. For example since moving recently to St Andrews I worked briefly for the Fife Economic Forum and am still helping raise funds for a number of charities in and around St Andrews.

I went for the role on the General Teaching Council for Scotland because I wanted to put something back. Teaching is fundamental to the foundations and development of Scotland’s young people. I felt that, because of all the experience I’d built up working in business and industry, I had something tangible to offer. I had business skills that covered a number of areas and I had particular expertise in mentoring and communications. I’ve worked in different countries, environments and disciplines and have been able to use that experience to good effect. The General Teaching Council is dedicated to maintaining and enhancing the standards of teaching in Scotland and so it’s important that the body has good governance. I think my role is important as it’s about helping to ensure that everyone has a fair opportunity and that there’s a level playing field for people to get a good education.

 

This wasn’t the first role I’ve applied for; I’d previously been unsuccessful on a couple of occasions. In this case I saw the advert for the role and thought I was a good match for it so I applied. I was interviewed by a panel and then my references were checked. Following appointment I received induction and further training. The training was very good and I’ve learnt a lot. I found the application process for the role straightforward. I find the work rewarding – it’s very worthwhile if you have the time, money and energy for it. However I know that not all board positions are the same and some, like this one, aren’t remunerated. That can be difficult for some people, especially if they can’t get time off work for participating in this type of activity. I think remuneration is important and it has to cover expenses too, like childcare expenses, if we want to have diverse boards.”

Ian Jackson graduated from Edinburgh University with a degree in geography in 1976. He held a number of sales and marketing posts with different firms following graduation and eventually joined BT in 1982 just as it was going through the early phases of privatisation. Ian has worked with BT in a number of roles, including seven years as a graduate recruitment manager and six and a half years working with various organisations to develop flexible working practices. Ian is currently a Regional Market Manager with the company. Ian has been a lay member of HM Inspectorate of Education since 1996 and in that time has been involved in over 50 school inspections and college reviews. He is Vice-Chair of Perth Academy Parent Council and is the former Chair of Viewlands Primary school board. He is also a member of Perth and Kinross Council's Lifelong Learning Committee and Standards and Scrutiny Committee and is a member of the High Constables of the City of Perth. Ian has three children. His first son is a graduate of Aberdeen University and is now working as a surveyor. His daughter is in her final year at Glasgow University and his youngest son is in S4 at Perth Academy. Ian’s wife is a registered primary and secondary school teacher and has recently taught in both sectors. In 2005, Ian was made MBE for services to education in Scotland.

When we spoke to Ian about his role in September 2007 he was about half way through his first term of appointment on the board of the General Teaching Council for Scotland. After almost two years on the Council, Ian told us what it was like to make a contribution to the work of GTCS from the perspective of a lay person.

“The work for GTCS is interesting and complex. Usually, everyone has to serve on at least two committees and each of these tend to have six to eighteen members. Most have to have lay member representation on them. I serve on the Professional Conduct Committee and on the Committee on Exceptional Admissions to the Register, each of which is responsible for different aspects of GTCS activities. In Perth and Kinross, I also serve on a panel which reviews appeals of local authority decisions. Given the resource implications of the decisions that the panel makes, I’m very aware of the responsibilities involved in my role.

The things I do fit in with the way that I work. My job with BT gives me the freedom to work to deliver objectives rather than to have to be somewhere like an office at a specific time every day. This flexible working arrangement allows me to pursue other activities that I have an interest in. I decided to apply for the GTCS board position because I was interested as a parent and was already serving with HMIE and with my local council. My wife is a teacher, which reinforced my interest, and of course I worked with graduates for several years with BT. I continue to carry out inspections for HMIE. All of this has led to a level of interest in education and I was keen to have the opportunity to provide a lay member’s input into the work of the GTCS. I’ve developed an interest and involvement in the governance of the profession and this was a great opportunity to do something valuable with my time. Much of the work of this nature that I do I do in bursts. This means that it ties in with the flexibility of working pattern that I have with my employer. I feel quite comfortable with these arrangements. As the GTCS position is unpaid, I don’t feel that it’s in conflict with my other obligations. If I have to I can and do take time off to complete work for the GTCS or for the HMIE but mostly I can accommodate these obligations without having to take leave. It’s my choice. BT also gains as an employer as my work with these other organisations provides me with insights and an alternative perspective that I can refer to that I wouldn’t otherwise have.”

We asked Ian how he found the work.

“You do receive a fair amount of paperwork to look through; you get used to seeing a lot of couriers at the door! Having said that, the support for new board members is excellent. The induction and training was very thorough and a lot of effort was clearly put into it. It’s a good organisation to be involved with.”

We also asked Ian if he could remember what the process he went through to be recruited was like and if he had advice for anyone thinking about applying for a board member’s role.

“Pretty much what you would expect. I completed an application form and was invited to interview on the strength of that. The interviews were held in the Scottish Government offices at Victoria Quay. There was a panel of three for the interview including an OCPAS Assessor. The interviewers discussed the requirements of the role with me to assess my understanding of what would be involved. They also asked me about potential conflicts of interest in the event that I was appointed. I would say the interview process was professionally relaxed which I know from my own experience of interviewing people is the way it should be. You should be stretched but not stressed in these situations.

As with an application for any role, paid or otherwise, preparation is very important. You have to match what you’ve got to what’s being looked for and then decide how best to present your skills to prove it. It’s important that you don’t sell yourself short. This is a trait that seems quite common in Scotland. You shouldn’t restrict the examples that you provide to those relating only to paid work either. If you step back and think about all of the situations that you’ve been in and the skills and abilities that you’ve had to use you may be surprised by the number of examples you can draw on for this type of application process. It also helps to do your research. I’m not saying that you need to know everything inside out but you should expect to have at least a headline understanding of what’s going on that is affecting or is likely to affect the work of the body that you’re applying to. You also shouldn’t expect to be appointed the first time you apply. If you’re genuinely interested then it’s worth keeping at it; as long as you’re sure that you’re the right person for the role.”

Bill Brackenridge studied economics and geography at university. His real interest combined them – transport. He studied air transport in the Highlands and Islands for his undergraduate thesis. After graduating, he joined British European Airways as a management trainee. He went on to manage the airline’s cargo charter subsidiary. When Strathclyde Region was established in 1975 Bill joined the Policy Planning Unit – a specialist team set up to introduce corporate management and ensure that all departmental strategies, policies and plans were directly related to the region’s political strategic objectives.

In 1978 he joined a management consultancy, where he spent the bulk of his career. He specialised in consulting with the public sector and also in boardroom interventions. Through the 1990s, as corporate governance raced up the agenda, he helped boards ensure their practices were in line with the latest thinking. His first public appointment drew on several strands of his experience. In 1999, he joined Highlands and Islands Airports Ltd as a non-executive director. In his six years with HIAL, a period which he described as “remarkably fulfilling”, he helped the organisation evolve from one that simply operated airports to one that used its ten airports to develop the economy of the area.

As a consultant he had worked a great deal with, and developed an interest in, the NHS in Scotland. When he left full time consultancy in 2003 he applied for and was appointed to be the Chairman of a Health Board; in Bill’s case the Scottish Ambulance Service (SAS).

