Putting Equality into Practice
CONSULTATION DOCUMENT
RACE
EQUALITY
SCHEME
(In accordance with Section 71(1) of The Race Relations (Amendment) Act 2000)
ALL DIFFERENT ALL EQUAL
May 2002
Foreword from The Leader of the Council
This, the Council's first Race Equality Scheme, is a statement of the Council's commitment to fulfilling its statutory obligations in compliance with section 71(1) of the Race Relations (Amendment) Act 2000. The Race Relations (Amendment) Act 2000 places new duties on public authorities to eliminate unlawful racial discrimination, promote equality of opportunity and promote good relations between people of different racial groups and the City Council is committed to work with its partners in Salford to achieve those aims.
We recognise the need to positively respond to and value the needs and differences of an increasingly ethnically diverse community in Salford. Publishing and consulting on this Scheme is one of a number of initiatives we are taking. Our partners such as the Police, Health Providers and Educational Establishments are also publishing Schemes of this type. Through the Salford Partnership we will be working together to improve our performance and make a difference to the lives of all citizens.
Contents:
1. Introduction
2. The City and Council structure
3. The Council - Aims and objectives in terms of equality
4. Equal Opportunities and Best Value
5. How the Council will meet the general and specific duties
5.1 Council Action Plan
5.2 Chief Executive Directorate
5.3 Community and Social Services Directorate
5.4 Corporate Services Directorate
5.5 Development Services Directorate
5.6 Education and Leisure Directorate
5.7 Environmental Services Directorate
5.8 Housing Services
6. How the Council will meet the specific duties in employment
7. Monitoring of policies for any adverse impact on race equality
8. Consultation and assessment on the likely impact of proposed policies
9. Publication of the Scheme and the results of our assessments, consultation and monitoring
13. Review of the scheme and its component parts
14. Summary action plan and timetable 15. Race equality targets
Appendices:
Appendix 1 Consultation overview
Appendix 2 Summary of the responses to the consultation on the draft scheme.
Appendix 3 Chief Executive Organisational Chart:
Appendix 4 Community and Social Services Organisational Chart
Appendix 5 Corporate Services Organisational Chart
Appendix 6 Development Services Organisational Chart
Appendix 7 Education and Leisure Organisational Chart
Appendix 8 Environmental Services Organisational Chart
Appendix 9 Housing Services Organisational Chart
Appendix 10 Breakdown of Salford in terms of ethnicity at the 1991 Census
Appendix 11 List of the Wards in Salford and a map of the Wards
Appendix 12 Breakdown of current Council staff in relation to ethnic origin, grade, length of service, gender, age, and type of contract
Appendix 13 Employment Equality Monitoring Form
Appendix 15 Guidance for Managers on Action Planning
Appendix 16 Guidance on Undertaking Impact Assessments
Appendix 17 Salford Council's Equal Opportunities Policy
Appendix 18 Salford Council's Equality of Service Delivery Policy
Appendix 19 Guidance on Equalities Monitoring Within Service Delivery
Appendix 20 Complaints Procedure
Assessments of Functions and Policies
Appendix 21 Community and Social Services
Appendix 22 Education and Leisure
Appendix 23 Chief Executive
Appendix 24 Development Services
Appendix 25 Corporate Services
Appendix 26 Environmental Services
1. Introduction
Context: The McPherson Report on the Stephen Lawrence Inquiry and the Race Relations (Amendment) Act 2000.
1.1 The murder of the black teenager, Stephen Lawrence, in 1993, has led to important changes in the development of race relations in Britain. The Inquiry into the incident was established by the Home Secretary in 1997. The Inquiry published findings in February 1999 and its recommendations go well beyond the Police Service. The Inquiry adopted the concept of institutional racism defined as:
“The collective failure of an organisation to provide an appropriate and professional service to people because of their colour, culture or ethnic origin. It can be seen or detected in processes, attitudes and behaviour which amount to discrimination through unwitting prejudice, ignorance, thoughtlessness and racist stereotyping which disadvantage minority ethnic people.”
1.2 Institutional Racism persists because of the failure of organisations to openly and adequately recognise and address its existence and causes through policy and action. Without action it can prevail as part of the ethos or culture of an organisation. The City Council has accepted that it is not free of unintended discrimination.
1.3 Since 1999 the Council has adopted a vigorous approach to eliminating institutional racism and this Race Equality Scheme is central to the Council removing the potential for such discrimination from the way we work.
Main features of the Act
1.5 Section 71(1) of the Race Relations (Amendment Act) 2000 ("The Act") requires the Council (as a public authority), in carrying out all its functions, to have 'due regard' to the need:
a) to eliminate unlawful racial discrimination; and
b) to promote equality of opportunity;
c) and good relations between persons of different racial groups.
1.6 In addition, without prejudice to its obligations above, the Council will in carrying out all its functions have due regard to the need to eliminate unlawful racial discrimination and promote equality of opportunity and good relations between persons of different religious belief, sexual orientation, age, gender, disability, gender reassignment and caring responsibilities
1.7 The aim of the legislation is to make race equality a central part of the way public authorities work, by putting it at the centre of policy making, service delivery, regulation and enforcement and employment practice. The Council is committed to the fulfilment of this duty in all parts of its organisation as it is recognised that promoting race equality will improve public services for everyone.
1.8 The Home Secretary has issued an order under the Act, which sets out specific duties in policy making, service delivery and employment. These duties aim to improve performance of the general duty. Under the specific duties covering policy and service delivery, public authorities must:
Publish a Race Equality Scheme, which
• monitoring their policies for any adverse impact on race equality
• assessing, and consulting on, the likely impact of proposed policies;
• publishing the results of their assessments, consultation and monitoring;
• making sure that the public have access to information and services; and
• training their staff on the general duty.
1.9 Under the specific duty on employment, public authorities must monitor existing staff, and applicants for jobs, promotion and training by their racial group. Authorities with at least 150 full time staff also need to monitor and analyse, by racial group:
• Grievances;
• Disciplinary action;
• Performance appraisals (when they lead to benefits or penalties)
• Training; and
• Staff leaving the Authority
1.10 The Council's Race Equality Scheme is intended to set out how we propose to fulfil the general and specific duties of the Act.
2. The
City
and
Council
Structure
2.1 Salford is a predominantly urban area in the west of Greater Manchester, and includes the former boroughs of Salford, Eccles, Irlam, Swinton and Pendlebury, Worsley and Walkden. It covers an area of 37 square miles and has a population of around 229,300 (1991 Census).
