22 July 2021

Attendees

Those present: 

Mostaque Ahmed, Finance Director and Managing Director of Finance, Portfolio and Performance
John Benger, Clerk of the House [Chair]
Isabel Coman, Managing Director of In-House Services and Estates
Marianne Cwynarski, Director General (Operations)
Sarah Davies, Clerk Assistant and Managing Director of the Chamber and Participation Team
Alison Giles, Director of Security for Parliament
Colin Lee, Managing Director of the Select Committee Team
Tracey Jessup, Chief Digital and Information Officer
Saira Salimi, Speaker’s Counsel
Penny Young, Librarian and Managing Director of Research and Information

Apologies:

Mandy Eddolls, Managing Director of People and Culture

In attendance:

Malin Eliasson, Director of Financial Management & Performance
Neil Foames, Head of Resourcing
Clare Jennings, Director of Communications     
Markos Koumaditis, Human Resources Director (representing Mandy Eddolls)
Will Newing, Head of Team Services, Governance Office
Katharine Williams, Governance Manager and Secretary to the Commons Executive Board
Gavin Woods, Head of the Enterprise Portfolio Management Office

Meeting

1. Quarterly theme: Strategy and finance

a) Finance

i. Financial remit 2022-23: Commission update

The CEB noted decisions and further feedback from the Commission’s discussion of Financial Planning and Financial Remit for 2022–23 onwards, which took place on 12 July.

ii. Financial monitoring report Q1 2021-22

The CEB discussed risks and opportunities highlighted in the report. CEB members committed to encourage teams to focus on good financial management, cost control and accurate forecasting. In particular, In-House Services and Estates (IHSE) would focus on their capital forecast and determine whether their current forecast was a realistic assessment of their estimated annual spend. It was noted that forecasting for capital projects had been particularly disrupted by Covid-19 and other factors in the past months.

b) Performance

i. Progress against the Corporate business plan & Operational metrics

The CEB noted the progress report, including those actions overdue and those scored red or amber, but did not recommend any further support or actions beyond what was already outlined in the report.
The CEB noted that the report was due to be shared with domestic committees and the Commission in September.

ii. Portfolio performance report

The CEB noted the report and discussed areas of concern in greater detail.

2. Risk

a) Deep dive: Financial risks

The CEB noted that no changes were proposed to the risk description or risk appetite.

The CEB considered the current risk scores and discussed the proposed key areas of mitigating actions at the corporate level, in light of the tougher financial climate and expectations of the Commission.

b) Principal risks and risk appetite

The CEB considered and approved the Principal Risk register as set out in the paper.

The CEB discussed the Covid-19 Principal Risk in light of the developing situation, in particular the impact on service delivery of staff having to self-isolate. The CEB agreed that current arrangements were appropriate for the recess and that it would be ready to review the situation in early September before the return of the House.

3. Urgent or exceptional items

a) Recruitment policy follow up

The CEB approved the revised draft House and PDS Recruitment and Selection Policy and Procedure, incorporating new policy positions and some further amendments.

The CEB noted the high-level communications plan summary.

4. Monthly updates

a) Parliamentary business

The CEB took note of an update from the Clerk Assistant and the Managing Director of the Select Committee Team.

b) Finance

The CEB took note of an update from the Managing Director of Finance, Portfolio and Performance.

c) Major projects

The CEB took note of an update from the Managing Director of In-House Services and Estates.

d) Security

The CEB took note of an update from the Director of Security for Parliament and the UK Parliament Chief Digital and Information Officer.

e) Sub-boards

The CEB took note of an update from the Director General (Operations).

5. Reflections, updates and AOB  

a) Culture reflection

The CEB reflected on tensions inherent in being a politically impartial employer.

6. Take note papers

The CEB noted the following papers:

a) CEB decision and action log / minutes

b) Reports from the Commission and Domestic Committees

c) Sub-board agendas and minutes

d) Minutes of the Restoration & Renewal Sponsor Body

e) Internal audit reports

i. Strategy and three-year plan
ii. Pandemic preparedness

f) Structural budgetary organograms

7. By correspondence

The CEB took the following papers by correspondence ahead of this meeting:

a) Annual report and accounts 2020-21

The CEB noted the report.

b) Portfolio performance report, June

The CEB noted the report.

8. Joint board meeting 13 July

The CEB held a joint board meeting with the House of Lords on 13 July. Topics of discussion were the Office of the Chief Digital and Information Officer and the R&R Governance Review. Any formal decisions would be taken outside that meeting by the separate boards.