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Strategic plan of the Equality and  
Human Rights Commission 2009–2012
Laid before Parliament pursuant to  
Part 1 Section 4(4) of the Equality Act 2006
If you require this publication in an 
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01  Introduction
42   Chapter 6 
Our ways of working with others
45   Chapter 7 
06   Our journey... building  
Our organisation and the resources 
on a century of progress
we have available
08 What we do
52   Chapter 8 
12  What we believe
Our promise – what we will deliver
14  A new story
54   Work programmes 2009–2012
18  Our key message
84   Contacts
19  We will...
20   Chapter 1 
Our strategic approach
24   Chapter 2 
Our mission
27   Chapter 3 
Our environment
33   Chapter 4 
Our principles and priorities
38   Chapter 5 
Our tools – the modern  
regulatory approach

Our job is to break down 
inequality, build opportunity 
and support a civic society 
where fairness and the right 
of the individual to a life of 
dignity and respect is not 
merely an ideal but a fact.

Our strategic plan 2009–2012
For the first time, a statutory body 
We describe how we intend to take  
has the responsibility to protect, 
forward the mission of our predecessor 
The Equality and Human 
enforce and promote equality across 
bodies, as well as how the Commission  
the seven ‘protected’ grounds – age, 
will use the new powers it has been granted 
Rights Commission is 
disability, gender, race, religion and 
by Parliament to protect the individual  
belief, sexual orientation, and gender 
against discrimination, enforce the law  
reassignment. So this, our first three  
and promote equality, good relations and 
charged by law with a 
year strategic plan, encompasses all the 
human rights. The plan makes clear that  
protected grounds. It also prepares us  
we intend to focus our resources in 
vital mandate: to protect 
for the radically changed landscape that  
accordance with the evidence of greatest 
will grow from the proposed new equality 
need. In some cases this will mean 
legislation, taking into account, for 
concentrating on specific kinds of 
individuals against 
example, pregnancy and socio-economic 
discrimination; in others it will mean 
status as causes of systemic inequality. 
concentrating on inequality that stretches 
discrimination, to enforce 
across the protected grounds; in others it 
The plan summarises our priorities and  
will mean tackling inequality on completely 
sets out a series of programmes and 
new grounds such as caring status.
the laws on equality and 
projects that we believe will help to make 
Britain a fairer, more equal place, with 
But at the heart of our mission, our 
fewer of us likely to face discrimination  
integrated mandate means that we will  
to promote fairness and 
and more of us able to realise our potential 
act across all the areas for which we are 
to the full. In particular, this plan addresses 
responsible, promoting fairness through 
the question of how the Commission will 
structural change that benefits the 60 
human rights for everyone. 
support the implementation of the Equality 
million people in Britain. We will always  
Bill, a measure which we believe has the 
be ready to tackle the specific issues of 
potential to change the equality and human 
discrimination, inequality and human 
rights landscape for the better. We also 
rights failings that matter to each of the 
explain in concrete terms how we will  
protected groups we are concerned with. 
work authoritatively and with increased 
capacity across the whole of our mandate. 

Our strategic plan 2009–2012
There can be no fair society if age, 
4: Promote understanding and awareness  
The people who were involved in  
In the coming three years we intend to 
disability, gender, race, religion and  
of rights and duties – deliver timely  
this process came from a variety of  
capitalise on the relationships we have been 
belief, sexual orientation, and gender 
and accurate advice and guidance  
backgrounds – business, public service,  
building with people and organisations who 
reassignment remain as markers of 
to individuals and employers
the voluntary and community sector,  
have an interest in the Commission’s work, 
disadvantage; and there can be no lasting 
trade unions, academia – and they 
and we will find more ways to secure the 
5: Build an authoritative and responsive 
or deep-rooted progress for disadvantaged 
represented the interests and concerns  
expert advice of many in our projects and 
groups unless we make a robust case for 
of the full diversity of British society.  
our decision-making. The hard work of 
fairness which involves everyone. 
Most were engaged in the day-to-day work 
delivering this strategy can only succeed 
In delivering this plan we will not be 
of advancing equality and human rights.  
with the involvement and goodwill of the 
In establishing how we will meet these 
working alone. We already have many 
I cannot overstate the debt the Commission 
widest possible coalition. I hope and  
ambitions, we sought to identify – together 
dozens of partner organisations who share 
owes to those working on the frontline  
believe that our plans match that ambition.
with everyone involved in the consultation 
our dedication to equality, good relations 
– both for that daily work and for bringing 
– the challenges that we have to focus on. 
and human rights, and we consider it vital 
their expertise to bear on the development 
The process of creating strategy is centrally 
to work in close collaboration with them  
of our strategy. 
about choice, and taking decisions about 
– for example, the developing relationship 
where to direct resources. 
with our fellow Non-Departmental Public 
In the delivery of this plan over the next 
Body, the Women’s National Commission, 
three years we know that we will need to 
Those choices led to the development 
also sponsored by the Government 
build new relationships and to invest in 
of the five strategic priorities that sit 
Equalities Office. In developing this plan  
mobilising our stakeholders. We know  
Trevor Phillips  
at the heart of this plan:
we have started as we mean to go on.
we will be tested on results for real people, 
1:  Secure and implement an effective 
not lots of warm words. We intend to 
Equality and Human  
I would like to thank all of the people who 
legislative and regulatory framework  
strengthen the architecture for the 
Rights Commission
took part in our consultation and offered  
for equality and human rights
involvement of our existing partners,  
us their insights, evidence, experience and 
and to expand our stakeholder universe to 
2: Create a fairer Britain, with equal life 
ideas. We received over 400 contributions 
help us achieve that. We know that the task 
chances and access to services for all
to the online consultation and welcomed 
of making Britain fairer and more equal is 
more than 780 participants to events across 
3: Build a society without prejudice, 
not one that we can achieve by ourselves.
England, Wales and Scotland. Without 
promote good relations and foster  
those contributions we simply would not 
a vibrant equality and human  
have been able to develop a plan which  
rights culture
was directed at the right targets or which 
could possibly work in the real world. 

Our strategic plan 2009–2012
Universal Declaration of  
Equality Act 
Human Rights recognises that 
creates the new 
‘the inherent dignity and of the  
Trade Union 
Equality and 
equal and inalienable rights of  
Reform and 
Human Rights 
all members of the human family 
is the foundation of freedom, 
Rights Act gives 
justice and peace in the world’.
every working 
Nancy Astor 
woman right to 
maternity leave.
discrimination   Equality (Age) 
first woman 
decriminalisation of 
in employment  Regulations 
to take a 
homosexuality. Age 
on grounds  
Union of 
seat in 
Arrival of 
of consent for gay 
elected as 
of religion  
the Empire 
men set at 21. 
UK’s first 
or belief or 
in employment 
on grounds of 
Discrimination  created.
age unlawful.
Equal Pay Act.
Representation  First Race 
Human Rights  
of the People 
Relations Act 
for Racial  
Act passed.  
Act gives 
Equality created.
It is ‘the most 
Act creates 
women the 
a legally 
over 30 
vote on equal  discrimination 
living centre 
get the 
on the ‘grounds 
opens, aiming  
of human 
to men.
of colour, race, 
to ‘promote the 
rights in 
for people   The Equality 
or ethnic or 
to change 
and Human 
national origins’.
inclusion of 
law since  
Age of  
Sex Discrimination Act.
disabled people 
the 1689  
into the 
Bill of Rights’, 
equalised for 
opens its 
according to 
gay men, 
doors for  
Jack Straw.
lesbians and 
the first  
Our journey... building 
time on 
October 1.
on a century of progress

Our strategic plan 2009–2012
What we do
Our mandate derives from  
support of the public. We are 
an approach to equality and 
living through rapidly changing 
opportunity which builds on  
times, both economically and 
a history of progress by our 
socially. We believe that there  
legacy commissions and many 
is a ‘diversity dividend’; that  
others. We are a modern 
the more inclusive we are the 
regulator charged with 
more benefits we will reap.  
upholding fair treatment  
By ensuring that we draw  
and addressing inequality. 
upon the skills of everyone  
we will be better as a country.
We are here for the 60 million 
people of Britain, to ensure 
To help us fulfil our objectives 
everyone is treated with  
we have unique powers. We  
dignity and respect. We  
can take legal cases on behalf  
believe no one should have  
of individuals to test and  
to deal with the pernicious 
extend the right to equality  
effects of discrimination and 
and human rights; set up 
that prejudice has no place  
inquiries to investigate the 
in a modern, open society. 
behaviour of institutions; 
enforce the public sector 
Parliament has set us the tasks 
equality duties; use our 
of promoting equality, enforcing  influence and our authority  
the law, protecting the human 
to lead new debates, building  
Working better
rights of all and ensuring good 
our arguments from the 
relations in society. They are 
evidence we collect and  
Our Working Better report, published 
ambitious aims that can only  
publish. We are an independent 
in March 2009, drew on examples  
be achieved in partnership with 
publicly funded body. 
of flexible working like the bakery  
our stakeholders and with the 
at Sainsbury’s in Camden Town, 
pictured. The report set out detailed 
plans for reforming parental leave  
and promoting greater flexibility in  
the workplace.

Our strategic plan 2009–2012
‘I think we’ve gone as 
far as we can with the 
single identity group. 
We need to bring others 
along with us. If we 
create a bigger voice, 
the Government is 
going to respond to it.’
Baroness Jane Campbell 
Equality and Human 
Rights Commission
Sharon and Oliver Coleman
The Commission took the case of 
Sharon Coleman, pictured with her 
disabled son Oliver, to the European 
Court of Justice. The case established 
new rights for the millions of carers 
across the UK, protecting them against 
discrimination by employers.

Our strategic plan 2009–2012
What we believe
We are a public body 
They want businesses to 
charged with helping create a 
understand that reputation 
society where people can live 
matters as much as the bottom 
their lives to the full, whatever  
line. They want public bodies 
their background or identity. 
that are efficient and spend  
Our evidence shows that there 
the public’s money wisely.
are often common roots of 
Nobody wants assumptions 
inequality and that with a 
made about them because of 
joined-up approach across  
their background or make-up,  
our mandate we can achieve 
be they a white man looking  
real, systemic change. By 
to retrain, a black woman who 
working together with a wide 
needs support for her business, 
range of groups our voice and 
a gay undergraduate, a young 
the voices of those we speak  
child from a run-down estate,  
for will be amplified.
a mother who wants to work  
We believe in empowering  
or a disabled person looking  
the individual. By putting the  
for the right support. There  
power in the hands of those  
are seven specific pillars to  
who need it we can move  
our mandate, the seven  
away from centralised control.  
strands where we will tackle 
We believe in communities: 
discrimination and use the  
communities of place and 
law to create greater equality 
Farmida Bi, Sabina Iqbal 
communities of interests.
– they are: gender, race, 
and Salma Yaqoob
disability, sexual orientation, 
People want services that are 
religion or belief, age and  
The Commission’s Muslim Women 
tailored to them and want 
gender reassignment.
Power List celebrated the achievements 
barriers taken out of their way. 
of professional Muslim women  
They want organisations in  
such as Bi, from the law firm Norton 
the public and private sector  
Rose, Iqbal, from Deaf Parenting UK,  
to be transparent about how 
and Yaqoob, a Birmingham  
they behave. 
Councillor, pictured. 

Our strategic plan 2009–2012
A new story
The pursuit of equality 
It is not enough for us to  
has, historically, been one of  
identify problems: we must  
fighting discrimination against 
find solutions. We want to 
individuals. It has been geared 
enable people and organisations 
towards redress for offences  
to act fairly, rather than simply 
that have already been 
punish them if they step out  
committed. Essential as that 
of line. We will work with  
approach is, we cannot only  
those who do well, help those 
rely on people taking their  
who want to improve, and act 
cases through the legal system. 
against those who do not.
We must also focus on working 
Our work must engage  
for systemic change and culture 
people’s emotions. We tell 
change, as our predecessors  
people’s stories – and we learn 
did, as well as individual justice. 
from them. We listen and we 
This is where fairness and 
deal with the world as it is, 
equality intersect and support 
rather than as we would like  
one another – fairness is  
it to be. We act as a broker, 
about a culture of equality,  
bringing judgement and legal 
an instinctive reaction against 
authority to difficult, fractured 
discrimination and prejudice,  
debates. We will often need 
a celebration of difference  
legislation to do our work but  
where all talents can flourish. 
we will also need the power  
Equality is about the set of 
of voice, argument and 
principles we hold dear and 
Jack Thomas
authoritative evidence  
ensuring, with the law if 
to make our case.
Our legal work allowed Jack Thomas,  
necessary, that they are upheld.
14, pictured, from Swansea to compete 
in the UK Schools Games. Learning 
disabled athletes had been excluded 
from the Games and the Paralympics  
as a result of cheating at the 
Paralympics in 2002. 

