Equality and Human Rights Commission
Business plan 2012/13
Business Plan 2012/13
Contents
1. Introduction ................................................................................................. 3 2. Highlights of 2011/12 .................................................................................. 4 3. Prioritisation and best use of resources ...................................................... 6 4. Strategic priorities and work programme for 2012/13 ................................. 8 4.1 Our strategic priorities ........................................................................... 8 4.2 Our work programme 2012/13............................................................... 9 5. Equality objectives .................................................................................... 22 6. 2012/13 budget and resource allocation ................................................... 23 7. Delivering value for money ....................................................................... 25 8. Working with government ......................................................................... 26 Appendix 1 Programme of work .................................................................... 27
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Business Plan 2012/13
1.
Introduction
The Commission’s Board has agreed a new three-year strategic plan, which was laid before Parliament on the 27 March 2012. Given the uncertainties we face this year, the strategic plan sets out a broad direction for the Commission, while recognising that further refinement will be needed as these are resolved. The coming business year is the first in the new strategic plan period. This business plan has been prepared to support the delivery of the strategic plan 2012-15 and has three main elements to it. The first is to deliver the necessary change to improve the Commission’s effectiveness which has been informed by the lessons learned from our first three years of operations. The imperative for this is increased by reductions in our funding and resources. Our second priority is to ensure that important work begun during the last year, such as our inquiries into disability-related harassment, home care for older people and human trafficking in Scotland and our assessment of the 2010 Spending Review are properly followed up and that the improvements we seek, which are consistent with the Equality and Human Rights Acts, take place. Our third priority is to lay the foundations for the remainder of the strategic plan period with preparatory work to ensure that we are identifying emerging issues in society and are using the right regulatory approach to address these. This will be particularly important in the first six months of the year. Delivering our change programme will place considerable constraints on our work throughout the year. In this period we will be implementing a new operating model and consequent organisational structure. Like the rest of the public sector our funding has been substantially reduced and as a result of this financial constraint we anticipate that the Commission will be a much smaller organisation. We will also be introducing new ways of working as well as re-organising our office base to deliver savings. Managing this change in a way which is fair to our staff and which will deliver a new and effective organisation by October 2012, will absorb significant management and staff time, and will constrain our delivery over this period, and this has been reflected within this business plan.
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2.
Highlights of 2011/12
The last year saw the Commission deliver some of its most important work to date, dealing with significant equality and human rights issues in society and setting out some real opportunities for improvement. These included:
Close to Home – our inquiry into the human rights of older people receiving care at home This produced substantive evidence of failure to protect the human rights of older people and proposed constructive changes to the way in which care at home is provided and commissioned to address these. It also highlighted a legal loophole which strips 500,000 older people of the protection they deserve under the Human Rights Act.
Hidden in Plain Sight – our inquiry into the harassment of disabled people This highlighted the widespread and pernicious harassment experienced by disabled people on a daily basis and also showed how many public authorities have failed to protect their human rights. It set out recommendations which will be consulted on at the beginning of the next financial year and which the Commission and others will follow through.
Inquiry into Human Trafficking in Scotland This revealed significant issues relating to the failure of public authorities in Scotland to effectively respond to human trafficking and proposed a more integrated change of approach to address these. This places trafficked people at its centre seeing them as victims of crime rather than an immigration issue.
Human Rights Review This review analysed Britain's performance against the articles in the European Convention, brought into UK law by the Human Rights Act. It showed that while Britain has a strong performance on human rights, there are areas where public authorities needed to do more to use the Act to protect those in the care of the state or who are victims of crime.
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Ground-breaking legislation and regulation The Commission has continued to deliver a successful strategic legal programme clarifying protections under the Equality Act 2010, including landmark cases such as Preddy and Hall which related to discrimination on grounds of sexual orientation in the provision of goods and services. We have also continued to work with police forces to reduce the race disproportionality of their use of stop and search powers and some forces have shown signs of reducing the use of this power, whilst maintaining effective policing.
Delivering organisational change The Commission has made significant progress in dealing with our organisational and managerial challenges, which was recognised in the Comptroller and Auditor General’s audit opinion on our 2010/11 accounts. Major achievements in 2011/12 included the following:
• Achieving a clear audit opinion from the National Audit Office for our 2010/11 accounts.
• Delivering substantial efficiency savings from the reduction of our workforce from over 450 in April 2011 to 371 in March 2012, including a reduction in numbers of interim staff from 35 to 17.
• Appointment of a permanent chief executive and restructuring of the senior management team providing clear leadership for the organisation.
• Estates rationalisation including lease disposals of empty properties reducing costs by £1.6m.
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3.
Prioritisation and best use of resources
Our business plan focuses on fewer but higher impact activities. This will make the organisation more cost effective by making better use of our reduced resources. In developing the plan we have taken account of the work programmes of other organisations with similar mandates including the Ministry of Justice, the Government Equalities Office (GEO) and the Office of Disability Issues (ODI), ensuring our programmes are mutually supportive. The Commission will most effectively contribute to progress on equality and human rights by acting as a catalyst for change and improvement. As a result this plan sees a shift from the provision of direct services, for example through our helpline and grants functions, to a more enabling role. We have a range of powers and tools at our disposal. We will always choose the ones that will best fulfil our duties and effect change in a particular circumstance, only resorting to our enforcement powers as the last resort. We have developed and published our own regulatory principles to guide our work:
• We aim to lead society's understanding of equality and human rights, being mindful • • • •
of the day-to-day challenges organisations – in particular small and medium sized enterprises – face. We are committed to openness, transparency and accountability. We help people comply with the law and aspire to best practice. We ensure our actions are evidence-based, proportionate and consistent. We use our resources in the most efficient and effective way, targeting them where they are most likely to have the greatest impact.
We will make best use of our resources by:
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Using our public benefit tool: ensuring that all our work passes a minimum threshold of benefit to the public: and demonstrating that our decision-making is both objective and transparent to those being regulated and to the public.
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Focusing on our value added: acting only where the Commission is uniquely placed to drive change by proportionate use of our regulatory powers and levers.
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Reviewing progress and encouraging and supporting compliance: monitoring and enforcing public bodies’ compliance with the Public Sector Equality Duty, and monitoring the government’s compliance with its international treaty obligations, reporting our findings to the United Nations.
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Complementing others’ plans: for example, the Home Office is leading a crossgovernment strategy on violence against women and girls which the Commission will support. We will complement the GEO’s work on supporting women entrepreneurs by exploring what support is required for entrepreneurship and bank lending among ethnic minority communities.
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Working collaboratively with other regulatory bodies: such as co-regulation with the Care Quality Commission (CQC), OFSTED and the Independent Chief
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Inspector of the Borders Agency (ICIUKBA) to drive improvements in the social care and education sectors.
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Empowering others: providing the voluntary sector and individuals with the knowledge and tools to secure fairer, better public services for themselves.
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4. Strategic priorities and work programme for 2012/13 4.1 Our strategic priorities Within our 2012/15 strategic plan three strategic priorities were identified which will guide all our work in 2012/13. These are: Priority 1: To promote fairness and equality of opportunity in Britain’s future economy Three-year strategic objectives
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To tackle the structural causes of the pay gaps for women, ethnic and religious minority groups, and disabled people, and ensure there is no regression on the October 2010 baseline.