“I was inspired by the Chief Executive’s view that the organisation’s role was to bring the hospital to the patient. Perhaps saying you want to ‘put something back’ sounds a bit trite but if I and fellow board members didn’t do it for a non-monetary reward then it wouldn’t be done. Although I was ready to stop working full time as a consultant for seven days a week I certainly wasn’t ready to do nothing. I enjoy the work and it’s really good fun. There was a need to make the Scottish Ambulance Service a recognised and integral part of the health service. In my time there as Chair I have improved the links between the two and also the understanding within the health service of what the SAS does. The contribution which the SAS is making to the health of the nation is developing rapidly. No longer is it about rushing the patient to the hospital; rather it is about bringing hospital care to the patient. The skills of all of those who deliver this care are rising constantly. Paramedics are remarkably well qualified health professionals making a quite different contribution from the ambulance drivers of old. I have enjoyed leading the organisation through this huge cultural change.”

Just recently, Bill successfully applied to be a member of the board of NHS Highland – Bill’s local Health Board. A “cross-directorship” like this will allow Bill to help ensure the NHS is a truly national and integrated service, and not just a collection of 22 isolated boards.

“The public appointments system has changed and it is very much a competency based application framework now. Applicants need to demonstrate that they meet the criteria, that they have performed at the right level for the role and that their skills are up to date. There are lots of people out there who can put something back and make a contribution. Everyone has to work out for themselves if they have a duty to do so. These roles are not just for middle class white Scottish men. Boards work well with a fresh perspective. Board members don’t have to be drawn from the sector or to have come from big jobs. I know from experience that service users can fulfil an effective challenge role on the board. I’m not saying that’s easy, you do need to have the guts to be able to challenge a Chair or a Chief Executive and be aware that they may well argue their own corner very effectively. If you’re not used to it, that can be hard. If you have the right personal qualities, and you keep asking the difficult questions until you get an answer that you’re happy with, you will be making a contribution to the work of the body. Public appointments are fascinating and rewarding. They are also very challenging. There is the huge requirement to get difficult decisions right and there is the great need to accommodate new issue which zoom onto the agenda totally unexpected. However, there is a huge reward in knowing that you’ve got some very difficult decisions right.”

Appointed as Chair of NHS Forth Valley for a four year term from 2nd September 2002, Ian Mullen OBE brings considerable NHS leadership experience to the board. Prior to this he spent a four year spell as a member of Forth Valley Health Board from 1987 - 1991, including two years as Vice-chair of the Board. Ian was also the Chair of Falkirk and District Royal Infirmary NHS Trust from 1993 – 1999 and Chair of Forth Valley Acute Hospitals NHS Trust from 1999 - 2002. In addition, Mr Mullen was previously Vice-chair of the Common Services Agency for the NHS in Scotland and chaired the Scottish NHS Trust Chairmen's Group from 1998 - 2000. He was Chair of the Scottish NHS Chairmen's Group from 2000 - 2002.

A pharmacist by profession, Mr Mullen has practised as a self-employed community pharmacist since 1971 and chaired the Scottish Pharmaceutical General Council from 1986 - 1988. He operated a total of seven community pharmacies between 1971 and 1996 and has recently become a community pharmacy proprietor once again.

We asked Mr Mullen what he felt his main achievements had been since his appointment to the Chair of NHS Forth Valley.
“I am most pleased with the fact that we have made real progress. We have worked towards the development and implementation of an integrated healthcare strategy. We conducted two public consultation exercises to involve the whole community in our proposals and that work is now nearing fruition with plans for a £300 million hospital to serve the area.”

We also asked Mr Mullen what led him to apply for the Chair’s position.
“I have a great interest in the National Health Service and in NHS Scotland in particular. I believe that important changes are being made now for the future of healthcare in Scotland. My interest in NHS Scotland and in health policy are motivating factors and I enjoy the role too.”

Mr Mullen remembers the appointment process well.
“It was an open and transparent process from start to finish. The vacancy was publicised and I submitted an application in open competition. I was shortlisted and was interviewed by a panel. Appointment by the Minister followed.”

We asked Mr Mullen what he felt the main positives and negatives were for such a high profile position.
“It’s a fascinating role and one which can make a real difference to the quality of healthcare for the population. It also involves dealing with a wide range of audiences. It can be challenging to manage all of the vested interests involved, from media and politicians to voluntary organisations and local authorities. I also have to communicate effectively with staff, the public, patients and their relatives as well as the Scottish Executive. I have built up a track record of openness and this has helped me to fulfil the role effectively.”

Would Ian have any advice for prospective board members?
“Primarily, the role of non executive board members is welcomed within public bodies. It does not involve policing executive board members in any way but it does mean monitoring their performance and holding them to account when that is required. Those aspects of the role are welcomed and valued by NDPBs. People should not be put off if they don’t have an in depth knowledge of the organisation that they are thinking of applying to. The important thing is to bring their skills, expertise and experience from other walks of life to the role. If they have an interest in the work of the body, they will be able to make a contribution.”

Mr Mullen was awarded an OBE in 2005 for his service to the NHS in Scotland.

He is an OCPAS Champion.

The Right Reverend Richard Holloway is a Scottish writer, theologian, speaker and broadcaster. After a lifetime spent mainly in the church he retired as Bishop of Edinburgh and as Primus of the Scottish Episcopal Church in 2000. He is a Fellow of the Royal Society of Edinburgh, and from 1990 to 1997, he was a member of the Human Fertilisation and Embryology Authority. He has also held the position of Chair of the BMA Steering Group on Ethics and Genetics. He was a member of the Broadcasting Standards Commission, from 2000 to 2003. A champion for social inclusion since he lived and worked in the Gorbals of Glasgow in the 1960’s, Richard recently chaired the Lord Provost of Edinburgh’s Commission on Social Inclusion and contributed to the work of NCH Scotland by preparing a report on the future of Children’s Panels. He is currently Chair of the Scottish Arts Council.

“I’ve been in the Chair now for about 19 months. I came in to chair a body in a state of uncertainty about its own future. A widely publicised report by the Culture Commission, which among many other areas reviewed the role of the Council, was clearly going to have an impact on the future of the organisation. It was a comprehensive report and the minister selected areas of priority from its recommendations so everyone at the Council was unsure about what the future held. More recently we have seen proposals for a new body, Creative Scotland, which will replace the Council and Scottish Screen. I saw my job as fortifying the morale of the Council in a period of change. It has had a significant impact on the arts movement in Scotland since the late sixties and so a primary element of the role recently has been keeping the ship steady, boosting morale and defending the organisation’s record. The Council has stood as a vision for the place of the arts in Scotland. However, that’s behind us now and we need to bring the expertise that the Council contains into the future. The Council previously had responsibility for most of Scotland’s largest arts bodies – Scottish Opera, Scottish Ballet and so on, all of which are being taken into direct governance by the Scottish Executive. It’s been hard for the Council to cope with the perceived loss of these flagships. Loss is always difficult to cope with, as is change. I suppose an analogy for the Council is that it’s lost some of its children and, because of the merger with Scottish Screen, it’s about to get a new spouse. One of the important aspects of my role has been to manage both the negative and positive aspects of the change. How you manage change is also very important. You have to do it honestly. By nature I’m an evangelist – spreading good news. Glorious things are happening in the arts and culture in Scotland and it’s been good to spread that news in private and public settings. Words are important but it’s important to act too. I recall when my theological struggles with the church culminated in a moment of grief and separation for me because it seemed that the church was a frightened institution and did not want to deal with change. That’s not possible because change is a constant for individuals and organisations alike. It’s how we deal with these changes that’s important”

We asked Richard what led him to apply for the role.

