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Diversity Strategy
2007 – 2010 
l C  

Home Office 3-Year Diversity Strategy 
Foreword – Sir David Normington 

Home Office Objectives, Values and Ambition 

3-Year Diversity Strategy 

Strategic Aim 1 
Strategic Aim 2 
Strategic Aim 3 
Strategic Aim 4 
Strategic Aim 5 
Marketing Strategy 
Appendix  A –  Diversity Self Assessment Questionnaire 
Appendix  B – TOR - Diversity Strategy Programme Board 
Appendix  C – TOR - Heads of Equality & Diversity Forum 
Appendix  D – TOR - Diversity Experts Group 
Appendix  E – Internal Diversity Champion Role Description 

Home Office 3-Year Diversity Strategy 
Foreword from the Permanent Secretary 
I am delighted to be launching the Home Office’s 3-Year Diversity Strategy. It sets out 
our commitment to delivering diversity in all areas of our business and our plans for 
doing so by 2010. We are determined to ensure that diversity is an integral part of our 
policies and services and the way we manage the Home Office 
We do not start from scratch. We will build on previous strategies, like our 
5-Year Race and Diversity Programme, and continue the progress we have made 
towards meeting our targets for diversity in the Senior Civil Service and the Home 
Secretary’s Race Equality Employment Targets. But the advantage of this strategy is 
that it brings all those commitments together in one place alongside the Home Office’s 
Race, Disability and Gender Equality scheme, which meets our legislative obligations. I 
think this will give us new coherence and an impetus to build on the progress we have 
made so far and go further 
Our commitment to delivering equal opportunities for all our staff and for those affected 
by our policies and services is absolute and unequivocal. We will not discriminate on the 
grounds of gender, gender identity, ethnic or national origin, disability, sexual orientation, 
religion or belief or any other factor irrelevant to a person’s work. Assessment for 
recruitment, selection, appraisal, training and career progression purposes must be 
based entirely on the individual’s ability and suitability for the work. We are committed to 
providing staff of all ages and backgrounds with opportunities to maximise their skills 
and achieve their potential, offering flexible working arrangements wherever possible 

Home Office 3-Year Diversity Strategy 
We will put in place an effective framework which ensures that there is a consistent 
approach across the Home Office in delivering to the following five aims: 
1.  Managers at all levels demonstrate effective leadership on equality and diversity 
2. Potential of under-represented groups developed to create a representative 
workforce at all levels 
3. A working environment where staff respect and value each other’s diversity 
4.  Effective Home Office implementation of statutory obligations on equality and 
5.  Services delivered in a way that promotes equality and respects diversity 
I and my senior colleagues in the Home Office have agreed this strategy and will play 
our part in ensuring it is implemented. We want a diverse workforce and aim to provide a 
working environment where all staff at all levels are valued and respected and where 
discrimination, bullying and harassment are not tolerated. We look to all our staff to play 
their part in supporting this aim 
Sir David Normington 

Home Office 3-Year Diversity Strategy 
Home Office Objectives 
Diversity must be mainstreamed into all of the Department’s work, particularly in its role 
in protecting the public as set out in our strategic objectives to: 
1.  Help people feel safer in their homes and local communities 
2.  Protect the public from terrorist attack 
3. Cut crime, especially violent, drug and alcohol related crime 
4.  Support visible, responsive and accountable policing 
5. Strengthen our borders, fast-track asylum decisions, ensure and enforce 
compliance with our immigration laws and boost Britain’s economy 
6.  Safeguard people’s identity and the privileges of citizenship 
7.  Work with our partners to build an efficient, effective and proportionate Criminal 
Justice System 
The values we developed in consultation with our staff and stakeholders underpin how 
we will achieve our objectives and guide our everyday behaviour to ensure that: 
•  we deliver for the public 
•  we are professional and innovative 
•  we work openly and collaboratively 
•  we treat everyone with respect 
These values will be underpinned by a set of behaviours to be modelled by Home Office 
Board members and the rest of the SCS 
Our ambition is to create a Home Office which is trusted to protect the public and where 
people are proud to work 
Our priorities to reach our ambition are: 
•  People at all levels who are skilled, involved, take responsibility and are 
deteremined to make a difference 
•  A Home Office organised to support effective frontline delivery and high 

