Single Equality Scheme IT S IN OUR DNA

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1 Single Equality Scheme IT S IN OUR DNA 1

2 contents Metropolitan s Single Equality Scheme Main Pages: 1. Introduction 4 2. About us 5 3. Our approach to diversity and inclusion All about our Single Equality Scheme 9 5. Ensuring, monitoring and measuring progress Consultation on our Single Equality Scheme Our objectives Appendix: i). Metropolitan s diversity and inclusion statement 22 ii). Legislation 23 Translations: 8. The Single Equality Scheme explained 24 We work in diverse communities across the UK 3

3 introduction Paula Kahn, Chair of Metropolitan Board Section At Metropolitan, delivering the best possible services to all our customers is our priority. Our commitment to diversity and inclusion is a key component in our approach as it helps us understand and meet the different needs of our customers. It also provides a positive culture in our offices, ensuring that our staff feel valued and motivated to go that extra-mile for all our service users, helping us to improve life together. Brian Johnson, CEO, Metropolitan Diversity is a defining feature of Metropolitan s past, present, and future. It plays its part in ensuring that Metropolitan is a premier service provider, noted for its excellence. And because our core purpose is to serve the interests of our customers, we seek to achieve diversity among our employees and promote a positive culture in our workplace. about us We work in Diverse Communities across the UK Metropolitan is a leading provider of integrated housing services, care and support and community regeneration. We manage over 36,000 affordable homes for rent and sale to those with greatest need, along with a range of care and support services. In total, we provide a diverse range of service to over 80,000 customers across London, the East of England and the East Midlands. We work in diverse communities across the UK and understand that our customers want what we all do: safe and secure communities, well-maintained homes that we can afford and care and support when we need it. We re about creating opportunity and are a force for positive change. With the courage of our convictions, we are improving life together 4

4 our approach To Diversity and Inclusion At Metropolitan a consistent and committed approach to diversity is central to our approach to service delivery, our development of homes and to our role as an employer. Such considerations are not an after-thought, nor an add-on but are integral to the way we deliver services and how we ensure that our customers and staff are valued. They help to define who we are as an organisation. This is not least because the business case for being a champion of diversity is clear and compelling; it has a core business logic that brings tangible rewards. Our focus on customer insight, for example, is a key driver in improving service delivery. Understanding household needs and expectations gives us the ability to deliver what customers want, where they want it; - getting it right first time. This approach reduces costs and promotes efficiency, whilst helping us to put the customer first. By working in partnership with customers, we also ensure an excellent understanding of needs and expectations on a local level. Informed planning of service delivery is ever-more important in harsh economic times. And, whilst resources may be limited, a focus on diversity will help to achieve the best quality for all. So, a committed approach to diversity is an essential tool in improving our performance and service delivery which will help deliver business effectiveness, customer satisfaction and competitive advantage. The ability to recruit and retain the best staff from all sections of society is another business imperative, and having a reputation as a progressive employer of choice is very important to Metropolitan. Recruitment of new staff is costly, and we know that people who feel valued and respected as employees will be more productive and more likely to go the extra mile in delivering the best possible services to our customers. So, demonstrating care and concern for all our employees is, rightly, a priority for us. And we recognise that we can always do better. This self-awareness will drive improvements in service delivery and in our performance as an employer. Our Single Equality Scheme and robust diversity framework will ensure progress on our four key objectives and help to deliver improvements in the lives of all our customers and staff. 3 Section 6 7

5 Our four headline objectives are in accordance with our business plan: 1. We will identify, understand and respond to the identified needs and expectations of our diverse customers 2. We will be an employer of choice 3. We will support diversity and inclusion through our approach to development and procurement. 4. We will ensure that our Board broadly reflects and understands the diverse communities and individuals that we serve Our Single Equality Scheme and robust diversity framework will ensure progress on our four key objectives and help to deliver improvements in the lives of all our customers and staff. The overall aims of this scheme are to assist all Metropolitan Staff in improving service delivery and to ensure that, as an employer, we have care and concern for all our staff. This scheme sets out our approach, objectives and actions that we will take to ensure that our aim of improving life together is achieved. This, our second Single Equality Scheme, is Metropolitan s public commitment setting out how we intend to promote diversity and to ensure that these considerations are embedded in everything that we do. It is the sole strategic document in respect of equality and diversity and supersedes our existing Single Equality Scheme ( ). The previous scheme has helped drive improvements in our performance. However, our approach needs to be reviewed and updated in accordance with current organisational priorities. This renewed focus will help to ensure that we deliver the best services in the most efficient and effective way. all about Our Single Equality Scheme 4Section 8 9

