Diversity Strategy Action Plan

Transcription

1 Knowing our residents Priority 1: Meet the diverse needs of residents 1 2 Collect at least 90% of profile data across all protected characteristics for both tenants and leaseholders All Improve disclosure of protected characteristics where disclosure is low, for example sexual orientation and disability Business 3 Agree and monitor collection of customer contact information that will facilitate channel migration, whilst meeting the needs of all community groups. This will include addresses and mobile numbers Facilities 4 Promote use of equality data and customer segments to improve satisfaction, performance and save money Business Clarify, review and if necessary improve the transmission of data to partners 5 preferences are immediately available to them Repairs/ ICT, Risk & Contract Governance Leadership and partnership 6 7 Adopt an increasingly segmented approach to the delivery of the repairs service, which meets diverse needs to improve the level of satisfaction and Repairs performance Produce a quarterly Diversity Scorecard in order to demonstrate equality objectives and outcomes, and share with staff and customers Business Priority 2: Promote Financial Inclusion 8 Publish equality data annually in line with the Public Sector Equality Duty Business 9 Undertake Equality Analyses in all major service improvement areas (including Decent Homes), and publish findings and agreed action plans publicly on website Business Ensure that each Team Plan for every service contains at least on equality and 10 All 1

2 11 Develop partnerships to promote financial inclusion, and mitigate the impact of welfare reform through targeted advice and support for those at risk Rents/ Leasehold Services 12 Re-assessment at Level 3 of the Business 13 point review of delivery of the Strategy Business 14 Deliver 80% of all agreed actions arising from Equality Analysis and Equality Impact Assessments on time All 15 financial health Rents 16 Run two money mentors courses for residents, target one at residents of (pilot neighbourhood) and the other at Somali residents Rents 17 Building support around financial health and welfare reform into neighbourhood employment surgeries in pilot neighbourhood Rents 18 Increase and improve governance process on equality analysis, to ensure that all decisions by Board and SMT show due regard for equalities impact Governance 19 Continue to implement a more targeted and segmented approach to communications, ensuring that alternative formats provide value for money Facilities/ Communications 2

3 20 Improve the reflectiveness of the board, resident scrutiny panel and tenants and residents associations, compared to the profile of the community Governance/ Strategic Engagement 21 Be an early adopter of the CIH Commission's recommendations Business Resident engagement and community cohesion Priority 3: Promote resident scrutiny and interculturalism Improve the monitoring of engagement to ensure that it is reflective of the community Strategic Engagement Increase and improve ability for digital engagement by residents, such as through apps, website, twitter, Facebook etc. Ensure that neighbourhood action plans and engagement budgets are insight driven, and meet specific needs of residents and customer segment Communications/ Strategic Engagement/ Rents Business Specifically engage disabled residents to improve satisfaction with housing services Carry out targeted engagement with new migrant groups (i.e. White East European residents) and community groups with regards to housing, to improve levels of satisfaction with housing services Strategic Engagement/ Business Strategic Engagement Deliver outstanding actions of Ageing Enquiry Continue to carry out targeted engagement with LGBT residents and community groups with regards to housing, to improve levels of satisfaction Neighbourhoods Strategic Engagement 3

4 29 Annually review and establish the top 3 least satisfied and seldom heard community groups with regards to housing, to improve levels of satisfaction and engagement with THH. Strategic Engagement Responsive services, access and customer care Priority 4: Support vulnerable residents - deliver accessible homes, inclusive neighbourhoods and excellent customer care Establish a process to share lessons learned and outcomes as a result of engagement Strategic Engagement Improve how we respond to and monitor domestic violence and hate crime, ensuring that performance and satisfaction improves Neighbourhoods Ensure front line officers are trained to recognise and respond to disability hate crime Neighbourhoods Work with relevant community and statutory partners to address use of and classification of khat and drug and alcohol misuse Tailor our communications more to meet specific needs of disabled residents. Using plain English and Easy Read pictures and symbols, like the communication cards on our front counters. Business / Rents Facilities/ Communications 35 Retain Customer Service Excellence Accreditation Facilities 36 Monitor the usage of different formats and translation, both electronically through website and deliver through face-to-face and telephone channels Facilities/ Communications 37 Ensure that standard letters and other key documents are available in translated and alternative formats as standard in key front-line services All 4

5 38 Deliver the Repairs Service Project to ensure a tailored approach to service delivery for identified customer segments Repairs Developing a diverse and progressive workforce Priority 5: More women and BME staff in senior roles 39 Have carried out a staff survey which monitors and analyses staff satisfaction across all protected characteristics, identifies areas of inequality and developed plans to address them. Specifically we will look to ensure: l Staff say that THH is a fair place to work l Staff say that they are treated with dignity and respect Staff Forum 40 Ensure 100% of staff have an appraisal and six monthly review HR & OD 41 Provide a more extensive equality and diversity training programme, explicitly addressing issues of sexual orientation, unconscious bias and positive action 42 Project/programme with contractors to tackle occupational segregation in manual work, by women and BME jobseekers Repairs/ Property Services Develop a gender reassignment policy for staff who transition whilst in employment Increase % of caretakers who are women and/or BME Environmental Services 46 Reduce by 25% the average salary gap between White British and BME staff, and men and women HR & OD 5

6 47 Business Ensure a consistent approach to positive action initiatives takes place for every vacancy HR & OD Establish a formal talent programme for underrepresented staff, particularly women and BME staff and jobseekers HR & OD Target proportion of women recruited internally to permanent and secondment Target proportion of BME recruited internally to permanent and secondment Increase percentage of disclosure of disability, as well as refresh process to ensure that those staff who go through an occupational therapy referral are having reasonable adjustments and ongoing needs monitored corporately HR & OD 53 Managers are up-skilled through training to raise awareness of hidden disabilities HR & OD 54 Campaign to improve disclosure of monitoring for characteristics where this remains low, specifically sexual orientation, religion and belief and disability Business 55 Sunday Times Top 50 Companies for Women HR & OD 56 Employ 10 Somali employees, to better reflect our community and meet specific needs HR & OD 6

7 57 58 Have increased percentage of Bangladeshi staff as a percentage of all by 5% Tackle the stigma associated with learning difficulties be tackled through training of Diversity Champions within service areas in order to build awareness of hidden disabilities across the organisation. HR & OD Business 7