No Place for a Woman
Northern Ireland Women's European Platform
Widening and linking the circles
In both jurisdictions, additional ways of identifying and recruiting more women must be introduced. This includes
* closer links with women's voluntary and professional organisations
* innovative actions such as using women already on public bodies to help
recruit other women
* using multi-media promotional mechanisms
* the introduction of more flexible working practices by Boards - for example, the timing of meetings, the prompt repayment of expenses.
The role of employers
Younger people and women are less likely to be in senior positions in employment where they have control over their own time It is therefore more difficult for them to attend meetings during working hours and to spend time on the work associated with public appointments. Employers need to be encouraged to make commitments to allow employees to accept public appointments, not simply from a public service perspective but because the individual will gain new skills, knowledge and contacts which will enhance their contribution at work.
Payments
While public service must be encouraged as a primary motivator it important that there is a recognition for the work and responsibility taken on by those serving. We recommend a review of payments in both jurisdictions is needed to establish a fair system which reflects the value of the work involved and a clear criteria within and across different bodies where payments are made.
Induction and training
Induction and training are important in ensuring that members can make an effective contribution to the work of the body. The knowledge that they would be provided with appropriate induction and on going training is likely to encourage more people to put themselves forward for appointment. We recommend that the Governments draw up clear guidelines for all bodies requiring that they:
* make explicit the responsibilities of their board members
* provide induction programmes to those newly appointed
* develop on going training as needed by members
* set up appraisal systems.
Appraisal
* An effective appraisal process that is transparent, impartial and directly
involves members is vital.
* To motivate members and provide valid information for decisions regarding
re-appointment.
* To provide a record of contribution and help ensure that particular skills
can be most effectively used.
* The development of appraisal systems in the interest of the individual and good governance
* We recommend the development of appropriate information and training for those involved in carrying out such appraisals.
Independence and impartiality
Any perception of unknown people of an inner circle making unaccountable decisions must be addressed. We recommend that in Northern Ireland attention be given:
* to the role of independent assessors in the process
* to the criteria used in selecting independent assessors
* to the training available to them
* to how they participate in the process
* to their accountability
In the south the system of independent assessment should be considered as a mechanism for introducing balance into an overwhelmingly politically driven process.
Rotation
The issue of rotation needs to be addressed. While it may be recommended that members should serve on a maximum number of boards at any one time this does not prevent people continuously moving from one board to another - becoming long term 'quangocrats'. This effectively blocks the introduction of new blood. In both jurisdictions a central database of those serving on public bodies would ensure that the extent of involvement of individuals is known. We also recommend that a limit should be placed on the number of bodies that an individual can be a member of at any one time and that a code of practice should be drawn up to ensure that there is a balance between utilising experience and bringing new people into the system.
Nominating Agencies
Nominating organisations should be required to meet the same standards of transparency and accountability, which we recommend the Governments set for themselves. However they should also seek to develop best practice in terms of their support for those they nominate, training for potential nominees and succession planning which passes knowledge from experienced members to those potential or newly appointed.
Reviewing progress
The performance of Government should be regularly monitored and assessed. Similar annual reports should be published, north and south, and should contain comprehensive information which would:
* monitor progress
* inform good practice
* encourage participation
* promote public service.
Published reports such as those currently prepared by the Secretary of State
for Northern Ireland or the Commissioner for Public Appointments should
include details of actions taken by Departments to enhance equal opportunities
and an analysis of the success of these. |