6 ensuring, Monitoring and Measuring Progress Metropolitan s approach is to embed diversity and inclusion into everything that we do. We use certain tools to ensure that all our staff we have a good understanding of the current best practice to drive improvements in service delivery, both internally and with our contracting partners. Training At Metropolitan we understand that fully embedding diversity and inclusion into our service delivery requires a range of diversity training for all our staff. We also provide training for our Board members and the representatives on our National Resident s Group, critical if governance is at the heart of all that we do. this Scheme and we expect our larger contractors to train their operatives to ensure that they have a good understanding of the issues and can deliver the best services to our customers. Our Customer Services Delivery Model has changed the way we deliver services to customers and will assist the drive to embed equality and diversity in a consistent manner across the Organisation. The centralisation of service provision has provided an excellent opportunity to ensure that all our customers receive the appropriate services, as we take best practice from all of our operational teams. The complementary Customer Insight work will give us the efficiencies of being able to target services to demonstrable need and allow us to analyse access to services for future business planning. Section Equality Analysis is a key element in our approach to the management of equality diversity and inclusion across the organisation and helps us ensure that all aspects of service delivery are informed by best practice. As our services, policies and procedures are developed or revised, they undergo equality analysis which identifies actions to improve the outcomes for all our customers. Our approach to Procurement and our management of Contracts sets out the high standards of service delivery we expect from our main contractors. We also require these contractors to sign-up to the principles of Similarly, we will use staff profiling to ensure that our workforce broadly reflects the communities we serve and to identify and address any evident inequalities in salary or appointments to management positions At Metropolitan we value external and independent assessment of our performance on diversity and inclusion. This provides useful insight and enhances our reputation across and outside the sector. Placed at 85 in the first Stonewall Workplace Equality Index assessment in 2006, we have raised our performance and were very proud to have been placed 5th in We are able to display the Two Ticks Scheme symbol which is awarded by Jobcentre Plus to employers who have made a commitment to employ and develop the abilities of disabled staff

7 consultation On our Single Equality Scheme In the development of our approach to equality and diversity, we consulted with a variety of customer forums, including the National Residents Group (NRG) and the Care and Support Service User Group (SUSG). These groups also have representatives who attend our organisation-wide Diversity Network and provide the essential customer perspective. 6Section The following stakeholders were consulted in the development of this Scheme: Metropolitan s National Residents Group Metropolitan s customer Scrutiny Committees Service users (via Metropolitan s website) Metropolitan s Board members Local Resident and Service User Groups All Metropolitan staff Metropolitan s Executive Management Team Metropolitan s staff groups A summarised version of all comments received during the consultation and the subsequent amendments to this scheme are available from Metropolitan s Head of HR Services. Our objectives and actions are the most important part of our Single Equality Scheme. They set out how we will achieve our aim of improving life for all our customers, staff and other stakeholders. In order to make the most significant improvements, we have focused on four main objectives that will deliver the biggest impact for the broadest range of customers and staff. The four objectives and the respective actions are structured around the areas of responsibility of the Executive Management Team and will form the basis of a separate and detailed Action Plan. The Diversity Leadership Group, made up of senior staff, will meet on a regular basis to monitor progress against this action plan and report to the CEO. As this is a Single Equality Scheme, the actions are not issue specific, but cover all the protected characteristics, namely; age, disability, gender reassignment, marriage and civil organisation, pregnancy and maternity, race, religion and belief, sex (gender) and sexual orientation. Our four main objectives are as follows: our diversity Objectives and Actions Section 12 13

8 our diversity Objectives and Actions 1 The Objective: We will identify, understand and respond to the identified needs and expectations of our diverse customers. Area of responsibility: Customer Services Actions: Continue to increase the percentage of customer profile information held across all protected characteristics. Take all reasonable measures to meet our customers identified communication needs Identify and address differential customer satisfaction levels across the partnership Target Date: September 2014 Ensure that data collected on customers is in accordance with legislation and best practice. Ensure that the informed use of insight becomes business as usual Ensure that financial inclusion and welfare reform initiatives are targeted to those most in need. Target Date: November 2013 Complete equality analysis on key service areas to ensure that Metropolitan complies with the statutory and regulatory obligations in respect of equality and diversity in our role of service provider 14 15