“I’ve always had a lot of energy and looked for projects that are stimulating and exciting. I never really saw myself as appropriate for the Chair of the Council as I thought of myself as more middlebrow than highbrow. I do like literature and film, and know something about them, but I am not so clued up about the other art forms. I was prompted by a number of people in the arts world to apply. They told me that the SAC needed an eloquent champion and someone with good chairing skills who could empower the board while exercising leadership. I knew that I could do that and so applied but without a burning ambition. I got a fairly extensive information pack from the Scottish Executive which contained a comprehensive person specification and role description and a form to fill in. It seemed clear from the information that they needed a visionary Chair. I’m a big picture person not a process person, that’s the job of the CEO, so it seemed as though I could fulfil the role. I went through the process honestly – not with false modesty but not brazenly either. I think there’s a tendency in our culture not to want to talk about what you’re capable of or about what you’ve done but that’s no good for this type of process. It’s a good way to examine your own strengths and weaknesses. Don’t claim to have capacities that you don’t have. I got through to interview and found it strenuous and taxing but enjoyable. There were three people on the interview panel – a senior civil servant, one of your assessors and the Chair of Scottish Screen. The interview lasted an hour or two and I was fairly relaxed about it. I was offering myself for an interesting post but wouldn’t have been hugely disappointed if I wasn’t successful. I remember I got the phone call quite a long time after the interviews were held – about two months later – to say that I had the role.

I do it because I believe in it and I think you need a strong belief and commitment. What’s going on all around us in the arts in Scotland is the best of human endeavour. The arts are one of the best things about us. These are great aspects of humanity – invention, caring, loving, challenging. I also like being in the middle of things. Healthy societies need volunteers and citizenship as well as professionals. George Bernard Shaw said, ‘All professions are conspiracies against the laity” but I think that a healthy society involves people at all levels. You meet fascinating, bright and interesting people in a role like this.”

We asked Richard if he had any advice for prospective applicants.

“The trouble with bureaucracy is it can be intimidating. Don’t be intimidated. The truth is that these are decent human beings who are doing their best for the country. Have a go and be honest in your self evaluation.”

Anne McNeill is the project manager for an innovative project, ‘The South of Scotland Extranet ‘ which is a collaboration between three Further Education Colleges, Dumfries and Galloway, Borders and Barony. The project will develop the capacity and capability of staff to offer a more flexible, blended approach to learning, using Information and Communications Technology and will create a shared Learning Environment. Before taking up this post in September 2006, Anne was owner and manager of Talkback, a consultancy specialising in organisational development, e-learning, life-long learning, strategic planning and social inclusion issues. In her role as Managing Director, when the organisation was a spin out from Stirling University’s Centre for Software Engineering Technology, Ms McNeill was responsible for a team of designers and developers creating innovative learning systems and advising on the application of learning technologies for major organisations such as BP, BAe and the Clydesdale Bank. She contributed to the development of the Learning Technology Strategy for the Scottish Enterprise Network and has worked on a number of international projects including the implementation of learning and development systems for Governments in the Caribbean through CARICAD (the Caribbean Centre for Development Administration). Anne’s other interests have included involvement with the Prince's Scottish Youth Business Trust and in the development of European funded projects in the Scottish Borders. Anne has also been a board member of the Scottish University for Industry since November 2004 and has served on the board of the Scottish Children’s Reporter Administration (SCRA) since 1999. Anne is currently serving her second term on that board having been reappointed as deputy Chair in April of 2005.

We asked Anne what she felt her main achievements have been during her time with the SCRA.

“I’m committed to partnership working; I think the work I’ve done throughout my career reflects that commitment, and I’ve taken the same approach to my role with the SCRA. I established Children’s Hearing Forum, contributed to its development and took care to look closely at different ways of achieving the ends that the forum wanted to achieve without losing the ethos of the administration along the way. The forum was an interactive and dynamic discussion group and I was able to bring to it my extensive private sector background in business transformation, process re-engineering and the management of change.

Before applying I thought carefully about what I could bring to the role. Having been a panel member I felt I could bring a lot to the board and my business background would be useful when it came to look at issues of strategy and direction. It seemed to be a natural progression from the work that I’d done previously. Being able to contribute to a system that I care passionately about was clearly a motivating factor in my decision to apply for the role. I remember the application process. I saw the role advertised, requested a pack, filled in the application form and was invited to interview. The process was very thorough in terms of transparency and fairness.”

What advice would you have for others interested in this type of role?

“For people that have a particular interest in a subject it’s a great way of contributing to the life of Scotland. It’s a non political way of influencing and changing national policy. It’s also a great opportunity to forge new networks and to capitalise on new learning opportunities. You learn from the wide range of people both executives and non-executives and also how the many systems in Scottish government work. I wouldn’t hesitate to recommend this type of role to anyone and I think everyone should at least consider applying for a public appointment. You build up transferable skills and develop as a person. It’s been my experience that you get as much back from a role like this as you put in.”

Anne is an OCPAS Champion.

John Mulgrew has been the Chair of Learning and Teaching Scotland (LT Scotland) since April 2006. He applied for the position as he wanted to help formulate the strategic direction of the body, promote its aims and ensure that it is an effective national organisation that responds to the needs of its customers.

Following a career in education, John well understands the importance for strong support from a body like LT Scotland. He started as a teacher in the east end of Glasgow before becoming, at a relatively young age, the head of a secondary school in the Gorbals. From there, John moved on to the education directorate for Strathclyde. Working across Dumbarton, Paisley and the directorate’s HQ, as Depute Director he was responsible for social strategy in the Education Department. Thereafter, he became the Director of Education for East Ayrshire Council and subsequently the Director of Education and Social Services. John now works as an education consultant and serves on a number of bodies that have a particular appeal for someone with interests in education; the arts in education, creativity, and the rights of young people to a good grounding in life. As well as the Board of Learning and Teaching Scotland, John contributes to the work of, among others, the Smith Group, the Scottish Arts Council, Tapestry and the Glaisnock Trust.

We asked John what led him to apply for the LT Scotland Chair’s role :

“I was particularly interested in the challenge of working for such an important organisation. I felt that, from my experience and background, I could make a positive contribution at a time when LT Scotland is refocusing its work. I wanted to play a significant role in that development. I also wanted to continue to work in the public service for an organisation whose principles, remit and responsibilities I firmly believed in. I’m committed to learning and teaching and to providing quality support. I want to ensure first class provision for those delivering education and for young people and their parents.”

How did you land the role and what advice would you have for others?

“I filled in an application form and sent it off. I was invited for what was a very rigorous interview at the Scottish Executive HQ in Victoria Quay. I had to make a presentation on a theme related to the work of LT Scotland and answer questions on my vision for the work of the Board. I also had to answer questions on the role of an appointee and the conduct expected of them. I felt that the questions were fair and that I had every opportunity to ask questions. There are no favourites in this process – appointments are made on merit. I know, because we recently used the same process to recruit board members to LT Scotland. I was a member of the interview panel and saw how the rigorous appointment process was implemented.”

The candidate application form is a vital statement and applicants should really take time over completing it. If invited to interview, candidates will be given every opportunity to state their case, their interest and their commitment. If you are appointed, there is a time commitment and a real responsibility that comes with the role – you are ultimately accountable to the public for what you do. Having said that, fulfilling the role gives you a chance to be heard and, along with the other Board members, to achieve significant objectives. Boards need to be balanced in terms of the skills that the members bring and we do need people from a wide range of backgrounds to achieve this. People should come forward and be considered for an appointment – every application is seriously considered and all applicants are treated with courtesy and respect.”