Our strategic plan 2009–2012
It is not enough for us  
to identify problems:  
we must find solutions.
We want to enable 
people and organisations 
to act fairly, rather than 
simply punish them if 
they step out of line.
Gloria Buckley
We make sure that public authorities  
are fulfilling their legal duties to 
promote equality and good relations. 
We have investigated local authorities’ 
provision of authorised Gypsy and 
Traveller sites, like the three managed  
by Gloria Buckley, pictured.

Our strategic plan 2009–2012
Our key message 
We will...
Work to bring about a landmark  
Inspire the next generation to  
Equality Act that eradicates unjustified 
embrace the values of equality  
We want all to flourish, 
discrimination and releases talent through  
and human rights. 
a simpler legislative framework.
Protect and promote the human 
not some at the expense 
Ensure that the law works for 
rights of all, implementing the 
individuals, breaking through injustice, 
recommendations of our Human Rights 
of others. Nobody wants 
making strategic interventions and 
Inquiry to ensure a culture of dignity  
supporting individual cases. We will  
and respect in public services, and 
also work with others to increase the 
safeguarding our civil liberties.
assumptions made about 
availability of legal representation.
Build the capabilities of our organisation  
Deliver a grants programme that helps 
to act as a modern regulatory body 
them because of their 
to widen the reach of the voluntary and 
ensuring that breaches of the law are dealt 
community sector, fulfilling our mandate  
with swiftly, proportionately and efficiently.
background or identity. 
to strengthen good relations and bring 
Communicate directly with the 
people together.
public, developing new platforms and 
We believe this is the 
Work with the public and private 
tools through the Commission’s digital 
sector to provide high-quality advice  
strategy, and give people information 
and guidance on the law and ensure  
so they are empowered to seek redress.
modern consensus.
that the law is enforced.
Publish an agenda-setting triennial 
Prepare public authorities for the next 
review to assess the state of equality and 
generation of the public duty, delivering 
human rights across Britain, and make 
practical guidance and promoting best 
concrete recommendations for reform.
practice focused on achieving results, 
Create meaningful partnerships 
namely better outcomes for  
with our stakeholders to advance  
disadvantaged groups.
equality and human rights across Britain.

Our strategic plan 2009–2012
The benefits of creating one equality and 
(c) Making faster progress in increasing 
human rights organisation are that our 
equality and respect for human rights:  
Chapter 1
approach is consistent across the different 
we will consistently and efficiently confront 
areas of our remit. We will continue to 
issues where progress has either stalled or 
Our strategic approach
make a tangible difference to the public 
gone into reverse.
who fund our work.
1.4 In adopting this regulatory approach, 
1.3 This plan sets out the most effective 
we will focus our resources where the 
Our strategy is driven by our vision of a better  
ways in which we can work to improve 
impact is likely to be greatest:
people’s life chances and reduce 
Britain built on principles of fairness and respect,  
(a) We will take into account evidence of 
both the extent and severity of systemic 
our statutory duty to eradicate discrimination,  
We define our regulatory approach as using 
discrimination before deciding how to 
and the needs of the society in which we operate.
our unique powers, alongside the existing 
respond. Our analysis is based not on a 
equality and human rights legislation, to 
presumption about particular groups,  
achieve our objective: a fairer, more equal 
but hard evidence. We will look at a wide 
Britain. We will tackle discrimination, 
range of objective evidence to ensure that 
1.1 This three-year strategic plan sets out 
We will empower others by 
reform institutions and balance competing 
harm or detriment does not go undetected.
the Commission’s strategic direction: our 
guaranteeing a trusted way through the 
interests as the regulator of principles set 
(b) We will adopt a targeted approach  
priorities and work programmes from  
system for those in need; by providing 
out in Britain’s equality, human rights and 
to private sector organisations, 
April 2009 to March 2012. It shows how  
authoritative advice and support for those 
good relations enactments. We will protect 
complementing our existing engagement 
we intend to fulfil our statutory obligations  
faced with discrimination and inequality; 
and promote the provisions in the Human 
with the public sector. We will act to 
as the independent advocate for equality 
and by working alongside other regulators, 
Rights Act. This approach to our remit will 
prevent unlawful discrimination, not only 
and human rights in Britain efficiently  
inspectorates and authorities to create 
have the following benefits:
to prevent individual abuses but also to 
and effectively. We will use our unique 
effective tools for action. We will lead by 
(a) Building public and stakeholder 
send a broader message about the type  
powers to create change, and to empower 
ensuring that our stakeholders’ voices are 
confidence: we will intervene only where 
of Britain we aspire to.
and enable others to work with us.
heard; or, where it is right, speaking out 
there is objective evidence of harm and 
independently; we will be partners and 
(c) We will encourage a culture of higher 
Our role is to create a strong vision, to 
where it is clear that such an intervention 
advocates for those who will benefit from 
expectation in the private sector, enabling 
transform culture and influence thought,  
would be justified and proportionate.
the backing of our reputation and authority.
those not in the vanguard (‘willing but 
to provide the definitive interpretation of 
(b) Safeguarding our independence:  
nervous’) to learn from the experience of 
how the human rights and equality laws are 
1.2 The Commission will continue to  
the Commission differs from government  
those committed to equality (‘leaders’).  
used, and to act on breaches of legislation 
deliver efficiency and value for public 
in that we work at arm’s length from 
We will use our powers, where appropriate, 
with the range of our enforcement and 
money. We have brought together three 
ministers. This will help to ensure that  
to highlight the failings of those who are in 
regulatory powers.
separate equality commissions: the 
the Commission is trusted by stakeholders 
breach (‘laggards’). We will support those 
Commission for Racial Equality (CRE), the 
and the public alike. Our evidence and  
who are willing to change by producing 
Disability Rights Commission (DRC) and 
what we say is independent and objective.
clear, relevant and accessible guidance.
the Equal Opportunities Commission (EOC).

Our strategic plan 2009–2012
1.5 We will work with others to  
1.6 We have a well-defined role in helping 
Our work programmes demonstrate how 
■   Building the capabilities of our 
maximise impact:
individuals to understand their rights, 
we will put this approach into practice to 
organisation to act as a modern  
supporting them where appropriate:
achieve our objectives:
regulator by consolidating our 
(a) We will work alongside key government 
intelligence gathering, monitoring, 
departments, including our sponsor, the 
(a) We will upgrade our helpline service  
1.8 The work programmes define where we 
compliance, and enforcement functions.
Government Equalities Office (GEO), as 
to ensure that the information it provides  
will focus our resources, and how we will 
well as the Ministry of Justice (MOJ), the 
is customer-focused and linked to a broader 
work with others. Our work over the next 
■   Working alongside government 
Department of Local Government and 
infrastructure of advice and support. The 
three years will include:
departments and agencies to reduce 
Communities (DCLG), the Department for 
Commission’s helpline cannot directly serve 
inequality on key measures in 
■   Preparing public authorities and private 
Work and Pensions (DWP) and the Office 
60 million people across Britain,  
employment, criminal justice, local 
sector employers for new equalities 
for Disability Issues (ODI). We will work 
so we will invest in the capacities of others 
government, education, and participation 
legislation that will harmonise and 
closely with the devolved Government  
and support the development of a wider 
in civic life. We will carry out thematic 
simplify the law, by producing practical 
for Scotland and the Welsh Assembly 
infrastructure of advice and advocacy.
reviews and inquiries and use relevant 
guidance and promoting best practice.
Government which are responsible for  
legislation such as the public duties.
(b) We will develop our website to ensure  

most issues that affect people’s daily lives  
   Ensuring compliance among public 

it is seamlessly integrated with the  
   Making the law work better for 
in Scotland and Wales. The aim is to  
bodies with their existing statutory 
helpline, and that together they offer  
individuals where their rights have  
deliver a joined-up approach to equality 
human rights obligations and the equality 
a clear route for individuals to access  
been breached, taking strategic legal 
and human rights.
duties, by monitoring and enforcing 
the resources we provide.
interventions that help to establish  
compliance with the current legislative 
(b) We will work with and through existing 
points of law and that can be used to  
(c) We will be clear about the legal cases  
framework including the Human Rights 
regulators and inspectorates, encouraging 
set legal precedents.
we pursue and support on behalf of 
Act. In Scotland, we will work in 
them to make greater use of their powers  
individuals, ensuring that these are focused 
partnership with the Scottish Human 
■   Delivering our new grants programme  
in relation to equality and human  
on cases that will offer the greatest benefits 
Rights Commission to achieve this.
to ensure close alignment between the 
rights outcomes.
consistent with our mandate.
grants we award and our strategic 
■   Carrying out three Formal Inquiries  
(c) We will work through bodies in the 
priorities, from improving capacity  
1.7 We will be an effective and efficient 
into the financial services sector, the 
private, public, voluntary and community 
in the advice and guidance sector to 
public body, with clear goals that deliver 
construction industry, and the meat  
sectors to build a network of advice, 
strengthening good relations and a 
real outcomes:
and poultry processing sectors, and in 
guidance and advocacy that can help 
culture of respect for human rights.
other sectors where there is evidence  
individuals to understand and use their 
(a) We will follow the five principles of good 
of unlawful discrimination and where  
■   Using our influence and authority to help 
rights. We will use our grants programme 
regulation: proportionality, accountability, 
the Commission is likely to make a 
set the terms of public debate, winning 
to help build capacity through this network.
consistency, transparency and targeting 
systemic impact.
hearts and minds by helping to establish 
and adopt best practice among regulators.
(d) We will sustain our links with  
new narratives about human rights and 
■   Publishing an agenda-setting, landmark 
Non-Governmental Organisations  
(b) We will create a cohesive framework 
equality, and how the Commission’s 
triennial review assessing the state of 
(NGOs) and the Voluntary and Community 
across England, Scotland and Wales  
values can help to create a better society.
inequality and human rights across 
Sector (VCS) in order to fully understand 
to reflect distinctive national and  
Britain, and making recommendations 
■   Communicating directly with the public 
the extent and character of discrimination 
regional contexts.
for action. Closely monitoring the  
by developing new platforms and tools 
and disadvantage.
impact of the economic downturn  
including the Commission’s digital 
on disadvantaged groups.
strategy and its work with young people.

Our strategic plan 2009–2012
■   Monitoring the law: monitor the 
■  the Human Rights Act (1998)
effectiveness of existing statutes.
Chapter 2
■   the Race Relations (Amendment)  
■   Monitoring progress: identify relevant 
Act (2000)
changes in society; define results at  
Our mission

which to aim and indicators of progress; 
   the Special Educational Needs  
consult and involve the public and take 
and Disability Act (2001)
account of representations; monitor 
■   the Employment Equality (Sexual 
The Commission has a set of statutory obligations  
progress and publish a report on  
Orientation) Regulations (2003)
progress to Parliament.
that it must fulfil in advancing equality, human rights 
■   the Employment Equality (Religion  
■   Planning: prepare and publish a plan  
or Belief) Regulations (2003)
and good relations across Britain.
of activities, priorities and principles; 
review and revise the plan as necessary.
■  the Disability Discrimination Act (2005)
■   the Employment Equality (Age) 
The seven protected grounds under  
Regulations (2006), and
anti-discrimination legislation in the 
2.1 The Commission is required  
2.2 The Commission shall undertake 
Commission’s remit are gender, race, 
■  the Equality Act (2006).
to encourage and support the 
the following tasks:
disability, gender reassignment, age,  
development of a society in which:
sexual orientation, and religion or belief. 
Further equality legislation and 
■   Equality and diversity: promote 
We will continue to focus on those  
constitutional reform will assist the 
■   People’s ability to achieve their  
understanding, encourage good practice, 
grounds that were previously excluded 
Commission in meeting its statutory  
potential is not limited by prejudice  
and promote equality of opportunity; 
from anti-discrimination protection,  
duties. We welcome the Government’s 
or discrimination.
promote awareness and understanding  
namely age, sexual orientation, religion  
determination to harmonise the law  
of rights; work towards the elimination of 
■   There is respect for and protection of 
or belief, and gender reassignment, as well 
into a single statute, ensuring positive  
unlawful discrimination and harassment.
each individual’s human rights, and for 
as embracing other groups experiencing 
steps towards equality for all. The 
the dignity and worth of all.
■   Human rights: promote understanding  
disadvantage such as carers, migrants and 
implementation of the Equality Bill is at  
of the importance of human rights; 
Gypsy and Traveller communities. We will 
the core of our plan for the next three years.
■   Each individual has an equal opportunity 
encourage good practice; promote 
report on our performance by strand in the 
to participate in society.
awareness, understanding and 
Commission’s Annual Report.
2.4 In pursuit of its duties the 

Commission may use various powers 
   There is mutual respect between groups 
protection; encourage public authorities 
based on understanding and valuing of 
to comply fully with the Human Rights 
2.3 The major legislation from  
and undertake a range of activities:
diversity and on shared respect for 
Act in England and Wales.
which the Commission derives its 
■   The use of evidence-gathering powers to 
equality and human rights.
duties and powers are:

carry out an Inquiry or an Investigation.
   Good relations: promote understanding 

of the importance of good relations; 
  the Equal Pay Act (1970)
■  The provision of education and training.
encourage good practice; work towards 
■  the Sex Discrimination Act (1975)
■   The issuing of Codes of Practice and 
the elimination of prejudice, hatred  
statutory guidance.

and hostility; work towards enabling 
  the Disability Discrimination Act (1995)
■  The ability to award grants.

