State Boards Process

State Boards manages Board appointments across state agencies numbering in excess of 240. These Agencies include Commercial, Non-Commercial, Oversight Agencies, Regulatory Authorities and a range of other public bodies.

State Boards is the process through which we select and recommend for appointment, Chairpersons and Members (Non-Executive Directors), to the boards of State Agencies. The publicjobs website is the portal through which all vacancies are advertised, with information provided on the appointments process and quarterly reports on all appointments are published.

State Boards selects and recommends for appointment expressions of interest for Members / Non-Executive Directors to the boards of State Agencies. Our website, www.stateboards.ie is the gateway through which we advertise, provide information and report on a quarterly basis appointments completed.

We provide an open and transparent process to identify eminently qualified candidates for the boards of State Agencies. The State Boards process operates under the Guidelines on Appointments to State Boards 2014 (Guidelines on Appointments to State Boards)

The State Boards process operates under the Guidelines for Appointments to State Boards 2014

For information on Guidelines on appointments to State Boards and New Era Boards

Role of a Board Member

Members of State Boards are appointed to act on behalf of citizens to oversee the running of the affairs of State bodies. State bodies must serve the interests of the taxpayer, pursue value for money in their endeavours (including managing risk appropriately), and act transparently as public entities. Members of State Boards, and the relevant management team, are accountable for the proper management of the organisation.

Board members should act on a fully informed basis, in good faith, with due diligence and care, and in the best interest of the State body, subject to the objectives set by Government.

The Code of Practice for the Governance of State Bodies 2016 provides a framework for the application of best practice in corporate governance by both commercial and non-commercial State bodies.

In order to be an effective contributor on a State Board, it is recommended that members should:

bring independent and objective scrutiny to the oversight of the organisation;
be prepared to be challenging when necessary while being supportive to the delivery of organisational strategy and objectives;
be equipped to offer considered advice on the basis of sound judgement and experience; and
be prepared to make a time commitment to their work commensurate with their role.

Competencies for Membership of a State Board

There are several competencies that may be deemed relevant to a position on a State Board which are listed below. However, different organisations and board vacancies may require different competencies and these will be outlined in the documentation associated with each opportunity as it arises. The typical competencies include:

An ability to take a broad future focused perspective on issues

An ability to understand and anticipate the effect of environmental and economic issues on an organisation

The ability to critically analyse information to identify the most relevant and critical issues

A strong sense of ethics and integrity.

Has a good understanding of what may constitute or be seen as a conflict of interests and acts to avoid or address issues of conflict of interest.

An appreciation of the state and the public as key stakeholders

An understanding of good governance practices.

An ability to work effectively with others as part of a team

An ability to work with people with different perspectives to identify common ground and mutually acceptable solutions to problems

A clear focus on the responsibilities of their role as a board member.

A strong commitment on ensuring they add value and positively impact on the organisation

The resilience to adapt to changing circumstances

The tenacity to persevere in challenging situations

Acts as a role model for Board representation

Comfortable operating within a digital environment

The ability to communicate clearly through spoken and written words

The ability to ask relevant and pertinent questions

An ability to understand high-level financial data

An appreciation of budgets and good financial management practice

The acumen to manage a business effectively

Eligibility

Applications are welcome from people who believe they have the relevant skills and experience to join a State Board, barring any disqualifications that may apply under legislative provision.

Certain of these provisions are outlined in the Companies Act, 2014 and the Company Law Enforcement Act, 2001.

An undischarged bankrupt cannot be an officer of a company. Section 132 (1) states that if any person being an undischarged bankrupt (a) acts as a director or secretary of a company or (b) directly or indirectly takes part or is concerned in the promotion, formation or management of a company, the person shall (unless he or she does so with the leave of the court) be guilty of a category 2 offence. “Undischarged bankrupt” means a person who is declared bankrupt by a court of competent jurisdiction, within the State or elsewhere, and who has not obtained a certificate of discharge or its equivalent in the relevant jurisdiction.