John is an OCPAS Champion

After graduating from Edinburgh University, Jacqui began her career in broadcasting in local radio where she presented shows and also trained others to use the media. This was followed by five years in the Press Office within The Scottish Office as a Ministerial Press Officer, primarily in the area of Industry and the Economy. During this time, she was also involved in crisis management of events such as Lockerbie and Piper Alpha. Following a brief spell with Standard Life, in 1994, she was invited to become Head of Communications and Research at the Scottish Conservative Party; this was the job that was voted the worst PR job in Scotland by Scotland on Sunday at the time. After 18 months, Jacqui became Special Adviser to then Secretary of State, Michael Forsyth. Following the 1997 election, Jacqui set up her own communications consultancy, Indigo, to specialise in reputation management using media relations and strategic communications. Jacqui stood for the first Scottish Parliament, although she is no longer active in politics. She is a Merchant of the City of Edinburgh and a member of MENSA. Jacqui has also spent time mentoring others. She was appointed to the board of NHS 24 in December of 2001.

“I’ll have been on the board for five years come December. During that period it has gone from being a blueprint to a fully operational organisation that serves the whole of Scotland. Other than the Scottish Ambulance Service, it is the only other wholly national health service that I am aware of. When I first arrived on the board, NHS 24 was just an idea on paper; there was nothing to compare it to in the UK. Our role has been to support the executive team to deliver something concrete, and rolling the service out has been amazing to watch and be part of. I was totally new to the work of boards and I’ve learnt a lot in a very short time.

“To be honest, I was a bit surprised to be approached because of my political affiliations. Recruitment consultants were involved in the appointment process and they were looking for someone with a background in communications and government for the board. I’d seen the adverts for these positions before but didn’t apply as I didn’t think I was a suitable candidate to be a Non-Exec. But the Chairman wanted to balance the board and needed the skillset that I could bring, which is why I was approached. She was willing to take a few risks to ensure that there was a good mix of experienced board members and the inexperienced, as the latter can bring a fresh challenge and perspective to their role on the board.

“Even though I was approached by the recruitment consultants, it was still an open competition. I had to provide a CV and fill out an application form before being invited to interview. The panel comprised the Chairman of the board, a senior civil servant from the health department and an OCPAS Assessor. Having said that, the process was quite painless. The panel members were there to draw out what you had to bring to the organisation, but they also made an effort to sell the organisation and the role to me – it was a very open process.

“I have a great belief in NHS 24 as organisation and the people who work there. It’s a service the country needs. The executive team and staff are fantastic. I’m so proud to be part of it despite the fact that it hasn’t been easy or perfect. Nobody could have anticipated the challenges that we faced, but we knew that we were in the process of creating something that could make life better for people. Despite not being a doctor, nurse or health worker, I’ve still been able to make a positive contribution to that. It may be old fashioned, but I believe in the notion of public service and that has been a real motivating factor for me.”

We asked Jacqui what advice she would give to anyone considering this type of public service.

“It’s a two way street. You can use your skills and everything you’ve learnt so far in your career, regardless of the sector that you’ve come from. You’ll find that your skills are transferable to board activities so you’ll always have something to give to the organisation. But you also get something back as long as you’re prepared to get involved. I’ve developed new skills that will be useful for the rest of my career from my board experience and also from learning and gleaning information from my board colleagues. From being an apprehensive new board member, I now chair the Staff Governance Committee, one of NHS 24’s two statutory committees, something I wouldn’t have dreamed of doing just a few years ago. If you’re prepared to commit to a role on a board then I would say go for it, especially if you’ve not been a board member before. It’s easy to think that they won’t want you but if you apply successfully, you’ll find that other more experienced board members will be happy to share their knowledge and skills with you. I’ve always been treated with respect and I’ve never felt like an outsider.”

Jacqui is an OCPAS Champion

Wilma Campbell is a partner in a land and property letting business and a retail business. Wilma’s degree was in Economics and History which she followed up with a postgraduate diploma in special needs. Wilma previously worked as a history and modern studies teacher. She is also Chair of Argyll College, a member of the Board of Governors of the University of Highlands and Islands Millennium Institute. She was a Director of Argyll Careers Partnership and the Careers Scotland Advisory Board, a member of the Women into Business advisory board and, prior to her appointment to the board of Highlands and Islands Enterprise, was a Director of Argyll and the Islands Enterprise.

“I spent three years at Argyll and the Islands Enterprise and have been with Highlands and Islands Enterprise for five years now. It’s been fantastic to be so involved in the development of the communities in the Highlands and Islands. In my time with AIE 13 working groups and two conferences a year were organised as well as a database of projects to share experience and expertise and to save organisations having to reinvent the wheel. Another very important area that we worked on was the setting up of an indigenous college in Argyll. Tertiary education was lacking in the area and we focused on this need. Argyll College now has 11 learning centres in Argyll and also child care and nursery facilities. Highlands and Islands Enterprise is also working very hard with the University of the Highlands and Islands, which it sees as a crucial driver for the economy of the area. These plans are wholly in keeping with the Scottish Executive policy for the development of a smart successful Scotland. It’s been fascinating to be involved in and to see ministerial policy taking shape on the ground when I visit different areas as part of my board duties.”

We asked Wilma what led her to apply.

“I was originally approached by members of the local community who encouraged me to try for a place on the board of Argyll and the Islands Enterprise. I discussed it with my husband and decided to give it a go. Having experienced that and enjoyed it, when I heard about the Highlands and Islands Enterprise vacancy I decided to try for it and sent for the application pack. I hate injustice and am committed to social justice. Large parts of the area where I live were traditionally run by big estate owners. There were a lot of small business and farms and no tertiary education in the area. A lot of people really had no chance to try new careers – they just tended to do what their parents did before them. The enterprise network has been the vehicle to make changes to all of that. It’s been fulfilling and a real privilege to be given the opportunity to achieve these changes. Changes that affect people’s day to day lives and activities. You can’t do these things on your own – it’s a team effort. If people on boards aren’t fulfilled then it’s their own fault. You have to find a niche for yourself and use your strengths to give what you can to the board. I would definitely encourage people to apply. If you don’t like it you can always leave but you’ll never know unless you’re prepared to get involved and find out. It’s a bit like education – people find things out about themselves once they start. Very often people who don’t see themselves as having skills and abilities can be surprised to find that they do and surprise others in the process. I received an OBE for services to economic development. I know that you can make a difference.”

Wilma is an OCPAS Champion

Drew Ratter has a wide range of interests. He is a crofter and a freelance journalist specialising in agricultural matters. He is an independent member of Shetland Islands Council, and currently Chairman of Economic Development, as well as Chairman of the Board of Governance at Shetland College. He is an ordinary member of Orkney and Shetland Constituency Labour Party. He is a council member of the Scottish Consumer Council and a board member of the Crofters’ Commission. Drew was appointed to the board of Highlands and Islands Enterprise in October 2002 and was reappointed to serve a second term a year ago.

We asked him about his experience of serving on the board.