Home Office 3-Year Diversity Strategy 
•  Resources matched to priorites 
•  Systems which work and make delivery easier 

Home Office 3-Year Diversity Strategy 
3-Year Diversity Strategy 
In July 2004, the Home Office launched a 5-Year Race and Diversity Programme. At the 
time, the department had lead responsibility for Race, Faith and Community Cohesion. 
In May 2006 the responsibilities held by the Department moved across to the newly 
formed department for Communities and Local Government (CLG) following a 
machinery of government change.  A review of both existing and emerging demands, 
particularly across other equality strands, led to a review of the 5-Year Programme and 
the development of this 3-year Diversity Strategy. The Strategy will help drive the 
Department’s commitment to mainstream diversity and ensure that it has a 
representative and skilled workforce to help deliver its ambition across all four priority 
Our Vision 
To create a working environment within the Home Office Group where:- 
•  Our staff feel empowered, valued and respected for their contributions 
•  We are truly diverse in our workforce 
•  We nurture the potential of all our people to perform at their best 
•  We are recognised for our commitment to tackling inequality and championing 
justice and fairness 
This Strategy will act as a strategic driver to help secure an integrated and systematic 
approach to equality and diversity across all business areas within the Home Office 
We will put in place an effective framework which ensures that there is a consistent 
approach across the Home Office in delivering to the following five aims: 
1.  Managers at all levels demonstrate effective leadership on equality and diversity 
2.  Potential of under-represented groups is developed to create a representative 
workforce at all levels 
3.  A working environment where staff respect and value each other’s diversity 

Home Office 3-Year Diversity Strategy 
4.  Effective Home Office implementation of statutory obligations on equality and 
5.  Services delivered in a way that promote equality and respect diversity 
Key Objectives 
The Department’s diversity imperatives can be summed up in three broad key 
objectives. These objectives are further broken down within each strategic aim. The key 
objectives are as follows: 
a)  Ensure that the implementation and delivery of the 3-Year Diversity Strategy is 
integrated and consistent across the department 
b)  Compliance with equalities legislation and duties across the group which include 
the publication and review of equality schemes 
c) To make use of balancing measures within the law to create training and 
development opportunities for staff from under represented groups 
Achieving Objectives  
The Strategic Diversity Action Team (SDAT) will work with all areas of the Department 
and its agencies in ensuring consistency in the delivery of the Strategy.  In addition, the 
following capabilities have been put in place to support the delivery of the Strategy:  
•  The Diversity Programme Board will meet quarterly to discuss progress towards 
achieving the five outcomes using a self assessment report (Appendix ‘A’). Each 
Board area will be asked to complete the self assessment on a quarterly basis. 
Completed reports will be circulated in advance of meetings and be validated by 
SDAT prior to board meetings. The board will be chaired by the Diversity 
Champions Network (DCN)1 representative on the Home Office Board. Each HO 
board area will be represented by someone at Director Level who is the identified 
Diversity Lead/Champion. (Terms of reference of the Board can be found at 
Appendix ‘B’) 
1 When the Cabinet Office launched its diversity 10-point plan, it also established a Diversity Champions 
Network forum made up of board level representatives from each government department. 

