NCHA Equality and Diversity Strategy February 2012

Transcription

1 NCHA Equality and Diversity Strategy February 2012 Diversity Supporting NCHA 1

2 EQUALITY AND DIVERSITY STRATEGY RESPONSIBLE DIRECTOR: CHIEF EXECUTIVE RESPONSIBLE OFFICER: HUMAN RESOURCES MANAGER LAST UPDATE: January 2012 NEXT UPDATE January Purpose/Strategic Aim 1. 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. This is one of five values that underpin the work of the Association as outlined in the NCHA Group's Corporate Strategy and Business Plan. NCHA recognises its duties under all relevant legislation, including the Equality Act 2010, Human Rights Act, related Codes of Practice and regulatory requirements. 2. An effective Equality and Diversity Strategy is critical to business success and organisational performance. Its function is to contribute to the achievement of business objectives through maximising the contribution from staff in the organisation. It aims to achieve coherence by developing a mutually reinforcing set of Equality and Diversity policies and procedures that jointly contribute to making NCHA s services more accessible and responsive to the needs of the communities we work with, tenants, service-users and other customers, staff, contractors and consultants. We want our services and resources to be accessible regardless of race, nationality, disability, gender, age, ethnic origin, religious belief, marital status, sexual orientation or other individual characteristic which may unfairly affect a person s opportunities in life. 3. The Equality and Diversity Strategy is underpinned by an integrated set of policies and practices that contribute to the achievement of the organisation s objectives. These are consistent across all areas of the organisation, and include: - Provision of housing and support services. - Recruitment, employment and training. - Housing development, contractors and consultants. - Board of Management and other stakeholders. The Equality and Diversity Strategy aims to ensure that all NCHA resources and services are aligned to achieving the NCHA Group s Corporate Strategy and Business Plan Objectives, and are customer-focused and responsive to changing needs. This Strategy will include developing partnerships with customers and stakeholders, internal and external, and responding to feedback, improving services in order to achieve the Association s Business objectives and meet legislative requirements. 2

3 2.0 Background This strategy is intended to support the delivery of the Group s Corporate Strategy 2011 to 2016 and in particular the: Mission - "To provide high quality housing, services and support for more people in need. Vision - More homes, great services, better lives. Core Values - a commitment to:- 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. Underpinning everything the Group does is our commitment to equal opportunities, to our corporate and social responsibility and to remaining a sustainable business. NCHA is committed to becoming an organisation that: Accepts that everyone has a right to their distinctive and diverse identity. Has a workforce generally reflecting the population we serve. Understands how valuing diversity can improve our ability to deliver better services, and so reduce disadvantage. Provides services which are responsive to the diverse needs of different individuals and communities. Provides all staffs with the training and development they need to enable them to achieve our objectives. Provides a supportive, open environment where all staff have the opportunity to reach their full potential. Staff, Board members, tenants, service-users and other customers and stakeholders 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 staff and Board members to recognise and discharge their own responsibility for contributing to the success of this policy. The Equality and Diversity Strategy supports the existing Group Corporate Strategy, Group Corporate Plan, Customer Involvement Strategy, Housing with Care and Support Better Lives Strategy, Communications Strategy and the Continuous Improvement Strategy, through a range of policies, procedures and practices that meet current legislation. 3

4 The Equality and Diversity Strategy aims to develop partnerships with NCHAs customers and respond to feedback, improving services in order to maintain an effective work-force capable of achieving the Association s Business objectives. 3.0 Regulatory Standards 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. Under the Equality Act 2010, NCHA is defined as a body "carrying out public functions" i.e. it carries out public functions on behalf of a public body, is publicly funded, exercises powers assigned by statute and has close relationships with public authorities in carrying out it's business objectives. As such a body NCHA is subject to the General Public Duty set out in the Equality Act 2010 (the Act). In summary, those subject to the equality duty must, in the exercise of their functions, have due regard to the need to: Eliminate unlawful discrimination, harassment and victimisation and other conduct prohibited by the Act. Advance equality of opportunity between people who share a protected characteristic and those who do not. Foster good relations between people who share a protected characteristic and those who do not. Protected characteristics: The equality duty covers the following characteristics: age, disability, gender reassignment, pregnancy and maternity, race, religion or belief, sex and sexual orientation. These are also referred to as protected groups. The duty also covers marriage and civil partnerships, but not for all aspects of the duty. The Act extends some protections to characteristics that were not previously covered, and also strengthens particular aspects of equality law. The Act introduces wider coverage and new definitions of discrimination, harassment and victimisation. In respect of the Equality Act and previous legislation 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 staff to improve their ability to meet the NCHA Groups Business Plan objectives within a supportive culture. 4.0 Challenges New regulatory regime - HCA/TSA Embedding Equality Impact Assessments into NCHA business process reviews 4