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To assess the impact of the changing economy on different groups, and ensure there is no regression on the employment gap for women, ethnic and religious minorities, and disabled people from the October 2010 baseline.
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To ensure governments make fair decisions through the age of austerity. The implementation of the recommendations from our Section 31 assessment of HM Treasury’s 2010 spending review will be tracked annually and their impact evaluated in a progress review in 2015.
Priority 2: To promote fair access to public services, and autonomy and dignity in service delivery Three-year strategic objectives
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To ensure the Public Sector Equality Duty is understood and used to deliver better policies, improved service delivery and, ultimately, better outcomes and experiences for people in England, Scotland and Wales.
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To promote dignity and autonomy in the delivery of social care services in England. The implementation of our Home Care Inquiry recommendations will be tracked annually and reported in a review in 2014.
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In response to the increasing role for the voluntary sector in the delivery of public services we will work with them to improve equality and human rights performance across all their functions. The equality and human rights framework for the voluntary sector will be published in 2012.
Priority 3: To promote dignity and respect, and safeguard people’s safety Three-year strategic objectives
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To reduce the incidence of homophobic, transphobic, disability-related and religiously or race-related – including gypsy and traveller – bullying in schools and workplaces from the October 2010 baseline. Progress will be reported in our second Triennial Review in 2013.
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To reduce the incidence of hate crimes on all protected grounds and increase conviction rates. The implementation of our Disability Harassment Inquiry recommendations – including their application to the other protected groups – will be tracked annually and reported in a progress review in 2015.
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To increase transparency of equality and human rights issues in criminal justice and immigration settings.
4.2 Our work programme 2012/13 Our programme of work for the next year will ensure that we follow up the landmark work completed in the last 12 months, lay the groundwork for the next strategic plan period and deliver the changes necessary to transform the organisation. It will be organised and managed under the following work areas and objectives:
• To promote fairness and equality of opportunity in Britain’s future economy. • To promote fair access to public services, and autonomy and dignity in service delivery.
• To promote dignity and respect and safeguard people’s safety. • To strengthen and mainstream human rights in the work of the Commission. • To develop our intelligence function and evidence base for making regulatory decisions.
• To maintain and maximise protections provided by equality and human rights legislation.
• To change how the Commission operates. • To deliver Wales, Scotland and Disability Committee work programmes. • To enhance communications and engagement. The key objectives of each of the work areas are set out below with highlights of proposed activity for 2012/13. Full details of the major deliverables are included in the work programmes within Appendix 1. To promote fairness and equality of opportunity in Britain’s future economy Our programme to promote fairness and equality of opportunity has been constructed as the start of a new approach by the Commission to dealing with employment issues and, in particular, to build new partnerships with the private sector. The work programme reflects this developmental position. We will explore with Ernst & Young and their partners, the prospects which their proposals may offer for developing a national standard for equality and diversity in the private sector workplace. We will also embark upon a series of exploratory meetings with employers’ representative organisations and trades unions to more clearly define our relationship with private sector employers for the future. In addition, the plan reflects exploratory work with partner organisations in government to identify future work to promote entrepreneurship in ethnic minority communities and among women and disabled people.
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In 2011/12 we undertook a research exercise to identify religion and belief issues in the workplace and to consult stakeholders on balance of rights issues. This year we will focus on work to help employers understand the law in this area and help them put pragmatic approaches in place to support this. We will also provide an opportunity for stakeholders to meet and identify common ground in developing approaches to dealing with religion and belief in different contexts. Building on the findings of our Section 31 assessment of HM Treasury’s use of the previous equality duties in producing the 2010 Spending Review, we will be commencing a project to monitor the long term impact of the key measures in from the review on all the protected grounds. Early in the business year, we will publish the results of our research into the role of headhunters in facilitating the appointments of non-executive board directors and will disseminate the findings to the recruitment industry. This project will then close. Work programme objectives for 2012/13 include:
• To develop standards and benchmarks in collaboration with private sector partners, enabling organisations to show progress in embedding equality and diversity in their business practices.
• To set out the future approach to promoting fairness and equality of opportunity in private sector employment.
• To ensure women, people from ethnic minorities, and disabled people have an equal opportunity to play their part in strengthening Britain’s economy.
• To reduce the impact of discriminatory responses to manifestation of religion and belief in the workplace.
• To identify standards for fairness and transparency for non-executive Board appointments.
• To ensure governments make fair decisions through the age of austerity. The work programme for 2012/13 includes:
• Exploring with Ernst & Young and partners their proposals to develop a National Equality Standard for equality and diversity for the private sector.
• Development and implementation of a new strategy to build private sector partnerships and engagement to support business – particularly small and medium sized enterprises (SMEs) in meeting their equality objectives.
• Exploratory work with Department of Communities and Local Government and Government Equalities Office to review what support is required for entrepreneurship and bank lending among ethnic minority communities, women and disabled people.
• Follow-up to our research exercise on religion and belief issues in the workplace including hosting a series of facilitated roundtable discussions and development of guidance on dealing with these issues.
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• Publication of our research into the Board appointments process and the role of head-hunters and set out standards for fairness and transparency in non-executive appointments.
• Assessment of the long-term impact of selected measures in the 2010 Spending Review. These include:
• • • • • • • • •
Pupil premium Education Maintenance Allowance replacement Legal Aid reform Bus Service Operators Grant reduction Time limit to contributory Employment Support Allowance Household benefit cap Personal independence payment Child benefit reform Council tax benefit reform
Success measures for 2012/13 include: •
Feasibility of entrepreneurship projects reported to the Board by July 2012 and recommendations for future action approved.
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Delivery of a new private sector partnership strategy proposal to the Board by September 2012 – subsequent success measures will derive from this strategy and will be set out in it.
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Agreement from selected government departments to publish impact assessments of key 2010 Spending Review measures on a periodic basis.
To promote fair access to public services, and autonomy and dignity in service delivery The public services work programme reflects the Commission’s position as the regulator for the Public Sector Equality Duty (PSED) and the need to clarify its requirements at an early stage following its introduction. We will therefore help the public sector to put equality and human rights at the core of their business and to establish the duty as an essential tool for making efficient and effective public policy. We will also establish benchmarks during 2012/13 by which we can not only measure public bodies compliance with the duty, but also our own effectiveness in promoting good practice and producing practical guidance which delivers better outcomes. An important part of our approach to ensuring public bodies compliance with the PSED will be to develop partnerships with other regulators, inspectorates and ombudsmen to extend our regulatory reach. Available resources limit how many organisations we do this with, but we are targeting three formal partnerships in the coming business year in England
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including the Care Quality Commission (CQC), OFSTED and the Independent Chief Inspector of the Borders Agency (ICIUKBA). Linked to this, and based on the findings of our assessment of the government’s use of the previous public sector duties in the 2010 Spending Review, we will aim to work in partnership with an academic or public policy organisation to develop a best practice methodology for assessing equality impact when making policy. This is a long-term project, but potentially with huge benefits for developing the credibility of the PSED as an important part of decision-making which can add value rather than be a bureaucratic burden. We also have a programme of work to follow up our inquiry into the human rights of older people receiving care at home. This involves giving users better information on their rights through a series of voluntary sector partnerships, improving standards by working with providers and encouraging better incorporation of human rights into the commissioning processes of public bodies. Work programme objectives for 2012/13 include: •
To ensure that the PSED is used as a meaningful tool for effective decision-making across the public sector.