“I’ve had four years on the board now and I’m a year into my second term. I have a much wider view than I used to of how the Highlands and Islands work. I feel that in my time on the board I’ve strongly represented the islands and the rural dimension of the area served by the board. I’m not a specialist but I am an able strategic thinker. I was born and brought up on Shetland in a crofting family. I left to go to university and then came back to work in construction at Sullom Voe. After that I took up my parents’ croft. I’ve been on Shetland Council since 1994, chairing on Economic Development and I was a founder member of Shetland Enterprise. I’ve also been a member of the Scottish Consumer Council for a number of years and I’ve been a freelance journalist for as long as I can remember. I’m extremely interested in rural development, particularly in Shetland. Highlands and Islands Enterprise has been a very powerful organisation for change in this field. I get a real kick out of seeing positive change that takes place as a direct result of the work of H&IE and other organisations. I don’t think there’s a similar driver for change in other parts of the country.”

We also asked Drew to tell us about his experience of the appointments process and if he had advice for anyone considering applying.

“I think it’s important that people understand there is a process for these appointments. I remember in the old days before Nolan that people were appointed because they were ‘good chaps’. I think the work of the Nolan Committee was excellent. I did a lot of preparation to apply successfully for my position on the board. I think people should know that you do live your life in the public eye if you’re appointed to one of these positions. If you’re squeamish about public scrutiny then you shouldn’t apply to serve on boards like H&IE.”

Drew is an OCPAS Champion

Jim Martin started his career as a teacher and served on the teachers’ union, the Educational Institute of Scotland, before becoming its general secretary. Jim moved on from this post into the private sector in the mid 1980s and worked as the corporate affairs director at Scottish Amicable and then vice president of IMServ (Invensys Management Services). He is also a former vice chair of BBC Scotland, a former member of the Court of Stirling University and European vice president of Education International. Jim is currently director of his own company – Causeway Consulting – a management and communications consultancy. He is also the Scottish non-executive Chairman of Logica CMG – an IT and management solutions company.

Jim joined the board of the Scottish Further and Higher Education Funding Council (also known as the Scottish Funding Council or SFC) in October 2005 when it came into being following a merger of what were two separate funding bodies. He serves on two of the sub-committees of the SFC; the skills committee and the Chair’s committee, which deals with urgent business between full meetings of the council.

“The body spends £1.5 billion and has a lot to achieve. We need to have a coherent approach to the provision of further and higher education in Scotland. The funds have to be used effectively to benefit the economy and to ensure that the services delivered by the bodies that we fund are of benefit to the end user. I have a passionate interest in promoting learning and in promoting economic growth through learning. This led me to apply for the board position and motivates me to continue in that role.”

Having gone through the appointment process himself, we asked Jim what he might say to someone considering applying for such a role.

“I think people often look at themselves too narrowly and will have more to offer than perhaps they realise. Securing a breadth of experience is important to boards. I think there is still an issue with public perception of board members; it’s seen to be only for white, middle class graduates when clearly it’s not. You need to have the right motivation to apply though. You shouldn’t consider doing it for the money as you won’t be earning a living as a board member for a single NDPB. Board level skills are useful if you want to apply but knowledge of what will actually benefit people and being able to speak up on their behalf is actually hugely useful. If you can step back from a situation where proposals are being discussed and think; what effect will this realistically have on this or that member of society, you’ll be making a valuable contribution. I’m also not sure that it’s as hard as people think. The time commitment is not necessarily what you expect – you have to make sure that you will have enough time for the role and this may not always be explicit so it’s important to clarify how much time it will really take up. Having said that, ninety percent of the role is working with organisations that have good management teams. The board adds value to that infrastructure.”

Jim is an OCPAS Champion

James Duncan Millar completed his final and tenth year as a Commissioner with the Deer Commission for Scotland (formerly the Red Deer Commission) in 2005. James agreed to provide OCPAS with the following case study during his final year as a Commissioner.

James runs the Remony Estate on the banks of Loch Tay in Perthshire, therefore he has considerable experience of managing the deer population on the estate and contributing to the local Deer Management Group.  It was this experience and profile that, in 1995, led James to put his name forward and be accepted onto the Red Deer Commission, on a voluntary basis.

The Deer Commission for Scotland was constituted by the Deer (Scotland) Act 1996 (replacing the Red Deer Commission) and is charged with furthering the conservation, control and sustainable management of all species of wild deer in Scotland, while keeping under review all matters, including welfare, relating to wild deer.

James was appointed to the Commission at a time of great change, when the focus of deer management adjusted to include all four species of wild deer in Scotland – Red Deer, Roe Deer, Sika Deer and Fallow Deer (the latter two being introduced to Scotland in recent times).  James strongly believed that with this broad focus came a need to strengthen the Deer Management Group system in Scotland, something that he has worked hard to achieve as Commissioner over the past nine years.

James said: “I am very much a hands on deer manager through my role running the Remony Estate and also as chair of the South Perthshire Deer Management Group.  It is this practitioner’s view that I bring to the Commission’s table.  Today, my fellow Commissioners (there are only ten of us) are drawn from a variety of backgrounds, including conservation, academia and the public sector, alongside a stalker, a factor and two other land owners; each of whom have a view that may not tally with mine own.  The Commission however does give us a controlled forum in which we can share these views and agree a sensible approach to deer management in Scotland.  In my experience, while there is scope for individuals to be partisan, every Commissioner offers their view in a reasonable and balanced manner.”

In 2001, James re-applied and was re-appointed as Commissioner.  He said of the process: “It was a novel experience to be in front of an interview panel.  However, I knew exactly where I stood and the panel clearly felt that I would continue to make a positive, practical contribution to the work of the Commission.  I am pleased to see that the many organisations in Scotland with a range of interests related to deer and wildlife management, are encouraging a wide range of people to consider applying for new Commissioner posts as and when they are advertised.”

Peter Withers joined the Scottish Prison Service in 1972 as an assistant governor. He worked in Barlinnie, Polmont and Noranside before promotion in 1980 and shortly after a move to Dumfries. He moved from there in 1983 to Wakefield College where he spent two years as a tutor. Following this he has served in a number of roles in the service including a stint on the staff inspection and central recruitment board and as the Deputy Governor of Shotts and then Barlinnie as both Deputy and Governor. In 1995 he was promoted to the board of the Scottish Prison Service where he worked as the Director of Custody and latterly as Director of Prison Services. This role gives Peter managerial responsibility for the commissioning, monitoring and managing of all major private sector contracts for custodial and prisoner escort services. He is currently leading a national Structure/Organisational Review and has undertaken similar reviews in the past in pursuit of modernisation of the service. Over the course of his career, Peter has also pursued a parallel path with the Chartered Institute of Personnel and Development (CIPD). He became a CIPD fellow in 1988. Peter was appointed to the board of NHS Tayside in December 2005. We asked him how he came to be on the board and what he hoped to achieve in his time there.

