Memorandum by Remploy (PAP 28)
Remploy is not in a position to comment on many
of the questions raised in the Issues and Questions Paper as they
relate to areas that are beyond the Company's remit and operation.
The Issues and Questions paper is very broad
in its approach and covers a wide and diverse range of issues
that are not necessarily appropriate for Remploy to make comment.
Remploy would not, for example, take a view
as to whether there should be more elected members of the House
of Lords, as it is not specifically relevant to Remploy's operation
or to the relationship it has with Government regarding public
The comments in this response will therefore
relate to Remploy's status as an NDPB and the process of appointments
It is however interesting from an organisational
and accountability point of view to note that the Commissioner
for Public Appointments is required to monitor, regulate, report
and advise on over 12,000 Ministerial appointments. This seems
to be a disproportionately broad category for a Commissioners
office to seek to regulate and perhaps consideration should be
given to classifying these appointments into particular categories
with Commissioners appointed to consider processes for each different
category identified. The appointment process for the House of
Lords would for example be very different for appointment to an
executive NDPB like Remploy and to require these different processes
to be overseen by one Commissioner is perhaps too much to ask.
Remploy supports the concept of an Independent
Commissioner regarding Appointments to NDPBs and would suggest
that such an office would be able to establish a system which
ensures that the needs of each NDPB is met whilst maintaining
a genuine accountability for independence in the process.
Remploy would suggest that the prime purpose
of such processes is to ensure that NDPBs attract and retain the
appropriate skills and competence to ensure that any NDPB provides
best value for money, operates effectively, and is accountable
for their performance and achievements.
Additionally an Independent Commissioner for
NDPBs could be the vehicle for keeping Parliament informed of
all such appointments and dealing with questions relating to the
process used in any particular appointment thus demonstrating
accountability for the independence of the process.
Under current arrangements the Chair of Remploy,
Non Executive Directors and the Chief Executive of Remploy are
all Ministerial appointments with all other Executive Director
appointments being delegated by Government to the Chair of the
Remploy takes active steps to ensure that the
requirements of Nolan are included in the recruitment process
for all Ministerial appointments and takes the appropriate steps
to ensure that the requirement for transparency in this process
is aligned with the practical aspects of acquiring suitable talent
For non-Ministerial appointments to the Remploy
Board (ie delegated to the Chairperson of Remploy) we also seek
to ensure that our sponsoring Department are made aware of the
appointment process and details of the contracts of appointed
We would recommend that this situation continue
and that the process adopted for Ministerial Appointments remain
different from non-ministerial appointments.
Non-ministerial appointments should follow best
practice in the area of Executive recruitment with experienced
Recruitment consultants being employed to undertake any search
and selection processes. Wherever practicable any Executive Director
appointments should be publicly advertised with a specific requirement
to ensure that issues of diversity are catered for in the nature
of the advertisement and in the use of appropriate media to attract
the most diverse applicant base. Such processes are most effective
when they are focused and speedily appliedquality applicants
will not be attracted to organisations that are slow and diffident
in their application of the process.
Similarly Ministerial appointments are most
effective when the process is efficient and focused. The use of
experienced, independent and approved recruitment consultants
in this process has proved to be extremely beneficial and maintains
political influence at arm's length. This seems to us to be an
important feature for Government to recognise that also preserves
the integrity of both Ministers and the NDPB concerned.
A Commissioner responsible for appointments
to NDPBs would need to establish an approved list of appropriate
suppliers to undertake this role and would also need to establish
an appropriate audit mechanism to ensure that all appropriate
procedures are being, or have been, applied.
It would be entirely appropriate for the Commissioner
to maintain a separate list of experienced and appropriate independent
observers who could be utilised to ensure objectivity in any appointment
We would advise strongly against any concept
of Parliament being involved directly in the appointment of the
current posts requiring Ministerial approval as we believe the
process would be unduly delayed and could become perceived to
be counter to the objective of reducing perceptions of lack of
Remploy Responses to Questions posed in
the Consultation Paper
1. No comment.
2. The question of how competent people
will be selected still applieswe cannot imagine how NDPB
posts can be "elected" posts when competence and capability
are key requirements.
4. It should be principally to improve the
effectiveness and value for money of NDPBs.
5. The system of independent assessors works
well and perhaps could become more independent if they are controlled
by the Commissioner for Appointments to NDPBs.
6. Generally Noalthough information
on the process of all public appointments should be made available
for the public to access.
7. We have no experience of this.
8. Final approval of selected candidates
for NDPBs in their remit is understandable as they are politically
9. We have no experience of this.
10. No comment.
11. In the appointment for NDPBsnone.
12. The present process is fine and should
not be complicated further.
13. We do not have experience of thisbut
continuing efforts should be made to increase the range of potential
candidates from a variety of backgrounds through separate campaigns
to encourage applicants.
14. Through the retention of proper selection
15. Our experience has shown that remuneration
assists the process of recruiting competent and experienced people.
We have not experienced any significant drawbacks in adopting
16. We think not. Although "experts"
will understand the "Nolan" requirements.
17. See 6 above.
18. This role is not well known.
20. Our experience of this process has been
fine and can see no reason to change at this time.
21. No comment.
22. No comment.
24. No comment.