NCHA Equality, Diversity and Inclusion Strategy 2015/16

Transcription

1 NCHA Equality, Diversity and Inclusion Strategy 2015/16 Diversity Supporting NCHA 1

2 EQUALITY, DIVERSITY AND INCLUSION STRATEGY RESPONSIBLE DIRECTOR: CHIEF EXECUTIVE RESPONSIBLE OFFICER: HEAD OF HR LAST UPDATE: NOVEMBER 2015 NEXT UPDATE NOVEMBER Purpose 1. NCHA recognises that its ability to meet diverse needs is improved by having a diverse workforce that generally reflects the local population and which has the skills and understanding to achieve its service objectives. NCHA is committed to valuing diversity in our workforce and training and developing employees to improve their ability to meet the NCHA s objectives within a supportive and inclusive culture. 2. The Nottingham Community Housing Association (NCHA) Equality and Diversity Strategy sets out the organisation s key objectives for meeting our commitment to promoting equality and eliminating unfair discrimination from all aspects of its work. 3. An effective Strategy is critical to business success and organisational performance. Its function is to contribute to: o The achievement of business objectives through maximising the contribution from employees in the organisation. o Making NCHA s services more accessible, inclusive and responsive to the needs of the communities we work with, tenants, service-users and other customers, employees, contractors and consultants. 4. The strategy seeks to achieve its objectives by identifying relevant priorities and measures, reviewing those measures and action planning for improvements on an annual basis. At the heart of NCHA s work is a tradition of fairness, equity and inclusion demonstrated by working with people who need good quality affordable housing, vulnerable people who need support and a commitment to our employees to be a good employer. 2

3 2.0 Background 2.1 This strategy will support the delivery of the Group s Corporate Plan and in particular the mission and vision which are: Mission: Vision: To provide high quality, low cost housing, services and support for more people in need More homes, great services, better lives 2.2 Underpinning everything the Group does is our commitment to equality and diversity, value for money, social responsibility, adding social value delivering core values of: Understanding the business environment and our stakeholders Turning good services into great services Meeting customer and stakeholder needs Achieving quality solutions Staff working well together Innovation and being adaptable to change NCHA is committed to becoming an organisation that: Accepts that everyone has a right to their distinct and diverse identity. Has a workforce generally reflecting the population we serve. Understands how valuing diversity can improve our ability to deliver better services. Provides services which are responsive to the diverse needs of individuals and communities. Provides all employees with access to training and development they need. Provides a supportive, open environment where our employees have the opportunity to reach their full potential. Employees, Board members, tenants, service-users, other customers and stakeholders including commissioners and contractors all have an important part to play in making this happen. We are committed to listening to our customers and involving them in the development of services which recognise and value their diversity. NCHA requires all employees and Board members to recognise and discharge their own responsibility for contributing to the success of this strategy. NCHA uses the Social Housing Equality Framework (SHEF) to embed the importance of meeting diverse needs in the way that we plan and improve services and this strategy is aligned with the five performance areas of the framework. 3

4 3.0 Strategic Aims & Priorities In order to achieve the Equality and Diversity Strategy all NCHA managers will; 1. Promote equality of opportunity and the elimination of discrimination in all aspects of NCHA s work. 2. Design and deliver relevant services for diverse groups in the community. 3. Ensure fair treatment of all tenants, potential tenants, service-users and leaseholders in all aspects of service delivery. 4. Embed and monitor equality and diversity throughout all aspects of business planning, service delivery and development of strategies, policies and working practices. 5. Ensure their teams understand the equality issues which arise during the course of their work and that they display the appropriate behaviours to support those issues. 6. Provide employees, board members, tenants, service-users, other customers and stakeholders including commissioners and contractors with the opportunity to influence and be involved in decisions which are likely to affect their interests. NCHA has an equality, diversity or inclusion priority which is aligned to each of the five performance areas within the SHEF as follows: 1. Knowing our customers: Priority 1: Tailoring our services to meet then needs of customers 2. Involving our customers: Priority 2: Improve resident and service user scrutiny and engagement 3. Leadership, partnership and organisational commitment: Priority 3: Develop NCHA as an Age Friendly organisation 4. Responsive services, access and customer care: Priority 4: Provide safe, accessible homes and inclusive neighbourhoods 5. Developing a skilled and committed workforce: Priority 5: A workforce that reflects the communities we serve More information on how these priorities will be achieved is available in the appendix. 4.0 Resources The delivery of the strategy will be the responsibility of every manager within NCHA. The E&D forum will ensure the monitoring and implementation of the plans associated with the strategy. 5.0 Key Performance indicators The performance indicators are outlined in the appendix and reflect how each of the priorities 1-5 identified above in section 3 will be achieved and measured. 4

