Our
strategic
plan
2009–2012
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
alternative format and/or language
please contact the Commission to
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Contents
01 Introduction
42 Chapter 6
02
Our ways of working with others
Foreword
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
Foreword
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.
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3
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
organisation.
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,
Chair,
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.
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5
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
Employment
Employment
Commission.
is the foundation of freedom,
Rights Act gives
Equality
justice and peace in the world’.
every working
Regulations
Nancy Astor
woman right to
make
Employment
becomes
Partial
maternity leave.
discrimination Equality (Age)
first woman
decriminalisation of
Margaret
in employment Regulations
National
to take a
homosexuality. Age
Thatcher
on grounds
make
Disability
Union of
seat in
Arrival of
of consent for gay
elected as
of religion
discrimination
Rights
Women’s
Parliament.
the Empire
men set at 21.
UK’s first
or belief or
in employment
Disability
Commission
Suffrage
Windrush.
female
sexual
on grounds of
Discrimination created.
Societies
Prime
orientation
age unlawful.
Act.
launched.
Minister.
unlawful.
Equal Pay Act.
1897
1918
1919
1928
1948
1965
1967
1970
1975
1976
1979
1984
1993
1995
1998
1999
2001
2003
2004
2006
2007
Representation First Race
Commission
Human Rights
Gender
of the People
Relations Act
for Racial
Act passed.
Recognition
Act gives
passed,
Equality created.
First
It is ‘the most
Act creates
Women
women the
forbidding
independent
significant
a legally
over 30
vote on equal discrimination
Equal
living centre
statement
recognised
get the
terms
on the ‘grounds
Opportunities
opens, aiming
of human
process
vote.
to men.
of colour, race,
Commission
to ‘promote the
rights in
for people The Equality
or ethnic or
created.
meaningful
domestic
to change
and Human
national origins’.
inclusion of
law since
Age of
their
Rights
Sex Discrimination Act.
disabled people
the 1689
consent
gender.
Commission
into the
Bill of Rights’,
equalised for
opens its
community’.
according to
gay men,
doors for
Jack Straw.
lesbians and
the first
Our journey... building
heterosexuals.
time on
October 1.
on a century of progress
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7
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.
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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
Commissioner,
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.
10
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.
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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.
14
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.
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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.
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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
discrimination.
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).
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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.
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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)
participation.
■ The ability to award grants.
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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.
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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
incomprehensible.
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
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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
non-religious.
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.
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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.
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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.
Rationale:
■ 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
Rationale:
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
Rationale:
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
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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
Rationale:
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
Rationale:
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
challenges.
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.
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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.
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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.
40
41
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
outcomes.
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,
organisations
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.
42
43
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
disadvantage.
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.
44
45
Our strategic plan 2009–2012
Executive, reviews the risks we face
7.5 Our Equality Scheme
Our regional network in England
£m
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,
39.4
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
expenditure
7.4 Our principles as a Commission
2009–12, along with commitments on
regions, co-located with Government
23.6
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
Accessible
closely linked to our strategic plan and is
private, voluntary and community sector
63.0
Total Revenue budget
available at: www.equalityhumanrights.
groups to develop relevant work plans for
Accessibility is a fundamental part of who
com/equalityscheme
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
Authoritative
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
Grant-making
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
Ambitious
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
Accountable
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
Agile
We want to be able to respond quickly
and effectively to rapidly changing events.
46
47
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.
thereafter.
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.
48
49
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.
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51
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.
52
53
Our strategic plan 2009–2012
Work programmes
Delivery date
2009/10
2009/10
2010/11
2009–2012
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.
Objectives
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
Influencing
the Equality
Bill content
throughout
its passage
into law
Projects and work areas
1
Strategic priority 1: and regulatory framework for equality and human rights
Programme 1:
54
Strategic priority 1 | Programme 1 55
2009/10
2009/10
2010/11
2009/10
2009/10
2009/10
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
plem
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.
ce
an
id
u
ployers
g em
on
evelop G
D
and Codes of
Practice to
support
the Equality
Bill and related
legislation
Promoting the
Equality Bill:
mainstream
equality and
human rights
am
and service
providers
Protecting,
promoting and
mainstreaming
human rights
2
Strategic priority 1 | Programme 1 57
2009/10
2009/10
– 2010/11
2009/10
– 2011/12
2009/10
– 2011/12
Delivery date
2009/10
– 2011/12
2009/10
2009/10
2
ill of
ent’s B
overnm
ights to strengthen and
reen Paper published in Q
Coalition of support built
ill of R
esponse to the G
ights G
R
R
2009/10.
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
enforcement.
Objectives
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
ealth
h
EU Legislation
Strategic casework
Driving reform
in
care and
independent
living
3
4
Projects and work areas
1
Strategic priority 2: and access to services for all
Programme 2:
Strategic priority 2 | Programme 2 59
2009/10
– 2010/11
2009/10
2009/10
– 2010/11
2009/10
– 2010/11
2009/10
2009/10
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
Q
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.
W
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.
Improving
equality
of civic and
political
participation
Improving
equality of local
service provision
2
3
Strategic priority 2 | Programme 2 61
2009/10
– 2011/12
2009/10
– 2011/12
2009/10
– 2011/12
2009/10
2009/10
– 2011/12
2010/11
2010/11
onstabulary
s to provide
I C
M
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
established.
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.
Securing
improvement
in the criminal
justice system to
remove systemic
discrimination
and promote
respect for
human rights
4
Strategic priority 2 | Programme 2 63
2009/10
2009/10
2009/10
2009/10
– 2011/12
Delivery date
2009/10
– 2011/12
2009/10
2009/10
2009/10
ducation
pact of a
orking
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
new
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.