“I want to make a contribution to the development of the NHS in Scotland. I’ve been a recipient of their services; I had serious cardiac problems in November 2003 and came very close to dying. I am very grateful for what the service did for me. I’m certainly not fulfilling the role for money; as a serving civil servant I’m not allowed to receive funds for serving on a board anyway. I retire in September 2006 and so I will be eligible for the payment then but that’s not what motivates me. I think that the health service is the most important and valued service in Scotland. I knew I would be retiring and saw it as an opportunity to do something interesting with the extra time I would have. I also want to make a difference. I want NHS Tayside to be in the top performance tranche of NHS boards in Scotland. I have total respect for Peter Bates, our Chair. He has done an incredible job, drawing together a team of people from different backgrounds who can all offer something different to the work of the board. People might be surprised at how much influence Non-Executive Board members have on health boards. The Non-Executive members are in the majority and can therefore fulfil a very robust challenging role. I graphically remember the appointment process as it was quite recent. The brief I received in the application pack was good and I did some research on the board myself. The interview was interesting. Applicants were asked to give a four-minute presentation on the Kerr Report, on community healthcare, and I think mine went down well. The interview was thorough, there was a panel of three, and explored my experience of change and contract management during my recent career. It seemed a non-threatening, standard process at the time and it was all very smoothly handled. I didn’t know just following interview if I’d been successful. I’ve applied for quite a few jobs over the length of my career and I’ve been successful sometimes and other times not. That appointment round saw three new board members being appointed including myself. We all came from different backgrounds and all brought something new to the board. I think that’s a successful recruitment exercise. You need a good range of experience to be represented on the Non-Executive side of the board as this allows them to ask all of the relevant questions that should be asked of the executive team.”

We asked Peter for some pointers for potential board members

“Firstly, choose something in which you have a genuine and sustained interest. Second, be prepared not to count the hours and third, maintain an enquiring, polite but challenging attitude. You also have to keep an open mind. Remember that all organisations have their own culture, structures and politics with a small ‘p’. If you’re thinking about applying for something, try to research the organisation before deciding. Think about the organisation’s objectives. Are they business objectives? Are they set by Ministers? Are they for me? Try also to develop an awareness of corporate governance as this will determine to an extent the way that you operate on the board.”

Peter is an OCPAS Champion

Andrew Thin is a graduate from Edinburgh University with an Honours degree in Agricultural Science. After completing his degree, and following two years working for Voluntary Service Overseas in Tuvalua, Andrew came back to Scotland and completed an MBA. He went on from there to work for the Highlands and Islands Development Board and then to run Caithness and Sutherland Enterprise. He and his wife both had careers when their first child was born in 1995. They agreed that Andrew should resign from full time work to take care of their daughter. He decided to explore part time opportunities for employment that would fit in with his child care responsibilities.

“Initially, I applied for a board member position on the North Area board of Scottish Natural Heritage and got through. I was very interested in the work and to see what could be done.”

Another successful application saw Andrew take a place on the board of the Crofters’ Commission and, more recently, the Convenership of the National Park. Andrew also serves as a board member on a number of other public, private and charitable organisations. In July 2006, Andrew was appointed as Chair of Scottish Natural Heritage. He stood down from membership of the board of the Crofter's Commission and as Convener of the CNPA from the end of August 2006 to fulfil his new role.

“I’ve tried to build up a career around child care responsibilities. The work I do is part time and is fitted around our two children aged 11 and 6. I’m the one who gets them to the school bus in the morning and who picks them up in the evening. You can manage being the primary carer for your children and still Chair an NDPB.”

We asked Andrew what appealed to him particularly about his work on the park board over the past three years.

“The park is relatively new and the people who live there were initially concerned about the work of the authority. During my tenure as Convener we have seen a real change. People – the park residents – are reassured and much better informed about what we do. There’s now a confidence there in the work of the authority. I’m particularly interested in trying to use these special places in the best way for the Scottish people. Serving on NDPBs gives you an opportunity to have a very real and influential role in the development of public services. That’s very exciting and a really great opportunity. What other part time jobs are available at that strategic level? The work is incredibly worthwhile because you know you are making a real difference. It’s not just that – we have a new Parliament and there’s a real air of excitement in Scotland about what we can collectively achieve. It’s a great point in our country’s history to be a part of all this.”

We also asked Andrew if he had any pointers for people who were considering an NDPB role.

“Absolutely – I’ve been through the public appointment process and it’s standard and straightforward. It is very important to spend time on completing the application form accurately as that is what the decision to interview or not is based on. Some people think, “My name is well-known and so I don’t have to spell out what I’m capable of on an application form” while others think, “My name’s not well-known so I shouldn’t bother applying.” Both attitudes are completely wrong. If you make a good application and fill in the form well, it doesn’t matter who you are. I’m slightly unusual in that I’m the one in the family who’s the primary carer for our children. My experience shows that it is possible to do this and to also work on the boards of public bodies. Even the Chair positions are reasonably flexible – it’s not as rigid as people think at all – it’s not just a matter of turning up for every meeting without fail – there’s a lot more to it than that. I would really encourage people with primary carer responsibilities to apply for board positions. There’s so much talent out there that’s not being tapped and people who maybe wouldn’t consider themselves as suitable who definitely have something valuable to contribute. People think that we are looking for experts in the field that we work in – so that they can look internally at the work taking place on the board and within the organisation. Our approach is actually very different to that as we are an outward looking organisation and so we value people from all sorts of backgrounds.”

Andrew is an OCPAS Champion

Kate is an IT specialist who is currently working on her PhD in Computational Linguistics at the University of Edinburgh. Her previous work as an IT manager in Edinburgh based organisations brought her into contact with the Royal Commission on the Ancient and Historical Monuments of Scotland (RCAHMS), and when she saw the advert for ‘Commissioners’, she jumped at the chance to get involved.

RCAHMS is a centre for knowledge and expertise on Scotland’s built environment, housing a vast archive of documents, maps and photographs relating to buildings and man-made landscapes. The organisation was particularly interested in appointing a person with IT skills to provide sensible input to its own ambitious plans to make the archive more accessible through digital technology. After applying for the appointment, Kate was interviewed by an expert panel, including an OCPAS Assessor from OCPAS. The panel made a recommendation in Kate’s favour and, six months later on 1st November 2004, she was formally appointed as a Commissioner of RCAHMS.

Kate said: “Although it is early days yet, I already have a sense of being part of a group of people acting as a team, eliciting and listening to the views of others and helping to support and advise the Royal Commission. There are a number of specialists with quite different backgrounds from mine, but I think it is an advantage to have a range of experience and viewpoints represented.”

“I found the application and interview process to be rigorous and thorough and at no time felt at a disadvantage. It was just like applying for a job really. I would definitely encourage other people to apply for public appointments where they feel that they have relevant knowledge and a real interest in the organisation’s work.”

Grant Sword has served on the board of Highlands and Islands Enterprise since November 2001. He has spent most of his career to date, about 35 years, in the hotel industry as general manager of various hotels throughout the UK. Latterly he was managing director of his family’s hotel business which was sold in 2006. Grant has now brought his knowledge of the hotel industry to a different sector as he has started a new business developing extra care sheltered housing. He has been both director and chairman of Inverness and Nairn Enterprise. Now well into his second term of appointment we asked Grant to tell us a bit about his experiences on the board.