5 5.0 Key Objectives Strategic Aims In order to achieve the Equality and Diversity Strategy tall line managers will agree and review policies and procedures in all the key policy areas described above and; Ensure their staff understand the equalities issues which arise during the course of their work. Develop Equality and Diversity key performance indicators to measure success and indicate where further improvements are required. These KPIs will be benchmarked internally and externally as appropriate. Use the performance management system to review the skills, knowledge and behaviours that staff and teams need Offer the training and development required to ensure staff understand the nature of direct and indirect discriminatory behaviour and harassment. Implement structures that promote equal access to involvement, and participation by staff, tenants and other customers and stakeholders. Provide all staff with the opportunity to influence and be involved in decisions which are likely to affect their interests. Promote equality of opportunity and the elimination of direct and indirect discrimination in all aspects of NCHA s work, with particular regard to the equalities impact of strategies and policies on the communities we work with. Strategic Objectives Equality and Diversity strategic objectives are agreed for each of NCHA s direct and indirect service delivery business areas, derive from and support the NCHA Group Corporate Strategy and Business Plan and support the Strategic Aims outlined above. These are: To ensure that NCHA s Board of Management fulfils its responsibility for the effective promotion, implementation and monitoring of equality and diversity policies. To recruit Board members from diverse and potentially excluded communities. To enable full participation of all Board members in key decision-making processes. To promote equality and diversity throughout all aspects of Business Planning and Service Delivery. To work in partnership with local authorities and other relevant bodies to reduce socioeconomic inequalities. To design and deliver services that ensure fair opportunities for diverse groups in the community. 5

6 To ensure that procurement activities support and promote equality. To ensure recruitment processes achieve a diverse workforce at all levels that reflects the local population. To promote and accommodate diversity issues in the design of new housing schemes. To promote equality and diversity among contractors and consultants who deliver services on behalf of NCHA. To work towards achieving satisfaction levels with services that are equally high amongst all groups of NCHA s tenants, service-users and customers including LETS Select Limited. To ensure fair treatment of all applicants, tenants and service-users and leaseholders in all aspects of service delivery, including lettings, arrears and tenancy management, sales and leasehold management, provision of care and support and buildings maintenance. To achieve levels of satisfaction that are broadly similar across all HWCS service user groups. To ensure Equality and Diversity issues are addressed in an all departmental strategies, policies and procedures that impact on internal and external customers. 6.0 Value for Money Continuous regard to Equalities and Diversity within the organisation will encourage and maintain high performance against regulatory standards, which will assist in securing tenders for new work and allocations. Continuous regard to Equalities and Diversity by staff at all levels within the organisation will reduce the likelihood of Equality discrimination claims against NCHA 7.0 Key performance Indicators The KPIs agreed for Equality and Diversity for are outlined on the following page. 8.0 Implementation Plan The Business Improvement Plans for will describe the various actions / outcomes / measures for each departmental / team's Service delivery. Progress in achieving the Business Improvement Plans will be monitored by the Equality and Diversity Forum and a report presented to Board for review annually in July. 6