2.3 Early indications point to the fact that the ethnic minority population of Salford has dramatically increased in size over the years since the last Census. There have been estimates that in some wards the ethnic minority population could reach over 10%. This coupled with an influx of asylum seekers (through settlement) will mean that the ethnic composition of the city will be demonstrably different when the results of the 2001 Census are published in August 2002.
2.4 Salford boasts a thriving University, a major teaching hospital in Hope Hospital, and a Super League rugby club, Salford Reds. There are modern, busy shopping precincts at Salford, Eccles, Walkden and Swinton, and Ellenbrook and Worsley feature some of the most sought-after housing in Greater Manchester.
2.5 The city is at the hub of the transport network, with the M602, M60, M61 and M62 motorways all within the city boundaries. There are excellent road, rail and air links, and the Metrolink tram system now extends to Eccles and Salford Quays from Manchester City centre.
2.6 A series of regeneration programmes are changing the city's most deprived communities. These programmes include: single regeneration budget funding, a £53 million New Deal for Communities scheme, two Sure Start programmes, a Health Action Zone and an Education Action Zone. Pockets of deprivation mean Salford is the fourth most deprived local authority area in the North West in the government's index of local deprivation.
2.7 Salford Council has 60 councillors, or elected members, who represent particular areas, known as electoral wards (please see appendix 12 for a map of the wards). There are 20 wards and all have three councillors who each serve for four years. Elections take place three out of every four years, when one seat in each ward is open for election.
• Chief Executive:
Personnel and Performance Strategy and Regeneration
• Community and Social Services • Corporate Services
• Development Services • Education and Leisure • Environmental Services • Housing Services
2.9 The Council has established 9 local Community Committees to engage local people in decisions that affect them. Each of the 9 areas has a local Community Action Plan which establishes local priorities. Each Community Committee has a small delegated budget with which it can purchase services to meet local need.
3.
The Council - Aims and Objectives in terms of
Equality
3.1 The Council is committed to equality of opportunity and valuing diversity in both the provision of services and in its role as a major employer. We believe that everyone has the right to be treated with dignity and respect. We are committed to the elimination of unfair and unlawful discrimination in all our policies, procedures and practices.
3.3 To support our philosophy we have in place a range of policies to further equality of opportunity. These policies are fully implemented and publicised. The Council sees the addition of the Race Equality Scheme as a natural progression from our existing Equality Action Plan.
3.4 Eliminating prejudice and discrimination in all Council business is dependant upon the personal commitment of everyone in the workforce. All employees are made fully aware of our policies and without exception must adhere to their requirements. Any employee who feels that they have grounds for complaint in relation to bullying, discrimination, harassment, or victimisation has the right to pursue their complaint through the relevant internal policies and procedures. Members of the public can use the Council’s Corporate Complaints Procedure.
3.5 We are determined to ensure that every job applicant, internal or external, applying for a vacant post will receive fair and equitable treatment. Selection is based on merit alone using the Council’s Code of Practice on Recruitment and Selection. The Council welcomes applications for posts from all sections of the community and positively promotes vacancies to those from sections underrepresented in the workplace. As part of this we actively operate the 'two ticks' system which guarantees an interview for any person with a disability who meets the essential criteria of a post.
3.6 As a major employer in Salford, we also seek to serve as a lead to other employers by demonstrating our commitment to best practice in employment and service delivery.
4.
Equal Opportunities and Best Value
4.2 Since 1999 the Council has been undertaking a series of Best Value Reviews and a forthcoming programme of reviews is set out in the 'Strategic Plan' and 'Best Value Performance Plan'.
4.3 Integral in the review process is the requirement to consider whether the way services are delivered has any adverse impact on equal opportunities. After every review an Improvement Plan is published which include actions to improve equality of opportunity.
4.4 The Best Value review methodology will be amended to include impact Assessments and Improvement Plans as required by the Act from April 2003. Therefore separate assessments and plans will be replaced by a single review process.
4.5 The criteria for selecting and prioritising services for review will be also be amended to include the issues raised in assessments carried out under this scheme.
5.
How the Council will meet the General and
Specific Duties
5.1 Council Action Plan
The City Council has approved a Steering Group to develop its work in responding to and valuing the needs and difference of an increasingly ethnically diverse community. The steering group will be led by a Cabinet Member and serviced by senior officers (including Director Level).
The responsibility of the Steering Group will include ensuring that the Council meets its obligations under the Act and achieves its Action Plan.
Community Committees will continue to provide opportunity for local organisations representing Black and Minority Ethnic citizens to participate in formal Council structures.
Currently a Best Value Review is being undertaken into how the Council engages with its citizens. Specific reference to engaging with citizens from Black and Minority Ethnic communities is included in its terms of reference. Recommendations from that review (including a Consultation Strategy) will have a significant impact on this Scheme in the future.
Directors and Lead Members for the various services will have responsibility for achieving specific Action Plans relating to the provision or purchase of those services. Progress will be subject to review by Council, Cabinet and the relevant Scrutiny Committees.
Liaison and co-ordination with other public authorities operating within the city will take place through the Salford Partnership. Additional resources at a Partnership level are being sourced to provide support for this work.
The Council has prioritised achieving Level 2 of the Equality Standard for Local Government and improving consultation with and engagement of the Black and Minority Ethnic communities for 2003. Working towards the Standard will require rigorous application of monitoring and planning processes. Improving engagement will build confidence in the Council as representing and serving the whole community of Salford.
Action Plan Salford City Council
Key task Target Who Measured by Progress
1. Develop a vision and comprehensive strategy across the Council to respond to and value the needs and differences of an increasingly diverse community.
March 2002 Cabinet Strategy developed and
communicated.
Existence of a Steering Group across Salford Partnership
2. Achievement of level 2 of the Equality Standard for Local Government
March 2003 Director of Personnel and Performance
Adoption of the Standard by all Directorates.
Assessment of all services in relation to needs and impact.
Development of information and monitoring systems.
Systems of self
assessment, scrutiny and audit.
3. Increase representation and participation of BME groups in Community Committees
March 2004 Deputy Leader of the Council
Number of BME groups represented on
Key task Target Who Measured by Progress
4. Ensure that responding to and valuing the needs and differences of an
increasing diverse community is embedded in all performance management systems
March 2003 Chief Executive
Director of Personnel and Performance
Ensuring that these
issues are incorporated in the work of Scrutiny Committees
Ensuring that key messages are received and understood by all Councillors and staff
Integrated into service plans and individual performance indicators
Amended appraisal and development scheme
Integrated into all training and development plans
Arrangements in place to ensure inclusion in all Best Value Reviews.