Home Office 3-Year Diversity Strategy 
•  Heads of Equality & Diversity or those with equivalent responsibilities will meet 
quarterly to ensure consistency in approach across the Department (Terms of 
reference of the group can be found at Appendix ‘C’) 
•  Diversity Experts Group - Diversity practitioners will meet bi-monthly to discuss 
ongoing work (Terms of reference of this group can be found at Appendix ‘D’) 
•  The Home Office Board Diversity Champion appointed by the Permanent 
Secretary will meet with board colleagues to discuss progress on a quarterly 
•  Each Home Office Board equality strand champion will attend key departmental 
events relating to their respective equality area (a description of their role can be 
found at Appendix ‘E’) 
•  Quarterly workforce diversity data reports with key messages will be provided to 
all Home Office Board members and key internal stakeholders 
•  Allocation of dedicated internal consultancy support to enable the department to 
meet its aims 
•  Provide Home Office Board members who lead on equality strands, as 
champions, with a quarterly newsletter updating them on their respective strands 
and forthcoming events 

Home Office 3-Year Diversity Strategy 
Strategic Aim 1 
Managers at all levels demonstrate effective leadership on equality and diversity 
If we are to embed diversity as part of the fabric of the Home Office, everyone in the 
organisation has a particular responsibility to take actions that will support the Home 
Office’s commitment to Diversity and equality. The actions staff need to take will vary 
dependent upon where they are in the organisation but these are the key areas where 
we expect staff at all levels to be accountable: 
Senior Leaders 
1.  Create a positive culture: set standards, challenge behaviour 
2.  Be a Diversity Champion for your part of the Office  
3. Value the diversity of your staff by creating a diversity-friendly working 
4.  Institutionalise diversity into the way you manage your business 
Line Managers 
5.  Demonstrate clear leadership on diversity issues 
6.  Manage your staff to promote a positive working environment where staff are 
treated fairly and diversity is valued 
7.  Integrate diversity into policy making, business plans and service delivery 
8.  Set a positive example to others in your team 
9.  Value the diversity of your colleagues 
10. Think about the impact of diversity in every aspect of your work 
1.  To promote the importance of integrating diversity into PDR objectives for all staff 
and line managers 
2. To promote the importance of resolving staff grievances and complaints 

Home Office 3-Year Diversity Strategy 
3.  To promote the importance of keeping staff up to date on diversity and equality 
through training and development  
4.  To ensure that all submissions show consideration of equality and diversity  
5.  To ensure that diversity objectives are built into all unit and directorate business 
Key Targets and Milestones 
1.  Diversity objectives specific to an individual’s working environment are in place 
for all staff within their PDR by 2010 
2.  All grievances and complaints are acted upon and resolved within the agreed 
policy timescales by 2010 
3.  All staff to have undergone diversity training within the 3-years preceding 2010 
4. All submissions include a section on the equal treatment implications under a 
heading of ‘Equality & Diversity ‘ by end 2007 

Home Office 3-Year Diversity Strategy 
Strategic Aim 2 
Potential of under-represented groups developed to create a representative workforce at 
all levels 
Recruiting, retaining and developing a diverse workforce has tangible organisational 
benefits. Having a workforce that reflects the UK population helps us to ensure that our 
policies and services take account of all perspectives in meeting the needs of diverse 
communities. A truly diverse workforce needs to have a balanced mix of men and 
women of all ages from different sexual orientations, ethnic and religious backgrounds, 
disabled and non disabled.  The diversity of our workforce is further enriched by valuing 
and supporting other differences such as educational backgrounds, values, skills and life 
In July 2004, the Home Office launched its 5-year Race and Diversity Programme. Now, 
half-way through this initiative, we have one of the highest proportions of ethnic minority 
staff in any government department.  Over one quarter of staff who have declared their 
ethnicity are from black and ethnic minority backgrounds. Furthermore, the Department 
is now the leading central government department on the Stonewall Workplace Equality 
Index as an LGB friendly employer following a benchmarking exercise 
Progress has been made but more needs to be done to ensure fair progression for all. 
For example, the existing SCS is yet to represent the full diversity of our workforce, 
particularly at Director level 
To underline our commitment to diversity, the Home Office has introduced tougher 
targets than those recommended by the Cabinet Office 10 point plan.  
Our targets are: 
•  40% of SCS to be women by 2008 – as at April 2007, 31.8% 
•  30% of top management posts to be filled by women by 2008 as at April 2007, 
•  8% of SCS to be from a minority ethnic background by 2008 as at April 2007,  
•  3.2% of SCS to be disabled people by 2008 – as at April 2007, 2% 