7 Delivery of the Equality and Diversity Strategy will be monitored by the Equality Lead Officer (the HR Manager) and by the Equality and Diversity Forum through the Business Improvement Plan and Key Performance Indicators. The following outlines the steps for implementation of the Equality and Diversity Strategy; 1. Transfer of delivery plan actions into Departmental/team Business Improvement Plans 2. Strategy review 3. Consultation with NCHA Executive and Senior Management team on key objectives 4. Consultation with a representative customer group on key objectives 5. Executive team approval 6. NCHA Board approval 7. Senior Management team briefing 8. E-brief to staff giving an outline of the strategy and main issues 9. Strategy briefing note to go to all team meetings 10. Strategy accessible to all staff and general public via Igloo and external web-site 11. Equality and Diversity Forum established and used to review delivery plan and key priorities 12. Development of Departmental delivery plan actions 9.0 References: - NCHA Group Corporate Strategy and Business Plan NCHA Risk Map - Equality legislation including the Single Equality Act 2010 and Human Rights Act Equality and Human Rights Commission Codes of Guidance on Services and Employment - Employment legislation - Health and Safety legislation - Social Care legislation 10.0 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. 7

8 Failure to meet Equal Pay legislation requirements. Failure to address issues of harassment, potentially contributing to higher absence rates. Claims for constructive dismissal. Lack of specialist knowledge in HR team to advise and support line managers. Lack of training and support for line managers on policies and procedures leading 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. 8

9 Equalities and Diversity - KPI's Projected/Target Projected/Target Projected/Target Projected /Target Indicator Benchmark Score Position Score Position Score Position Score Position Board membership: BME members 30% 50% + 42% + 42% + 42% + Female members 50% 40% - 33% - 25% - 25% - Members with impairment/disability 20% 20% = 33% + 25% + 33% + Corporate commitment & continuous improvement BME Staff as % of all staff 18% 24% + 28% + 29% + 29% + Staff with impairment/disability as % of all staff 2.6% 2.55% 2.58% Human Resources BME Managers as % of all managers 15% 12% - 13% - 13% - 12% - Female Managers % of all managers 65% 69% + 62% - 63% - 58% - BME new starters as % of all new starters 18% 45% + 51% + 33% % + % BME staff take-up of training 18% 22.5% + 16% - 13% - 22% + % female staff take-up of training 65% 77% + 75% + 74% + 68% + No. of reported incidents of bullying/harassment No. of Disciplinary hearings held No. of BME staff Disciplinary hearings held 16% - 24% - 31% + No. of Grievance hearings held No. of BME staff Grievance hearings held 14% Housing with Care and Support % BME Services Users receiving care and support 10% 17% + 17% + % BME Service Users in Agent Managed Projects??? 15% - 12% % Service Users Surveys returned 60% 75% 62% % non-bme service users happy with their support 90%???? % BME Service Users happy with their support 90% 100% 90% Design and Development Corporate Services %BME representation on Communications CAP by 5% 31/03/10 % Customer literature includes translation details by 31/03/09 50% % General Needs tenant diversity data collected by 31/03/09 70% 9

10 Actual Actual Actual Actual Indicator Benchmark Score Position Score Position Score Position Score Position Implementation of Category B DDA report actions by31/03/10 100% Implementation of Category C DDA report actions by31/03/10 50% Housing Services: Lettings to BME Applicants Gen. Needs Central 12% 22.5% + 19% Gen. Needs North 2% 1.6% + 3% Gen. Needs South 12% 15% + 31% Anti-Social Behaviour Racial Harassment cases Gen. Needs Central 4/207 Gen. Needs North 4/207 Gen. Needs South 1/84 Evictions Gen. Needs Central 26% 41% 8% Gen. Needs North 0 29% 0% Gen. Needs South 27% 3/11 33% 71% Resident Involvement -% BME Gen. Needs Central 12% 15% + Gen. Needs North 2% 4% + Gen. Needs South 12% 53% + Tenant Profiles Gen. Needs Central 12% 19% % Gen. Needs North 2% 3% + 2.2% Gen. Needs South 12% 31% + 25% Maintenance % BME: non BME Satisfaction with repairs service 99: 99 97:96 99:99 Intermediate Housing Team BME Market Rent profile 21% 21% 23.1% BME Leaseholder profile 4% 4% 4.4% Finance 10