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To increase our regulatory impact and reach by tactical and strategic co-regulation and focused intervention through formal partnerships with CQC, OFSTED and ICIUKBA.
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To promote dignity and autonomy in the delivery of social care service by the range of providers and commissioners of services in England.
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To build the capacity of the voluntary sector to improve equality and human rights performance across all their functions.
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To improve the Department of Health’s focus of policies and procedures on equality and human rights.
The work programme for 2012/13 includes: •
Follow-up our Section 31 assessment working with think tank/academic partners to develop best practice methodology for assessing equality impact and securing buy in from Departments to integrate it into their approach to making policy decisions.
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Mainstreaming the PSED as a policy planning tool through the implementation of our PSED strategy, which we will publish for consultation in April 2012, consolidating our intelligence on public sector bodies PSED compliance and establish a baseline for future monitoring.
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Increasing our focus and developing targeted collaboration on equality and human rights issues with selected regulators and inspectorates including CQC to implement the Disability Harassment and Home Care Inquiries recommendations.
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Implementing the recommendations of our Home Care Inquiry including the publication of a consumer guide for older people and their families, production of resources for the voluntary and community sector and training and guidance on human rights in the commissioning of care services.
Success measures for 2012/13 include: •
Commission information is established as the guidance of choice for employers (particularly SMEs), service providers and other users measured via stakeholder satisfaction survey ratings of Commission guidance against that of other providers. Baseline established in 2012/13 and 30 per cent performance improvements targeted for subsequent years.
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PSED is mainstreamed with all public authorities using it as a policy and delivery tool measured by annual monitoring of the number of public bodies using the PSED. Baseline established in 2012/13 with a performance improvement of 20 per cent on the baseline targeted by 2013/14 and a further 15 per cent in 2014/15.
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Central government produces more cost-effective public policy and mitigation for protected equality groups. Outcome: majority of central government departments use equality impact assessment best practice methodology. Agreement secured across government on methodologies for assessing equality impact by 2012/13; with 25 per cent of departments adopting the best practice methodology by 2013/14 and 55 per cent in 2014/15.
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Regulators, inspectorates and ombudsmen (RIOs) integrate equality and human rights in their core activities. In 2012/13 outcomes and impact indicators will be agreed and set with three targeted RIOs to establish a baseline; targeting a 20 per cent improvement in 2013/14 and 40 per cent in 2014/15.
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Implementation of the recommendations of our Home Care Inquiry measured by an assessment and monitoring of early progress in 2012/13 to establish a baseline and a target of 20 per cent performance improvement identified for subsequent years.
To promote dignity and respect and safeguard people’s safety Our proposed work programme has two key elements: first, follow on from the Disability Harassment Inquiry to ensure that recommendations are followed through leading to a long-term reduction in the incidence of harassment and, second, continue to use the unique methodology which we have developed to assess the performance of police forces on stop and search to reduce the race disproportionality of its use and improve the effectiveness of the measure. We will publish a final set of agreed recommendations from the Disability Harassment Inquiry by September 2012 and also establish a baseline against which we can measure progress by public authorities over one, three and five years. Our approach to stop and search takes in all its uses under the three main legal instruments within which it occurs. Our objective is to scrutinise the performance of police forces, based on our continued analysis of published data.
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Work programme objectives for 2012/13 include: •
To reduce the incidence of disability hate crimes by increasing conviction rates.
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To change practices, policies and legal provisions of stop and search by the police.
The work programme for 2012/13 includes: •
Implementing the recommendations of the Disability Harassment Inquiry including publishing ‘Greater Protection for Victims’ and the ‘Manifesto for Change’ and develop a baseline for evaluating the impact of inquiry.
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Follow through scrutiny of selected police forces on the application of Section1 of the Police and Criminal Evidence Act (PACE) Code and report on the outcome of our monitoring and assessment.
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Scrutinising the use of Section 60 stop and search powers through the selection of police forces and challenge of legal provision; report on outcome of monitoring and assessment.
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Input into Home Office legislative review of Schedule 7 of the Terrorism Act relating to detention and the monitoring of its implementation.
Success measures for 2012/13 include: •
Recommendations of the Disability Harassment Inquiry are implemented by key agencies: year one measurement via baseline assessment and monitoring of early progress; year two increase baseline by 20 per cent; year three increase baseline by 40 per cent.
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Fair and effective use of stop and search powers by police forces:
– Section 1 PACE outcome: increase in trust in the police and the majority of forces mirror best practice (baseline Stop and Think data): 25 per cent of all police forces mirror lowest race disproportionality and/or highest effectiveness of 2008/9 within their peer group by the end of 2012/13; increasing to 40 per cent by the end of 2013/14 and 60 per cent in 2014/15. – Section 60 and Schedule 7 outcome: substantially improved use of stop and search: Year one measurement via a baseline assessment of monitoring of early progress, with a 20 per cent performance improvement year on year.
To strengthen and mainstream human rights in the work of the Commission Our human rights work has made considerable progress in the last 12 months and we have decided to maintain it as a separate workstream for much of the coming year to ensure that this momentum is maintained.
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The proposed programme reflects many of the responsibilities which our status as a National Human Rights Institution confers. This includes our responsibilities to promote human rights to the wider population, drive improvements in human rights performance across the public sector, advise government and Parliament and monitor the UK’s progress and compliance with its obligations. The programme involves activity aimed at generating a more balanced public narrative on human rights, work to dispel the so-called ‘chill effect’ which some perceive that misunderstandings about the legislation cause in the delivery of public services, and work aimed at informing the current debate about the European Court and the work of the Bill of Rights Commission. In addition, we intend to improve our obligatory treaty monitoring work, making it more publicly visible and transparent, and enabling the wider population to better understand how the UK performs against its international treaty obligations. We will also undertake a number of measures to improve the human rights understanding and capability of staff across the Commission so that the work programme can be mainstreamed in future. Work programme objectives for 2012/13 include: •
To become established as the authoritative voice on human rights with a growing influence on public narrative.
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To maintain and strengthen key partnerships to develop human rights and promote human rights protection.
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To monitor human rights in the UK in order to assess compliance in relation to the domestic and international human rights framework.
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To provide support and information to organisations to ensure understanding of human rights in service provision.
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To continue to mainstream human rights within the Commission.
The work programme for 2012/13 includes: •
Development of a strategy targeted at the public sector to challenge misconceptions, diminishing the perceived ‘chill effect’ which inhibits the use of human rights principles in the delivery of public services.
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Monitoring the work of the Bill of Rights Commission and debates on the European Court of Human Rights (ECtHR) with a view to identifying opportunities for influence.
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Building on our 2011/12 evaluation of our UN human rights treaty monitoring work to develop a new approach including an improved treaty monitoring online scorecard.
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Implementation of mandatory e-learning module on human rights for all staff.
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Success measures for 2012/13 include:
• The Commission is a key point of contact for human rights guidance, information and intelligence – measured through web metrics including downloads and quality of work. Baselined in 2012/13 with a targeted 50 per cent uplift in both usage and user satisfaction in subsequent years.
• The Commission is influential in the debate on key human rights affairs (HRA, BOR, ECtHR and ECHR) – measured largely through media coverage. Incorporate baseline in 2012 media monitoring and targeting a 30 per cent uplift in quantity of Commission-generated media coverage, with a 60 per cent positive rating.