Home Office 3-Year Diversity Strategy 
1.  To meet the targets set out in the Cabinet Office Diversity 10-Point plan by 2008 
2.  To review and promote all balancing measures like development plus targeted at 
under represented groups who are both seeking and show potential for promotion 
within the next 18 months 
3.  To improve the representation of under-represented staff on mainstream training 
and development courses and programmes 
4.  To promote opportunities for staff from under-represented groups to apply for 
SCS posts 
Key Targets and Milestones 
1.  Percentage/Women – total/SCS – target 40% of SCS by 2008 
2.  Percentage/Minority Ethnic staff – total/SCS – target 8% of SCS by 2008 
3. Percentage/Disabled staff – total/SCS – target 3.2% of SCS by 2008 
4. Percentage/Women in feeder grades (G6/7) – target of 45% by 2008 
5.  Percentage/Minority Ethnic staff in feeder grades (G6/7) – target of 10% by 2008 
6. Percentage/Disabled staff in feeder grades (G6/7) – target of 3.2% by 2008 
7.  The roll-out of a revised balancing measures programme available to all staff from 
under-represented groups by end 2007 
8.  Ensure proportional representation of under-represented staff on MDP, IDP and 
feeder grade development programmes by 2010 
9.  Identify and implement measures to increase the number of staff from under-
represented groups in the SCS by end 2007 

Home Office 3-Year Diversity Strategy 
Strategic Aim 3 
A working environment where staff respect and value each other’s diversity 
There is a lot more to diversity than just visible demographics like the colour of one’s 
skin, gender or age. The diversity agenda seems to emphasise some differences more 
than others. In fact, a hierarchy of diversity with race, gender and disability has 
dominated at times to the exclusion of other equality strands. But it should be 
remembered that diversity is a broad concept and is equally about celebrating other 
more subtle differences, such as transferable skills, educational backgrounds and values  
It is important to ensure that selection is based on experience, knowledge, expertise and 
personality, in addition to demographics. Such an approach can help dismantle shallow 
arguments that individuals were recruited because they were black, a woman, or 
In short, diversity must be about the recognition of and respect for the infinite variety of 
human types and experiences. We need to manage diversity with greater creativity and 
change assumptions about what it means.  The challenge is to do this in a large and 
complex department where affairs of state and pressures of work can too easily take 
priority over equality and diversity issues.  The Home Office has long recognised that 
diversity is at the heart of its business and it is essential that it engages a workforce that 
mirrors the diverse society it serves.  This ethos serves as a driver for the work we are 
doing in this area 
The Home Office works closely with staff support networks which, in turn, play an 
important role in fine-tuning communication with management. The organisation 
provides full financial support for three networks: The NETWORK for minority ethnic 
staff; HODS (Home Office Disability Support Network) for disabled staff and Spectrum 
for LGBT staff. The Home Office also provides financial support for a:gender, a civil 
service wide support network for transsexual and transgender staff. There are also a 
number of informal staff networks that receive ad hoc financial support including HOW, a 
women’s network and some faith-based networks 
1.  To promote and fund Home Office Staff Support Groups, HODS, Spectrum and 
The Network, particularly around staff support, educational programmes and 
stakeholder engagement 