Objectives
To promote new forms of flexible
and agile working that meet the
challenges of the 21st century and
in particular the needs of older
w
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
Narrowing
persistent gaps
in educational
outcomes and
enhance the human
capital of the most
disadvantaged
groups
Working Better
– promoting
fairness at work
through modern
ways of working
Narrowing pay
gaps – securing
radical and
sustainable
reform
5
Projects and work areas
1
2
Programme 3:
Strategic priority 2 | Programme 3 65
2009/10
2009/10
2009/10
2009/10
– 2011/12
2009/10
2009/10
2009/10
– 2010/11
2009/10
2009/10
2009/10
ledge
nterprise
ission’s know
m
usiness, E
om
ent for B
evelop the C
epartm
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
institutions.
In partnership with the GEO
continue to model a voluntary
equality certification scheme
for the private sector.
D
and evidence base on the private sector
and labour markets working with
D
and Regulatory Reform, DWP and
Regional Development Agencies.
At least three formal inquiries
conducted.
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
2009/10.
Complete formal inquiry and publish
findings into race discrimination in
the construction industry by Q2
2009/10.
entions
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
discrimination.
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
discrimination.
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.
Accelerating
improvements
in the workplace
Infrastructure
of equality
3
4
Strategic priority 2 | Programme 3 67
2009/10
2009/10
2009/10
2010/11
2009/10
– 2011/12
2009/10
2009/10
2010/11
2010/11
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
exploitation.
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.
Promoting
economic
inclusion
Equality in
procurement
and regeneration
5
6
Strategic priority 2 | Programme 3 69
Delivery date
2009/10
2009/10
2009/10
– 2011/12
2009/10
2010/11
2010/11
2011/12
bers
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’.
Objectives
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
es
ith
s w
cators
eration
ip
u
building a generation without prejudice
ndustri
en
ersh
ve i
ort ed
g G
p
p
ttin
artn
u
Scoping work to
underpin future
projects creating
a generation
without prejudice
Create effective
p
government
departments,
NGOs and the
creati
Developing young
equality leaders
Working with
young people
at school
Su
to spread best
practice
Build greater
contact between
schools and
equality and
human rights
stakeholders
P
without Prejudice
on the map
Projects and work areas
1
2
Strategic priority 3: and foster a vibrant equality and human rights culture
Programme 4:
3
4
Strategic priority 3 | Programme 4 71
Delivery date
2010/11
2009/10
2009/10
2010/11
2011/12
2009/10
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
m
Objectives
om
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
C
and tension betw
and community. To position the
Commission as a recognised
facilitator of resolution through
engagement with others.
g
otin
promoting good relations throughout Britain
ctively prom
Good relations
guidance,
promotion and
best practice
A
good relations
in Britain
Projects and work areas
1
Programme 5:
2
Strategic priority 3 | Programme 5 73
2009/10
– 2011/12
2009/10
2009/10
2010/11
2009/10
2009/10
– 2011/12
2009/10
– 2011/12
2009/10
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.
communities.
transgender
and
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,
LGB
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
otin
rom
Migration,
diversity
and citizenship
P
and security
and targeting
reductions in
hate crime,
harassment
and abuse
3
4
Strategic priority 3 | Programme 5 75
Delivery date
2009/10
2009/10
2009/10
2009/10
2009/10
2010/11
2009/10
2009/10
2009/10
– 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.
Objectives
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
Effective
collaboration with
the advice sector
building equality
and human rights
advice capability
Providing
information
and guidance
to employers
Projects and work areas
1
Strategic priority 4: – deliver timely and accurate advice and guidance to individuals and employers
Programme 6:
2
Strategic priority 4 | Programme 6 77
2009/10
2010/11
2009/10
2009/10
2010/11
Delivery date
2009/10
– 2010/11
2009/10
– 2010/11
2009/10
2009/10
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’.
Objectives
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
m
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
gh
rou
th
building a high performing organisation
ed
Continue to
improve the
quality of advice
and guidance
provid
our helpline
and website
Review and refine
the Commission’s
operating model
Developing the
Commission’s
regulatory
approach
3
Projects and work areas
1
2
Strategic priority 5:
Programme 7:
Strategic priority 5 | Programme 7 79
2009/10
2009/10
2009/10
2009/10
2009/10
2009/10
2009/10
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
organisation.
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.
al
isation
r organ
Strengthening
ou
capability
Building a
flexible
and responsive
organisation
3
4
Strategic priority 5 | Programme 7 81
Delivery date
2010/11
2009/10
2009/10
2010/11
2009/10
indicators
new
incorporating
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
finalised
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.
Objectives
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
authoritative
evidence base
Develop and
implement
systematic
approach to
measurement
Introduce a
good relations
measurement
framework
Projects and work areas
1
2
Programme 8:
3
Strategic priority 5 | Programme 8 83
Our strategic plan 2009–2012
Contacts
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Helpline:
Main number
Main number
Main number
0845 604 6610
0845 604 5510
0845 604 8810
Textphone
Textphone
Textphone
0845 604 6620
0845 604 5520
0845 604 8820
Fax
Fax
Fax
0845 604 6630
0845 604 5530
0845 604 8830
Helpline opening times:
Printed on 9lives Offset, manufactured from
FSC certified 100% recycled TCF (Totally
Mon, Tue, Thu, Fri: 9am-5pm Wed: 9am-8pm
Chlorine Free) fibre. Vegetable-based inks
www.equalityhumanrights.com
were used throughout.
© Equality and Human Rights Commission
Published June 2009
ISBN 978-1-84206-120-6
Designed by Precedent www.precedent.co.uk
84
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