• The Commission is an effective partner to the government in responding to human rights issues – measured by three action plan agreements in place with government departments (relating to the Human Rights Review, Universal Periodic Review and key treaties), and in government commitments to evidence improvement against the Human Rights Measurement Framework indicators and key issues raised in the Human Rights Review/treaties. Outcome: action plans are in place and sustained over the next three years and the next Triennial Review (2013/15) and mid-point UPR report (2014) is able to report on progress.
• Human rights capability improves within the Commission. Outcome: all staff undertake e-learning module and senior staff undertake induction training with positive evaluation results as well as effective implementation of action plan.
To develop an intelligence function and evidence base for making regulatory decisions Central to the development of our role as an evidence-based regulator is more effective use of intelligence to drive our decisions. In the course of the coming year we will do this by creating an infrastructure for the analysis of internally and externally derived data. We will ensure that this is made available to the Board through the production of a quarterly risks and issues report and used more widely in planning the Commission’s work. This will also be disseminated externally to ensure that other organisations can make use of it. Work programme objectives for 2012/13 include:
• To strengthen the Commission’s capacity to demonstrate impact and public value. • To provide robust intelligence in order to fulfill our statutory obligation to monitor the state of the nation for effective regulation and to assess the UK's compliance with the international human rights framework.
• To assess the Commission's evidence base and plan for our next inquiry.
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The work programme for 2012/13 includes:
• Development of an intelligence system drawing on a wide range of data and produces themed outputs for regulatory decision-making and horizon scanning.
• Regular publication of evidence around the state of Britain’s equality, good relations and human rights. This includes:
– Analysis and publication of a review of the pay gaps, highlighting any –
changes since our Briefing Paper: pay gap 2011. Assessing the impact of the changing economy on the different protected groups.
• Further population of measurement frameworks as part of preparation for the next periodic review.
• Gathering evidence to support the monitoring of the UN human rights treaties including the Convention on the Elimination of Discrimination against Women, the Convention on the Rights of People with Disabilities and the Convention against Torture, and other treaties.
• Assessment of evidence base to identify and plan our next Inquiry. Success measures for 2012/13 include:
• Commission intelligence is widely referenced by external commentators and stakeholders, evidenced by an increase in downloads of our research reports and briefing papers and the number of academic, research and policy citations and references.
• The Commission’s regulatory decisions are increasingly informed by high quality intelligence including:
– Measurement Framework domain papers, research reports and quarterly risk reports are used to support regulatory decisions. Measured by number of references to intelligence data taken from a sample of SMT, Committee and Board papers.
– Data from quarterly reports used to support our Regulatory Decision Making Pathway (RDMP). Measured by reviewing a sample of regulatory decisions taken during 2012/13 and a review of evidence used to support the decisions.
– Positive feedback from our Board on quarterly risks and issues report.
To maintain and maximise protections provided by equality and human rights legislation We will make strategic use of our legal powers to challenge discrimination and unlawful practices and also to ensure that the protections set out in equality legislation, passed by
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Parliament, are clarified and understood. We will do this by assessing the prospects and strategic significance of legal cases which come directly to us and also by building partnerships with the legal profession and other groups to ensure that strategic cases are referred to us.
Work programme objectives for 2012/13 include: • •
To ensure that a clear and transparent process is in place for all our regulatory decisions. To undertake strategic litigation and enforcement actions that support our strategic priorities and strengthen, clarify or highlight the protection of equality legislation and human rights.
Work programme for 2012/13 includes:
• Weekly screening and assessment of incoming issues from MPs, media, stakeholder groups, individuals, and referrals from the helpline service which are submitted to our Regulatory Decision Making Pathway (RDMP).
• Assessment of forthcoming legislation and influence as needed so current equality and human rights protections are not diminished.
• Developing and working with networks of relevant legal community and other stakeholders to identify strategic cases.
• Use of our litigation powers to challenge unlawful practices, policies or decisions by public authorities.
• Funding of out-house or provision of in-house representation under s28 of the Equality Act 2006, following preliminary casework. Success measures for 2012/13 include:
• The Commission’s legal powers are targeted strategically and effectively clarifying the legal protection available for individuals and protected groups as measured by an increase in the success rate of the use of our legal powers, including cases funded under our Section 28 powers, interventions and own-name judicial reviews and proceedings, targeting a 70 per cent success rate.
• Increased understanding of the outcomes of Commission enforcement actions – including significant test cases – by employers, service providers and advocates, measured by monitoring of positive media coverage, web metrics showing extent of information take-up, inquiries from advocates and evaluation of training.
• Commission submissions to government consultations and briefings to parliamentarians and stakeholders on key forthcoming legislation maximize equality and human rights protections. Measured by responses to the issues raised in our submissions/briefings and citing of our evidence in Parliament, and media coverage.
• Effective regulatory decision making pathway (RDMP) in place increasing both our responsiveness to equality and human rights issues or violations raised with us for
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regulatory action. Measured by an improvement in our responsiveness rate and reduction in the number of complaints received. Baseline set through monitoring and evaluation of the outcomes of the RDMP in 2012/13 and a 20 per cent improvement in subsequent years.
To change how the Commission operates Our aim is to become an exemplar modern public service organisation building on our successful work to turn the Commission’s performance around over the past two years. During 2012/13 we will be implementing a new operating model and supporting organisation design and new ways of working. We will be designing and implementing a shared service model for the delivery of our corporate support services as well as reorganising our office base to deliver savings. Work programme objectives for 2012/13 include: • To implement a new operating model and support organisational design for the Commission. • To design and implement a shared services model for the delivery of corporate support services. • To develop and implement an estates strategy aligned with the new organisational design. Work programme for 2012/13 includes:
• Defining and agreeing a new operating model for the Commission. • Defining and implementing an organisational structure to deliver the new operating model, supported by the right staff with the right competencies and skills.
• Agreement and implementation of a revitalised performance management approach for this and future years. • Implementation of a shared services model for the delivery of support services including contract/service level agreements in place with provider.
• Engagement and formal consultation with staff to transfer the helpline to new provider. Meets TUPE criteria for formal consultation; transfer completed with employment relations implications successfully managed.
• Implementation of an estates strategy aligned with the new organisational design, including moves to new offices. Success measures for 2012/13 include:
• Achievement of Change Programme deliverables to agreed plan and budget. Particularly the agreement of a new operating model for the Commission which is in place by the end of the financial year for full operation from April 2013.
• Identification and achievement of change programme benefits through benefits owners during the lifetime of the programme and into future years.
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To deliver Wales, Scotland and Disability Committee work programmes Wales programme Work programme objectives for 2012/13 include:
• To advise the Welsh Government so that it understands the possibilities and implications of establishing stronger Welsh accountability for equality and human rights legislation including the enforcement of the Wales specific duties.
• To ensure that the Commission’s evidence on equality and human rights influences policy making and the Welsh legislative programme.
• To ensure public bodies demonstrate compliance with the Public Sector Equality Duty (PSED).
• To increase employers awareness of equality and human rights issues. Public and private sector employers adopt workplace policies on domestic abuse and mental health.
• To ensure advisers are better informed on discrimination and human rights. The work programme for 2012/13 includes:
• Advising the Welsh Government on equality and human rights legislation including the PSED.
