Source · Select Committees · Public Accounts Committee
Recommendation 22
22
Accepted
Cabinet Office prioritises and conducts varied outreach activities to diversify public appointment applicants.
Conclusion
The Cabinet Office told us that one of its priorities is outreach, to develop a talent pool of potential applicants. The Government’s Lead Non-Executive and the Commissioner for Public Appointments have also declared their intention to improve outreach. The Cabinet Office told us that it has reached out to private-sector professionals, volunteers, veterans, disabled peoples’ forums, and faith communities.46 The Cabinet Office has also held “roadshow” events for prospective applicants, including in Darlington, Exeter, and Edinburgh.47 A Boardroom Apprentice Scheme has been rolled out, led by the Department for Levelling Up, Housing and Communities, which offers opportunities for people with no previous board experience to learn how a board works, both receiving classroom training and practical experience.48
Government Response Summary
The government stated it has revamped its talent and outreach offer, reaching over 2,500 people and doubling its social media reach, and will continue and enhance this activity, while tracking the progress of attendees through the applicant tracking system.
Government Response
Accepted
HM Government
Accepted
8a. PAC recommendation: In its Treasury Minute response to this report, the Cabinet Office should set out how it is measuring the effectiveness of its outreach activities and what plans it has to develop them further to reach a wider pool of candidates. 8.1 The government agrees with the Committee’s recommendation. Recommendation implemented 8.2 In mid-2023 the Cabinet Office revamped its talent and outreach offer with significant success. Over the past 12 months it has reached over 2,500 people, including 1,000 people at eight in-person events across the country, as well as more than doubling its social media reach. It has worked closely with regional partners including businesses, local authorities, charities and community groups. It has established measures to track the progress of attendees at its events through the applicant tracking system, which will enable more effective measurement of impact. The Cabinet Office intends to continue and enhance this activity in the coming year. 8b. PAC recommendation: The selection and recruitment process for non-executive directors should cover the need for them to regularly engage with ministers at all levels within a department, and there should also be in-post training to support this objective. In addition, the Cabinet Office should draw up a new code of best governance practice, which should include a requirement that all ministers and non- executive directors attend departmental board meetings as a matter of routine – this new code should be published within 12 months of this report’s publication. 8.3 The government agrees with the Committee’s recommendation. Recommendation implemented. 8.4 The selection and recruitment of non-executive board members in government departments became regulated by the Commissioner for Public Appointments in June 2023. As a result, the appointment process follows the Governance Code on Public Appointments and engages ministers in line with the regulated process. Departments will continue to engage with all relevant ministers at each stage of the process. The Cabinet Office will continue to keep this under review and will make further adjustments as necessary. 8.5 The government will continue to strongly encourage all members, including ministers, to prioritise attendance at board meetings wherever possible and will reflect that in the next update of the Corporate Governance Code for Central Government Departments. The Corporate Governance Code reflects best practice and seeks to ensure that there is a balance of representation between ministers, officials and non-executives on the board. This encourages full and frank debate, challenge and scrutiny in the board setting. Boards that are too large tend to be less effective and there should remain some flexibility to have boards that meet departmental needs and priorities; reflecting the spirit of industry best practice for effective boards.