EQUALITY, DIVERSITY AND INCLUSION FRAMEWORK

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1 EQUALITY, DIVERSITY AND INCLUSION FRAMEWORK Date: 2016 Review date: 2019 Author: Danny Lansley Governance and

2 EQUALITY AND DIVERSITY FRAMEWORK Current Operating Environment This is Six Town Housing s 3 rd Equality and Diversity Framework. The first was completed in 2008 and since that time Equality, Diversity and Inclusion (EDI) work has become extremely well engrained in our customer service ethos and approach to tenants, residents and staff. The 2015 Colleague Survey results attest to this with 93% of staff believing that the organisation values diversity. For our customers it is hard to encapsulate in a single performance measure what we do for them which contributes to our overall EDI agenda, but overall customer satisfaction with services is currently 93.8%. It is worth noting some of the examples of good practice which we already operate: Tenancy Sustainment Team who work with new tenants according to a risk matrix. The team also support victims of domestic violence and abuse, recommending cases for target hardening where necessary. Integrated anti-social behaviour team working with other public partners to provide a quicker and more streamlined service. Steps to Success programme for work and training placements which has generated over 4 million of social value. Working closely with Bury Council to provide a disabled adaptations service. We want to use this to lead by example in the housing sector and public sector in Bury. With this in mind we have signed up to the Chartered Institute of Housing s challenge of Leading diversity by The challenges are included at Appendix 2 of the framework. We continue to be signed up to the Stonewall Diversity Champion Programme. 2. Our Organisational Approach As a company Six Town Housing recognises that we have a legal responsibility to provide protection for people against discrimination or harassment because they are perceived to have, or are associated with, someone who has a protected characteristic. These are: Age Disability Gender Gender reassignment Marriage and civil partnerships Pregnancy and maternity Race Religion and belief Sexual orientation The nature of our sector and our allocation of housing based on need also means we have to be mindful of and consider other socially excluded communities or groups, including: people on low incomes, the unemployed, single parents, people who have a criminal record, those with caring responsibilities, gypsies and travellers and individuals living in deprived areas. We are launching this refreshed framework from an extremely positive starting point. The premise of a well ingrained inclusionary culture has sometimes meant that lots of individual actions go under the radar. The resultant action plan from this framework looks to readdress this balance by continuing to promote and in a way remainstream EDI best practice amongst our staff and customer base in a more overt manner.

3 Our EDI approach is rooted in a belief that action is key to embedding positive behaviours. This work doesn t just live on paper but is evidenced by supporting and involving the people who work for our company, partners organisations and those who live in our neighbourhoods. These key themes of knowing, supporting and involving are central to our equality objectives. 3. Benefits to the Organisation Although we have painted a positive picture of the direction of the company, we cannot rest on this assumption. This framework aims to ensure that the message of an inclusionary culture is continually communicated and its impact measured, because there are clear business benefits to operating in a way which is seen as valuing equality and diversity. Financial and Value for Money If we know our customer base and can ensure that staff are delivering services in the most appropriate way first time, resources will be targeted appropriately and effectively, reducing inefficiencies in our procedures. Secondly it will ensure our customers receive services which are tailored to and meet their needs, thereby increasing levels of customer satisfaction and tenancy sustainment. In addition, higher levels of satisfaction could potentially reduce tenancy turnover which is a high cost to the organisation in rent loss. Risk Reputational risk failure to promote equality and diversity will damage the organisation s reputation amongst our customers, partners and stakeholders. This will make it difficult to attract new customers, build positive relationships with partners, tender for contracts or seek funding. Recruitment and retention failure to embed principles of equality and diversity throughout the organisation will prevent Six Town Housing being considered an employer of choice and this is essential in a competitive marketplace to be able to recruit from a wide talent pool and attract and retain the best talent. 4. Equality Objectives We have two agreed equality objectives, one focussed on services to our customers, and one which looks at equality and diversity for our workforce. Customer Equality Objective We aim to deliver empathetic customer services which recognise our customers as diverse individuals. Staff Equality Objective To be a company which is seen as valuing diversity. 5. Promoting our EDI Objectives

4 Below this there are a number of work streams to help us work towards our two objectives. These are based around the work streams of knowing, supporting and involving. For Customers A. We know our customer base and provide a variety of ways customers can access our services. B. We will report levels of hate crime and anti-social behaviour cases affecting minority groups, support those victims and work to reduce these in future. C. We will use our company resources to further the development of our communities involving our customers where necessary. D. We know and understand the impact of any key decisions on our customers through a programme of equality impact assessments which are revisited regularly. For Staff A. We know our workforce and will publish statistics on an annual basis. B. We support everyone to develop to the best of their ability in their job role. C. We will involve staff in best practice and awareness raising events. D. We will know whether or not staff feel that as a workforce we value diversity by including a question in our annual colleague survey. 6. Links to STH s Business Priorities and other Strategies This framework shouldn t be seen as a standalone document. The work in the subsequent action plan contributes towards the achievements of Six Town Housing s business priorities in 2016/17 as follows: Maximise digital opportunities Although this priority is aimed at how we deliver customer service, the more lines of communication tenants have with Six Town Housing reduces isolation and opens up new ways for tenants to become involved and have their say in how our services are delivered. Build community capacity and strengthen resilience so that tenants can make a positive contribution to their communities this priority is aimed at creating more sustainable tenancies. Working intensely with customers who may have otherwise struggled to manage living in their home has numerous benefits. Sustainable tenants creates cohesion and good relations between neighbours, tenants are then eligible to participate in training and placement opportunities through Steps to Success which means they can become more economically active.