• Driving change based on Commission evidence: especially How Fair is Wales? Inquiry reports and the Human Rights Review.
• Promoting, monitoring and regulating the PSED. • Engaging with employers to increase understanding of equality and human rights; encouraging adoption of workplace policies including domestic abuse and mental health.
• Delivering and evaluating courses for trade union and advice providers. Scotland programme
Work programme objectives for 2012/13 include:
• To ensure that the Public Sector Equality Duty (PSED) is a meaningful tool for effective decision-making across the public sector.
• To increase impact via tactical and strategic collaborative regulation. • To tackle the causes of human trafficking in Scotland and improve the treatment of victims.
• To reduce the incidence and impact of crime motivated by prejudice. • In partnership with the Scottish Human Rights Commission, to assist public authorities in Scotland to adopt a rights-based approach.
• To monitor and report on Britain’s progress and compliance with domestic and international human rights conventions and legislation.
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The work programme for 2012/13 includes:
• Programme of work around promoting the PSED, developing further guidance, monitoring and regulatory activity.
• Focused engagement with two regulators on how they set their own equality outcomes to embed promotion of equality work.
• Implementing our Human Trafficking Inquiry recommendations • Follow-up work on our Disability Harassment Inquiry report to implement action plan on recommendations.
• Developing approaches to align equality and human rights impact assessment, in partnership with the Scottish Human Rights Commission.
• Contributing to the monitoring of UN human rights treaties.
Disability Committee work programme Our Disability Committee is responsible for ensuring that the overall work of the Commission reflects the needs, priorities and interests of disabled people. The Disability Committee work programme will be developed in April 2012 and will build upon and complement the other work programmes.
To enhance communications and engagement The majority of our engagement and communications work is aligned to our strategic programmes and the activity is recognised in those work programmes. Our corporate communications work for 2012/13 will include:
• Roll out of stakeholder relationship management system and continued implementation of the stakeholder and engagement strategy.
• Further development of the Commission's reputation dashboard and reporting system.
• Enhancement of the Commission's website functionality and attainment of AAA accessibility rating.
• Roll out and exploitation of the e-learning web accessibility module. • Development of effective social media strategy. • Delivering internal communications to support the change and reform programme.
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5. Equality objectives Like other public bodies, the Commission must meet the requirements of the Public Sector Equality Duty. However, the Commission is unique among public bodies subject to the duty in that equality is our core work. We have therefore identified and set equality objectives around all the work we do, our employment practices and our ways of working. In January we published a range of equality information which has helped us identify and understand potential key equality issues across our functions and set our equality objectives. The objectives within our work programmes are the equality objectives for our work and how we work with others. We have also identified equality objectives around our role as an employer, our regulatory actions, our service delivery and how we procure goods and services. These include objectives around: • • • •
Ensuring our change programme is implemented fairly. Fostering an accessible and inclusive working environment for all our staff. Ensuring that our services are accessible and users experiences and outcomes are positive. Promoting equality within our supply chain supporting our suppliers to embed equality and diversity practices within their own organisations and those with whom they work.
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6. 2012/13 budget and resource allocation
The Commission’s total funding for 2012/13 is £36.9m, comprising resource funding of £35.9m (£31.8m administration and £4.1m programme) and capital funding of £1m. This is a reduction from the 2011/12 total funding of £48.9m, comprising £47.4m resource funding (£37.5m administration and £9.9m programme) and £1.5m capital. We will continue the reduction in our costs begun in earlier years, specifically a reduction in staff numbers, the rationalisation of our estates and a continued reduction in our support costs, while continuing to deliver our programme of work and services. Figure 1 below sets out the Commission’s budget allocation and Figure 2 shows the resource allocation across the key areas of work. Figure 1: 2012/13 Equality and Human Rights Commission budget allocation 2012/13 Allocation £’000 Ongoing/Core budget Administration Depreciation (ring-fenced) Programme* Capital Total Transitional costs (ring-fenced) budget
Administration
9,720 Total
Note: *includes £1.4m ring-fenced for helpline
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21,445 600 4,100 1,000 27,145
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Figure 2: 2012/13 Equality and Human Rights Commission resource allocation
2012/13 Planned Resource Expenditure Frontline services, £4,100,000, 11% Creating an intelligence base, £1,871,754, 5% Maintain and maximise equality and human rights protections, £3,041,057, 9%
Strengthen and mainstream human rights, £2,670,625, 8%
Staff costs and overheads, £4,244,225, 12%
Transforming the Commission, £14,467,226, 40%
Staff Exit costs, £6,185,000, 17%
Estates rationalisation, £2,038,000, 6%
Dignity and respect and safeguard safety, £2,100,394, 6%
Implementation of shared services, £1,500,000, 4%
Fair access to public services, £4,944,206, 14%
L&D and recruitment , £500,000, 1% Fairness and equality in Britain’s future economy, £2,669,238, 7%
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7. Delivering value for money During 2011/12 we have continued to focus on delivering value for money and identifying and realising efficiency savings across the Commission, absorbing a £10.5m reduction in funding, but continuing to deliver our planned outputs. In particular we have:
• Benchmarked our corporate services against other non-departmental public bodies (NDPBs) and similar sized regulators.
• Implemented a procurement strategy and framework in order to realise procurement efficiency savings, using framework agreements where applicable.
• Begun to implement our estates strategy to deliver rationalisation of our properties and ongoing reduction in our cost base. In 2012/13 we plan to achieve further efficiencies through staff reductions and the introduction of improved ways of working. Our support functions will reduce to reflect government support to core ratios and we will seek to exploit the opportunities for shared services provided by the sponsorship of the Home Office.
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8. Working with government The Commission cannot achieve its vision for a better Britain alone. To achieve sustainable change and improvement, we will adopt an open and collegiate style of working with governments across Britain, while maintaining our independence. We have many shared goals:
• The UK Government’s equality strategy sets out a vision for a strong, modern and fair Britain. It is built on the two principles of equality – equal treatment and equal opportunity. The strategy sets out a new approach aimed at changing culture and attitudes; tackling the causes of inequality; and building a stronger, fairer and more cohesive society where equality is for everyone and is everyone’s responsibility. It explains a new role for government, promoting equality through transparency and behaviour change and working with business, the voluntary sector and wider civil society to create equal opportunities for everyone. The UK Government has established a Commission to investigate the creation of a British Bill of Rights that incorporates and builds on all our obligations under the European Convention on Human Rights, ensures that these rights continue to be enshrined in British law, and protects and extends British liberties. The UK Government will seek to promote a better understanding of the true scope of these obligations and liberties.
• The Welsh Government is under a unique legal obligation to give due regard to equality of opportunity in everything it does. It has built compliance with international human rights principles into its policy making and introduced new specific equality duties requiring devolved public bodies to set equality objectives, to engage widely and to assess the impact of their policies on protected groups. The Welsh Government aims to establish stronger Welsh accountability for equality and human rights legislation, including the enforcement of Wales specific duties.