“I was originally a board member of Inverness and Nairn Enterprise for roughly three years including one year as Chairman. I really wanted to contribute to their work because the body had been so helpful to me in supporting our hotel business in its early years. Financial assistance, business advice and support as well as training were all made available. I have no doubt that we could not have achieved the success and growth that we did without this support. When I was originally approached and asked to consider going for a board position I felt ready to give something back. I served for a total of three years before stepping down.
After an 18 month hiatus, and when I saw the HIE position advertised, I was interested so I decided to apply. I felt that my experience with INE and my tourism background would be useful. My application was successful and I joined the HIE board in November 2001.
At the same time I joined the Board there had just been significant management changes within the executive team which itself brought about many changes throughout the organisation. I believe this has made HIE a much more open and accountable organisation. I feel that my private sector experience has brought a sense of balance and perspective to the board which is very important. During my time on the board I have gained a far greater understanding and appreciation of the challenges facing rural businesses throughout the network. It’s fascinating and rewarding work. As Board meetings travel around the network, I’ve witnessed some fantastic and innovative businesses and many truly inspiring and ingenious people. It’s also not just businesses that we come into contact with. We work with community groups and with the voluntary sector. I get a great deal of satisfaction from being able to come into contact with all of these diverse organisations within our area and from sharing knowledge and information with them about what is going on elsewhere. I really do enjoy that aspect of the role and I think my second term has been invaluable for that. However it does take time to understand the full workings of a body like HIE, especially during a period of change.
More recently there has also been significant restructuring within HIE over the past 18 months. There have been some lengthy strategic debates and some difficult decisions to make. I’ve enjoyed supporting the management team and being part of that process.”

Did Grant have any pointers for individuals who are considering applying for board member positions?

“I remember applying for the HIE position vividly. It was my first interview for over 20 years, so it was rather nerve-racking. I prepared well for it and so it wasn’t as bad as I had initially feared. The interview panel asked me some searching questions – I got a fair grilling – but it was done professionally and I came out afterwards feeling quite buoyant. It was an interesting and challenging process to go through and I would definitely encourage others to apply. I can only talk about my experiences on a board like HIE but I know from my work there that the executive team is very responsive to individual contributions from board members. I really feel that my contribution is valued and appreciated. It’s been fascinating and has given me a great understanding of other businesses and communities as well as being very educational. I‘ve felt that I was also giving something back. The experience and satisfaction that you gain is tremendous. If you are even considering going for a position you are already over the first hurdle and I’d also suggest that you talk to someone who’s already serving on the board.”

Mr Andrew Robertson is a retired solicitor, formerly senior partner with TC Young, a firm which specialises in social housing, charities and personal client legal work. He joined the firm in 1968 and has seen it grow from a two man partnership to a major concern with over 40 staff and offices in both Glasgow and Edinburgh.

Mr Robertson’s connections with the health service started in 1993 when he was appointed Chair of the Community & Mental Health NHS Trust in Glasgow. This abiding interest saw him take on the Chair of the Glasgow Royal Infirmary in 1997 and then the Chair of the NHS Primary Care Trust in Glasgow in 1999. Mr Robertson is currently the Vice Chair of the Greater Glasgow and Clyde NHS board and has been a board member since the formation of the Greater Glasgow NHS board in 2000. A firm believer in and lover of Glasgow, Andrew has spent may years championing community mental health and community care issues and has been heavily involved in improving services in these areas. He has been Secretary of the Princess Royal Trust for Carers since 1990 and has been Secretary of the Erskine Hospital for ex-Servicemen and women for 25 years. He now serves as its Vice Chair and is heading up its strategy group. He has also been the Chair of the Scottish Building Society since 2003; a position that he recently stood down from.

“It was really exciting to be involved in the work of the health service in the early 90s. There were a few problems to be addressed and services that the community badly needed. A lot has changed since I first became involved but I have always enjoyed the work. It is important to keep your perspective – and I have a passionate, emotional feel for Glasgow. I also have a huge appreciation of and belief in the fantastic people who work in the NHS. The people with management roles in the NHS are really by and large excellent at what they do. I am keen to ensure that opportunities are given to the staff to allow them to go on developing. I currently chair the Performance Review Group for the board and this has been very rewarding and exciting. We have looked very closely at the work of the board and have been able to reduce a £58m deficit to balance the books over the past two years. We’ve also had to take account of the recent amalgamation of the Clyde services into the remit of Greater Glasgow which will bring challenges of its own. There has been a lot of change over the past few years but it’s all been worthwhile. There’s a real confidence in the board that we have achieved things; like the reorganisation of maternity services to better serve the community. We have a real feeling that we, as a team working together, are fit for purpose.”

Andrew, having chaired several, has a lot of experience of putting boards together. We thought this unique experience might be of interest to potential members.

“It’s a fascinating process – I really enjoy putting boards together. Over the years I have come across an impressive array of people who have come from different backgrounds and who have brought what we needed at the time. I have always been able to source people who were able to do the job for us and this includes an understanding about achieving a balance. It’s no use having everyone the same on a board, even if they are all good performers in their own field. People should apply. It’s a great opportunity to support some very impressive people and to make the place where you live a good place to live. If you believe in the future and you believe that there is a role for public service then it’s a very real opportunity. There can be frustrations – especially if you don’t understand how your role fits in with senior management or the politicians that you inevitably come into contact with. You have to respect and appreciate the roles of everyone involved. If you don’t understand this then it’s best to keep clear. You also have to realise that, sometimes, things won’t go right and that you might be the potential fall guy. Don’t be surprised if things aren’t always going right, don’t expect gratitude and don’t worry about it. Do the job to the best of your ability, be honest and build an understanding with the communities that you are responsible for. I can’t give you advice on applying as that’s very personal. I’ve enjoyed it.”

Andrew is an OCPAS Champion

Mr Murray Petrie is a consultant Chartered Surveyor with Lickley Proctor, Chartered Surveyors, part of Allied Surveyors plc, the largest independent survey firm in the UK. Mr Petrie has held many public positions. He was a member of the Children's Hearing system for 12 years and has been a non-executive Director/Trustee of various health bodies since 1993, serving as Chair of both Dundee Healthcare NHS Trust and Tayside Primary Care NHS Trust. He is currently Vice Chair of the Tayside NHS Board and Chair of the NHS Tayside delivery unit. Originally from the north east of Scotland, Murray, the youngest of three brothers, was heavily influenced by a father with a strong social conscience.

“My father, an electrical engineer, had been raised in Dundee in the depression in an area which suffered from deprivation, and as a consequence, he saw politics as a way of changing society, and was a man of very left wing principles. He knew the value of a good education and ensured all his sons had one.

I did not want to be confined to a desk and therefore chose property as a profession. I was apprenticed to a firm of surveyors, as that was the only way to enter the profession in those days. After qualification, I eventually became a partner and worked my way up to senior partner. Having worked 40 years with the same firm, I decided to step back and do more for my local community.

I have been involved with many different aspects of community, from involvement in charitable housing associations to a long association with the Children’s Hearing system, and also, of course, the National Health Service.

I have been married for 36 years and my wife has been a huge support to me; I couldn’t have done all the work that I have without her behind me. I have three sons of my own and all of them are involved in community work too.”

We asked Murray to tell us a bit about his role.

“I’ve been a non executive for about thirteen years and have really enjoyed the work. When I started there was an element of distrust of the health service in Tayside and a perception that it was not perhaps as devoted to the community as it might be.

However, we have been open, honest and truthful about what it is that we wanted to do. We have taken hard decisions but always on the basis of the evidence and always taking people’s views into account. This is an active process – we don’t see it as consultation so much as genuine involvement. The decisions that we do take are on the basis of the views that we get and also on the basis of our experience at the centre. The board sees the big picture, which is not necessarily available to everyone.

I am absolutely committed to leaving the organisation in a better position than when I joined it. If I manage to make that kind of a difference then I will feel that I have succeeded. That is a motivating factor, but I also wonder, “If I wasn’t doing the work, then who would?” The time involved can be phenomenal and so I think it is more important to think about the role in terms of commitment rather than time commitment. The paperwork that you need to work through can be daunting, although I think this is improving as the role of the non executives is more effectively communicated to the executives and others. The important thing is doing the right thing for the community and understanding that policy is not set in concrete.