5 Tough on unacceptable behaviour As an organisation we want to create inclusive neighbourhoods. We will take a zero tolerance stance against hate crime and anti-social behaviour and support victims. Clearly there is much crossover between this strategy and others in existence at Six Town Housing. EDI work is closely aligned with the Neighbourhoods Strategy and Human Resources Strategy. 7. Measures of Success How we measure our success in meeting our objectives will follow a twin track approach. Performance measures will be used to analyse our staff and customer base and their satisfaction with our service. These will be as follows: Customer Building on the work done in 2015 around our customer service ethos. Customers will be asked if they feel that they have been treated with respect when dealing with STH. The exact wording and method of collection will be developed in 2016/17 following the conclusion of an internal working group. Staff Each year we ask a question in our annual colleague survey relating to equality and diversity. In 2015 staff were asked to agree or disagree with the statement Six Town Housing values diversity. Similar wording will be used in future years. Along with quantitative measures, qualitative case studies and examples will be gathered throughout the year to form an annual EDI report (based on the relevant action plan). The reason for taking this approach is to emphasise that people s perceptions of the service we provide cannot often be quantified and more often than not services are provided without recognising how they contribute to our EDI Framework. These stories are often more powerful than anything which can be measured by a performance indicator. 8. Monitoring Progress against this action will be reported quarterly to our management team meetings and to either the Board or HR and Appeals Committee. 9. Appendices Appendix 1 Framework Implementation Plan 2016/17 Appendix 2 CiH Leading Diversity by 2020 Challenges

6 Framework Implementation Plan We know our customer base and provide a variety of ways customers can access our services. Action Target Date Responsibility Link to CiH 2020 Challenge Start awareness raising campaign amongst staff of need to Ongoing Governance and 1 collect or review customer data. Publish clearly written statement on the reasons why we collect August 2016 Governance and 1 customer data. Participate in networking groups to share best practice and learn from other organisations. Ongoing Governance and 9 We will report levels of hate crime and anti-social behaviour cases affecting minority groups, support those victims and work to reduce these in future Proactively encourage people to report incidents of hate crime Ongoing Business Manager N/a and abuse. Tenancy Management Work with other public agencies through the Joint Engagement Team to target support and resources where they are needed. Ongoing Business Manager Tenancy Management N/a We will use our company resources to further the development of our communities involving our customers where necessary Promote tenant involvement opportunities and encourage Ongoing Customer Involvement 6 participation from the widest possible range of people. Lead Put in place a succession plan for tenant Board members which December Governance and 6 will allow us to upskill tenants before a vacancy arises Promote opportunities for employment, training and development to local people and under-represented groups in an aim to employ a workforce that reflects the community we serve. Ongoing Steps to Success Project Advisor 5 We know and understand the impact of any key decisions on our customers through a programme of equality impact assessments which are revisited regularly Research alternative impact assessment schemes to ensure that these steps remain meaningful and become embedded as a usual business practice when reviewing policies and services. March 2017 Governance and

7 Framework Implementation Plan We know our workforce and will publish statistics on an annual basis Action Target Date Responsibility Link to CiH 2020 Challenge Review workforce information and ensure that it is published on our website in a timely manner June 2016 Business Manager - HR 2 We support everyone to develop to the best of their ability in their job role Recruitment training for all Business Managers and March 2017 Business Manager - HR 4 Coordinators on fair processes to include unconscious bias. Encourage our contractors and suppliers to review their Bury Council Strategic 3 recruitment and selection methods to ensure they align with our vision. Procurement, Steps to Success Project Advisor Further embed coaching culture and future vision (customer March 2017 Business Manager - HR 7 service) work within the organisation. Investigate diversity training resources for implementation in 2017/18. We will involve staff in best practice and awareness raising events Compile a diversity calendar and organise quarterly awareness raising events which encourage staff to attend and build their knowledge base. January 2017 Business Manager HR and Governance and Governance and We will know whether or not staff feel that as a workforce we value diversity by including a question in our annual colleague survey Investigate ways of recording qualitative examples of staff tailoring services to an individual s needs and publish these on a routine basis. March 2017 Governance and 9 Support the equality related employee groups (run by Bury Council) and encourage employees to participate. Provide a safe and accessible working environment that respects the identity and culture of everyone so employees are treated with dignity and respect. Ongoing Business Manager - HR 9 Ongoing All staff at Six Town Housing 8 8 6

8 Appendix 2 Leading Diversity by 2020 Challenges 1. Know the make up of your communities and annually consider how you can improve the diversity of your board, leadership and staff teams. 2. Compile diversity-related data on the composition of your (1) board (2) executive team and (3) total workforce and publish it in an accessible format in your annual report. 3. Challenge all staff (and external agencies) responsible for recruitment to ensure that all shortlists include appropriate candidates from underrepresented groups. 4. Ensure staff members involved in recruitment have completed mandatory training to ensure fair recruitment processes. 5. Set an aspirational target for board/committee recruitment from underrepresented groups to ensure that your governance structure is representative of the wider communities you work in. 6. Have in place succession and talent management strategies which reflect the principles of inclusion and diversity, so that all staff can succeed and progress, if they have the right skills and values. 7. Identify and provide appropriate mentoring and coaching opportunities for staff and board members within your own organisation and/or with external agencies. 8. Make diversity training mandatory for all staff, and use your corporate communications and culture strategies to ensure diversity is embedded within the organisational values. 9. Champion the business case for a diverse workforce and leadership encourage your colleagues, peers and partners to sign up to the challenges. 10. Sign up and work towards the CIH Charter for Equality and Diversity.