Home Office 3-Year Diversity Strategy 
2.  To support other informal staff support groups like Home Office Women, the 
Christian Fellowship and the Home Office Islamic Network in marking significant 
national or cultural events 
3.  To promote Home Office Board member attendance at key equality and diversity 
events across the Department 
Key Targets and Milestones 
1.  Percentage of staff of yes responses to: “In the past year whilst working for the 
Home Office I have been treated in a way which I would describe as bullying, 
harassment and discrimination” to fall year on year  
2.  Percentage of staff of yes responses to: “I believe the Home Office is committed 
to being an Equal Opportunities Employer” – should increase year on year  
3.  Percentage of staff of yes responses to: “Senior Management where I work value 
diversity and are committed to creating a diverse organisation” – should increase 
year on year  
4.  Funded staff support groups produce annual business plans together with annual 
reports on progress 
5.  Attendance of Home Office Board Diversity Strand Champions at 80% of events 
run by staff support groups and diversity teams 

Home Office 3-Year Diversity Strategy 
Strategic Aim 4 
Effective Home Office implementation of statutory obligations on equality and diversity 
Disability, Gender and Race Equality Scheme  
The Strategic Diversity Action Team (SDAT) co-ordinated work regarding the Home 
Office’s Race, Disability, and Gender Equality Scheme. The scheme incorporates the 
existing Race and Disability Equality Schemes and the new Gender Equality Scheme. 
The progress of the 3-year action plans within the equality scheme will be reported on 
quarterly at the Diversity Programme Board 
• The Disability Equality Duty came into force on 4 December 2006. 
This legal duty requires all public bodies to actively look at ways of ensuring that 
disabled people are treated equally. All of those covered by the specific duties must 
also have produced a Disability Equality Scheme, which Home Office published in 
December 2006 
•  In 2001, the Race Relations Act was amended to give public authorities a new 
statutory duty to promote race equality. The aim of the duty is to help public 
authorities to provide fair and accessible services and to improve equal opportunities 
in employment. Following the introduction of the race duties, the Home Office 
produced a Race Equality Scheme in 2002.  We revised and updated our Race 
Equality Scheme in 2005 
•  The Equality Act 2006 introduced a new duty on 6 April 2007 which requires public 
authorities, including Ministers and civil servants, to have due regard to the need to 
promote equality of opportunity for men and women (the Gender Equality Duty).  
Similar to the public sector equality duties on race and disability, the onus of 
responsibility will be shifted from the individual towards public authorities responsible 
for designing policies, practices and services 

Home Office 3-Year Diversity Strategy 
Why a 3 strand scheme? 
•  House the three separate schemes in the same publication 
•  Synchronise all schemes to a single anniversary 
•  Ability to review all three schemes at the same time 
•  Opportunity to identify cross strand discrimination issues 
• Integrated and consistent approach across the group 
1.  All new policies and functions together with existing ones which are deemed to be 
highly relevant to the Equality Duties undergo an Equality Impact Assessment 
and to facilitate this, all policy leads from HEO to Grade 6 undergo equality 
impact assessment training 
2.  Equality schemes together with action plans are published and reviewed within 
the statutory timescales and those actions contained within the plans are 
implemented and reported on regularly 
3.  To promote the importance of ensuring appropriate measures are in place in our 
delivery and policy areas demonstrating due regard to our general equality duties 
4.  To publish employment monitoring data as set out in our specific equality duties 
on an annual basis and encourage its use across the department 
5. To take account of changes in equality legislation resulting from the 
Discrimination Law Review and put in place measures to implement new 
requirements across the Home Office 
Key Targets and Milestones 
1.  All HEO to Grade 6 staff with policy responsibility trained in Equality Impact 
Assessing by 2010 
2.  All new policies and bills between 2007 and 2010 have been equality impact 
3.  3-strand Equality Scheme Published end April 2007 and reviewed annually with a 
commitment to produce a single integrated equality scheme by the end of 2008 

Home Office 3-Year Diversity Strategy 
4.  Progress on action plans reported quarterly at the Diversity Programme Board 
5.  Agreed minimum data sets are in place for all policy areas to help assess due 
regard to equality duties by 2010 
6.  The Home Office and its agencies publish annual employment monitoring reports 
in compliance with employment duties 