• Underpinning all the work of the Scottish Government is the principle that no one should be denied opportunities because of their race or ethnicity, their disability, their gender or sexual orientation, their age or religion. It has included the outcome of ‘we have tackled the significant inequalities in our society’ within its National Performance Framework, demonstrating its belief that a more equal and just Scotland contributes to economic and social wellbeing. The Scottish Government aims to put this principle into practice through integrating the equality perspective into the everyday work of the Government. The Scottish Government is also committed to creating a modern, inclusive Scotland that protects, respects and realises human rights for the people of Scotland. The Scottish Human Rights Commission takes the lead on human rights in Scotland, and any work we do will seek to complement theirs. Our engagement will be on the basis of a structured agenda, which reflects the Commission’s position as adviser, partner and regulator of governments across Britain. We will monitor and report their compliance and progress to Parliaments and the United Nations.
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Appendix 1 Programme of work Priority 1: To promote fairness and equality of opportunity in Britain’s future economy Objective 1.1 - To develop standards and benchmarks in collaboration with private sector partners enabling organisations and business sectors to show progress in embedding equality and diversity into their business practices Objective 1.2 – To set out the Commission’s future approach to promoting fairness and equality of opportunity in private sector employment Outcomes: • National standard in place to systematically monitor equality and diversity improvements in the private sector. • Commission's approach to promoting fairness and equality of opportunity in employment developed in conjunction with private sector employers, trade unions and other key stakeholders. Success measures: • Delivery of a new private sector partnership strategy to the Board by July 2012. Subsequent success measures will derive from this strategy and will be set out in it. Milestones Start End Exploratory work with Ernst & Young and their partners to develop a Apr 12 Mar 13 National Equality Standard for equality and diversity for the private sector. Facilitated workshops (c.6) held with employers’ representatives and Apr 12 Jun 12 trade unions to develop a strategy proposal to define our relationship with the private sector. Strategy proposal presented and approved by the Commission’s Board. Jul 12 Programme on agreed approach developed and published. Jul 12 Sep 12 Objective 1.3 – To reduce the impact of discriminatory responses to manifestation of religion and belief in the workplace Outcome: • Increased understanding of the law around religion and belief for employers and others and pragmatic approaches in place support this. Milestones Start End Survey on religion and belief issues in the workplace published. May 12 May 12 Facilitated roundtable discussions held on religion and belief issues in the Jun 12 Mar 13 workplace and other contexts with employers and key stakeholders. Guidance for employers on dealing with religion and belief issues in the Dec 12 Mar 13 workplace developed and project closed.
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Objective 1.4 – To ensure governments make fair decisions through the age of austerity Outcomes: • Improve government capability to conduct, and awareness of the value of, equality analysis. • Better process for having due regard to equality in major fiscal events. Success measure: • Agreement from selected government departments to publish impact assessments of key 2010 Spending Review measures on a periodic basis. Milestones Findings from Section 31 assessment of HM Treasury published. Briefings and facilitated workshops (c.10) held across key departments and wider stakeholders to disseminate findings and lessons learnt. Monitoring programmes agreed with Ministry of Justice, Department of Work and Pensions and Department for Education to assess the long-term impact of selected measures in HM Treasury’s 2010 Spending Review: • Discussions to agree programmes and timescales. • Datasets for monitoring agreed. • Review of first data flows completed.
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Priority 2: To promote fair access to public services and autonomy and dignity in service delivery Objective 2.1 – To ensure that the Public Sector Equality Duty (PSED) is used as a meaningful tool for effective decision-making across the public sector Outcome: • Public sector bodies across Britain mainstream the PSED as a policy and service delivery tool to obtain better outcomes and experiences. Success measure: • PSED is mainstreamed with all public authorities using it as a policy and delivery tool measured by annual monitoring of the number of public bodies using the PSED. Baseline established in 2012/13 with a performance improvement of 20 per cent on the baseline targeted by 2013/14 and a further 15 per cent in 2014/15. Milestones Our GB-wide PSED strategy published and consulted on.
Start Jun 12
End Aug 12
Targeted follow-up of our assessment of equality information published by public authorities in England completed.
May 12
Nov 12
Assessment of equality objective setting by selected public authorities in England completed.
Apr 12
Jul 12
PSED evaluation framework reviewed and updated. Aug 12 Evaluation report on the approaches taken by public authorities to PSED Dec 12 implementation and resulting impact produced.
Dec 12 Mar 13
Objective 2.2 – To provide clear guidance for public sector service providers and users, employers and individuals on the provisions of the Equality Act Outcome: • Increased legal clarity for organisations and individuals on those elements of the Equality Act for which there is no current guidance. Success measure: • PSED guidance established as the guidance of choice for employers and other users measured via stakeholder satisfaction survey rating our guidance against other providers. Baselined in 2012/13 and 30 per cent performance improvement targeted for subsequent years. Milestones Detailed plan on approach and scope of remaining guidance and information for employers and individuals on the provisions of the Equality Act, 2010 developed and approved by the Commission’s Board. Agreed guidance and information completed and published in-line with plan agreed by board. Stakeholder survey to evaluate the effectiveness of Codes of Practice and guidance completed.
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Objective 2.3 – To ensure central government develop and use a best practice methodology for assessing equality impact when making policy Outcome: • Central government produces more cost effective public policy and mitigation for protected equality groups. Success measure: • Majority of central government departments use equality assessment best practice methodology. Agreement secured across government on methodologies for assessing equality impact by 2012/13, with 25 per cent of departments adopting the best practice methodology by 2013/14 and 55 per cent by 2014/15. Milestones Scoping work completed for project to develop a best practice methodology and buy-in secured from HM Treasury, Department of Work and Pensions and academic partners. Methodology for assessing equality impact developed. Baseline for implementation assessment established.
Start Mar 12
End Jun 12
Aug 12 Jan 13
Jan 13 Mar 13
Objective 2.4 – To promote dignity and autonomy in the delivery of social care service by the range of providers in England Outcome: • Better human rights protection for older people receiving care at home through the implementation of the recommendations of the Commission's inquiry into the human rights of older people receiving care at home. Success measure: • Implementation of the recommendations of our inquiry into home based care measured by an assessment and monitoring of early progress in 2012/13 to establish a baseline and a target of 20 per cent performance improvement identified for subsequent year. Milestones Start End Human rights guide for older people and families produced, Mar 12 Aug 12 published and promoted with the UK Home Care Association, Age UK and Independent Age. Practical strategies pack for voluntary and community sector, nonMar 12 Jun 12 governmental organisations and advocates published and promoted. Training packages and guidance on human rights obligations in the Apr 12 Aug 12 commissioning of care services produced, published and promoted. Assessment of key government departments, local authorities and Dec 12 Feb 13 regulators progress in implementing inquiry recommendations completed, and results published in a ‘one year on’ review.
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Priority 3: To promote dignity and respect and safeguard people’s safety Objective 3.1 – To reduce the incidence of disability hate crimes by increasing conviction rates Outcome: • Increased protection from harassment for disabled people. Success measure: • Recommendations of Disability Harassment Inquiry are implemented by key agencies: year one measurement via baseline assessment and monitoring of early progress; year two increase baseline by 20 per cent; year three increase baseline by 40 per cent. Milestones Adverse findings from inquiry followed up Indicators to assess outcomes and impact of the inquiry identified. Research to monitor the prevalence of hate crime and harassment across Britain scoped. Manifesto for Change – including production of think pieces on victim protection and the use of ‘hate crime’ as a framework published. Toolkit to support disabled people who experience disability-related harassment in reporting and getting effective action developed. Evaluation of inquiry recommendations implementation completed, and results published in a ‘one year on’ review.