Monitoring of all services
Monitoring of
Key task Target Who Measured by Progress
5. Establish a consultation and
engagement strategy with members of BME communities and their
representatives.
Sept 2003
Chief Executive Strategy developed
Availability of interpretation and translation services to meet need
Positive images of diverse communities included in all
publications.
6. Consultation and engagement practice routinely includes all BME communities and their representatives
March 2005 Chief Executive Consultation and
engagement information.
7. Achievement of Level 3 of the Equality Standard for Local Government
March 2005 Director of Personnel and Performance
Level 3 achieved in all Directorates.
8. Review the Procurement Strategy March 2003 Director of
Corporate Services
5.2 Chief Executive Directorate
5.2.1 Personnel and Performance Division
Introduction
The Personnel and Performance Division integrates a number of key functions:
Personnel - Police and Scrutiny Support Occupational Health & Safety
Consultancy and Advisory Services
Organisational Development and Equality
Community and Public Relations
Best Value and Performance
Those functions relating to the personnel management of the Council's workforce will be covered in Section 6 of the Scheme.
The Divisional Management Structure is found in Appendix 3.
The Division employs 150 People
The Division has lead corporate responsibility for equal opportunities. It provides policy development and advice to all Directorates in relation to employment issues and service delivery.
All sections of the Division are actively engaged in delivering the equal opportunities agenda. For example trainee schemes directed at providing employment opportunities for young people and long-term unemployed people make specific arrangements to market opportunities to Black and Ethnic Minority citizens.
Assessment of Functions and Policies
• A survey of employment policies and procedures.
• A survey of statistical information e.g. regarding the ethnic composition of the workforce.
• A review of legislation requirements, e.g. Best Value and Health and Safety.
• An analysis of non personnel functions such as Scrutiny Support.
Main Finding of the Assessment (Non-Employment Based)
The non-employment based functions of Personnel and Performance identified the following main issues.
Equality issues are not yet fully integrated into the Best Value and Performance Management process of the Authority.
Images of the city communicated through official documents, local and national media does not adequately represent and value the increasing diversity of the communities.
Policies and Guidelines regarding Equality of Service Delivery are not owned in all sections of the Council.
Action Plan
Action Plan Personnel and Performance
Key task Target Who Measured by Progress
1. Review Violence to staff policy August 2002 Senior Principal Personnel Officer
Policy and Publicity issued and disseminated
2. Update the Equal Opportunities Policy September 2002
Principal Personnel Officer
New integrated policy issued and disseminated
3. Support achievement of Level 2 of the Equality Standard for Local
Government
March 2003 Principal Personnel Officer
Achievement of Level 2
4. Ensure all social work training
placements under revised regulations are informed by Race Relations (Amendment) Act 2000
September 2002
Senior Training Officer
Key task Target Who Measured by Progress 5. Ensure images of Salford used in
publicity etc reflect diversity of communities
From May 2002
Assistant Director Communications and Media Relations
Images in the publicity reflect the diversity of communities
6. Ensure that images of Salford are promoted to the media with a BME audience
From May 2002
Assistant Director Communications and Media relations
Images in the publicity reflect the diversity of communities
7. Integration of equal opportunities into Best Value methodology (comparison, Consultation, Challenge and
Competition)
September 2002
Assistant Director Best Value and Performance
5.2.2 Strategy and Regeneration
Introduction
The Strategy and Regeneration Division forms part of the Chief Executive’s Directorate. Headed by Charles Green as Director the division is made up of the following sections:
• Strategy & Resources • Economic Development • Community Safety
• Executive Services
The division has responsibility for amongst other things, corporate strategy and policy, resource procurement, European funding, regeneration, economic development, community safety, crime reduction, New Deal for Communities, National Lottery and Executive Services. In addition the division has responsibility for establishing, developing and maintaining effective relationships with Government Offices, partners and agencies at local, regional and national levels.
The divisional Senior Management Structure can be found below.
C orp orate S trateg y an d p olicy R esou rce P rocu rem en t E u ro p ean Fu n d in g N ation al L ottery R eg en eration P rog ram m es
N ew D eal for C om m u n ities
E con om ic Development B u sin ess L iaison E m p loyab ility O p p ortu n ities Centre M ID A S
M a n ch ester E n terp rises L iaison
C om m u n ity S afety S afer S alford C rim e R ed u ction S ection 1 7 H om e O ffice Fu n d in g B id s
S u p p ort S ervices S ecretariat A d m in istration S u p p ort to C hief E xecu tive / L ead er C ath G reen
A ssistan t D irector (S trateg y & R esou rces
S tu art K itch en A ssistan t D irector (E con om ic D evelop m en t)
G ord on D ickson (C om m u n ity S afety M an ag er)
O wen Top p in g (E xecu tive M an ag er) C h arles G reen
Currently there are 94 employees within the Directorate serving a Salford wide population of approximately 220,000
The Directorate welcomes the new legislation and the opportunities it brings to promote race equality throughout the Directorate and the Council as a whole. One of Salford’s six “Pledges” is to “Build Stronger Communities” and the legislation will help support that objective and develop communities that are inclusive and tolerant of diversity.
Commitment to Race Equality
Salford City Council as a whole is committed to equalities in their widest sense, and in respect of rare equality is fully committed to:
• Eliminating unlawful discrimination • Promoting equality of opportunity; and
• Promoting good relations between people of different racial groups.
Evidence of this commitment within the Directorate can be found within the Community Safety Unit’s recruitment of a Hate Crime Co-ordinator who will major on working with BME groups to increase their knowledge and confidence in reporting racial harassment or through the New Deal for Communities' appointment of an officer specifically working with “Hard to Reach” groups. The Salford Partnership continues to develop its practices with inclusively at its heart and a commitment to prioritise the engagement of BME communities.
Assessment of Functions and Policies
• Anecdotal – by word of mouth and general information provided through community reps and staff working on the ground
• Baseline Information – information pulled together to support bids for funds
• Monitoring Returns – regular monitoring identifies progress / performance / gaps on specific areas relating to the involvement of BME groups and support given.
• Statistical Information – actual information based on research e.g. hate crime victims
• Consultation – through “hard to hear” / “hard to reach” groups. Through a number of fora e.g. Social Inclusive Forum
• Legislation / Government Guidance – legislative requirements and government guidance meant that assessments had to be undertaken e.g. LSP process and policy should promote engagement of BME groups.