Home Office 3-Year Diversity Strategy 
Strategic Aim 5 
Services delivered in a way that promote equality and respect diversity 
The delivery and improvement of our services requires an ongoing understanding and 
consideration of internal and external customer groups to ensure both high standards in 
service delivery and the minimisation or mitigation of adverse equality impact 
The Home Office’s ongoing initiatives are a clear demonstration of the strong focus that 
we as an organisation have developed to ensure we proactively promote equality within 
business activities 
Our aim is to create a working environment where diversity is recognised, valued and 
celebrated. In delivering our business through our functions we, on a daily basis, engage 
with our increasingly diverse society. In order to respond to this dynamic environment 
and the ever new and exciting challenges it presents, we recognise that services must 
be relevant, responsive and sensitive and that the organisation must develop its skills 
and experience to bring about high quality public services 
We similarly expect that our providers take equality into account in service delivery, and 
they monitor their services in accordance with public sector equality duties. In doing so 
they must ensure their analysis uses qualitative and quantitive data to monitor the needs 
of different groups. Our commissioning guidance must therefore ensure that the 
monitoring of the take-up of services by different population groups is done to good 
effect and as a result, will enable providers to give recognition to the fact that diversity is 
important to business success in today’s increasingly diverse society 

Home Office 3-Year Diversity Strategy 
1.  To ensure all contractual arrangements with suppliers explicitly require them to 
monitor their services in accordance with public sector equality duties 
2.  To undertake external benchmarking of equality and diversity with organisations 
like Opportunity Now, Stonewall, Disability Standard and Race for Opportunity 
3.  To promote the importance of customer satisfaction surveys that assess our 
performance on accessibility of our services to diverse communities 
4.  Business areas to identify external key stakeholders, or stakeholder groups, for 
strategic business issues and ensure their engagement and involvement in 
developing and delivering our key services 
Key Targets and Milestones 
1.  All guidance and standard contractual arrangements explicitly outline supplier’s 
responsibilities to monitor services in accordance with the general equality duties 
by end 2008 
2.  To demonstrate progress year on year on departmental performance on equality 
and diversity as compared to other government departments 
3. Customer satisfaction surveys to show that people from under-represented 
population groups demonstrate similar satisfaction rates to the majority population 

Home Office 3-Year Diversity Strategy 
Marketing Strategy 
Marketing is a key tool in the integration of diversity throughout the Home Office.  A clear 
vision for the marketing strategy will maintain focus, clarity and consistency to ensure 
that everything that we do feeds into our wider objectives 
The key outcomes for marketing are:   
•  Diversity is mainstreamed - Diversity is not seen as a discrete subject/optional extra 
but is genuinely embedded into the work of the department 
•  To raise the profile of diversity issues across the Home Office Group, Whitehall and 
•  To be regarded by employers in the public, private and third sector as leaders on 
•  Managers recognise that promoting diversity is critical to improving performance 
To deliver these objectives, marketing has a number of work-streams which link to the 
outcomes of the 3-year Diversity Strategy 
•  Communication Strategy and plan 
o  A robust strategy in order to maintain focus on outcomes and avoid an ad-hoc 
o  Calendar for the year of our events as well as others where board members 
could have a presence 
o  Use mainstream communications vehicles to ensure that diversity is not 

Home Office 3-Year Diversity Strategy 
•  Producing a number of communications events throughout the year 
o  High profile bi-monthly subject-specific events 
o  Events to promote specific diversity activities e.g. Development Plus, EIA 
o  Production of ‘Diversity Delivers’ Newsletter twice yearly 
•  Effective use of Diversity website that 
o  provides easy access to diversity toolkit 
o projects 
professional image of the department 
o  reflects the way the department works 
o  is accurate and relevant and up to date 
o  uses technology to ensure that key messages are accessible to all 
•  Effective use of diversity messages 
o  Explore ways in which SDAT and the staff support networks can promote our 
work (e.g. attendance at directorate away days/team briefs, use of DVDs and 
CD ROMs etc) 
o  Explore ways in which SDAT can mainstream diversity messages e.g. by 
using mainstream stories with a diversity angle 