5 6.0 Implementation The operational plans for 2015/16 will describe the various actions/outcomes/measures for each departmental/team's service delivery. Progress in achieving the operational plans will be monitored by the Equality and Diversity Forum and a report presented to Board for review annually. Delivery of the Equality and Diversity Strategy will be monitored through the Departmental Operational Plans and key performance indicators by the Equality and Diversity Forum The following outlines the steps for the approval and implementation of the Equality and Diversity Strategy; I. Strategy review II. III. IV. Consultation with NCHA Executive and Senior Management team on key objectives and priorities Consultation with a representative customer group on key objectives and priorities Executive team and NCHA Board approval where necessary V. Briefings to Senior Management team, e-brief for employees/team meetings VI. VII. Strategy accessible to all employees and general public via Igloo and external web-site Transfer of actions into Departmental operational plans 7.0 References/Links The Equality and Diversity Strategy is underpinned by current equality, employment and health and safety legislation, Equality and Human Rights Commission Codes of Practice, and other best practice guidance. We will meet the requirements relating to equality and diversity laid down in the Equality Act 2010 by working to: eliminate discrimination, harassment and victimisation advance equality of opportunity and foster good relations between all of our residents, service users and staff The equality duty covers the following protected characteristics: age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex and sexual orientation. 5

6 The Homes and Communities Agency (HCA) is the primary regulator for social housing organisations. The HCA s regulatory framework set out the standards they expect social housing providers to meet. Under the Involvement and Empowerment standard organisations must provide tenants with a range of opportunities to influence and get involved in shaping policy, decision making and in the services offered. The standard requires a positive approach to diversity, and says that housing providers must: Treat all tenants with fairness and respect Demonstrate that we understand the needs of all our tenants, including in relation to the protected characteristics and also people with additional support needs Other links include: - NCHA Group Corporate Strategy and Business Plan NCHA Risk Map - Equality legislation including the Equality Act 2010 and Human Rights Act Employment legislation and Health and Safety legislation - Social Care legislation 8.0 Risk The Equality and Diversity Strategy aims to mitigate the following key areas of risk to the Association: Non-compliant processes and practices resulting in discriminatory practices. Successful Tribunal action against NCHA on the grounds of discrimination and or constructive dismissal. Failure to meet Equal Pay legislation requirements. Failure to address issues of harassment and or disability. Line manager or employee actions that lead to discrimination allegations The possible outcomes for the Association from these risks are: Loss of reputation as a good employer. Adverse publicity resulting from Tribunal action on the grounds of discrimination. Loss of contracts and funding as a result of Tribunal action. Failure to win new contracts as a result of Tribunal action. Loss of future income and exclusion from competitive tenders for new business. Regulatory intervention. Very high costs (in Tribunal cases where discrimination cases costs awarded can be limitless). Poor quality service delivery and non-compliance with service delivery standards and targets. Dissatisfied customers. Higher sickness and turnover rates from employees with or without protected characteristics. If you require this document in an alternative format please contact HR on

7 Knowing our customers NCHA Equality Diversity & Inclusion priorities and the Social Housing Equality Framework Priority 1: Tailoring our services to meet the needs of customers Aim/Plans Output or Performance Indicator Improve data collection for general needs tenants on equality characteristics to meet targets set. Collect 90% of missing data by 25/12/15 Improve data collection for IHT tenants on equality characteristics with targets across 4 equality strands. An exercise is underway to fill gaps on ethnicity data. Project in place for 2015/16. Undertake vulnerability profiling of new IHT tenants. 95% of alms-house residents profiling data to be collected by 31 March 2016 on 4 protected characteristics age, gender, ethnicity and disability. 85% of ethnicity data to be in place for IHT tenants by 31 March Vulnerability profiling to be carried out for 95% of new tenants in 2015/16. Review service satisfaction data by a range of equality characteristics to identify any issues, investigate and action plan accordingly. Satisfaction reviewed in the following services: ASB Allocations Maintenance Complaints Resident involvement Collect tenant data at Home Energy Evaluations to identify the demographic of tenants getting advice. Review repairs data to assess any trends according to protected characteristics Develop services that meet the needs of people leaving locked/closed institutions (Winterbourne View) and reintegrate them in to communities Customer satisfaction by equality characteristic should not be lower than overall satisfaction ratings. Managers to undertake further investigations where necessary & action plan to address shortfalls. E&D forum to review on a quarterly basis This will help us collate common themes to tailor and target energy advice in the future. Review data and identify resultant actions Increase the specialist housing, care and support provision to meet local needs year on year. 7