Main Finding of the Assessments
The main findings of the assessments showed that the increasing population of BME groups, particularly around refugees, brings a need to reassess our approaches to meeting the needs of BME groups. A summary of the findings indicated the need to:
• Consider translations of documents and communication strategies in general
• Employ qualified staff who can engage groups and advise on Race Relations generally
• The need for more proactive works with partner agencies to ensure that gaps in provision are dealt with • The relevancies to race equality are more apparent
Action Plan
The divisional Action Plan has been devised following consideration of the assessed functions and sets out the priorities for action over the next three years. It details further the targets that are to be met and the named officer (s) responsible for ensuring the targets are met.
The whole ethos around how the Action Plan will be delivered is that it links with actual work programmes so that the work will be integral to daily and ongoing working rather than being seen as a bolt on extra.
Monitoring of Service Provision
The directorates approach to ethnic monitoring follows very much the Corporate approach. The need for a more assiduous approach to this matter should again follow corporate guidelines. Where there are issues around regeneration programmes these will be picked up as part of the ongoing programme management / monitoring.
Training
The Directorate is committed to training on the Race Equality Scheme. As an initial part of this commitment a “lunchtime sharing” session open to all staff in the division will be held in July, after which a more detailed round of training will be developed and implemented.
Consultation
Currently, the division’s current approach to consultation is predominately ad-hoc and without real focus. There is a lack of engagement with BME communities, although this isn’t across the board. Initiatives in Broughton have brought about some effective engagement, which need to be built upon.
Work through the Social Inclusion forum around the need for translation of documents and inclusion generally is also noteworthy.
Ongoing impact assessments will be consulted on through existing BME groups, through the Salford Partnership, Social Inclusion Forum and other related forums, as well as through electronic media, via community facilities and other council and partner agencies.
Review of the Action Plan
It is proposed that the Action Plan is reviewed on an annual basis with, in the first year a mid term review after six months being carried out on a selected number of key tasks to ensure their approach is sound and where not consider options for improvement. In the second year it is proposed that quarterly reviews are undertaken to fall in line with the monitoring and update of the Work Programme.
An annual summary of results will be produced and communicated widely for information and comment.
Action Plan Strategy and Resources - Community Safety
Key task Target Who Measured by Progress
Develop and monitor initiatives to tackle hate crime and deliver appropriate services to victimised communities:
1. Appoint a Hate Crime Coordinator, who will have a remit around dealing with racist incidents
In post by Aug ‘02
RB Person in post.
No’s of BME
complainants supported by the HCC.
2. Map existing facilities for reporting hate crime within the LA and other agencies
Report by Dec ‘02
HCC Completion of report and
the uptake of people using the facilities
3. Develop research and intelligence capacity within the Community Safety Unit to identify victimised communities and hate crime hotspots
Analyst in post by May ’02. Work
programme to be developed
RB Development of work
Key task Target Who Measured by Progress
4. Develop targeted education programmes for BME groups to increase their knowledge and confidence re reporting harassment
Pilot project del’ in
Broughton by Dec ’02 and rolled out to other areas subject to evaluation.
AH No of BME groups
receiving education
5. Develop appropriate consultation and feedback systems for victimised communities and hard to hear groups
Consultation plan in place by June ’02.
CSU/ GMPA
The range of methods used and the involvement of BME groups.
6. Develop a strategy to address the needs of BME communities for the Witness Outreach Service
Strategy implemented by Oct ‘02
JH Regular monitoring to
ensure that identified needs are met.
7. Develop and implement an appropriate Community Safety Communications Strategy, which addresses the needs of BME communities
Strategy in place by June ‘02
CSU Regular monitoring to
ensure that identified needs are met
8. Review criteria for access to crime prevention and target hardening schemes to ensure appropriate weighting for victims of hate crime
Rev’d by Sept ‘2
Key task Target Who Measured by Progress
Year 2
1. To develop an effective third party reporting network for hate crimes, which will allow BME complainants to access services more readily.
To establish 10 additional centres by April 2003
Hate Crime Coord’ (HCC) and partner agencies
Establishment of centres and monitoring of BME complainants using them.
2. Achieve a target increase for numbers of hate crime reports
Each agency to achieve increase in reports by 03/05 (aim = 30% inc)
HCC with partner agencies
Action Plan Strategy and Resources - Economic Development
Key task Target Who Measured by Progress
1. Employability – as per the Community Plan, to increase the employment rates of disabled people, lone parents,
ethnic minorities and those aged over
55 years
Ongoing SK Audit of activity,
examination of returns. Publish audit and act on recommendations made
Develop a Job Shop Plus service to enable residents to secure
employment
Ongoing SK No’s of BME residents
securing employment.
3. Security Grants – To ensure that BME owned businesses are able to access grants
Ongoing SK No’s of BME owned
businesses accessing grants.
4. Employment Charter – to ensure that the Charter fulfils its obligations around equal opportunities, particularly around the employment of BME residents
Ongoing SK Audit of Charter
Key task Target Who Measured by Progress
Year 3
1. Inward Investment – to ensure that inward investment covers all sections of the community
ongoing SK Levels of investment
obtained and the monitoring of its
distribution to ensure that all sections of the
community benefit 2. Business Support – to ensure that
BME businesses benefit from support that is available
ongoing SK The numbers of BME
Action Plan Strategy and Resources - Strategy and Resources
Key task Target Who Measured by Progress
YEAR 1
1. To ensure that regeneration programmes ( e.g., SRB, NDC, European etc.) are managed
effectively and that BME groups benefit fully from programmes
Ongoing & every quarter
All prog’ managers Numbers of BME groups benefiting from
programmes identified through monitoring returns
2. To ensure the maximum involvement of BME groups in the NDC Programme
Ongoing SH Numbers of people
involved in schemes and across the prog’ in general Hard to Reach PA worker in post and working with groups 3. Local Strategic Partnership – to
prioritise the engagement of BME groups e.g., by learning from other LSP’s.
Ongoing &every quarter
SM The no’s of BME groups
engaged
4. To promote good practice in
community involvement across the LSP through the employment of officers in the statutory and voluntary sectors ( to be funded through SRB5 & CEF ).
Ongoing SM The employment of
officers and the development of good practice that considers the engagement of BME communities.
5. Social Inclusion/Community Plan – to develop an Action Plan for prioritising BME communities in Capacity
Releasing.
