3. Round up of pre-meeting session 3.1 In its informal pre-meeting session, the Board had discussed the ongoing industrial dispute. 3.2 As part of the regular programme of Board development, Commissioners had been briefed on the Commission’s UN treaty monitoring work. This had been well-received and Commissioners expressed their continued support, and the importance of integrating treaty monitoring across the Commission’s workplans. 4. Minutes of the previous meeting 4.1 The minutes of the Board’s 69th meeting of 23 January (EHRC 70.01) were agreed as a correct record. 5. Matters arising 5.1 The Board noted that items on the actions log were either complete, in progress or were to be addressed at today’s meeting. 6. CEO’s overview 6.1 Rebecca Hilsenrath gave an overview, noting that following feedback this would deal more prominently with performance and risks. Recent engagements were as listed in the report. 6.2 On the Commission’s independence, Rebecca had met with the Department for Education Permanent Secretary (Jonathan Slater) who appeared to be sympathetic to the Commission’s aim of enhancing its independence. She noted that the delay to the appointments process was an area of risk. The executive would continue to pursue changes to the Commission’s accountability arrangements which would enhance its independence, being mindful of the UN re-accreditation process due in a future year. 6.3 On stakeholder engagement, Rebecca Hilsenrath updated the Board on the high-level Strategic Reference Group, which had met to discuss the Commission’s business planning. A new stakeholder and parliamentary strategy had been developed. In terms of international engagement, it was notable from attending the conference of the General Assembly of NHRIs that the Commission was held in high esteem by the NHRI community. 6.4 The Chair’s appointment had been welcomed by the Scottish and Welsh Governments. A ‘tri-nations’ meeting between the Executive Directors for England, Scotland and Wales and relevant Commissioners had been helpful. 6.5 The Commission’s messages on Brexit were getting traction, including in a meeting with Keir Starmer and at an event held by the Equality and Diversity Forum.
barriers in the appointment process, which could be addressed when two new members are recruited in November. In the meantime the Committee would coopt a member in an advisory role. It was noted that this is also a problem for the Board, which the Chair intended to raise with the Secretary of State. Work had been taking place in Scotland on cities and on socio-economic status and rights. A meeting had taken place with Kezia Dugdale, leader of Scottish Labour, and a meeting with the First Minister was planned. 9.2 Commissioner June Milligan set out highlights from the Commission in Wales: A new Head of Wales was due to start soon. Although there had been a large number of applications for Wales Committee membership, only two had been shortlisted (compared to five vacancies). The process had been paused because the pool of candidates had lacked diversity and a sufficient range of skills. The publication of Who Runs Wales? had been a significant landmark for the Commission. There had been some useful stakeholder engagement, such as a meeting with the Abertawe Bro Morgannwg University Health Board which has an ethos of rights-based public services; and with the Governor of HMP Berwyn who is committed to prison reform. 9.3 Isaac commented that the three nations meeting which took place prior to the Board meeting offered the opportunity for more joined-up working. There would be more to discuss concerning governance at the next meeting. 10 DC Deputy report 10.1 The report was 11 ARAC and HRRC Chairs reports 11.1 ARAC had considered the matter of income generation by the Commission, but issues concerning independence had been identified by the auditors. The risks and benefits were under consideration. 11.2 The Business Plan paper being reviewed by ARAC includes a greater focus on risks, and the Committee’s discussion will inform the Executive’s 11.3 HRRC had noted that while the number of interim staff in the Commission was being managed downwards, the overall reduced headcount meant an increase in interims as a proportion of staff.