9 our diversity Objectives and Actions 2 The Objective: We will be an employer of choice, recruiting a workforce that broadly reflects the communities that we serve. We will ensure that our staff understand the diverse needs and expectations of all our customers. Area of responsibility: Executive Director of People and Resources Actions: Review our diversity training to focus on Metropolitan s approach to diversity and inclusion. Analyse data in respect of recruitment, training opportunities, grievances, disciplinaries, staff turnover and exit interviews and address equality issues. and then annually Achieve external accreditation for our performance on diversity and inclusion. Target Date: January 2014 Collect and analyse staff profile information and agree actions to address any anomalies. and then annually Support and engage with our staff groups in order to improve service delivery and our performance as an employer. Provide easily accessible information and guidance to staff on embedding equality, diversity and inclusion. Target Date: October 2013 Ensure that we comply with the statutory and regulatory obligations in respect of equality and diversity in our role of employer

10 our diversity Objectives and Actions 3 The Objective: We will support diversity and inclusion through our approach to development and procurement. Actions: Adopt a development and regeneration programme that will enhance Metropolitan s existing homes and deliver new homes of the right size and type to meet identified local needs. Target Date: October 2013 Consult and work in partnership with appropriate local stakeholders during each stage of our development and regeneration activities. Target Date: October 2013 Area of responsibility: Executive Directors of Development and Finance Conduct equality impact assessments on our development proposals to ensure that all sections and individual members of the community are treated fairly. Target Date: October 2013 Expect our main contractors deliver services in accordance with the terms of this Single Equality Scheme. Target Date: March 2014 Work with contractors to ensure they understand and demonstrate a commitment to equality and diversity in accordance with Metropolitan s approach, including the expectation that their operatives receive training on the diverse needs of our customers. Target Date: March

11 our diversity Objectives and Actions 4 The Objective: We will ensure that our Boards of governance reflect and understand the diverse communities and individuals that we serve. Actions: Train Board members on roles and responsibilities in respect of equality, diversity and inclusion. Target Date: as required during induction Complete Equality Analysis of the Board Member Recruitment Procedure. Target Date: March 2014 Area of responsibility: Chief Executive/ Head of Governance Adopt and publicise our Single Equality Scheme and main objectives. Target Date: September 2013 Report to Metropolitan s Board on progress against this Scheme s objectives. then annually 20 21

12 appendix Legislation the Equality Act (2010) The Equality Act (2010) represents a new cross-cutting legislative framework to protect the rights of individuals and advance equality of opportunity for all; to update, simplify and strengthen the previous legislation; and to deliver a simple, modern and accessible framework of discrimination law which protects individuals from unfair treatment and promotes a fair and more equal society. The Act brings together all previous equality legislation in England, Scotland and Wales. It replaces all the existing equality law including: The Equal Pay Act 1970 The Sex Discrimination Act 1975 The Race Relations Act 1976 The Disability Discrimination Act 1995 The Act applies to those providing; a service or public function, premises, employment, education and associations or clubs. The Act prohibits discrimination (on the basis of a protected characteristic), harassment or victimisation. The protected characteristics being; age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion, sex and sexual orientation. Section 149 of The Act sets out the new public sector equality duty (PSED) replacing the separate duties relating to race, disability and gender equality. The PSED came into force on 6 April 2011, and consists of a general equality duty, which is set out in section 149 of the Equality Act 2010 itself, and specific duties which are imposed by secondary legislation. The general duty directly applies to the public authorities listed in Schedule 19 of the Equality Act. Examples include local authorities, education bodies, and government departments. The general equality duty also applies to organisations who exercise public functions. This will include private bodies or voluntary organisations which are carrying out public functions on behalf of a public authority, (e.g. Registered Providers). Those subject to the general Public Sector 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

13 translations The Single Equality Scheme explained We explain how how all of our customers have access to all of our services. If you need this information in your own language, or in an alternative format (e.g. large print, Braille, audio disc), please feel free to contact our customer service centre and we will take reasonable steps to arrange this for you. Section 24

14 For further details contact the Head of HR Services or follow this link to the Equalities and Human Rights Commission: How to contact us: PO Box 10262, Nottingham NG8 9LE * *Calls cost on average between 1p and 9p per minute. Please check with your call provider. Metropolitan is a leading provider of integrated housing services, care and support and community regeneration. Metropolitan is the brand name for Metropolitan Housing Trust Limited (MHT) and Metropolitan Support Trust (MST), registered office: The Grange, 100 High Street, Southgate, London N14 6PW. MHT Ltd is charitable, registered under the Industrial & Provident Societies Act 1965, No R and registered with the Homes and Communities Agency, the regulator of social housing, No. LO726. Consumer Credit Licence No MST Ltd is registered in England and Wales No Registered with the Homes and Communities Agency, the regulator of social housing, No. LH3741 and with the Charity Commission, No Published September 2013