PART I
(OPEN TO THE PUBLIC)
ITEM NO.
Report of the Director of Change
To Leader’s Briefing and Lead Member for Customer and Support Services
Briefing on 16 February 2009
The Future Equality Agenda – An Outline of the Challenges for 2008-11
RECOMMENDATIONS :
It is recommended that the Leader:
Agrees the proposals within the report to structurally align community cohesion and
equalities and diversity resources within the Council
EXECUTIVE SUMMARY
Following a request from the Leader and Lead Member for Customer and Support
Services from the last Quarterly Performance meeting of Customer and Support
Services this report provides further information on the potential to bring together
resources across the Council to deal with cohesion and diversity issues. The equality
agenda is rapidly rising up the national agenda with substantial changes in legislation
and with the strong likelihood that this will be a key line of enquiry within the
Corporate Area Assessment process. Locally we have also identified that this will be
a key cross cutting theme within the Partnership’s Sustainable Communities Strategy.
These structural changes aim to consolidate existing resources across the Council to
strengthen our approach to these challenges.
BACKGROUND DOCUMENTS: N/A
ASSESSMENT OF RISK: Medium Risk if these proposals are not implemented as
SOURCES OF FUNDING : Existing budgets
CONTACT OFFICER :
Martin Vickers
WARDS TO WHICH REPORT RELATES :
1
All
Background
For over a year we have been on notice that the equality agenda,
nationally and for public authorities, is to undergo substantial changes.
The parallel changes to our external performance systems and the
development of a substantial new statutory framework for equality have
created a unique confluence of challenges and opportunities.
The equality agenda will continue to cover two distinct areas;
1) The role of the Council as an employer and the potential cost of not
conducting our human resource and management functions in a
way that prevents discrimination.
2) The role of the Council as a ‘place shaper’, ‘community leader’ and
provider and commissioner of services.
2
Employment and Equality
With regard to the first, the six strands (ethnicity, sexuality, gender,
disability, age and religion and belief) have applied to employment for
some years but we have an enduring need to ensure our employment
practice meets the developing legislative and case law requirements.
Also we have established a strong stand against harassment and bullying
at work
3
Strategy, Policy and Performance
The proposed legislation creates a considerable widening of the scope of
the agenda. In particular the new goods and services requirement in
relation to age discrimination, the move from 3 to 6 ‘themes’ and the
emphasis on commissioning.
Also there is a sharper focus on the need for clear data and information
systems and to ensure that there is systematic engagement and
consultation. We must ensure that community intelligence leads directly to
service review and that the result is measurable improved outcomes for
the community.
4
Community Cohesion and Equalities
Community Cohesion has always been structured separately in Salford. A
number of developments challenge that division.
Firstly there is now an explicit bridge between discrimination,
disadvantage and community cohesion through the development of a
human rights agenda
Secondly the new national benchmark for local government performance
in this are (the Equalities Framework for Local Government) widens the
definition of equality beyond the 6 strands of discrimination to encourage
work with other groups that face disadvantage such as white working
class boys and looked after children. Senior officers in consultation with
our partners are currently drawing up an “improvement plan” to chart how
we can use the Framework to drive forward our equalities performance.
The Framework is constructed around 5 areas;
1. Knowing your community – equality mapping
2. Place shaping, leadership, partnership and organisational
commitment
3. Community engagement and satisfaction
4. Responsive services and customer care
5. A modern and diverse workforce
Therefore this seems an opportune time to propose bringing together
cohesion and equality at an officer level.
This framework clearly overlaps with and supports many of the ambitions
within the Salford Community Cohesion Strategy including creating strong
leadership and engagement, developing shared values and a shared
sense of place and tackling inequalities and deprivation.
Thirdly - the existing resources dedicated to community cohesion are
increasingly challenged by the expanding cohesion agenda both locally
and nationally. The pace of change in communities in Salford is
unprecedented, with increasing diversity and the emergence of new
communities. In addition there is a significant increase in expectations
from Government in relation to work on areas such as Preventing Violent
Extremism and tension-monitoring.
4
Resources
4.1
The lead responsibility at a political and officer level currently sits with
Customer and Support Services. However there are a number of other
people involved from other services – some to a substantial level. There is
also specific responsibility at a political level for Community Cohesion for
the Lead Member for Neighbourhoods, Councillor Joe Murphy. It is not
proposed to make any changes to existing portfolio responsibilities at this
time.
At a staff level, those with substantial responsibilities (50% or more) are
identified below;
(3) Senior Equality and Diversity Officers. (Grade PO1) (C&SS – HR)
(1 ) Princiapal Equality Officer (Grade PO3/4) (C&SS – HR)
(funded by and located with Children’s Services)
(1) EMF Project Officer (CE – LSP) (Grade PO1)
(1) Community Cohesion Manager (CH&SC) (Grade LS Band J)
(1) Vacancy (1.0 wte) (CH&SC) (Grade PO 2/3)
There are also significant other resources held within Directorates within
this area. A more comprehensive review of the wider equalities and
cohesion resources across the Council will be developed further within the
Think Efficiency review of common functions of Strategy, Policy and
Performance.
4.2
To meet the demands of the developing agenda it is felt that the current
deployment is no longer appropriate and efficient. Therefore it is proposed
that;
A) That in recognition of the ongoing employment agenda in relation
to equality, one post (at the Senior HR Advisor level) is retained
within the HR common functions arrangements
B) All other posts identified at 4.1 above are considered for inclusion
in the Strategy and Policy common functions arrangements within
the Chief Executive’s Directorate. It is considered that this initial
bringing together of these resources could be done quickly and be
in place for 1 April 2009.
C) That the current Community Cohesion Manager would be the
“specialist lead” for equality and cohesion at an officer level.
D) In the light of these proposals it is also appropriate to review and
update roles/Job Descriptions etc and to evaluate options for
managerial control and reporting arrangements.