Our strategic plan 2009–2012
■   The provision of assistance to those 
behave. Our capacity to work on the ground 
taking legal proceedings if one of  
will give us a powerful role in promoting 
Chapter 3
the equality enactments is engaged.
community cohesion. Our legal powers will 
mean we take judicial proceedings in the 
Our environment
■   The ability to undertake a formal 
higher courts and equality cases under the 
assessment of a public body.
Human Rights Act. Our leadership role will 
■   The issuing of a Compliance Notice  
enable us to challenge discrimination and 
where the public duties may have  
promote the Britain we all aspire to.
We are required to publish a strategic plan setting  
been breached.
We are able to address areas that fall 
out clearly how the Commission will fulfil its  
■   The issuing of an injunction where  
outside or between our formal mandate 
it is likely that an unlawful act will  
such as social and economic disadvantage, 
statutory remit taking account of the legislative  
be committed.
and to reconcile areas of conflict that may 
and social context.
arise between mandates. Equality and 
■   The use of court action to restrain 
unlawful advertising.
human rights standards are becoming 
embedded as an overarching framework  
■   The ability to intervene in litigation 
for public policy.
3.1 The Commission has a statutory 
■   Third, undertaking extensive 
involving equality or human rights issues.
2.7 We need to advance a robust public 
responsibility to consult on and produce  
consultation and involvement  
■   The ability to take judicial review 
interest case for the work we do. We believe 
a three-year plan setting out how we will 
with stakeholders and the public.
proceedings in the High Court.
that the impact of unlawful discrimination 
fulfil our various functions.
■   Fourth, finalising the plan by putting  
is not limited to those who are directly 
The duties and powers on the Commission 
3.2 This plan has been produced in four 
in place resources, infrastructure and 
discriminated against. If left unchecked,  
are designed to be mutually reinforcing.  
successive stages:
performance measures to ensure  
it will weaken trust in public institutions 
We are a public funded body with a 
delivery and value for money.

and foster resentment, creating an 
   First, gathering a comprehensive 
statutory guarantee of independence.
alienated minority which it is impossible  
evidence-base of the impact of 
3.3 We recognise that a new approach  
2.5 Our predecessor bodies focused on  
to integrate. This would be damaging for 
discrimination and disadvantage and 
is needed because there is still a lot  
their role as influencers, campaigners and 
the whole of society.
agreeing the core requirements of the 
of outdated legislation in Britain;  
caseworkers. The legislation secured over 
Commission’s remit.
the character of disadvantage and 
The Commission will continue to make the 
the last ten years gave them additional 
discrimination is ever changing; labour 

positive case: equality and diversity bring 
   Second, formulating clear strategic 
powers, notably ensuring public bodies 
discernible benefits to communities, 
priorities and testing these against  
markets and service providers are also 
took positive steps to promote equality.
organisations and businesses, releasing 
the available evidence while specifying 
adapting to changes in the global economy; 
2.6 This Commission faces new demands 
talent and encouraging social mobility. 
desired outcomes.
and we have to take account of the 
transformed economic situation. We must 
and challenges. We have the potential to 
Promoting equality and human rights must 
deliver our functions in the context of 
reshape the environment in which we work. 
be part of the solution to the challenges we 
major changes in society and the economy.
Our evidence-base and research capability 
face as a society from globalisation to 
will transform how society thinks about 
demographic change. The Commission’s 
equality and human rights. Our ability to 
role is to highlight the ‘diversity dividend’: 
undertake informal mediation and binding 
what we all gain from greater equality, 
agreements will change how organisations 
tolerance and respect for human rights.

Our strategic plan 2009–2012
The legislative context
■   Despite recent developments and the 
The changing face of discrimination
(DCSF, 2006). The majority of those  
3.4 The current body of anti-discrimination 
promise of new legislation, the law is still 
3.5 These legislative developments have to 
now gaining first degrees are women,  
legislation in Britain was created over the 
criticised for being outdated, fragmented, 
be set alongside wider social changes that 
but their educational performance is not 
last forty years. In deciding upon our 
inconsistent, inadequate and 
have occurred since the 1980s. The pattern 
consistently translating into equivalent 
strategic approach we paid particular 
of disadvantage and discrimination has 
rewards in the workplace and there 
attention to the changing legislative context:
■   We have to recognise the role of EU  
changed considerably:
remain persistent problems with the 
gender pay gap, occupational segregation 
law, and the impact of proceedings 

   Anti-discrimination provisions in UK  
   As Britain’s population ages, issues 
and the impact of their caring 
law led to the emergence of a complaints 
brought by the European Commission 
concerning discrimination against  
responsibilities. Women’s equality and 
based model, in which redress was  
with the potential for a new Article 13 
older people will become increasingly 
human rights are also significantly held 
reliant on individuals pursuing 
Directive to further strengthen UK  
prominent. For the first time in 2007 the 
back by the persistence and prevalence  
retrospective litigation in the  
anti-discrimination legislation. Changes 
number of people at or above the state 
of all forms of violence against women.  
Tribunal and Courts system.
such as the proposal for a Bill of Rights 
pension age exceeded the proportion  
In some areas, boys perform so poorly  
will also have significant implications  
of those aged 16 or below (ONS, 2008).  
in compulsory schooling that they risk 
■   This began to change with the advent of 
for equality and human rights.
The Black and Asian ethnic minority 
being permanently marginalised from  
the Disability Discrimination Act (1995), 
■   The introduction of the Human Rights 
population has a much younger age 
the labour market.
the Human Rights Act (1998), the Race 
Act has increased our ability to challenge 
structure than the population as a  
Relations Amendment Act (2000), the 
injustices that may fall outside the scope 
whole. For example, 38 per cent of the 
■   Nearly nine per cent of the UK’s 
Special Educational Needs and Disability 
of current anti-discrimination legislation, 
Bangladeshi community were aged 16  
population are from ‘non-white’ ethnic 
Act (2001), and subsequent legislation to 
as well as creating the potential for a 
or under compared to only 19 per cent  
groups. Black and Asian ethnic minorities 
create duties on the grounds of disability 
culture that respects human rights.
of the white population at the time of the 
are no longer ‘newcomers’ or a ‘small 
(2005) and gender (2006). These statutes 
last census. Overall there will be fewer 
minority’, and Britain is an increasingly 
place an obligation on public authorities 
The Commission’s strategic plan, along 
young people leaving education and 
diverse and multi-ethnic society with a 
to promote equality in carrying out their 
with forthcoming legislation, has to  
entering the labour market, and a greater 
plurality of groups, communities and 
responsibilities, focusing on the systems 
address the challenges to the present 
proportion of these young people will be 
identities. Some ethnic minorities such  
and processes that public institutions  
statutory framework: tackling confusion 
from ethnic minorities.
as those from Indian and Chinese 
use to achieve their objectives.
backgrounds outperform whites in 
and inconsistency across different  
■   The social status of women has changed. 
education, while others such as black 
■   The legislation shifted the emphasis from 
anti-discrimination regimes; addressing 
Traditional family models dependent  
Caribbean people continue to suffer a 
the individual complainant and the need 
domestic and international pressures  
on the male breadwinner have declined, 
significant employment and education 
to seek redress, to the responsibility  
to extend the grounds of unlawful 
and family structures are more complex: 
disadvantage (DfES, 2005). In this 
of the public authority concerned to 
discrimination; ensuring that the civil and 
marriage rates in 2007 had dropped  
context there is a need for a dialogue 
facilitate the achievement of equality  
political rights contained in the Human 
to their lowest level since 1862, while 
about shared values such as mutual 
for disadvantaged groups. The onus 
Rights Act are not undermined in any 
divorce rates over the last thirty years 
respect, dignity, human rights and 
moved from one of retrospective remedy 
future Bill of Rights; maximising the 
have nearly doubled. Girls now  
equality that can help to bind people  
to proactive prevention and promotion.
potential of the positive duties placed on 
out-perform boys in education with 
and communities together.
public authorities; and keeping Britain  
nearly two-thirds of girls in England 
in line with EU law while dealing with  
gaining five or more GCSE passes in 
the pressures from devolved legislatures.
2006 compared to just over half of boys 

Our strategic plan 2009–2012
■   The ageing society and developments  
■   Religion or belief can itself be a source of 
Changing labour markets  
■   There is the continuing problem of lack  
in medicine are likely to significantly 
discriminatory treatment in employment, 
and service providers
of sensitivity and awareness of the needs 
increase the proportion of disabled 
as well as in access to goods and services. 
These changes will continue to have  
of others in the provision of services. 
people in the population over the  
In the National Survey of Prejudice,  
a significant impact on disadvantage.  
Disabled people, for example, face 
next twenty years. People with severe 
19 per cent of respondents reported 
In particular, expectations have grown  
physical barriers as well as stereotyping 
impairments are able to lead long and 
negative attitudes towards Muslims while 
and those who experience discrimination 
about their skills and capabilities. The 
satisfying lives. But the evidence suggests 
many religious communities fear that 
will increasingly challenge public rhetoric 
Commission has to pay attention to 
that outcomes for disabled people in 
public authorities will discriminate 
and demand results. There are two 
particular market failures that arise in 
areas such as education, employment, 
against them in the provision of services 
significant and complex sectors – the 
areas such as financial services, insurance 
transport and housing have barely 
locally. At the same time, some faith 
labour market and the provision of goods, 
and telecommunications, and work with 
improved over the last twenty years,  
communities express deep unease about 
facilities and services – that will need to 
existing regulatory bodies where it is 
and any reduction in negative attitudes 
the consequences of a secular framework  
remain at the forefront of the Commission’s 
efficient and timely to do so. 
has not been accompanied by discernable 
for public policy, and believe that faith 
strategic approach:
improvements in life-chances.
groups can help to improve the reach  
There is little evidence that the problems of 

and impact of public services. Secular 
   The structure and nature of the labour 
fair participation and access to employment 
■   Lesbian, gay and bisexual people 
organisations are similarly concerned 
market has changed profoundly over the 
have been resolved. Women continue to 
continue to suffer a disportionately 
that the growth of faith-based provision 
last two decades. While overall economic 
experience high levels of discrimination on 
higher incidence of hate crime and 
will undermine the rights of the  
activity rates have remained stable since 
the grounds of pregnancy. A recent survey 
violence, alongside discriminatory 
1971, there are many more women, 
suggested that 46 per cent of people had 
treatment in employment and in access 
disabled and ethnic minority workers. 
experienced discrimination. Yet many 
to goods, facilities and services. Despite 
■   People of transgender status still suffer 
There are also significant barriers to 
organisations urgently need diverse skills 
changing social attitudes since the  
markedly high levels of intolerance and 
equality through ongoing occupational 
and talents if they are to compete in the 
1970s, Britain has long way to go in  
abuse, much of it the result of fear and 
segregation, uneven access to educational 
global economy.
fully embracing diversity: 22 per cent  
ignorance. Their treatment in publicly 
qualifications, and lower rates of 
of respondents to the 2005 National 
provided services such as the National 
economic activity, as well as evidence  
The changing economic climate
Survey of Prejudice in England and  
Health Service is a continuing source  
of polarisation in wages and incomes.  
Wales expressed negative attitudes  
of concern. According to a recent survey, 
3.6 The economic downturn will impose 
For example, 44 per cent of disabled  
to lesbian, gay and bisexual people.  
almost half of all transgender people  
additional pressures, but there are 
men were employed in 2005/6,  
Indeed, 10 per cent of LGB respondents 
did not use social or public services for 
opportunities for as well as threats to 
compared to 84 per cent of non disabled 
reported experiencing prejudice over  
fear of discrimination. In a recent survey,  
fairness. The last ten years have seen  
men. Only 23 per cent of women of 
the previous twelve months.
73 per cent of transgender respondents 
high levels of economic growth and  
Pakistani and Bangladeshi heritage were 
reported threatening behaviour, and 
public spending. Britain has absorbed  
in paid work compared to 69 per cent of 
physical and verbal abuse in public spaces.
the largest inward migration in its history, 
white women.
and generally remains a very diverse and 
tolerant society.