8 Involving our customers Priority 2: Improve resident and service user scrutiny and engagement Aim Improve tenant participation across a range of characteristics and meet targets set. Focus will be on increasing participation in tenants who are BME and/or female and/or under 25 years old, Output or KPI Targets for 15/16 are as follows: BME GNC at 22% GNN at 6% GNS at 25% Disabled tenants at 22% Male tenants 34% Female 66% Age Under 25 years to 7% Between years 81% Over 65 years 13% Maintain TPAS accreditation Recruit Community Voices on all estates with 10+ properties TPAS accreditation until 2017 Target to recruit 80 Community Voices by September 2016 Improve leaseholder involvement and participation. Leaseholder engagement at prepurchase and purchase stages will be reviewed in line with the 12 elements of good practice in the TPAS 2015 Leasehold Engagement Guide. A Leaseholder Engagement Policy, aligned to the Group Corporate Plan, will be developed in 2015/16. The policy will incorporate the 16 elements of leasehold good practice in the TPAS Leasehold Engagement Guide 8

9 Leadership, partnership and organisational commitment Priority 3: Develop NCHA as an Age Friendly organisation Aim Output or KPI NCHA recognised as a Dementia Friendly organisation Register with Dementia Action Alliance and Dementia Friends Organisation 2015/16 Targets on staff awareness on Dementia meet 100% for front line staff and 50% of back office staff to attend awareness sessions. Additional training to be sourced where requirements are identified. Develop SMaRT Messenger SMaRT messenger available to 100 customers by March Delivery of digital inclusion initiatives Recruit Community Voices on all estates with 10+ properties. This will involve a menu of options to get involved with include tackling loneliness. Define and develop the NCHA offer to older people, for use by front line staff, marketing and tenants and their families Offer 1:1, group or an existing IT community course to every tenant who is contacted about Universal Credit who has insufficient IT skills to manage a UC claim. Target to recruit 80 Community Voices by September % of general needs customers over the age of 55 receive marketing information on the NCHA offer to older people Ensure services to Young People (YP) are age appropriate and inclusive and increase engagement with their community and NCHA as their landlord Better working between HWC&S, Design and Maintenance to benefit from their technical expertise, to help have a common understanding of quality specifications to meet the need of frail older people and/or those who may have dementia. Meet KPIs that measure improved community engagement and opportunities for them to contribute to improving services. HWCS to improve specifications with regard environmental design and adaptations. 9

10 Responsive services, access and customer care Priority 4: Provide safe, accessible homes and inclusive neighbourhoods Aim Output or KPI Ensure that emergency repairs are completed within 24 hours 98% of emergency repairs completed on time (within 24 hours). Provide adaptations to properties as required (e.g. scooter stores) in addition to the Local Authority statutory obligations 100+ adaptations are delivered as required Monitor evictions to determine if they are influenced by equality characteristics, and if so investigate the reasons and undertake follow up actions. General needs and IHT. Eviction rates when measured by equality characteristic should be similar when compared to overall eviction rates. If there significant statistical differences then further investigations will take place and if necessary action taken to address any issues. Develop the role and involvement of community voices Delivery of project plan from Community Voices Monitor ASB complaints to develop further actions to inform on future actions & strategy Reduce the time taken to resolve ASB incidents in 2015/16 (reduction from 31 days) Monitor and report on ASB incidents categorised as Hate Crime Report hate crime numbers by category and action plan lessons learned. Contribute to the national Preventing Violent Extremism agenda Ensure appropriate staff have access to relevant Prevent training 10

11 Developing a skilled and committed workforce Priority 5: Strive to have a workforce that reflects the communities we serve b Aim Output or KPI NCHA s board is representative Board targets on representation are met Improve BME representation in NCHA in by April % BME staff 10% of managers are BME Improve representation of women in manager roles 65% of managers in NCHA are women Improve representation of managers with disabilities 4.6% managers are disabled Improve representation of nonheterosexual managers 3% managers are non-heterosexual Ensure NCHA offers inclusive, equal and inspiring environments for staff with protected characteristics Ensure NCHAs L&D offer reflects a wide range of Equality, Diversity and Inclusion issues for staff and managers Submission Stonewall and deliver action plan for improvement of Stonewall top 100 employer index rating Improved placement in Stonewall index Recruit 10 diversity champions within NCHA by March 2016 Number of equality, diversity and inclusion training events undertaken by staff. 11