The role of the non executive board member is very important. The new Scottish Parliament has been great for local involvement in comparison with the old arrangements. A third of the Parliament’s time is spent on health – the non executive health board members are local lay people who are interacting with politicians and clinicians. We are in an excellent position to pass up the line information on what’s going on on the ground to the Minister who is very receptive to this input.

I moved into a board member role after I stopped work with the Children’s Hearing system. I had moved from being on a panel to being a member of the Advisory Committee and I felt that I was beginning to be part of the system which was not really why I became involved. Somebody in government knew that I might have time for non executive work and encouraged me to apply. I feel I owe this contribution to the community to which I belong. I feel that we are the custodians of the ethos of the NHS, in which I strongly believe. People need to pull these roles away from the great and the good and take some responsibility. It is not an ego trip – you have to have commitment, a sense of community and a desire to help other people. We are custodians of a huge amount of public money and are part of an organisation that is important to the Scottish people. Governance, honesty and openness are very important, vital even to the success of the organisation,

It is important, however, to realise that you only get out of the role of a non executive what you are prepared to put in.

Murray is an OCPAS Champion

Lucy Grant is a mother of two, who along with her husband, runs a 1600 acre farm in Laggan, breeding Black Face sheep and Aberdeen Angus cattle.  Lucy’s first taste of public engagement came in 2002 with the establishment of the Cairngorms National Park.  Scottish Natural Heritage, which was organising the consultation process, sponsored a series of local community groups, one of which Lucy was asked to facilitate (along with one other resident).  As a farmer, she was aware of many of the issues surrounding the Park, and this, along with her experience with the local consultation, led her to apply for a position on the Board in 2003.

The Cairngorms National Park was officially constituted in September 2003 under the National Parks (Scotland) Act 2000.  It is the largest national park in the UK and aims to conserve and enhance the natural and cultural heritage of the area, promote sustainable use of the natural resources of the area, promote understanding and enjoyment of the special qualities of the area by the public and promote sustainable economic and social development of the area’s communities.  This and the other Scottish National Parks differ from those in other countries, in that they are also driven by social and economic development alongside the aims of conservation, understanding and enjoyment of the countryside.

Lucy said: “Despite my view that such Boards only consisted of academic, middle-aged men, I applied and was accepted for interview.  To be perfectly honest, I was terrified at the prospect, and I felt that the interview did not go well – the panel focussed on technical planning issues rather than my direct experience.  Consequently, I was amazed when three weeks later I was told that my name had been selected to go forward for ministerial approval.  I guess I must have said something sensible !”

Lucy was appointed for the statutory three years, officially working on Board business for three days per month, although in practice it normally takes one day per week of her time, attending meetings, reviewing planning applications and reading Board papers.  Lucy feels that she has now got the hang of the Board set-up and is able to make a valid contribution, based on her own experience as local resident and farmer.

"Myself and my 24 fellow board members discuss a wide range of topics.  CAP reform is of course high on the agenda, an issue on which I can comment based on real experience.  I am also getting to grips with the planning process and am able to have my say here too.  The great thing about the Board is the wide range of expertise and interests represented and the wide range of issues addressed.”

"I firmly believe that the aims of the Scottish National Parks, encompassing conservation and people, are extremely sound.  The Cairngorms and the other National Parks should be for all people to enjoy and they should be able to benefit from this amazing environment.  I am particularly interested in reaching out to those in urban areas, who traditionally have not connected with Scotland’s wild places, communicating the benefits that the National Park provides in terms of health and well-being, as well as the economy,” Lucy concludes.

Lindsay Burley trained in medicine in Edinburgh and went on to practice as a consultant geriatrician until the 1980s. Lindsay moved from clinical practice into health service management as a unit general manager in the Lothians where she stayed until 1991. She moved on to become Director of Planning and Development with Lothian Health Board from 1991 to 1995 and from there to take on the post of Chief Executive of Borders Health Board until 2003.

As well as running a coaching and mediation business with her husband, Lindsay is now the Chair of the National Waiting Times Centre Board, a board member on NHS Education for Scotland, a member of Court, Napier University and Convenor of the Dementia Services Development Trust at Stirling University.

We asked Lindsay how she got the position of Chair with the National Waiting Times Centre Board and how she felt about the role.

“I’ve been on the board for three years now, since April 2003. I’d just left my full time job in the health service and saw that the position had just come up. I felt that there was an opportunity to contribute to the work of a brand new organisation from the start. The National Waiting Times Centre Board had been established in 2002, when NHS Scotland bought the private hospital HCI at Clydebank and renamed it as the Golden Jubilee National Hospital. I knew that there was open competition for the position but I was encouraged by several people who felt that I would be successful in the role if I were to be appointed. I’d been immersed in the health service for many years and, to be honest, found that I’d enjoyed running things. I care about the health service in Scotland and the work is really exciting. It’s a relatively small body when compared to most other Health Boards but contributing to the work of that board does allow you to influence national policy so it is a big position. I anticipated the frustration of being in a position where I could not influence health policy and, knowing that I had much more to contribute, I decided to apply. I think that there are a lot of people out there in their 50s and 60s who are frustrated having finished full time work and feeling that they have more to contribute to public life. I knew that the position hadn’t been filled the first time that it was advertised and so I was in with a chance. Recruitment consultants were involved in the second attempt to source suitable candidates and so I went through the same process as others that were interested in the role and, following interview, I was successful. The work has been great – really exciting and rewarding. Just getting the organisation up and running and incorporated into the rest of the NHS in Scotland was a challenge. We had to make some key appointments early on – first of all there were the Board non-executive directors, followed by the Chief Executive, Medical Director and the Director of Finance over the next two years,– and of course we had an important brief to fulfil. In 2002/03, the hospital carried out 5,000 elective procedures. That figure was 28,000 in 2005/06 and continues to rise, and we know that we have made a real difference to waiting times and patient experience in Scotland. We also now have a brief to develop the West of Scotland Heart and Lung Centre at the Golden Jubilee National Hospital - this will be functional by the summer of 2007. All of this is being achieved against a background of consultation, hard work and partnership working. It will take the services we provide to another level. We also run a four star hotel – the only one run by an NHS body in the UK – and are currently developing its conference facilities, particularly for public sector clients.”

What advice would you have for anyone interested in board member roles?

“I’m sure some people will be put off if they don’t have expertise in a particular field but what people may feel is a “daft laddie question” is often the most important question to ask. It’s very important for non executive board members to be challenging of their executive colleagues while also being supportive. Interest in the organisation’s business is actually more important than experience and expertise in it. If you are thinking of applying for a board position, work at finding out as much as you can about the organisation to see if it’s for you. The work can be time consuming and preoccupying and there are always a lot of papers to read. If you are appointed, it’s important to use the first few months to ensure you get a good induction. It’s right that, at the start, you should say. “I want to learn – what can you do to support me?” People all learn differently – some will prefer to immerse themselves in background reading while others will prefer to spend time meeting colleagues. The organisation must embrace new members and that’s the responsibility of the Chair. I’d also advise people to read the small print. You should be aware that legal responsibilities come with these roles and that these responsibilities arise from your membership of the board as a whole – they apply whether or not you attend the meeting where a decision you might