Our strategic plan 2009–2012
3.7 The downturn will have unpredictable 
3.9 The impact of the downturn may also  
consequences, including potential 
be to strengthen the public’s commitment 
Chapter 4
reductions in public services. We will be 
to fairness in our society. It is vital that we 
closely monitoring the equalities, human 
plan and prepare Britain for the recovery, 
Our principles and priorities
rights and good relations impacts of the 
breaking down barriers that hold people 
recession in areas such as household 
back and widening access to opportunity. 
income, employment, savings, pensions 
The UK Commission for Employment and 
and public expenditure. 
Skills estimates that by 2017, there will  
In a demanding environment, we will work to  
be two million new jobs in the British 
3.8 The recession will have a differential 
economy. We have to ensure that everyone 
tackle and eliminate disadvantage and human  
impact on particular groups and 
can share in recovery and rising prosperity.
communities. As a result the nature of 
rights abuses experienced by the groups that fall 
public debates on migration and asylum 
within our mandate.
may change, with greater stress on the 
perceived impacts on local job availability 
in some areas or reduced pressures on 
public services in others. This could lead  
4.1 The focus of the Commission’s work is 
In the Equality Measurement Framework  
to rising tensions in some communities  
tackling and eliminating disadvantage in 
– drawing on the Equalities Review and the 
and to the possibility of discrimination  
terms of ‘unexplained penalties’ for those 
human rights-based approach – we set out 
and violence against certain groups. It is 
that fall within our mandate. Penalties are 
ten fundamental ‘freedoms’. These are 
important to recognise that the drivers of 
estimates of the disadvantage experienced 
rights to which we believe every individual 
change in a global economy and the wider 
by an individual in comparison with the 
should be entitled:
landscape of good relations are not limited 
general population. This includes pay gaps 
to what happens in Britain: they are 
and lower labour market participation,  
■  to be alive
affected by events across the world.
hate crime, violence and unequal political 
■  to live in physical security
representation. It is important to 
emphasise that disadvantage is not 
■  to be healthy
necessarily caused by discrimination. 
■   to be knowledgeable, to understand  
Neither is it always experienced by small 
and reason, and to have the skills to 
minorities: employment policies may 
participate in society
disadvantage parents regardless of income 
and occupational status, for example.
■   to enjoy a comfortable standard of living, 
with independence and security
4.2 The Commission has involved and 
consulted a wide range of public and 
■   to engage in productive and  
private sector bodies, the voluntary and 
valued activities
community sector as well as individual 
■  to enjoy individual, family and social life
stakeholders, to identify its key objectives. 

Our strategic plan 2009–2012

   to participate in decision-making,  
effective legal framework is required.  
   We will address the structural causes of 
4.7 Strategic priority 3:  
and to have a voice and influence
 The need for simplified but robust 
discrimination – for example the impact 
build a society without prejudice, 
legislation that takes into account 
of occupational segregation on the gender 
promote good relations and foster  
■   to be entitled to self-expression and 
constitutional change – proposals for  
pay gap – as well as the broader role of 
a vibrant equality and human  
self-respect, and
a Bill of Rights and devolution – is more 
socio-economic disadvantage and income 
rights culture
■   to be protected and treated fairly  
compelling than ever.
poverty in exacerbating discrimination 
by the law.
and inequality.
■   The Commission will ensure that the new 
■   The evidence suggests that structural 

legislation is successfully implemented, 
   The Commission’s work in England  
4.3 Our analysis suggests that groups and 
discrimination and disadvantage are 
and will help public and private sector 
will contribute towards the delivery of 
individuals who are deprived of these rights 
exacerbated by subtle processes that 
organisations to plan and prepare for  
Public Service Agreement (PSA) 15 on 
experience disadvantage: this is the concept 
involve negative stereotyping, hostility 
the Equality Bill. We will ensure that  
Equality in collaboration with Central 
of ‘capability deprivation’. We recognise  
and hatred towards particular groups, 
the proposed Bill of Rights protects and 
Government, other Non-Departmental 
the significance of socio-economic 
and deep-set prejudicial attitudes which 
promotes the principles set out in the 
Public Bodies and partners in local 
disadvantage, and its inter-generational 
themselves trigger harmful behaviours.
Human Rights Act. This legislation will 
government and the Voluntary and 
transmission. The Commission’s role 
Our ambition over the long-term is to 
assist the Commission in meeting its 
Community Sector. In Scotland we will 
should be to erode and eliminate those 
change the attitudes of a generation.  
statutory duties.
work within the framework of National 
penalties wherever possible. The evidence, 
We will work towards this through 
Performance Outcomes, and in Wales  
analysis and recommendations from the 
■   This will require the Commission to 
research, an alliance with government 
our priorities will take account of those  
Human Rights Inquiry will provide a 
develop new organisational capabilities 
and NGOs, and a range of activities 
of the Welsh Assembly.
further resource for the Commission’s  
and functions internally, while 
undertaken beyond the Commission.  
work over the next three years.

continuing to promote the current 
   We must use the legislation and powers 
We will also build our links with cultural 
legislative framework. 
currently at our disposal – such as the 
institutions to promote equality and 
4.4 We have identified five strategic 
public duties and the Human Rights Act 
human rights.
priorities which will help us to work 
– in order to create social change. The 
towards a fairer, more equal society.  
4.6 Strategic priority 2:  
Commission will examine the culture of 
■   There is evidence of heightened 
The rationale for each is set out below:
create a fairer Britain, with  
respect for human rights within Britain’s 
segregation and a lack of shared 
equal life chances and access  
public services.
understanding, tolerance and respect  
4.5 Strategic priority 1:  
to services for all 
of diverse cultures, beliefs and lifestyles, 
secure and implement an  
■   That will also require the Commission  
as well as a sense of powerlessness and 
effective legislative and  
to assess the impact of particular forms  
marginalisation in some communities.
regulatory framework for  
■   Our analysis of the changing face of 
of disadvantage using the Equality 
equality and human rights
disadvantage and discrimination in 
Measurement Framework, accepting that 
Britain, the changing labour market,  
particular challenges may be invisible 
the delivery of public services, and the 
and therefore poorly understood within 
■   The present legislative framework  
immediate impact of the economic 
the official equality statistics.
is widely regarded as inconsistent, 
downturn, all point towards the need  
incomprehensible and fragmented  
for concerted action by the Commission 
across different grounds of equality.  
in tackling structural inequalities that 
At the same time, key drivers of 
impact on the groups in our mandate.
inequality are worsening and a more 

Our strategic plan 2009–2012

   The Commission will seek to reduce  
4.8 Strategic priority 4:  
   The Commission’s approach will be  
4.9 Strategic priority 5:  
the general levels of prejudice in society, 
promote understanding and 
to reward excellence among equality 
build an authoritative and  
building on progress in some areas.  
awareness of rights and duties  
‘leaders’, incentivise the ‘willing  
responsive organisation
For example, racism appears to be less 
– deliver timely and accurate  
but nervous’ to improve, and take 
prevalent among younger generations  
advice and guidance to individuals 
appropriate and proportionate action 
in Britain, though it is far from absent. 
and employers
against ‘laggards’ who breach their 
■   The tasks set out across the four strategic 
There are also pressing challenges  
statutory duties. It is important that  
priorities above require the Commission 
such as tackling hatred and violence 
the Commission provides regular, 
to fulfil a complex remit, while coping 
directed at disabled people, lesbian,  
■   The Commission has to ensure that every 
accessible updates on legislative 
with a range of economic and political 
gay and bisexual communities, and 
organisation does what is required of it in 
developments, case law and enforcement 
transgender people.
law, and that their duties are fulfilled in 
action through a variety of channels so 
■   We will continue to build our 
relation to equality legislation and the 
that it can be readily put into practice, 
■   There is sound evidence that 
authoritative measurement framework 
Human Rights Act. The Commission is 
particularly among Small and  
discrimination is fuelled by prejudice, 
and evidence base. That will require the 
the custodian of Britain’s equality and 
Medium-Sized Enterprises. This will 
segregation and lack of awareness.  
Commission to invest in people while 
human rights enactments – along with 
include a significant body of statutory 
Unless we address the root causes of 
developing effective approaches to 
the Scottish Human Rights Commission 
and non statutory guidance in relation  
unlawful discrimination, the Commission 
project-based working. The Commission 
in Scotland – and our role is to provide 
to the new Equality Act.
will find the demand for retrospective 
is continuing to build a lean and efficient 
timely, accessible and authoritative 

interventions ‘to right past wrongs’ is 
   We will work with others including key 
corporate centre, while strengthening its 
guidance on the law, while encouraging 
unsustainable. Our strategic approach  
partners such as ACAS, the trade unions, 
financial management capability.
the exchange and development of best 
is about tacking the systemic causes  
and business organisations such as the 

practice in areas such as involvement  
   An organisation that is strategically 
and effects of discrimination.
Confederation of British Industry, and 
and consultation.
focused and professionally capable  
the various trade associations covering 
■   The Commission has a statutory duty  
will also have the confidence to work 
■   At the same time, we need to work with 
the professions, manufacturing and 
to ensure that public bodies adequately 
with, and where necessary, lead those 
organisations and communities, not set 
service industries. All public and private 
address their good relations duties, yet 
stakeholders that are committed to  
ourselves against them. We recognise 
sector organisations must carry out their 
there is currently considerable confusion 
the human rights and equalities agenda  
that the culture of public and private 
duties under the law.
and uncertainty around the legislative 
in creating lasting social change.  
sector organisations is ever-changing.  

framework on community cohesion.
   The individual’s right to redress remains 
The Commission will maintain a  
As organisations become more flexible 
paramount. However, the Commission 
reactive capability given the likelihood  
■   The Commission will often work through 
and adaptive, we will need a different 
believes that advice and guidance  
of unexpected events, crises and  
intermediary institutions such as the 
approach to equality and diversity.
are often best provided through 
societal ‘shocks’.
strategic public bodies that set policies 
intermediaries such as the Citizens 
for schools and universities. These bodies 
Advice Bureau and community law 
4.10 Our work programmes
may have greater insight into grassroots 
centres, and that our role is to provide 
barriers and opportunities. We will also 
The work programmes define both  
effective oversight to ensure an adequate 
develop direct channels through which 
where we will focus our resources and  
infrastructure of advice and access to 
we can communicate with the public.
how we will work with others. All of  
justice across Britain.
our programmes are linked to the Key 
Performance Indicators in Chapter 7.

Our strategic plan 2009–2012
■   Focusing our resources – building in  
5.3 Understanding our  
the flexibility required to deliver our 
regulatory approach
Chapter 5
objectives in a rapidly changing 
The development of the Commission’s 
landscape, and making evidence-based 
regulatory role has four main components:
Our tools – the modern 
decisions about where and how to act.
■   Improving our systems to ensure effective 
■   Ensuring that we have the right products 
delivery of our functions, including 
regulatory approach
and services, including our helpline, 
communication and accountability  
grants and regional network.
across Directorates with the aim of 
■   Developing our culture – working to a 
ensuring greater synergy and collective 
We will use all of the tools and powers encapsulated 
clear set of public interest principles  
expertise and strength. We will track and 
and the human rights-based approach  
alter our allocation of resources across 
by our regulatory approach to deliver positive 
– ensuring that the approach in Scotland 
the Commission. We will use baseline 
outcomes in a demanding environment.
and Wales responds to different contexts 
reviews in the public, private and third 
and requirements.
sectors to agree the case for, and scale  
of change, that is needed.

   Evolving new ways of working – putting 
5.1 To achieve such outcomes through our 
   Modernising our functions – based on  
project-based working into practice 
■   Developing metrics that enable the 
work programmes, the Commission must 
a clear understanding of the products  
across a programme portfolio to ensure 
Commission to work effectively with 
develop the tools to do our job well. That 
and services we deliver and those we 
the Commission is flexible and agile,  
other regulators and inspectorates, and 
means acting as an efficient and effective 
commission others to deliver. We will 
and aligning this to the way in which  
assess which interventions are most likely 
regulatory body, leading others by example 
build the capability of the teams 
we engage with our stakeholders.
to produce better outcomes.
and promoting our vision of the good 
responsible for these functions and align 
society guided by the principles set out in 
them effectively within the organisation.
We will manage our organisation in  
■   Formulating effective solutions to  
the Human Rights Act: Fairness, Respect, 
■   Building effective relationships with the 
a way that enables us to deliver this  
long-term challenges through smarter 
Equality, Dignity, and Autonomy. To 
public sector – ensuring we have the 
strategic plan day-to-day, as well as 
regulatory interventions. We will use 
support this, we need to build on the 
capability to invest in building long  
building our capability to continually 
appropriate tools to address the causes  
organisation we have today – and develop 
term partnerships with other regulators, 
improve our performance.
of inequality and disadvantage, and 
new ways of operating. The components  
ensure effective oversight in how our 
of this new ‘operating model’ are: 
inspectorates, complaints-handling 
powers are used.
bodies and government departments.
How we use our powers – the guiding 
■   A set of principles, driven by the 
principles of our statutory approach:
■   Shaping the environment in which we 

outcomes we want to achieve, which 
   Building effective relationships with  
operate, understanding key audiences 
guide what we do and how we do it.
the private sector – ensuring we have  
5.2 Understanding our regulatory role
and influencing public opinion are 
the capability to engage with business, 
■   Bringing together teams to focus on  
focusing limited resources effectively.
The Commission is defined as a regulatory 
integral to our regulatory approach.  
key issues and using the full range of  
body in the Legislative and Regulatory 
We will tackle the root causes of 

our powers.
   Strengthening our capabilities by 
Reform Act, and is subject to the statutory 
discrimination and injustice by working 
focusing on areas in which we have 
Code of Practice for regulators.
in communities from the bottom up. 
development needs, while empowering 
the organisation to get on and deliver.