JUL-SEPT. & ongoing
DM The dev’t of the Action
6. Children’s Prevention – To coordinate locality based preventative services and ensure that access to BME communities is monitored
ongoing MM Monitoring returns
produced by applicants
7. Research and Information – to ensure that research and information covers issues around race equality so that legislative requirements are met and good practice achieved.
Ongoing LW Carrying out of research
and acting on outcomes.
Year 2
1. Rationalisation of Partnerships – to look at all partnerships and assess their roles and effectiveness. To assess their memberships and policy development issues in respect of BME communities
Ongoing SM/DM Completion of
assessment and the requirements identified to ensure maximum
involvement of BME communities, e.g., translations, extra resources.
Year 3
1. Assisting community/voluntary groups to access funding
ongoing SF No’s of groups receiving
Action Plan Strategy and Resources - Executive Services
Key task Target Who Measured by Progress
1. To provide ongoing support to the Leader and Deputy Leader of the Council, other Lead Members and the Chief Executive. This involves
specifically providing high level advice on race issues that affect the City Council and ensuring that the
Leader/Deputy Leader are in a position to raise Member awareness as
appropriate.
ongoing OT/JAT/ JF Number of briefings on
race related issues
2. To assist the City Council and its Lead Members in responding to the
requirements of cross-cutting
legislation around race and equalities and, in particular, its impact upon the City Council’s policies
ongoing OT/JAT/JF Through the outcome of
Council meetings and the amendments to and the introduction of policies around race equality.
3. Assisting in the City Council’s broader modernisation agenda and review of democratic structures. This involves specifically ensuring that a race
relations’ perspective is considered as part of the work of all Lead Members, Chairs of Scrutiny, Representative Members and Chairs of Regulatory Panels. Also, the unit will ensure that appropriate professionals are asked to advise the City Council on race
relations and equality issues on an ongoing basis
ongoing OT/JAT/ JF Reflection of work
Key task Target Who Measured by Progress
4. Developing the agenda planning process for the Cabinet and Directors Team and linking the work if these two bodies more strategically. There will also be a need to liaise with
appropriate professionals with a view to ensuring that race related and equality issues are considered by these two bodies at appropriate times.
July 2002 + to be reviewed as an ongoing activity
OT/JAT The agenda planning and
minuting of race related issues.
5. Developing further links and information exchanges between the City Council and its MP’s/MEP’s. The issue of race and equality is the
subject of ongoing analysis in relation to liaison with and briefings for the MP’s/MEP’s
Ongoing OT/JAT The number of briefings
5.3 Community and Social Services Directorate
Introduction
The Community & Social Services Directorate welcomes this legislation as we have been and continue to be strongly committed to an equality of provision in service delivery and ensuring that the needs of our service users are met in all aspects within the resources which we have available at our disposal.
Our Directorate’s vision is to:
“improve the life chances and promote the independence of the citizens and communities of Salford”.
We are directly involved in the provision of personal social services and community development, in its broadest sense, across the city.
We are organised into 5 divisions as follows:
• Children’s Services
• Adult Services and Commissioning • Care Services
• Community Services • Support Services
We currently employ just under 2000 people, the majority of whom are resident within the city and service a total
population in Salford of just under 230,000 people. In socio-economic terms, Salford is one of the 30 most deprived Local Authority areas nationally, and as a consequence there are many and varied demands placed upon our
Equality – Current Position
It has been and continues to be our aim to ensure that our workforce both reflects the ethnic composition of the city of Salford and is sensitive to the varied needs that our black and minority ethnic citizens may have.
As a Directorate we have a proven track record in promoting anti-discriminatory practice both in the professional training which many of our staff undergo, and in our in-house
training provision.
Our Senior Management Team underwent a 2 day Race Awareness Training Programme, we have had a dedicated post in Community Development, which will be amended to support delivery of the Act, and in our Welfare Rights and Debt Service a dedicated worker for the Punjabi/Urdu speaking community. We have basic ethnic monitoring systems in place which will be referred to further later in the report, and links with a number of black and minority ethnic communities in the city.
We have recognised the need in basic caring services to take account of language, religious observances, including significant observance dates, diet, personal and health care needs, and other cultural requirements.
Other elements of caring on which attention is currently being focused are:
• access to other support services, such as Benefits Advice where the users first language is in English; • how links can be made with service users own
communities, particularly if they are staying away from home;
• dealing with security and harassment of service users; • supporting users who complain of discrimination; • increasing awareness of tensions which may exist
Specific initiatives that have been taken include:
• the availability of documents in other languages;
• the availability albeit limited of kosher and halal meals; • use of culturally appropriate home care services in the
private sector;
• working to make reception areas more welcoming with photographs and new signage;
• promotion of a calendar of all religious festivals.
We have also used our grant funding to:
• support interpretation and translation services; • provide culturally appropriate community care
assessments for Jewish residents, support and short breaks for Jewish carers;
• supporting a day centre for Asian elders;
• supporting an Asian Mental Health Worker located in a voluntary organisation;
• improving information advice, services available for Asian and Arabic residents.
How the Directorate Assessed its Functions and Policies
Given the size and complexity of the Directorate and the range of services it provides – this proved to be a very large task particularly within the time frame allocated. We are therefore under no illusions that further work will need to take place in terms of assessing functions and policies, and years 2 and 3 will be preceded by a review of our current impact assessments.
Main Findings of the Assessment
The first conclusion to be drawn from the assessments undertaken relates to the sheer complexity of the task and the need to ensure analysis, planning and implementation was manageable, and that where possible issues would be addressed across the Directorate, rather than in individual business units. Nonetheless, there will be clear and
different priorities within each business unit.
In view of this it has been decided to spend the first 6 months of implementation in putting in place
cross-Directorate initiatives, and developing a clear understanding of opportunities to improve our awareness of the needs of, and the appropriateness of responses to members of our black and minority ethnic communities. There are 3 core areas which will be addressed:
i. Staff – Ensuring that staff we employ reflect the cultural diversity of Salford and the need to provide culturally sensitive services. We will also build on supporting staff to ensure that they are in all aspects treated fairly and equally, and supported in ensuring that they are able to deliver their skills and services to the best of their ability.
ii. Service Provision – The impact assessments
indicated that our major priority initially should be on those policies and functions which involve direct face to face contact with the public
Specifically, the following processes will be reviewed as part of the first phase of our implementation plan
a) Information giving and awareness raising: Progress has been made in ensuring that information about services has been made
b) Reception: As mentioned above, progress has been made on making our reception areas more welcoming to potentially excluded groups. It is our intention to ensure that all our reception facilities apply for and obtain the Community Legal Services Quality Mark. This will ensure that all the equality issues are effectively addressed and consistently reviewed.
c) Referrals and Assessment: Across all our
services there was a clear feeling that we needed to visit or revisit our current referral and
assessment processes with a view to ensuring that equality issues were addressed and our ethnic monitoring procedures at these contact points were reviewed and where possible improved.
d) Service Provision: As mentioned above, there will be a clear need across all services to review how effective we are being in terms of making our services ethnically sensitive.
