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Appendix 4

Contact: Jane Goodwin - 01962 813847

1. Objective of Report

To provide an overview of the findings from the research with other local authorities and to identify key issues for Hampshire County Council

2. Methodology

The aim of the research was to gather data from other authorities with regard to the arrangements made to respond to the legal and performance framework for equality and diversity. A questionnaire was agreed (see Appendix 1) and sent electronically to authorities in Hampshire, members of the South Region Equality Standard network and 30 County Councils in England. Completed questionnaires were received from 14 County Councils, 8 Hampshire based authorities and 3 other local authorities. Following receipt of the information personal visits were made to West Sussex and Oxford and telephone interviews were conducted with 4 other County Councils.

3. Findings

County Councils and city based local authorities are most likely to employ dedicated staff. District and Borough Councils struggle to find the necessary resources. New Forest District Council has appointed an equality officer and Basingstoke and Eastleigh have a partnership funded post developing capacity in local minority ethnic communities. The work in these authorities is linked clearly with community development and the local strategic partnerships.

3.1 Data from County Councils, see appendix 2 for details:

13 out of 14 have dedicated staff

3.1.1 .All Councils have adopted the Equality Standard and for some this is the major driver for others the Race Relations Act was seen as the stronger influence. There has been more investment in the past 2 years since the introduction of the BVPI 2 and the CPA. All authorities stated that the support from Chief Executive and Cabinet is crucial to success and most have a dedicated Member champion.

3.1.2 It is clear that Equality and Diversity has become a corporate performance management issue with the emphasis moving away from employment. This view is supported by the strengthened CPA requirement. Staff who are based in corporate departments report on HR issues but rely on HR professionals to drive and deliver specific actions that meet the Equality Standard and Race requirements.

3.1.3 In general, funding for projects is the biggest challenge and those who do have large sums are uncertain whether they can maintain that level of funding in the future. Budgets tend to support development of IT solutions and community engagement projects.

3.2 Key points from visit to West Sussex:

3.2.1 Diversity Manager post was established initially to develop the Race Scheme in 2002 as part of the Access to Services section under the banner of E.Government. Funding was found for a larger team and a project approach taken based on the Equality Standard for Local Government. The large team has focussed on establishing e.solutions and internal processes, they have purchased the es@t system managed by Dialog. An internal database has also been developed to record evidence and an internal web page developed as a resource bank for departments.

3.2.2 There are clear processes in place and confidence about ability to provide evidence for BVPI 2. It is anticipated that culture will take place as a result. Strong leadership from the Chief Executive and regular reporting to scrutiny committees ensure the necessary commitment. Having established a sound basis the team, is currently being reorganised. There will no longer be a large central team, the Diversity Manager will have an admin support and will bid for project officer time to support specific diversity related projects.

4 Summary

4.1 The Equality Standard has triggered action in many authorities but there is a danger of adopting a tick box approach. The dilemma is whether to introduce a process and hope that culture takes place or to work on culture change and hope that the processes will be self evident. Hampshire is an example of culture change approach and West Sussex an example of a process led change programme. Both approaches have benefits. Of the Councils contacted no one could claim to have found the perfect approach.

4.2 Key factors for success are:

¬ Committed staff and specific equality post/s given `permission' to act

¬ Commitment of Chief Executive and Cabinet with clear reporting and accountability mechanisms

¬ IT systems to record evidence and provide resource bank for all staff

¬ Good relations with staff, community groups and partners

¬ Access to funds to support the above

¬ Effective communications plan