Our strategic plan 2009–2012
5.4 The Commission’s  
The Commission is a statutory public body 
5.6 The devolved context: Scotland  
5.7 The Disability Committee 
regulatory principles 
with regulatory powers and we must ensure 
and Wales 
To ensure that we adequately reflect the 
We will undertake further consultation  
accountability and transparency in how  
The Commission’s work must reflect the 
needs and priorities of disabled people  
on the principles that will inform the 
we work:
devolution of executive decision-making 
and involve them proactively in our work, 
Commission’s regulatory approach in 
authority and responsibility for primary 
there is a statutory Disability Committee 
reviewing the strategic plan over the  
5.5 Our position as a  
legislation in Scotland and Wales. 
which also develops its own work 
next three years.
Non-Departmental Public  
Devolution is an opportunity for the 
programme and plays a lead role in  
Body with a unique mandate
Commission to ensure that our work 
working with stakeholders. 
These nascent principles draw on the 
The Commission is an independent  
represents the social and geographical 
approach of other public service regulators:
Alun Davies chairs our Disability 
Non-Departmental Public Body with 
diversity of Britain. The Commission has 
Committee, supported by the Disability 
■   The Commission will use its powers 
powers given to it by Parliament. We have 
statutory committees that ensure that the 
Programme Director.
through a clearly articulated and publicly 
also been accredited as a Category A  
overall work of the Commission takes into 
reviewed annual plan, with stated 
United Nations National Human Rights 
account the needs and priorities of Scotland 
strategic priorities.
Institution, in line with the Paris Principles. 
and Wales, as well as enabling those 
The Commission is accountable to the 
national offices to develop their own 
■   The Commission will initiate  
Government Equalities Office (GEO), our 
specific work programmes and to take a 
regulatory interventions only where  
sponsor department in Whitehall. Any 
lead role in working with stakeholders. 
there is a specific statutory duty.
actions undertaken by the Commission 
We also have a standard working practice 
■   The Commission will never use its 
must promote the general and specific 
throughout the Commission called ‘asking 
enforcement or litigation powers as the 
duties outlined in the Equality Act and  
the statutory question’. This is to help 
first option, but will intervene firmly, 
the positive obligations contained in the 
ensure that when developing new policies 
promptly and effectively where required.
Human Rights Act.
or programmes of work, we consider from 
■   The Commission will ensure that its 
the beginning any specific requirements 
interventions are evidence-based, 
relating to the particular contexts of 
proportionate, consistent, accountable 
Scotland and Wales. Each Committee  
and transparent in both deliberation  
is chaired by one of our Commissioners  
and outcome.
and supported by a lead officer. Morag 
Alexander chairs our Scotland Committee, 
■   The Commission will seek the least 
supported by the National Director for 
intrusive regulatory mechanism to 
Scotland. Neil Wooding chairs our Wales 
achieve desired outcomes.
Committee, supported by the National 

Director for Wales.
   The Commission will remain at the 
forefront of understanding new 
challenges in equality and human rights.

Our strategic plan 2009–2012
■   Clear shared objectives with a realistic 
Our work with regulators
plan and timetable.
Chapter 6
The Commission wants to work with other 
■   A coherent vision and focus on key 
regulators to pursue equality and human 
rights objectives. We have begun to 
Our ways of working  
establish relationships with a range of 
■  Targets to support outcomes.
public service inspectorates including 
with others
■   A clear framework of responsibilities and 
Ofsted, the Audit Commission, the new 
accountability with terms of reference.
Care Quality Commission and the HM 
Inspectorate of Prisons, and with analogous 
■   Engagement through being able to share 
bodies in Scotland and Wales through 
We will work with others to maximise the
power and influence with others.
which we will work to amplify our remit.  
Commission’s impact and reach.
The partnership needs to develop a sense  
We are developing these links through 
of shared purpose through:
Memorandums of Understanding. We  
will formalise our partnership with 
■   A high level of trust between partners 
regulators who impact on markets and  
based on agreed and shared principles  
the private sector. The Commission will 
6.1 Why it is important that we work  
6.2 Enabling us to achieve more by 
of co-operation and confidentiality.
work alongside those bodies that provide 
with others
reaching broadly and deeply into 
protection for vulnerable workers such  
■   A willingness to work together and 
The Commission has limited resources,  
consult with the widest possible network  
as the Low Pay Commission and the Fair 
but an immensely wide and challenging 
The Commission aims to bring about 
of communities and service users.
Employment Enforcement Board, as well  
remit. Other bodies throughout the public 
culture change and to reform institutions. 
as the trade unions.

sector, business, trade unions, and the 
We will work with other bodies, both 
   A commitment to share information 
voluntary and community sector can help 
through formal written agreements, 
where this does not conflict with the 
Our work with the public sector
to give our work credibility and reach.
Memorandums of Understanding, and 
regulatory remit of the Commission.
Public services, both publicly funded and 
other less formal channels. Our instinct  

We can also learn more about the nature  
   A flexible approach and an openness  
provided services and those outsourced to 
will be to work in partnership wherever 
of disadvantage and discrimination, and 
to new ways of thinking.
external providers, are crucial to achieving 
possible. This is integral to our strategic 
how it impacts on the most vulnerable 
greater fairness and more equal outcomes. 
approach given the demands of the current 
groups. Our approach will emphasise 
environment and our desire to ensure that 
6.3 Who we need to work  
Central to the Commission’s work are  
‘co-production’: achieving outcomes  
change is made with people, not done to 
with and how 
the duties the public sector has to  
by working in partnership with other 
promote equality. We want those who  
them. We define partnership working as  
The Commission will work alongside  
organisations and communities.
use public services to be able to scrutinise 
a coalition of organisations who agree  
others because they may have more 
performance on equality and human rights 
to work together for a common aim,  
relevant powers, and the changing nature  
through the availability of accessible data. 
sharing resources and responsibilities.  
of discrimination and exclusion means  
The Commission recognises that future 
Our approach to effective partnership  
that redress and prevention can only be 
years may see tight public spending 
is based on:
achieved through stronger co-ordination.
settlements in the public sector, and  
the need to recognise this in how we  
go about our work.

Our strategic plan 2009–2012
Our work with the private sector
Our work with NGOs and the  
Chapter 7
The private sector is hugely important for 
third sector
the Commission’s agenda given its role as 
We have links with a wide range of NGOs 
an employer and service provider. The 
and Voluntary and Community Sector 
Our organisation and the 
Commission will work with business, 
bodies across equality and human rights. 
encouraging wider behavioural change.
We also work with trade unions, sectoral 
resources we have available
specialists such as think-tanks and research 
It will promote and promulgate best 
centres, and through our grants programme 
practice, and encourage new solutions such 
we will support a wide range of third sector 
as the use of technology in enabling access 
organisations. We have already started to 
to work for disadvantaged groups, as well 
To achieve our strategic priorities, we will align our 
build networks of stakeholders across 
as more agile working.
Britain and over the next three years we 
services and resources to have maximum impact.
We recognise the particular pressures  
will develop these as part of our strategic 
on business in the current climate. The 
approach to involving others.
Commission will encourage peer-to-peer 
learning as the best means of embedding 
Our work with individuals
7.1 The attributes and core functions 
■   A growing understanding of the needs  
good practice. It will work through 
We will continue to promote understanding 
of the Commission:
of employers, the challenges they  
representative organisations and sectoral 
and awareness of rights, and ensure  
bodies, as well as providing timely and 
In order to achieve our priorities and in 
face and how we can work with 
that rights can be meaningfully exercised. 
accessible advice and guidance directly  
using our levers and powers effectively,  
organisations to promote attitudinal  
The Commission will work to ensure a 
to all of Britain’s eight million private 
we have a number of resources on which  
and behavioural change.
joined-up approach to legal advice  
sector employers.
we can draw:
through organisations such as the  
7.2 The resources we have available

Transparency about the performance of 
Citizens Advice Bureau, enabling the 
   A single equality and human rights body 
organisations and professions is potentially 
Commission’s resources to be focused  
covering England, Scotland and Wales 
Financial resources
a major lever of change, and we want  
on high impact strategic interventions  
with a dedicated staff, a budget of £70 
to ensure that data is available to 
and system-wide change.
million, and a deep understanding of the 
We have a provisional budget for 2009/10 
employees, customers and shareholders. 
issues that underpin discrimination and 
and 2010/11 of £70 million, subject to 
The Commission is also committed to 
revision by the Government. This is split  
as follows:
ensuring that markets work better and 
■   A network of relationships with others 
more efficiently in the interests of 
who share our goals – both bodies  
■  £63 million – Revenue
disadvantaged consumers.
within government that have regulatory 
■  £7 million – Capital 
functions and non-governmental 
organisations that are actively  
The projected salary and staffing costs  
engaged in the pursuit of equalities  
for 2009/10 are £25.5 million. The salary 
and human rights.
and staffing costs together with the day  
to day running costs and estate costs are 
£39.4 million.

Our strategic plan 2009–2012
Executive, reviews the risks we face  
7.5 Our Equality Scheme
Our regional network in England
and the Audit and Risk committee also 
We are subject to legal duties to  
In order to act as a trusted local source of 
looks at them each quarter. The Senior 
promote equality in everything we do.  
information on equality and human rights, 
Administration costs 
Management Team and the Board consider 
Our commitments to action under the  
we will maintain a strong regional presence. 
including salary, estate  
and discuss individual risks in turn.
race, disability and gender equality duties 
To help us achieve this we have a network 
and day-to-day running 
are contained in our Equality Scheme for 
of nine small offices across the English 
7.4 Our principles as a Commission 
2009–12, along with commitments on  
regions, co-located with Government 
Programme activity
In everything we do, we will be: 
age, religion or belief, gender reassignment 
Offices. We will work closely with regional 
and sexual orientation. The document is 
and local government offices as well as 
closely linked to our strategic plan and is 
private, voluntary and community sector 
Total Revenue budget
available at: www.equalityhumanrights.
groups to develop relevant work plans for 
Accessibility is a fundamental part of who 
different areas. Our focus is leading and 
we are, what we say and what we do. It is 
The Commission expenditure on staffing  
influencing other strategic public bodies  
only by being truly accessible that we can 
7.6 Our key tools are:
in 2009/10 is assumed at 40 per cent of  
to drive change, as well as encouraging 
be inclusive. And it is only when we are 
our revenue budget, which compares 
bottom-up solutions through local 
accessible and inclusive that we can 
Digital strategy
favourably with other Non-Departmental 
communities. This allows us to link local 
promote equality.
Public Bodies. 
Using online resources effectively will be 
concerns and contexts into our overall 
vital if we are to achieve our aims. We have 
national strategy and work programme  
The Commission will seek to contain 
ambitious plans for promoting our work 
and helps us to build up a more accurate 
inflationary pressures within the  
Through the quality of our work, our 
online in different ways and to different 
picture of the state of equality and human 
2009/10 budget envelope for our 
thinking, and by the examples we set,  
audiences. Our digital strategy includes 
rights across Britain.
administration budget, and maintain  
we are a leader in the field of equality and 
setting up an interactive video channel as 
the level of funds allocated to programme 
human rights. We are known and respected 
well as using social networking to raise  
activity in order to deliver the strategic 
for our judgement and our guidance.
our profile. For many people, our website 
priorities. In 2009/10, the Commission  
Under section 17 of the Equality Act  
will be the way they first come across  
will review its ways of working and how  
2006 we have the right to give financial 
our organisation. As well as providing 
it delivers services to drive cost efficiency, 
assistance to organisations promoting 
We want to make a difference. We want  
information and advice about legal rights 
releasing further resources for programme 
equality and diversity, good relations and 
to be successful in bringing about change.  
and responsibilities, it is our main vehicle 
and project activity. 
human rights. We are providing a capacity 
To achieve this, we are bold and courageous 
for informing people about us and our 
development programme to help 
in the decisions we make.
work. We will use the site to encourage 
organisations improve the services they 
7.3 Risk management
people to influence what we do either 
provide. The future programme will focus 
We have a robust management framework 
through consultation and involvement  
particularly on the newer equality areas  
in place to identify the potential risks 
We are responsible for the decisions  
or more general debate. We will be 
in our remit – age, gender reassignment, 
associated with our strategic and business 
we make and the actions we take.  
developing our site over the next  
religion or belief, and sexual orientation 
plan, and any actions we can take to 
We acknowledge our responsibilities. 
12 months to ensure it is accessible, 
– as well as human rights. 
mitigate them. Every month our Risk 
informative, exciting and engaging.
Appraisal Group, chaired by our Chief 
We want to be able to respond quickly  
and effectively to rapidly changing events.