Engaging with Black Minority Ethnic Communities – As stated above, there are contacts between the Directorate and representatives of black and minority ethnic
communities in the city. These will need to be reviewed, broadened and strengthened particularly in terms of ensuring that the views and perceptions of black and minority ethnic communities influence and shape the way we plan and deliver our services.
Clearly the Action Plan produced by this Directorate will not be delivered in isolation and we will endeavour to ensure that our commitment to tackling equality issues in respect of our black and minority ethnic communities is closely linked to the following key policy areas:
b) Best Value Review of Community Engagement – This review is currently underway and will have as one of the major focuses of the Best Value Improvement Plan
engagement with communities of interest, including black and minority ethnic communities. The review will also look at how in a geographical basis black and minority ethnic communities can be involved in decision-making.
c) Compact with the Community and Voluntary Sector – The Local Strategic Partnership has approved a draft Compact governing relationships between the
Partnership itself and the community and voluntary sector in Salford. One of the key policy areas to be
developed relates to supporting black and minority ethnic community and voluntary groups and ensuring that they are effectively engaged.
d) Community Network and Community Empowerment Fund – Salford Council for Voluntary Service is
co-ordinating the development of a Community Network for the city which will facilitate relationships between the Community and Voluntary Sector and the Local Strategic Partnership. This clearly links to the Compact and the need to effectively engage black and minority ethnic communities in the Network is being addressed.
e) Single Regeneration Budget 5 – A key priority of the Social Inclusion Forum and SRB5 in the city is
developing support for the involvement of black and minority ethnic communities. £60,000 has been
allocated for this financial year to begin to develop work strengthening relationships across the city with black and minority ethnic communities.
f) Reflecting the Needs and Concerns of Black and Minority Ethnic Communities in Supporting People - The Directorate is currently studying the DTLR
g) Community Legal Services Partnership – As mentioned above, the Directorate is committed to ensuring that all relevant parts of our service are
compliant with Community Legal Services Quality Mark.
Monitoring of Service Provision
Currently monitoring documentation includes a monitoring data sheet which records ethnicity, religion and language, an information sheet for service users and carers in Arabic, Bengali, Punjabi and Urdu, and guidelines for staff on ethnic monitoring explaining why it is important and how to ask the question.
Currently the rate of collection of information about ethnicity is low. For example, in February 2002, of 1370 adult contacts, only 427 were asked about their ethnicity, ie:
31.2%. The situation is slightly better in Children’s Services where ethnicity is being asked in 58.7% of cases.
The current situation is unsatisfactory and urgent action will be taken to ensure that effective ethnic monitoring takes place in respect of our contacts with black and minority ethnic communities.
Training
The Directorate will continue to build on our current anti-discriminatory practice, policy and anti-racist training. This incorporates all equalities legislation, including the Race Relations Amendment Act. Over and above this we will ensure that each member of staff has access to specific training about the Race Equality Scheme.
and an involvement in shaping years 2 and 3 of the Plan. The development of an appropriate ongoing training
programme will be a key priority for year one.
Minorities). Funding has been secured for this post and its advertisement is imminent.
Consultation: A year one priority will to improve consultation about black and minority ethnic issues
Implementation and Review
The Action Plan attached clearly indicates a substantial and major series of tasks for the Directorate. There currently is a Race Equality Group in the Directorate and it is proposed that this Group forms the basis for a Core Implementation Team for the Action Plan. Membership will need to be reviewed with a view to ensuring that implementation
reaches all business units in the Directorate, thus ensuring an effective dialogue throughout implementation,
monitoring, review and evaluation.
It is also proposed that as part of the Core Implementation Team, or linked to it, there will be critical friends who will include black and minority ethnic service users, community representatives, and Directorate staff, who can facilitate development and implementation.
The first 6 months of implementation will focus on the key areas across the Directorate outlined above to ensure that there is a solid foundation to proceed with more detailed implementation and evaluation of effective equality policies.
The second 6 months of year one will be focused on
revisiting the assessments of policies and functions with a view to subjecting them to a reality check in respect of
actions already taken and addressing outstanding issues for years 2 and 3 of the Action Plan.
Action Plan Community and Social Services
Key task Target Who Measured by Progress
1. • Roles and responsibilities
Set roles and responsibilities for implementing the Action plan
May 02 DMG Minuted decision from
appropriate DMG papers
• Identify lead / co-ordinating officer within the Directorate to take overall responsibility for the Action Plan
May 02 DMG/Director Officer in post and identified in the Race Equality Scheme
• Communicate roles for
implementation of the Action Plan to Managers / officers (i.e. who will be undertaking the impact
assessments)
May 02 Modernisation
Manager
Reflection of work required in individual, team and Directorate workplans
2. Establish baseline for current perceptions of the services the Directorate provides
• Conduct perception survey of the Directorate amongst key
stakeholders
May 2003 Race Equality Core Group
Results of survey in first annual report of the Race Equality Scheme.
Outcomes used for setting targets for first annual review of the Race Equality Scheme
Key task Target Who Measured by Progress
3. Establish monitoring systems
• Identify gaps in service provision ethnic monitoring
July 2002 Race Equality Core Group
Production of proposals
• Project to establish which are the priority areas for ethnic monitoring
Sept 02 Project planned and
implemented and results published
• Service wide ethnic monitoring in place across the Directorate
May 2003 DMG Effectiveness of statistical
Key task Target Who Measured by Progress
4. Training staff on the Race Relations (Amendment) Act 2000 and their duties under this.
• Set up introductory training package for use within teams.
May 2002 Personnel and Performance to devise, team
managers to deliver
Training delivered and 30% attendance from Directorate staff each year (90% of all staff trained in the 3 years of the scheme)
• Set up specialist training packages for staff undertaking action from or conducting monitoring / impact assessments.