Home Office 3-Year Diversity Strategy 
o  Effective use of all internal communications systems 
- Inside 
- HOT 
- HOT 
- Illuminated 
in Marsham Street   
-  Use of Atrium 
- HR 
- HR 
-  Network Newsletters   
-  Civil Service diversity awards 
•  Making effective use of diversity champions to promote policies and tools  
o  Use website to promote Champions 
o  Maintain contact with Champions through regular e-mail updates on their area 
o  Ensure Champions are invited to events which relate to their area 
o  Define role of Champions 
Measuring the effectiveness of the marketing strategy 
o  Using evaluation forms after events 
o Annual 
using sample of customers 
o  Staff survey questions on valuing diversity 
Key Stakeholders 
Home Office Board 
Senior Managers 
Staff from under-represented groups 
Staff in policy areas 
Staff Support Networks 
Cabinet Office 
HR Comms advisers – bi-weekly meetings to discuss plans 
and explore links to other media 
Website – CD 

Home Office 3-Year Diversity Strategy 
HOT stories –  Home Office Today 
Opportunity Now – magazine/benchmarking 
Race for Opportunity – Benchmarking/annual dinner 
Employers Forum on Disability 
Stonewall Benchmarking 
Commission for Equality and Human Rights  
Wider stakeholders identified by the Home Office 
Stakeholder database 


Home Office 3-Year Diversity Strategy 
Appendix A 

Home Office Diversity Assessment Template  

The Quarterly Diversity Assessment Template can be found 
on Horizon at the following location: 



Home Office 3-Year Diversity Strategy 
Appendix B 
Terms of Reference – Diversity Strategy Programme Board 
The programme board will be responsible for overseeing the delivery of the 3- Year 
Diversity Strategy and will meet quarterly to review the performance against the 
following five outcomes: 
1.  Managers at all levels demonstrate effective leadership on equality and diversity 
2. Potential of under-represented groups developed to create a representative 
workforce at all levels 
3. A working environment where staff respect and value each other’s diversity 
4.  Effective Home Office implementation of statutory obligations on equality and 
5.  Services delivered in a way that promote equality and respect diversity 
The programme board will be chaired by the Diversity Champions Network 
Terms of Reference 
•  To review the performance against the 5 outcomes of the Diversity Strategy of each 
reporting area each quarter using the self assessment framework 
•  To agree the objectives and business benefits of the Programme and ensure they 
are achieved, including ensuring the Home Office complies with its statutory 
equalities duties 
•  To ensure the availability of required resources; adherence to the Programme budget 
and value for money 
•  To authorise changes to the Programme and advise on developing practices and 
standards that should be incorporated 
•  To ensure all areas of the Home Office Board are represented at Programme Board 
meetings and at least a director level representative attends 
•  To meet as a programme board on a quarterly basis 

Home Office 3-Year Diversity Strategy 
Key Objectives 
a)  Ensure that the implementation and delivery of the 3-Year Diversity Strategy is 
integrated and consistent across the department 
b)  Compliance with equalities legislation and duties across the group which include 
the publication and review of equality schemes 
c) To make use of balancing measures within the law to create training and 
development opportunities for staff from under represented groups 