Our strategic plan 2009–2012
We have consulted on new strategic 
Disability conciliation
Strategic priority 1:  
Strategic priority 2:  
objectives to underpin our next grants 
secure and implement an  
create a fairer Britain, with  
We offer a free and confidential disability 
programme, ensuring a closer alignment  
effective legislative and  
equal life chances and access  
conciliation service as an effective potential 
of the grants function to the Commission’s 
regulatory framework for  
to services for all
alternative to taking a case of disability 
overall strategic plan, and developing a 
equality and human rights
discrimination to court under the Disability 
Key Performance Indicators:
fit-for-purpose grants model.
Discrimination Act. We will measure our 
Key Performance Indicators:
■   At least five Memorandums of 
success and impact by using a balanced 

Information, advice and guidance
   Evidence of the Commission’s  
Understanding agreed with major public 
scorecard approach:
influence on key legislative and policy 
service regulators and inspectorates,  
We run national helplines in England, 
developments including the new Equality 
and equality performance measures 
Scotland and Wales to provide advice and 
7.7 How we will measure success
Bill, the proposed Bill of Rights and the 
embedded in their inspection 
information to people who want to know 
The Commission has developed a set  
EU Article 13 Directive that will help to 
frameworks, within three years.
more about their rights. Our helpline 
of Key Performance Indicators (KPIs)  
strengthen domestic legal protection.

advisors are specially trained to deal with a 
   A high and consistent level of awareness 
to help measure our progress over the  

variety of calls, from responding to requests 
   Evidence of effective implementation  
among public bodies targeted by the 
next three years. The triennial review,  
for particular documents or information  
of the various UN and Council of Europe 
Commission of their obligations under 
due to be published in 2010, will set  
to providing specialist legal advice on 
Human Rights Treaties as measured  
the current public sector equality duties 
out further outcome measures against  
individual cases. We want to ensure that 
by the Commission’s work, including 
as measured by a baseline survey 
which the Commission’s performance  
everyone who contacts us gets a positive 
shadow reports on Britain’s compliance 
established in 2009/10, and a five  
can be assessed.
service that helps us to achieve the 
in 2010, influencing the international 
per cent improvement year-on-year 
outcomes that flow from our core remit  
The Commission will also demonstrate  
bodies’ assessments.
and our strategic approach. That means  
how its performance contributes towards 
■   Targeted use of our powers covering  
■   A rise in the proportion of private sector 
the advice and information we provide 
the delivery of government Public Service 
all the areas in our equality and human 
employers receiving material from the 
must be accessible and practical, ensuring  
Agreements (PSAs), in particular PSA 15  
rights remit: at least 100 strategic legal 
Commission who believe they understand 
a good customer experience, as well as 
on Equality, the Scottish Government’s 
actions and mediation cases each year 
equality legislation as measured by a 
assisting the Commission in carrying out  
national performance outcomes, and 
and a 70 per cent success rate as defined 
baseline survey established in 2009/10.
its intelligence-gathering, compliance and 
relevant targets set by the Welsh Assembly 
by positive legal outcomes and effective 

enforcement functions. The Commission 
Government. The KPIs that make up the 
settlement terms.
   An increase in the proportion of private 
wants to provide a cutting edge service 
balanced scorecard provide a clear outline 
sector employers conducting pay audits 

making full use of digital technology, 
of what needs to be done and how the 
   At least seven Formal Inquiries and 
to 35 per cent from the current baseline 
delivering a high-quality service while 
outcome will be assessed:
Investigations progressed over three 
of 23 per cent. 
ensuring value for money. A particular 
years within set time-frames and  

focus will involve investigating how digital 
budgets resulting in positive outcomes 
   Improved equality outcomes in relation 
technology can improve access for disabled 
that effect change.
to procurement and diversity, the 
criminal justice system, education and 
people. We will also refer particular cases 
local government performance. We will 
or complaints to partner bodies in the 
publish these detailed outcome measures 
advice and advocacy sectors.
in the triennial review in 2010.

Our strategic plan 2009–2012

Strategic priority 3:  
   Three nationwide involvement exercises 
   A Commission website and helpline 
Strategic priority 5:  
build a society without prejudice, 
completed: average rates of 50 per cent 
service that meets the highest standards 
build an authoritative and  
promote good relations and foster  
attendance and a 20 per cent rate of first 
of public accessibility. Our user 
responsive organisation
a vibrant equality and human  
time attendees at all involvement and 
satisfaction survey will establish a 
rights culture
consultation events.
baseline from which to assess whether 
Key Performance Indicators:
the Commission’s website and helpline 
■   An enhanced pool of engaged EHRC 
Key Performance Indicators:
are viewed as authoritative, and we will 
stakeholders, demonstrated by an 
Strategic priority 4:  
■   An increase in awareness of the 
regularly monitor speed of response and 
increased range of organisations 
promote understanding and 
Commission and its work among the 
target call volumes.
represented at Commission conferences 
awareness of rights and duties  
public by five per cent from the October 
and events: we will increase by 30 per 
– deliver timely and accurate  
■   An advice sector that is supported and 
2007 baseline.
cent the number of stakeholder 
advice and guidance to individuals 
mobilised to provide direct help and 
organisations which contribute to the 
■   An attitudinal shift on general measures 
and employers
support to individuals: at least three 
next strategic plan consultation over  
of prejudice among target audiences, for 
grants per region will build the capacity 
the 2008/9 baseline.
example participants in youth programmes  Key Performance Indicators:
of the advice and advocacy sector across 
supported by the Commission.
■   Codes of Practice and guidance published 
England, with further resources for 
■   Ensuring effective utilisation of our 
that meet best practice guidelines and 
Scotland and Wales.
resources with expenditure kept within 
■   Three major national campaigns 
improve employer, policy-maker and 
+/- 5 per cent of agreed budget, and 

completed, evaluated and providing 
   A stakeholder survey to measure 
service delivery awareness of statutory 
developing and delivering on our value 
evidence of impact and cost effectiveness. 
perceptions of the quality and reach  
responsibilities as measured by an  
for money plan.
The Commission will establish  
of advice and advocacy services across 
annual survey with baseline established 
objectives for each campaign around 
Britain, aiming to increase stakeholder 
■   Increased levels of assurance from 
in 2009/10.
awareness-raising, and attitudinal  
confidence in the overall provision of 
internal and external audit including 
and behavioural change.
■   A 50 per cent increase in the number of 
services by 20 per cent over the life of  
unqualified NAO approved annual  
Small and Medium-Sized Enterprises 
the plan.
report and accounts.
■   In addition to campaign-specific 
that seek information and advice from 

evaluation, we will also establish 
   New equality and human rights 
the Commission and its partners, 
standardised metrics to build a picture  
performance indicators consulted on  
establishing a baseline in 2009/10.
of our impact. This will include a  
and in place for the triennial review by 
specific exercise to measure our brand 
■   Attain a 20 per cent increase in overall 
June 2010.
equity among target audiences. The 
user satisfaction with the Commission’s 
■   Employee index tracking levels of 
Commission will also measure media 
services through a baseline survey carried 
engagement among our staff will increase 
coverage by volume and message 
out in the first year of the plan: evidence 
to 70 per cent by December 2009 – from 
penetration, including digital platforms. 
that over 90 per cent of requests for 
a baseline of 55 per cent – with further 
This baseline will be established by the 
information and advice in accessible 
improvements thereafter.
third quarter 2009/10.
formats are responded to promptly  
and effectively.
■   The actions set out in our three-year 
equality scheme delivered by March 2012.

Our strategic plan 2009–2012
Chapter 8
Our promise – what we  
will deliver
The external environment requires a Commission  
that can effect system-level change, working with 
others to combat disadvantage and discrimination.
In the next three years we will:
Work to bring about a landmark  
Work with the public and private 
Protect and promote the human 
Communicate directly with the 
Equality Act that eradicates unjustified 
sector to provide high-quality advice  
rights of all, implementing the 
public, developing new platforms and 
discrimination and releases talent  
and guidance on the law and ensure  
recommendations of our Human Rights 
tools through the Commission’s digital 
through a simpler legislative framework.
that the law is enforced.
Inquiry to ensure a culture of dignity and 
strategy, and give people information 
respect in public services, and safeguarding 
so they are empowered to seek redress.
Ensure that the law works for 
Prepare public authorities for the next 
our civil liberties.
individuals, breaking through injustice, 
generation of the public duty, delivering 
Publish an agenda-setting triennial 
making strategic interventions and 
practical guidance and promoting  
Build the capabilities of our organisation  
review to assess the state of equality and 
supporting individual cases. We will  
best practice focused on achieving  
to act as a modern regulatory body 
human rights across Britain, and make 
also work with others to increase the 
results, namely better outcomes for  
ensuring that breaches of the law are dealt 
concrete recommendations for reform.
availability of legal representation.
disadvantaged groups.
with swiftly, proportionately and efficiently.
Create meaningful partnerships 
Deliver a grants programme that helps  
Inspire the next generation to  
with our stakeholders to advance  
to widen the reach of the voluntary and 
embrace the values of equality  
equality and human rights across Britain.
community sector, fulfilling our mandate  
and human rights. 
to strengthen good relations and bring 
people together.

Our strategic plan 2009–2012
Work programmes  
Delivery date
The following work 
programmes set out in 
detail how we will achieve 
Key deliverables and milestones
The new equality statute 
successfully delivered.
Continue to influence the drafting 
of the Equality Bill, working 
collaboratively with the GEO to 
refine key legislative proposals: the 
new equality duty, procurement and 
transparency, data collection and 
indicators, positive action and the 
model of a new socio-economic duty.
Public service duties extended to age, 
sexual orientation, religion or belief, 
and gender reassignment, and 
focused on the delivery of positive 
equality outcomes through better 
measurement and guidance.
the aims under our  
five strategic priorities.
An Equality Bill that places an 
emphasis on proactive prevention 
and promotion of equality with 
demonstrable results.
To gain support for the 
legislation from key institutions, 
including business, trade unions 
and stakeholders.
To widen the reach of the public 
duty to new equality grounds 
and promote outcome-focused 
delivery of the duties.
 secure and implement an effective legislative 
 securing, implementing and promoting legislative change
Equality Bill
the Equality 
Bill content 
its passage 
into law
Projects and work areas
Strategic priority 1: and regulatory framework for equality and human rights
Programme 1:
Strategic priority 1 | Programme 1   55

Consultation held with 
key stakeholders on the 
requirements for guidance 
to support the Equality Bill 
by Q2 2009/10. 
Relevant Codes of Practice 
and non-statutory guidance 
published within three months 
of the Bill becoming law to 
meet the needs of employers 
and service providers.
First tranche of Statutory Codes 
of Practice covering employment, 
goods, facilities and services, 
education and public sector 
equality duties drafted by Q2 
2009/10, consulted on and 
published by Q4 2009/10.
Second tranche of Codes of 
Practice drafted by Q2 2010/11, 
consulted on and published by 
Q4 2010/11.
Broad coalition of support for the 
Bill established with the public, 
private and voluntary sectors.
Key target organisations identified 
based on who are major employers, 
service providers and service 
commissioners, and arrangements 
for joint working in place. 
Findings of the Human Rights 
Inquiry (HRI) for England and 
Wales published in Q1 2009/10. 
Implementation of the HRI 
recommendations and promotion 
of awareness and understanding 
of human rights working with 
inspectorates, public bodies, 
and service users.
enting the findings 
To ensure that authoritative 
Codes of Practice and guidance 
are produced to support 
the implementation of the 
forthcoming Equality Bill. 
To gain support for the new 
legislation from key institutions, 
organisations and stakeholders 
to help drive successful 
implementation and enable 
organisations to deliver 
demonstrable improvements 
in equality outcomes for 
disadvantaged groups.
To promote awareness of the 
new equality legislation among 
‘amplifier’ strategic bodies in 
the public and private sectors 
encouraging others to disseminate
guidance and best practice.
To promote and protect the 
provisions of the Human Rights 
Act and ensure they are applied 
across government and public 
services, im
of the Human Rights Inquiry.
g em

evelop G

and Codes of 
Practice to 
the Equality 
Bill and related 
Promoting the 
Equality Bill: 
equality and 
human rights 
and service 
promoting and 
human rights
Strategic priority 1 | Programme 1   57

– 2010/11
– 2011/12
– 2011/12
Delivery date
– 2011/12

ill of 
ent’s B
ights to strengthen and 
reen Paper published in Q
 Coalition of support built
ill of R
esponse to the G
ights G
for a B
promote equality and human rights.
Independent assessment of 
Britain’s compliance with the 
UNCRPD articles completed 
during 2009/10 and proposed 
action published by Q1 2010/11.
Continue to monitor and 
influence the progress of the 
EU Directive into UK law.
We will undertake at least 100 legal 
actions across our remit, and as part 
of this we will support and intervene 
in at least 70 cases annually, where 
the protection of individuals on 
equality and human rights grounds is 
likely to be strengthened or widened 
in line with the Commission’s 
strategic approach to legal work. 
Key deliverables and milestones
Work collaboratively with the Care 
Quality Commission to help build 
a human rights culture across the 
care sector with a Memorandum 
of Understanding and a series of 
joint thematic reviews underway.
This work will be led by our 
Board of Commissioners.
Grant funding of independent 
advocacy projects by Q3 2009/10.
Availability and quality of 
independent advocacy mapped 
across the country, and evaluated 
and innovative approaches to 
delivering advocacy supported 
by Q4 2009/10.
To understand how the proposed 
Bill of Rights can strengthen 
support for the protection and 
promotion of human rights.
To promote, protect and monitor 
the implementation of relevant 
UN human rights treaties 
including the UN Convention 
on the Rights of Persons with 
Disabilities (UNCRPD). In 
Scotland, the responsibility 
is shared with the SHRC.
To support, influence and 
ensure effective implementation 
of EU equality legislation 
including the Article 13 
anti-discrimination directive.
To further reinforce and seek 
extension of the reach of the 
protected grounds through 
strategic casework and 
Care and support grounded in 
a human rights framework and 
sustainable infrastructure of 
care and support in place. 
Explore principles to ensure 
the fair allocation of resources 
across public services given 
future fiscal constraints and 
demographic pressures.
To ensure there is an effective 
advice and information 
framework with independent 
advocacy to support the 
individual payments care 
and support model.
 create a fairer Britain, with equal life chances 
 fairer public services for all and improving equality of civic participation
, social  