July 2003 Personnel and Performance to devise and Senior Managers and/or training staff within Directorates to deliver
80% attendance at
Key task Target Who Measured by Progress
5. Identify areas for conducting impact assessment from business planning process:
• Identify new policies or those likely to substantially change
May 02 DMG / Team
Managers
New policies and impact assessment projects identified in corporate planning documents
• Allocate responsibility for
conducting Impact Assessments
July 02 DMG Resources allocated in
budget documents.
Workplans reflecting work needed.
6. Impact Assessments in Year one
Establish Core Implementation Group across all business units
June 2002 DMG Group functioning
Identify critical friends amongst users, carers, staff, BME citizens and link to process
Sept 2002 Core Group Links working
Obtain Community Legal Services Level One Quality Mark for all
reception facilities
March 2003/4 Core Group Quality Mark obtained
Ensure all staff have received Race Relations Amendment Act training
March 2003 Core Group Training completed
Deliver 3 year Training Plan for promoting racial equality across the Directorate
Key task Target Who Measured by Progress
Ethnic monitoring
- Review current practices Establish baseline
March 2003 Core Group - Gaps identified
- Baseline data
published
Data for:
a) Staff
b) Service Users
c) Engagement with BME Groups
Core Group
Ensure systems are in place to keep data up to date
Systems published
Analyse data to inform years 2/3 of Action Plan
October 2002 Report presented to DMG
Prepare year 2/3 Action Plan February 2003 Core Group Plan adopted by DMG
Prepare and implement Communication Strategy for BME communities and service users
March 2003 Core Group Strategy adopted by DMG
Ensure all 9 Community Action Plans address BME issues in each
Community Committee area
Sept. 2003 Core Group Community Action Plans produced and
implemented Achieve Level 2 of CRE service
delivery and customer care standards
Key task Target Who Measured by Progress Impact Assessments –
Business Units
Day Care: - Eligibility - Provision of Food - Personal Care - Transport Policy
March 2003 Eve Murphy
Home Care: - Eligibility - Personal Care - When, Where, Who - Food Policy
March 2003 Eve Murphy
Adult Social Work
Providing a Social Work service - Reception
- Referrals - Assessment - Purchasing Services
Breaks for carers Dec 2002 D Siddique
Under-achieving looked after children Jan 2003 L Cameron
Key task Target Who Measured by Progress
Children’s Services
Assessment of children and families in need in provision of:
- referrals - eligibility
- provision of Family Support Services
March 2003 P Woltman
Child protection procedures March 2003 A Hampson
Case management March 2003 P Woltman
Care Services
Admissions/eligibility March 2003 E Murphy
Personal care March 2003 E Murphy
Community Alcohol Services March 2003 J Clark
Hold consultation event to evaluate year one Action Plan and review action for year 2
Feb 2003 Core Group Event held – report published
Apply SSI audit tool for developing services for older people from BME Groups
5.4 Corporate Services Directorate
Introduction
Structure of the Directorate
Corporate Services comprises four main functional areas, with the following responsibilities:
• Finance - provision of a complete financial service to the Council
• Law & Administration - provides a legal service and supporting services for Members, the decision making process and other Directorates
• Customer Services - see below
• Information Technology - see below
During 2001/2 there was a significant reorganisation of Customer Services and IT functions, resulting in the creation of three business units:-
• Salford Advance - management of the Pathfinder Programme, business partnerships and income generating through commercial offerings in the ICT field.
• Salford Direct (incorporated within Customer Services) - Customer Contact Centre, Revenue and Benefits and E-Government
• IT Net - mainstream ICT development, operation and support
• The Management structure of the Directorate is Director of Corporate Services
(Alan Westwood)
Head of Finance
(John Spink)
Head of Law & Administration
(Alan Eastwood)
Head of Salford Advance
(Mike Willetts)
Head of Customer
Services (Maura Brooks)
Head of IT Net
The Heads of Function are supported by a number of Assistant Directors.
The New Legislation
The Directorate recognises the importance of race equality and accordingly welcomes the new legislation. We believe that the framework contained within the Corporate Race Equality Scheme and the Directorate Action Plan will support the promotion of Race Equality throughout the Directorate and the Council as a whole.
How The Directorate Assessed Its Functions And Policies
Standard assessment forms were emailed to all 66 team leaders within the Directorate, together with copies of the report from the Director of Personnel and Performance to the Directors' Team, which set the background to the new legislation. Assistance in completing the assessment forms was available from the senior personnel officer responsible for race equality and from the Assistant Director
(Administration) within Corporate Services.
Main Findings Of The Assessments
The Action Plan
The Directorate Action Plan has been devised in the light of the assessment of functions and includes the establishment of a Race Equality Group to assist the lead officer in managing the process. The Action Plan will be refined by the Senior Management Group in the light of the Corporate Race Equality Scheme and this will include the development proposals for years 2 and 3 of the programme.
Monitoring Of Service Provision
The Customer Contact Centre carries out monitoring of all calls received and callers are asked for their preferred language. A customer relationship management system is being developed for Corporate Services and this will include information on our customers including the need for assistance with language and other special needs. The Race Equality Group will draw up a programme for service-wide monitoring as a matter of priority, and as stated in the Action Plan, the target for monitoring across the Directorate is May 2003. Quarterly monitoring reports to the Directorate's Senior Management Group will ensure that the necessary priority is given to this work.
Training
Consultation
Consultation in the past by the Directorate has been quite varied and has generally been arranged on an ad hoc basis. Examples include consultation on the new Council Constitution and a large annual consultation on the Budget, which involves representatives of community organisations throughout the City. There has not been any consultation specifically targeted at ethnic minority communities, but the Customer Contact Centre have undertaken random consultation with customers including a standard question on preferred language.
Corporate Services have a consultation plan covering the period 2002/2004 and this is refined on a frequent basis. The Corporate Race Equality Scheme and the monitoring works undertaken in accordance with paragraph 5 above will inform this plan.
Review Of The Action Plan
As mentioned in paragraph 4 above, an initial review of the Action Plan will be undertaken by the Senior Management Group in the light of the Corporate Race Equality Scheme. Quarterly reports to the Senior Management Group by the Race Equality Group will inform an ongoing review and the Lead Officer (assisted by the Race Equality Group) will present an annual review report to the Senior Management Group to inform action in future years.
