“The Equality and Human Rights Commission was established 18 months before it became operational, to enable a smooth transition from the three predecessor organizations. But delays in bringing in resources sufficiently quickly meant that, when it started doing its job, it lacked more than half of its complement of directors, and made the mistake of re-employing some senior staff from predecessor bodies without authority.
“The shortage of senior staff weakened EHRC’s ability to develop a clear business strategy, agree an organisational design and ensure effective operational management was in place. These problems could have been avoided if the transition from the previous equality commissions had been better planned. The EHRC has since made welcome progress in improving its controls and governance.”