EU Legislation
Strategic casework
Driving reform 
care and 
Projects and work areas
Strategic priority 2: and access to services for all
Programme 2:
Strategic priority 2 | Programme 2   59

– 2010/11
– 2010/11
– 2010/11
ndings published in
ith key partners to undertake 
2 2010/11. Plan of action for reform 
ork w
Thematic review conducted to 
identify the incidence of ageism 
across the health and social care 
system with key fi
developed and implemented with 
government, key departments and 
delivery partners, and using the 
Commission’s legal powers to take 
strategic cases where appropriate. 
Identify and tackle policy and 
practice that directly undermines 
freedom of movement. Seek to 
influence the forthcoming Green 
Paper on Social Care reform.
cost-benefit analysis into the social 
and economic impact of different 
options for reform and investment 
in care and support. Key results 
published by Q1 2010/11.
Implementation of the 
Independent Living work plan.
‘Pathways to politics’ report 
published identifying enablers 
and barriers to civic and political 
participation in Q1 2009/10 and 
follow-up work undertaken to 
influence ‘gatekeeper’ organisations. 
Outreach programme launched 
through regional networks to 
encourage greater civic participation.
Partnership working with Audit 
Commission to integrate equality, 
human rights and good relations 
judgements into inspection and 
rating frameworks.
Monitor of service provision and 
promotion of best practice.
To identify and challenge the 
discriminatory aspects of the 
present social care system, 
particularly in relation to age.
To influence the implementation 
of a ‘portability duty’ with local 
authorities to enable people to 
move care packages around 
the country.
To identify and communicate 
the benefits of care and 
support to society countering 
the perception of a 
growing burden. 
To support disabled people to 
represent their views about the 
future of independent living in 
Scotland to determine future policy.
To achieve greater voice, access 
and participation in decision 
making for marginalised and 
excluded groups and improve 
representation in civic life 
and politics. 
To identify and address barriers 
to participation in civic life and 
use research and pilot projects 
to influence practice in public 
appointments and political parties.
To improve local services to 
meet community needs through 
the new Comprehensive Area 
Assessment process and Local 
Area Agreements. This includes 
Gypsy and Traveller 
accommodation, managing 
the impacts of migration and 
addressing violence against 
equality groups.
of civic and 
equality of local 
service provision
Strategic priority 2 | Programme 2   61

– 2011/12
– 2011/12
– 2011/12
– 2011/12
s to provide 
ntified Q3 2009/10. 
ith the H
Review completed of sentencing 
data by equality strand to identify 
disproportionate sentencing against 
particular groups by Q4 2009/10.
Protocol in place with the Home 
Office with agreement for courts 
to monitor sentencing by race from 
Q2 2009/10, data benchmarked 
in 2011 and extended to all other 
strands by end of 2011/12.
Review completed of ASBOs 
issued to particular groups by 
Q3 2010/11. Action plan to 
address any disproportionate 
sentencing identified and 
agreed with relevant agencies 
and monitoring arrangements 
Guidance published on the use of 
positive action to encourage more 
ethnic minorities to join the police. 
Memorandum of Understanding 
in place w
to encourage police force
comprehensive workforce data 
and action plans as well as 
transparent monitoring and 
complaints procedures.
Memorandum of Understanding 
in place with HMI Prisons and a 
collaborative approach established 
through a series of thematic reviews.
Review of probation services 
effectiveness commissioned and 
MOU agreed with National Offender 
Management Service by Q3 2010/11.
Best practice in police community 
partnerships for hate crime
offenders ide
Recommendations for a structured 
programme of interventions where 
applicable developed by Q4 2009/10 
and proposals piloted and evaluated 
by Q4 2010/11.
inal justice agencies 
To ensure crim
have the information they need to 
deliver equality across all seven 
strands when the new duty is 
introduced in 2011.
To ensure the courts ensure fair 
sentencing procedures across 
the equality strands.
To ensure equality strands are 
dealt with fairly in anti-social 
behaviour policies.
To ensure the police are making 
clear progress towards delivering 
race equality in their employment 
practice. The approach to 
workforce diversity should 
make the police more reflective 
of society as a whole.
To ensure there is a greater 
respect for equality and human 
rights in the prison system.
To make probation services 
effective in the provision of 
rehabilitation services to 
all groups.
To ensure that persons convicted 
of hate crimes are offered 
opportunities to address the 
motivations for their offending 
behaviour, contributing to 
better community relations.
in the criminal 
justice system to 
remove systemic 
and promote 
respect for 
human rights 
Strategic priority 2 | Programme 2   63

– 2011/12
Delivery date
 – 2011/12
pact of a 
igher E
ote the benefits of 
fsted and H
 undertaken of im
of older workers and people 
 single equality duty on inspection 
Scoping review into early years, life 
chances and equality by Q4 2009/10.
Findings of research into the 
education and aspirations of young 
people and whether staying on in 
education to 18 achieves better 
outcomes published in Q1 2009/10. 
Action plan, building on findings, 
developed by Q3 2009/10.
Guidance produced on how the 
public duties can help schools and 
educational institutions to tackle 
inequalities in educational outcomes.
Partnership work with education 
inspectorates and regulators 
including O
Funding Council for England to build 
on monitoring and compliance of the 
duties during 2009/10 to 2010/11.
Joint review
frameworks to develop and embed 
proactive approach to equality 
inspection and reporting in 2011/12.
Key deliverables and milestones
Build on the first phase of the 
Working Better initiative and 
promote finding. Review scoped into 
the needs 
with disabilities and survey and focus 
groups completed by Q3 2009/10.
Develop and launch new employer 
guidance on approaches to providing 
reasonable adjustments, which 
include innovative time and location 
flexibilities by Q4 2009/10.
Work collaboratively with key
partners to prom
the ‘right to request’ flexible w
supported by practical guidance.
Continue to influence the new 
Equality Bill to maximise its 
effectiveness and promote radical 
‘root and branch reform’ of current 
legislation to put in place sustainable 
solutions to equal pay and encourage 
employers to take active steps to 
manage pay systems fairly.
ith disabilities 
orkers and people w
To ensure a fair start in life for 
every child and greater social 
mobility regardless of background 
with adequate pre-school provision 
particularly where English is a 
second language. 
To secure improved participation, 
attainment and outcomes for 
NEET and ‘at risk’ groups across 
all pathways: Sixth Form, Further 
Education and apprenticeships.
To encourage public bodies 
to improve the educational 
outcomes for different groups.
To promote equality goals 
to increase staying on rates 
in education. 
To promote new forms of flexible 
and agile working that meet the 
challenges of the 21st century and 
in particular the needs of older 
as well as working parents.
To narrow the gender pay gap 
through promotion of a proactive 
and systematic approach to 
tackling pay discrimination. 
 advancing equality in employment with a focus on the private sector 
persistent gaps 
in educational 
outcomes and 
enhance the human
capital of the most 
Working Better 
– promoting 
fairness at work 
through modern 
ways of working
Narrowing pay 
gaps – securing 
radical and 
Projects and work areas
Programme 3:
Strategic priority 2 | Programme 3   65

– 2011/12
– 2010/11
ission’s know
usiness, E
ent for B
evelop the C
Continue to build evidence base of 
the effectiveness of pay audits and 
promote their role to businesses 
and employers through publication 
of research and guidance.
Contribute to the Women and 
Work Commission and develop 
measurement indicators to ensure 
greater private sector transparency 
on pay.
Publish and promote the findings of 
review into earnings and equalities.
Work strategically with public bodies 
in the education and training sector 
to identify and tackle the root causes 
of occupational segregation including 
careers advice and training provision.
Commission’s vision of a modern 
workplace developed and promoted 
through engagement with regulatory 
bodies, professional and employer 
In partnership with the GEO 
continue to model a voluntary 
equality certification scheme 
for the private sector. 
and evidence base on the private sector 
and labour markets working with 
and Regulatory Reform, DWP and 
Regional Development Agencies.
At least three formal inquiries 
Complete the formal inquiry 
and publish findings into gender 
discrimination in the financial 
services sector. Research and inquiry 
hearings completed by Q1 2009/10 
and inquiry completed by Q2 
Complete formal inquiry and publish 
findings into race discrimination in 
the construction industry by Q2 
To widen understanding of the 
potential contribution of pay 
audits to tackling the gender 
pay gap.
To act with government to tackle 
the structural causes of unequal 
pay, and to increase private sector 
transparency on pay gaps through 
regular publication of data. 
To tackle the underlying causes 
of the gender pay gap such as 
occupational segregation. 
To promote best practice 
in tackling employment 
To improve private sector business 
practices by strengthening the 
reach of public sector procurement.
To increase understanding of the 
relevance of equality in the labour 
market through a segmented 
approach to the private sector. 
To tackle the structural causes of 
discrimination through conducting 
formal investigations in sectors 
where there is evidence of unlawful 
To understand the extent of pay 
gaps and gender discrimination in 
the financial services sector and to 
develop a clear rationale for using 
investigatory powers with specific 
companies where there is strong 
evidence of unlawful discrimination.
To identify successful interv
to tackle under-representation 
of ethnic minority workers in the 
construction industry and deliver 
wider employment participation.
in the workplace
of equality
Strategic priority 2 | Programme 3   67

– 2011/12
Build on the Infrastructure of 
Inequality work with the MoD 
undertaking a joint review completed 
identifying effective levers for 
organisational change 
by Q3 2009/10.
Work with DWP and the GEO to 
publish ‘path of recession’ research 
report on the impact of the recession 
on employment impacts and 
prospects among our mandate 
groups. Identify potential areas 
for government intervention. 
Conduct research into how the 
interaction of the tax-benefit 
system and the labour market in 
the current recession impacts on 
equalities groups with particular 
relationships to employment, 
such as second earners.
Publish an initial position paper 
on poverty and income inequality 
reviewing the relationship between 
socio-economic disadvantage and 
the seven protected grounds and 
identifying potential interventions.
Establish partnership with the 
Fair Employment Protection 
Board and Low Pay Commission 
to protect vulnerable workers 
through regulatory intervention.
Conduct an investigation and 
publish findings into the treatment 
and experience of agency and other 
temporary workers in the meat 
processing sector in England 
and Wales by Q4 2009/10.
Olympic Charter developed 
outlining best practice for best 
practice procurement and 
community relations.
Follow-up reviews on Procurement 
and Supplier Diversity report.
Transfer lessons learnt for the 
Commonwealth games in Glasgow 
and Thames Gateway programme.
ost vulnerable 
To identify effective levers for 
cultural change in organisations.
To understand the impact of the 
recession on the most vulnerable 
groups and determine the 
Commission’s role in protecting 
them ensuring everyone benefits 
when the recovery begins.
To ensure that the benefits 
system works to support the 
most disadvantaged groups 
finding routes into work.
To build the Commission’s 
evidence base on economic 
inclusion in particular the 
link between social-economic 
disadvantage and discrimination.
To ensure that the m
groups in the labour market are 
adequately protected from 
To improve the terms and 
conditions of migrant and 
agency workers and recruitment 
practices of ‘atypical’ workers.
To improve workforce diversity 
and fairness in the labour markets 
through influencing major 
regeneration programmes.
Equality in 
and regeneration
Strategic priority 2 | Programme 3   69

Delivery date
– 2011/12
pact on greater num
Key deliverables and milestones
Attitudinal research completed 
to understand what influencers 
shape young people’s attitudes to 
prejudice and the drivers behind it.
Partnerships in place with national 
players in the youth sector. 
Continue our youth programmes 
to identify effective models 
of intervention that can be 
implemented in partnership with 
key players in the youth sector. For 
example, building on the Our Space 
and Croeso projects amplifying their 
reach and im
of young people.
A range of resources developed to 
support teachers in the delivery of the 
citizenship agenda to young people, 
particularly Key Stage 3 (11-14 year 
olds) by Q4 2009/10.
Programme of teacher and educator 
engagement and training to share 
best practice in delivering the 
citizenship curriculum in schools 
and Sixth Form colleges.
Network of excellence established 
bringing together educators and the 
equality and human rights sector.
High-impact national campaign 
launched to ‘make prejudice history’.
To understand what influencers 
shape and trigger prejudice 
promoting long-term cultural 
change through research 
and analysis.
To develop the right partnerships 
and build alliances to help support 
delivery of our youth programme.
To challenge intolerance and 
prejudice, improving young 
people’s access to knowledge 
about equality and human 
rights, and limiting the impact 
of segregation through greater 
inter-community contact.
To improve awareness and 
understanding of young people 
so they can relate to equality, 
citizenship and human rights 
in their daily lives. 
To ensure that those who teach 
young people have access to the 
right materials and resources.
To develop new partnerships 
between schools and equality 
and human rights organisations. 
To raise awareness of the 
Commission’s ambition to 
reduce prejudice across society.
 build a society without prejudice, promote good relations 
s w
 building a generation without prejudice
ve i
ort ed
g G