Action Plan Corporate Services
Key task Target Who Measured by Progress
1. Roles and responsibilities
• Set roles and responsibilities for implementing the Action plan
May 02
Director
Report to Senior Management Group
• Identify lead / co-ordinating officer within the Directorate to take overall responsibility for the Action Plan
May 02 Director Officer in post and
identified in the Race Equality Scheme
• Communicate roles for
implementation of the Action Plan to Managers / officers (i.e. who will be undertaking the impact
assessments)
Jul 02 Head of Law & Administration (Lead Officer)
Reflection of work required in individual, team and Directorate workplans
2. Establish baseline for current perceptions of the services the Directorate provides
• Conduct perception survey of the Directorate amongst key stakeholders
May 03 Race Equality
Group (REG)
Results of survey in first annual report of the Race Equality Scheme.
Outcomes used for setting targets for first annual review of the Race Equality Scheme
Key task Target Who Measured by Progress
3. Establish monitoring systems
• Identify gaps in service provision ethnic monitoring
July 02 REG Production of proposals
• Project to establish which are the priority areas for ethnic monitoring
Sept 02 REG Project planned and
implemented and results published
• Service wide ethnic monitoring in place across the directorate
May 03 Senior Management
Group (SMG)
Effectiveness of statistical information as a measure to identify policies and functions which need action to meet general duty. Results of the ethnic monitoring published annually. 4. Training staff on the Race Relations
(Amendment) Act 2000 and their duties under this.
• Set up introductory training package for use within teams.
May 02 Personnel and
Performance to devise, team leaders to deliver
Training delivered and 30% attendance from Directorate staff each year (90% of all staff trained in the 3 years of the scheme)
• Set up specialist training packages for staff undertaking action from or conducting monitoring / impact assessments
July 02 Personnel and Performance to devise and Senior Managers and/or training staff within Directorates to deliver
80% attendance at
Key task Target Who Measured by Progress 5. • Identify areas for conducting impact
assessment from business planning process:
• Identify new policies or those likely to substantially change
May 02 Director New policies and impact
assessment projects identified in corporate planning documents
• Allocate responsibility for
conducting Impact Assessments
July 02 SMG Resources allocated in
budget documents.
Workplans reflecting work needed.
6. Further Key Tasks and Impact Assessments in Year one Further Key Tasks
Establish Race Equality Group June 02 SMG
Approve Directorate Training Plan July 02 SMG
Agree Initial Action Plan for Years Two and Three
Nov 02 REG/SMG
Quarterly Monitoring Reports to SMG Sept 02 Dec 02 Mar 02
Key task Target Who Measured by Progress
Impact Assessments
Note: Responsibility for conducting these will be allocated by SMG - see Key Task 5.2
Devise Action Plan for Impact Assessment on Provision of Postal Voting Facilities
July 02
Undertake an impact assessment on above-mentioned function
March 03
Devise Action Plan for Impact Assessment on Local Taxation
Collection and Benefits Administration
July 02
Undertake an impact assessment on above-mentioned function
March 03
Devise Action Plan for Impact
Assessment on Council Tax Recovery
July 02
Undertake an impact assessment on above-mentioned function
March 03
Devise Action Plan for Impact
Assessment on Benefits Investigation and Overpayments
July 02
Undertake an impact assessment on above-mentioned function
Key task Target Who Measured by Progress
Devise Action Plan for Impact Assessment on statutory notices
July 02
Undertake an impact assessment on above-mentioned function
March 03
Devise Action Plan for Impact
Assessment on receiving and directing incoming telephone calls.
July 02
Undertake an impact assessment on above-mentioned function
March 03
7. Impact Assessments in Year Two (Programme to be determined)
8. Impact Assessments in Year Three (Programme to be determined)
9. Review results at end of year 1 and each subsequent year and look at priorities again for review monitoring and impact assessment:
May 03 May 04 May 05
SMG
• Produce summary of results May 03 May 04 May 05
Lead Officer/REG Documents produced to agreed standards
Key task Target Who Measured by Progress • Identify new, emerging and
changing priorities in policies and functions
May 03 May 04 May 05
SMG/Lead Officer Reflection of actions in corporate plans for following year
• Decide on revised action plan with targets for next year of the
scheme amended as appropriate
May 03 May 04 May 05
SMG/Lead Officer Publication of revised Action Plan in the annual report of the Race
Equality Scheme 10. Review progress in service
improvement at end of 3 years of Race Equality Scheme :
May 05 SMG/Lead Officer Improved customer satisfaction surveys, etc (please add)
11. Revise current Action Plan and publish second three year Action Plan.
May 05 SMG/Lead Officer Publication of three year Action plan
Produce three year report on achievements made during the first three years
5.5 Development Services Directorate
Introduction
The Development Services Directorate welcomes this legislation as we have been and continue to be strongly committed to an equality of provision in service delivery and ensuring that the needs of our service users are met in all aspects within the resources which we have available at our disposal.
Development Services Directorate is headed by Malcolm Sykes who along with the Directors Team manage the following Divisions:-
• Business Strategy & Development • Engineering & Highways
• Planning & Building Control • Property & Development
There are approximately 400 staff employed within the Directorate covering a service delivery area with
approximately 230,000 residents. In socio-economic terms, Salford is one of the 30 most deprived Local Authority areas nationally, and as a consequence there are many and
varied demands placed upon our services. Within this context we are determined to develop positive engagement between ourselves and our black and minority ethnic
residents.
Equality – Current Position
It has been and continues to be our aim to ensure that our workforce both reflects the ethnic composition of the City of Salford and is sensitive to the varied needs that our black and minority ethnic citizens may have.
Other elements currently being focused on are:
• Dealing with security and harassment of service users • Supporting users who complain of discrimination
• Increasing awareness of tensions which may exist between different ethnic or religious groups
• Working to make reception areas more welcoming and accessible to enable ethnic groups to converse with staff • Survey conducted for the DTR which also looked at
ethnicity of planning applicants
• Providing translated documents and communications strategies in general
How the Directorate Assessed its Functions and Policies
Given the size and complexity of the Directorate and the range of services it provides – this proved to be a very large task particularly within the time frame allocated. We are therefore under no illusions that further work will need to take place in terms of assessing functions and policies, and years 2 and 3 will be preceded by a review of our current impact assessments.
A variety of methods have been used to assess functions and policies. These are summarised below:
• Schedule of functions and policies as attached
• Anecdotal – by word of mouth and general information provided through community reps and staff working on the ground
• Legislation / Government guidance
Main Findings of the Assessment
In view of this, it has been decided to spend the initial part of the implementation in putting in place cross-Directorate initiatives, and developing a clear understanding of
opportu