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End Apr 12 May 12 Aug 12 Sept 12 Sept 12
Dec 12
Feb 13
Objective 3.2 – To change practices, policies and legal provisions of stop and search by the police Outcome: • Increased effectiveness, human rights compliance and/or reduced race disproportionality of the use of stop and search powers under Section 1 of the Police and Criminal Evidence Act (PACE) Code, Section 60 of Criminal Justice and Public Order Act 1994 and Schedule 7 of the Terrorism Act 2010. Success measures: Fair and effective use of stop and search powers by police forces: • Section 1 PACE code outcome: increase in trust in the police and the majority of forces mirror best practices in its peer group (baseline Stop and Think data): target of 25 per cent of all police forces mirror lowest race disproportionality and/or highest effectiveness of 2008-9 within their peer group by the end of 2012/13, increasing to 40 per cent in 2013/14 and 60 per cent in 2014/15. • Section 60 and Schedule 7 outcome: substantially improved use of stop and search: Year one measurement via a baseline assessment of monitoring of early progress; with a 20 per cent performance improvement year on year. Milestones Follow-through scrutiny of selected police forces on Section 1 PACE code with quarterly progress reports produced. Evaluation report on impact of change in approach by police forces published. Scrutinise the use of Section 60 stop and search through selection of police forces and challenge of legal provision.
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Mar 13
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Evaluation report on impact of change in approach by police forces published. Input into Home Office legislative review of Schedule 7 and monitoring of its implementation. External evaluation of the use of stop and search powers scoped in conjunction with Home Office and key policing agencies.
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Priority 4: To strengthen and mainstream human rights in the work of the Commission Objective 4.1 – To become a more influential voice in the human rights narrative and promote the Human Rights Act Outcomes: • Public perceptions of human rights are informed by persuasive and reliable information. • The public sector has clear information at their disposal and recognises the Commission as a key point of contact. • The Commission influences the debate on the Bill of Rights (BoR) and the European Court of Human Rights (ECtHR) to ensure the current levels of human rights protection under the Human Rights Act are maintained. • Issues raised in the Human Rights Review are promoted in the UK and work is developed in response and used to further inform our Section 12 responsibilities and the Universal Periodic Review process. Success measures: • The Commission is a key point of contact for human rights guidance, information and intelligence, using our web metrics to measure downloads and quality of work. Baseline established in year one and achieve annual 50 per cent uplift in both usage and user satisfaction. • The Commission is influential in the debate on key human rights affairs (HRA, BoR, ECtHR and European Convention on Human Rights) measured through media coverage. Incorporate baseline in 2012 media monitoring and targeting a 30 per cent uplift in quantity of Commission-generated media coverage, with a 60 per cent positive rating. Milestones Public perceptions of human rights informed by persuasive and reliable information: • Research conducted in partnership with the voluntary sector into narratives on human rights and public opinion. • Media and communications strategy to challenge misconceptions and improve understanding via media and digital channels developed. Guidance completed and published in relation to: • Human rights and business risk for small and medium enterprises. • Human Rights Act for the public sector. Influence debate on BoR and ECtHR to maintain current level of human rights protections: • Promotion of research report on European Court of Human Rights judgments relating to the UK Government. • Input to Phase 2 of the Bill of Rights consultation. • Respond to final report of the Bill of Rights Commission.
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Objective 4.2 – To monitor and report on Britain’s progress and compliance with domestic and international human rights conventions and legislation Outcome: • Clear assessment of the UK's performance in relation to the UN human rights treaties, which is reported to the UN and the government meet its international obligations. Success measures: • The Commission is an effective partner to the government in responding to human rights issues – measured by three action plan agreements in place with government departments (relating to HRR, UPR and key treaties), and in Government commitments to evidence improvement against the HR Measurement Framework indicators and key issues raised in the HRR/ Treaties. Target over three years action plans are in place and sustained and the next Triennial Review in 2013/15 and mid-point UPR report in 2013/14 can report on progress
Milestones Build on the 2011/12 evaluation of UN human rights treaty monitoring to develop a new strategy, including an improved online scorecard. Evidence base and shadow reports developed for key treaties in 2013/14 including: the UN Convention on the Rights of Persons with Disabilities (UNCRPD), Convention against Torture (UNCAT) and the Convention to Eliminate Discrimination against Women (UNCEDAW). Submit list of issue to the United Nations for: • UNCAT • UNCEDAW Pursue and agree action plans with Government in relation to UNCERD and UNCRPD. Continue to co-ordinate the UNCRPD UK Independent Mechanism and the European Group (Euro-group) of NHRIs working group on the UNCRPD. Raise profile of issues identified in the Human Rights Review (HRR) and Universal Periodic Review (UPR). Priority UPR recommendations for the UK agreed with Ministry of Justice. Cross-department action plan agreed with government on UPR recommendations including evidence base. For example, ensuring public bodies monitoring of outcomes of restraint and detention in the criminal justice system and immigration and asylum improved. The Commission’s action plan developed to follow up the HRR to provide evidence for next Triennial Review and UPR midpoint report and legal actions.
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Priority 5: To develop our intelligence function and evidence base for making regulatory decisions Objective 5.1 – To strengthen the Commission’s capacity to demonstrate impact and public value Outcomes: • Intelligence system developed which informs regulatory decision-making and horizon scanning. • Regular publication of evidence around the state of Britain's equality, good relations and human rights. Success measures: • The Commission’s intelligence is widely referenced by external commentators and stakeholders as evidenced by increased downloads of research reports and briefing paper and number of academic/research/policy citations and references. • The Commission’s regulatory decisions are increasingly influenced by high quality home grown intelligence. – Framework domain papers, research reports and quarterly risk reports are used internally to inform the Commission’s plans. Measured by number of references to intelligence data taken from a sample of SMT and Regulatory papers. – Data from quarterly reports support the regulatory decision-making process. Measured by reviewing a sample of our regulatory decisions for evidence that supported decision. To be baselined in March 2012 and targets for the year set. Milestones Quarterly current issues and emerging risks report published to inform regulatory activities.
Start Jun 12
End Quarterly
Objective 5.2 – To provide robust intelligence in order to: fulfil our statutory obligation to monitor the state of the nation; for effective regulation, and to assess the UK's compliance with the international human rights framework. Outcome: • Regular publication of evidence around the state of Britain's equality, good relations and human rights. Success measure: • As above Milestones Good Relations Measurement Framework populated and published. Five framework themes in preparation for the next Triennial Review populated and published. [Within employment domain pay gap data analysed and published and Impact of changing economy on different protected groups assessed] Five framework themes in preparation for the next Triennial Review populated and published. Review any changes in equality outcomes since publishing How Fair is Britain (2010). Next Triennial Review scoped and draft agreed with project steering group.
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Priority 6: To maintain and maximise protections provided by equality and human rights legislation Objective 6.1 – To undertake strategic litigation and enforcement actions that support our strategic priorities and strengthen, clarify or highlight the protection of equality legislation and human rights Outcome: • Legal protection for protected groups is clarified or extended. Success measures: • The Commission’s legal powers are targeted strategically and effectively clarifying the legal protection available for individuals and protected groups as measured by an increase in the success rate of the use of our legal powers, including cases funded under our Section 28 powers, interventions and own-name judicial reviews, targeting a 70 per cent success rate. Milestones Start End Take enforcement actions to challenge unlawful policies, practices or Ongoing Ongoing decisions by public authorities, including Section 30 interventions, Section 60 judicial reviews, Section 21 notices, Section 22 action plans and Section 23 agreements. Provide legal assistance to individuals under our Section 28 powers by Ongoing Ongoing funding out-house or in-house representation.