Scoping work to 
underpin future 
projects creating 
a generation 
without prejudice
Create effective 
NGOs and the 
Developing young 
equality leaders
Working with 
young people 
at school
to spread best 
Build greater 
contact between 
schools and 
equality and 
human rights 
without Prejudice 
on the map
Projects and work areas
Strategic priority 3: and foster a vibrant equality and human rights culture
Programme 4:
Strategic priority 3 | Programme 4   71

Delivery date
Key deliverables and milestones
Undertake general promotional 
and awareness-raising activity 
supported by Codes of Practice 
and guidance.
Authoritative evidence base 
and analysis of what supports 
good relations developed.
Benchmarking of public authorities 
awareness of good relations best 
practice alongside consultation 
on Codes of Practice completed 
by Q3 2009/10. 
Initial practical guidance, case 
studies and signposting issued by 
the Commission, drawing on and 
expanding existing good practice 
published by Q4 2009/10.
Practitioner networks and 
communities of practice set up in 
partnership with the IDeA, LGIU 
and Scottish and Welsh equivalents 
among others.
Guidance updated and validated 
with signposting service in place 
in preparation for implementation 
of new duty in late 2011.
Work with faith and secular 
communities to promote shared 
understanding, tolerance and 
respect and develop best practice 
guides on how to promote 
cross-community understanding. 
Develop approach to addressing 
root causes of religious extremism 
and Islam-phobia. 
Hold inquiry hearings on the 
relationship between faith and 
secular communities in Britain 
and undertake preparatory 
scoping and research to 
inform those discussions.
een religion, faith, 
ission in addressing conflict 
To increase the awareness, 
confidence and sharing of good 
practice among public authorities 
in relation to their statutory 
obligations to promote good 
relations between groups.
To increase regulatory activity on 
good relations by improving the 
quality and precision of national 
and local data on good relations.
To understand the impact of 
the current duty to promote 
community cohesion on 
public authorities.
To ensure public authorities 
have access to the guidance 
they need to fulfil their duties.
To create networks that will 
promote excellence and best 
practice on good relations. 
To fulfil the statutory duty of 
the Commission to produce 
and disseminate effective 
Codes of Practice and guidance.
To foster positive attitudes 
to difference and diversity 
within local communities.
To define the role of the 
and tension betw
and community. To position the 
Commission as a recognised 
facilitator of resolution through 
engagement with others. 

 promoting good relations throughout Britain 
ctively prom
Good relations 
promotion and 
best practice
good relations 
in Britain
Projects and work areas
Programme 5:
Strategic priority 3 | Programme 5   73

– 2011/12
– 2011/12
– 2011/12
Grant fund good relations projects 
that advance tolerance and 
community cohesion, in particular 
promoting greater understanding 
and acceptance of migrant groups.
Complete analysis of the rise of far 
right political parties and the impact 
on levels of racism and community 
cohesion. Produce guidance for 
public authorities on how to 
manage employees who may be 
members of far right parties. 
Undertake research and analysis 
on social mobility of second 
generation migrants and pathways 
to employment, identifying areas 
for reform of education and 
training with follow up influencing. 
Publication Q4 2009/10.
Thematic review of extent to 
which the public sector uses the 
duties to prevent harassment 
faced by particular groups.
Build on our recent research work 
to develop and implement an 
approach for promoting the safety 
and security of disabled people.
Production of annual Map of Gaps 
of service provision for women 
who have experienced violence.
Continued development of the ‘Good 
Relations Barometer’ to monitor and 
assess tensions. Findings published 
by Q2 2011/12.
Produce research report on 
transmission of sectarian attitudes 
between Generations in Scotland. 
Publication Q3 2009/10.
Support the passage of ‘crimes 
motivated by prejudice or ill will’ 
Bill through Scottish Parliament.
To ensure equal participation 
in community life and greater 
community cohesion.
To understand the causes of 
hostility towards different 
groups and how these vary 
between local populations.
To influence the public debate 
around migration and citizenship, 
increasing recognition of the 
complexity and benefits of a 
diverse society.
To improve safety and security for 
key groups experiencing targeted 
violence, harassment and bullying 
including disabled people, women, 
To ensure that there is an effective 
strategy in place within the 
criminal justice system to tackle 
the underlying causes of hate 
crime and violence. 
To monitor the availability of 
services for women who suffer 
violence and ensure that public 
authorities meet their 
statutory obligations.
To understand the present context 
of good relations across England 
and Wales.
To understand and address 
the root causes of sectarianism 
in Scottish society and their 
adverse impact on equality 
and human rights.
To enact a more effective legislative 
framework to tackle hate crime 
in Scotland.
g safety 
and citizenship
and security 
and targeting 
reductions in 
hate crime, 
and abuse
Strategic priority 3 | Programme 5   75

Delivery date
– 2011/12
Key deliverables and milestones
Legal casework grant funding 
framework developed and 
implemented including identification 
of clear assessment criteria and 
approval processes.
Current legal advice provision 
in Great Britain on equality and 
human rights issues mapped to 
identify gaps in service provision 
across localities by Q1 2009/10.
Strategic approach to funding of 
the voluntary advice sector to 
target the service gaps developed 
in partnership with key 
organisations including the 
Legal Services Commission.
Build joint funding initiatives 
with central and local government 
to improve the delivery of advice 
and guidance.
Build on the model used in the 
‘Know your Rights’ campaign 
and raise awareness among 
particular communities.
Promotional campaign including 
roadshows on equality issues and 
the Equality Bill.
Continue to provide updates on 
legislative developments, case law 
and enforcement action including 
best practice advice and guidance 
and promote through a variety 
of channels.
Extend Commission’s transfer of 
expertise and specialist training 
programmes working with Advice 
Sector organisations and training 
agencies; including the Employment 
Tribunal Skills Course to England 
and Scotland.
Develop collaborative arrangements 
with business organisations and the 
advice sector to encourage exchange 
of guidance and best practice.
To ensure that there is a 
high-quality infrastructure of 
advice and access to justice in 
relation to equality and human 
rights legislation in Great Britain.
To improve the provision of 
casework advisory support and 
expertise in relation to equality 
and human rights and improve 
Casework Quality Standards in 
England and Wales. 
To support the advice sector, 
in particular the Citizens Advice 
Bureau and community law 
centres, enabling them to provide 
timely and accessible advice and 
guidance to individuals.
To ensure resources invested 
in the advice sector are used 
effectively in a joined-up way 
to maximise impact and reach.
To improve understanding and 
awareness of rights in the 
general population. 
To promote support for individual 
rights and ensure that the law can 
genuinely empower citizens to 
exercise their rights.
To ensure that employers 
understand and act on changes 
in the legal framework. 
To increase capacity and quality 
in the advice sector through 
challenge and support.
To ensure best practice in 
employment practices is adopted 
across the public and private sector 
and that employers understand 
their statutory responsibilities.
 promote understanding and awareness of rights and duties 
 delivering high-quality information, advice and guidance on rights
collaboration with 
the advice sector 
building equality 
and human rights 
advice capability
and guidance 
to employers
Projects and work areas
Strategic priority 4: – deliver timely and accurate advice and guidance to individuals and employers
Programme 6:
Strategic priority 4 | Programme 6   77

Delivery date
– 2010/11
– 2010/11
Continue to develop and promote 
practical sectoral guidance focusing 
on sectors where disadvantaged 
groups are likely to be represented.
Build on our guidance to SME 
employers to cover the new 
employment regulations on age 
and promote best practice with 
partner organisations.
Helpline and information 
management functions combined 
to provide an integrated gateway 
service, with new ways of working 
introduced to increase service 
level provision.
Active promotion of the helpline 
through targeted campaigns 
to enable individuals and 
organisations to access the service.
Arrangements in place to provide 
effective advice for the private sector, 
including referral arrangements with 
specialist business advice providers.
Key deliverables and milestones
Review, refine and deliver 
the operating model.
To review and incorporate lessons 
learned from other regulators in 
developing the Commission’s 
regulatory approach.
New outcome-focused regulatory 
approach designed and implemented, 
with clear criteria and transparent 
decision-making processes in place.
Strategic intelligence capability 
developed to inform our activities 
and interventions, with intelligence 
needs defined and new functions 
and processes implemented.
eets its obligations as a regulatory 
To ensure that best practice 
on equality and diversity is 
embedded in key sectors that 
impact disproportionately on 
the achievement of better 
equality outcomes.
To ensure that Small and 
Medium-Sized Enterprises 
(SMEs) are equipped to 
understand changes in the 
legislative context.
To improve the customer-focused 
service of our online web and 
telephone-based helpline to 
deliver high-quality, accessible 
advice and information tailored 
to individuals needs.
To raise awareness of the helpline 
among the general population.
To ensure private sector employers 
have access to effective advice and 
guidance particularly targeted at 
the ‘willing but nervous’.
To ensure that the Commission’s 
operating model, including ways 
of working, processes and systems, 
support the delivery of the 
strategic priorities.
To ensure that the Commission 
body and is proportionate, 
accountable, consistent and 
transparent in its work.
To ensure that the Commission’s 
actions are guided by intelligence 
and evidence.
 build an authoritative and responsive organisation

 building a high performing organisation
Continue to 
improve the 
quality of advice 
and guidance 
our helpline 
and website
Review and refine 
the Commission’s 
operating model
Developing the 
Projects and work areas
Strategic priority 5:
Programme 7:
Strategic priority 5 | Programme 7   79

Leadership strategy developed 
and implemented. New series 
of leadership and management 
programme delivered including 
‘Expert managers – exceptional 
leaders’ to all senior managers.
Competency Framework designed 
and rolled out, with a skills audit 
and gap analysis undertaken against 
the competency framework.
New performance management 
framework fully implemented. 
First stakeholder strategy consulted 
on, published and implemented, new 
sector specific stakeholder advisory 
boards established. Mapping work 
carried out to enhance stakeholder 
networks in all equality strand and 
subject areas. Series of subject 
specific conferences and events held.
New approach to project-based 
working developed and implemented.
New framework for decision-making 
in place based on clear principles and 
a Governance Handbook published 
and implemented.
Implementation of key ICT 
solutions including SharePoint 
collaboration, further CRM 
system development to improve 
stakeholder communications and 
case management and upgrades to 
the financial and reporting systems.
To strengthen our leadership and 
management capability and skills.
To engage effectively with 
stakeholders ensuring that the 
Commission’s work is relevant, 
and in the public interest.
To build a flexible, delivery-focused 
To improve the transparency, 
consistency and speed of 
decision-making and governance.
To support delivery of the 
Commission’s work through 
efficient corporate services 
and enabling ICT systems.
r organ
Building a 
and responsive 
Strategic priority 5 | Programme 7   81

Delivery date
Key deliverables and milestones
Comprehensive evidence base 
achieved across all the equality 
strands, human rights and 
good relations. 
Developing partnerships with 
stakeholders and research 
institutions to broaden development 
and use of the evidence base by 
Q2 2009/10.
Equality measurement framework 
of autonomy and populated with data 
by Q2 2009/10.
Deliver the first triennial review 
setting out the state of inequality 
and human rights in Britain using 
the Equality Measurement 
Framework developed in conjunction 
with the GEO and government 
departments by Q1 2010/11.
The Good Relations Measurement 
framework and indicators 
developed incorporating 
feedback from stakeholder 
engagement and consultation. 
To build the Commission’s 
evidence base through 
research and intelligence.
To become a centre of excellence 
in research on equality and 
human rights.
To fulfil the statutory duties 
in relation to monitoring the 
implementation of equality 
legislation and the statutory 
duties using the Equality 
Measurement Framework.
To deliver a landmark 
triennial review.
To create a new measurement 
framework to assess the state 
of good relations across Britain.
 building an authoritative, evidence-based organisation
Building an 
evidence base 
Develop and 
approach to 
Introduce a 
good relations 
Projects and work areas
Programme 8:
Strategic priority 5 | Programme 8   83

Our strategic plan 2009–2012
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FSC certified 100% recycled TCF (Totally 
Mon, Tue, Thu, Fri: 9am-5pm Wed: 9am-8pm 
Chlorine Free) fibre. Vegetable-based inks
were used throughout.
© Equality and Human Rights Commission 
Published June 2009 
ISBN 978-1-84206-120-6
Designed by Precedent