Home Office 3-Year Diversity Strategy 
Appendix C 
Heads of Equality & Diversity Forum 
A strategic forum consisting of Heads of Equality, Diversity or equivalent that will ensure 
that the Home Office Group secures an integrated and systematic approach to delivering 
the 3-Year Diversity Strategy 
It will cover the following areas: 
1.  Legal Compliance issues and general and specific public duties 
a) Equality Schemes 
b)  Employment Monitoring Duty 
c)  Equality Impact Assessment 
2.  Progress against 3-Year  Diversity Strategy 
3.  Sharing of good practice 
Terms of Reference  
• Work towards securing an integrated and systematic approach to equality and 
diversity across the Home Office Group 
•  Sharing and promoting good practice across the Group 
•  Promote the importance of achieving a representative workforce 
• Raise profile of Home Group on its commitment to tackling inequality and 
championing justice and fairness 
•  Influence corporate policy on equality and diversity 
•  Where appropriate discuss and advise on external service delivery equality and 
diversity policy issues 
Key Objectives 
•  Delivery of the 3-Year Diversity Strategy 
•  Ensure compliance with equalities legislation and duties across the group 

Home Office 3-Year Diversity Strategy 
Appendix D 
Diversity Experts Group 
A bi-monthly forum, where diversity practitioners share best practice and discuss 
ongoing work to deliver the aims of the 3-Year Diversity Strategy 
1.  Managers at all levels demonstrate effective leadership on equality and diversity 
2. Potential of under-represented groups developed to create a representative 
workforce at all levels 
3. A working environment where staff respect and value each other’s diversity 
4.  Effective Home Office implementation of statutory obligations on equality and 
5.  Services delivered in a way that promote equality and respect diversity 
Terms of Reference  
•  Supporting the Heads of Equality in securing an integrated and systematic 
approach to equality and diversity across the Home Office Group 
•  Working collectively to deliver the Strategy’s key objectives, targets and 
•  Sharing and promoting good practice across the Group 
•  Keeping abreast of developments in equality legislation 
• Aiding 
identification of risks and opportunities for equality and diversity within 
the department 
Key Objectives 
•  Delivery of the 3-Year Diversity Strategy 
•  Ensure compliance with equalities legislation and duties across the group 

Home Office 3-Year Diversity Strategy 
Appendix E 
Home Office Internal Diversity Champions 
The internal Diversity Champions act as change agents, responsible for reiterating 
Home Office commitment to becoming one of the leading departments in promoting 
good practice on diversity in employment policy delivery.  The Diversity Champions will 
fulfil an advocacy role and exemplify taking personal responsibility for valuing diversity 
Role of a Diversity Champion: 
•  To report to the HOB on all aspects of their diversity strand and to ensure that 
implications of Home Office policies for that strand are considered   
•  To work to ensure that systems and processes are aligned with the organisation’s 
diversity goals and the 3-Year Diversity Strategy 
•  To ensure that they are aware of any recent departmental and legislative changes 
in respect of their diversity strand 
•  To support the work of the staff network/s associated with their diversity strand 
(where applicable)  
•  To actively support the diversity strand within the department by: 

regularly communicating the benefits of diversity 

attending events, such as conferences, workshops, internal and external 
meetings which link into the strand 

role-modelling appropriate behaviours 

encouraging a climate where staff can challenge inappropriate behaviour 
and reinforce the principles of dignity and respect 

reinforcing leadership commitment at meetings by mainstreaming diversity 
into all policy areas 

mentoring one or more staff members from within appropriate diversity 
SDAT support to Diversity Champions 
•  Provide quarterly updates to HOB Champions on diversity strands 
•  Assist Champions to promote policies and tools developed by the team  
•  Quarterly meetings to discuss business performance  

Home Office 3-Year Diversity Strategy 
•  Promote role of champions through the SDAT intranet site and other media    
HO Board Member 
Associated Staff 
Sir David Normington 
The Network 
Helen Kilpatrick 
Home Office Women  
Gender Identity 
James Hall 
Spectrum/ a:gender 
Lin Homer 
Sexual Orientation 
Peter Makeham 
Ursula Brennan 
Religion or belief 
Moira Wallace 
Informal faith networks 
include Home Office 
Islamic Network/Christian