Priority 7: Scotland Objective 7.1 –To assist public authorities in Scotland to adopt a rights-based approach, in partnership with the Scottish Human Rights Commission Outcome: • Increase understanding by public authorities of how to promote human rights and equality in a coherent way. Success measures: • Principles and practical support for effective practice in equality and human rights assessment of impact developed. • Wider understanding and use of effective practice in equality and human rights assessment of impact, improving decision making by Scottish public authorities Milestones Start End Approaches to align equality and human rights impact assessment in Apr 12 Aug 12 partnership with Scottish Human Rights Commission developed. Assess for applicability in England and Wales. Sept 12 Jan 12
Priority 8: Wales Objective 8.1 – To engage with employers to increase understanding of equality and human rights and encourage adoption of workplace policies Outcomes: • Employers are more aware of equality and human rights issues. • Public and private sector employers adopt workplace policies on domestic and mental health Success measures:
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• Equality Exchange events delivered on time and within budget. • Evidence of commitment to action being taken by employers. • Evidence of support demonstrated through one or more of a range of media e.g. articles, web and product endorsement Milestones Start End Seven Equality Exchange events, including a conference, delivered. Jun 12 Mar 13 Secure demonstrable support for workplace policies from at least two Dec 12 private sector employer bodies. Engage at least one ‘anchor company’ in the adoption of workplace Jun 12 policies.
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Priority 9: Change Programme: Getting fit for the future Objective 9.1 – To implement a new operating model and supporting organisation for the Commission Outcomes: • Transformation into a smaller, flexible and agile Commission that is a streamlined, unified, professional and respected organisation, focused on outcomes that deliver our strategic plans. • Improved operational performance and business systems. • Improved quality of our products. • Improved competency and motivation of managers and staff. • Improved relationships with our stakeholder partners. Success measures: • Achievement of change programme deliverables to agreed plan and budget, in particular the agreement of a new operating model for the Commission which is in place by the end of the financial year for operation from April 2013. • Identification and achievement of change programme benefits through benefits owners during the lifetime of the programme and into future years. Milestones New target operating model developed.
Start
New performance management process launched ready for implementation in April 2013 New senior organisation structure in place.
End May 12 Sep 12 Apr 12
New organisation structure across all levels in place. New governance arrangements • Agree exec governance framework and structure • Implement executive governance changes • Agree non-executive governance with new Board New ways of working in place: • IT infrastructure and investment specification produced. • Mobile/flexible working in line with office moves implemented.
Oct 12 Jun 12 Sep 12 Jan 13 Jun 12 Mar 13
Objective 9.2 – To implement a Shared Services Model for the delivery of support services Milestones Shared services Investment decision
Start Feb 12
End Jun 12
Implementation plan including outsourced/in-house services developed and agreed. Contract/Service Level Agreements with providers in place to implement shared services.
Jun 12
Jul 12
Jun 12
Mar 13
Objective 9.3 – To develop and implement an estates strategy aligned with the new organisation design Milestones
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Business case detailing various options, including number of offices, locations and staff capacity completed. Completion of move including furniture, equipment and staff to new office locations.
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Priority 10: Equality objectives Objective 10.1 – To ensure that our change programme is implemented fairly Outcomes: • Any potential disproportionate impact across any protected groups is identified and mitigated where possible. • Considerations of equality and good relations integrated into our change programme. • Our staff are supported through the change process. Success measure: • Publication of assessments of impacts of the Commission's change programme identifying in particular those impacts and mitigating actions affecting our staff. Milestones • Undertake and publish assessments of the impact on equality of our change programme. • Implement stress management guidance for staff and line managers to provide support through the change process.
Start End Ongoing Mar 13 Apr 12
Objective 10.2 – To foster an accessible, inclusive and diverse working environment for all our staff Outcomes: • The Commission ensures accessibility and inclusion in all that it does. • Our employment policies and practices, services and ways of working advance the aims of the general duty. • Identification of improvement actions across our employment policies and practices, services and ways of working to inform our 2013/14 equality objectives. • Any potential disproportionate impacts across any protected groups are identified and mitigated where possible. Success measures: • Measured indirectly through staff absence, numbers of upheld grievances and our annual staff survey. • Completion of e-module training on equality and diversity by all staff and induction training undertaken with positive evaluation results. • Annual monitoring and publication of pay gap data across gender, race, disability, sexual orientation, carers and gender re-assignment. Milestones Introduce new staff induction process which covers: • Making reasonable adjustments. • Dealing with stress and supporting staff with mental health issues. • Pregnancy and maternity plans. Continue equality and diversity training to all staff including unconscious bias training.
Start Apr 12
End Sept 12
Sep 12
Mar 12
Undertake an equal pay review and publish an equal pay statement as part of the development and implementation of a new pay strategy. Prepare and publish our annual workforce equality and diversity reports. Apr 12 Continue to collate, monitor and analyse equality information across our Apr 12 employment policies and practices and ways of working and publish updated equality information.
Dec 12
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Business Plan 2012/13
Publish employment monitoring information in relation to our data gaps on occupational segregation and formal requests for flexible working.
Apr 12
Dec 12
Objective 10.3 – To ensure that our services are accessible and users’ experiences and outcomes are positive across all protected groups Outcomes: • Improvements to our services are underpinned by a robust evidence base which includes the equality profile data of our users to ensure they meet the needs of individuals with different protected characteristics. • Collection and use of equality monitoring information is strengthened across all protected characteristics and in particular religion and/or belief, civil partnership and marriage, pregnancy and maternity. Success measures: • The Commission has effective equality monitoring practices in place and our equality monitoring form is used consistently. • Identified gaps in our equality information are addressed when our equality information is published in 2013. • An increase in service users and complainants declaring equality information compared to 2011/12 baseline. • Attainment of AAA accessibility rating for our website. Milestones Introduce guidance and roll-out targeted training to key staff on the collation, monitoring and analysis of equality information on our services. Strengthen collation of equality information on the success rate and outcomes of our legal powers, service users and complaints. Prepare and publish our annual equality and diversity report, including analysis of our equality information and identification of improvement actions. Enhancement of the Commission’s website functionality
Start Apr 12
End Jun 12
Apr 12
Jun 12
Jun 12
Sept 12
Apr 12
Mar 13
Objective 10.4 – To promote equality within our supply chain Outcome: • Our top suppliers’ equality and diversity performance is benchmarked and improvement actions identified to help them strengthen their working practices. Success measure: • Increase in the completion rate of the self-assessment by our suppliers by 50 per cent. Milestones Evaluate findings of the self-assessment of the equality and diversity practices of our top spend suppliers using CAESER, an independent benchmark tool. Action plan developed to encourage our top spend suppliers to implement the recommended actions identified using CAESAR to strengthen their performance. Top spend suppliers invited to repeat CAESER self-assessment to assess progress made by top spend suppliers.
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www.equalityhumanrights.com
Š Equality and Human Rights Commission April 2012 ISBN 978-1-84206-444-3