Equality Policy Performance. Policy Statement

Transcription

1 Equality Policy Performance We identified some key strands in our Equality Policy (Corporate issues, access, service delivery, training and employment) that are central to our approach to equality and diversity. Within these strands we give some clear statements of how WWH will operate across all areas of the business. The table below reports on our performance in relation to those statements as at 31 st January We will update this performance information on an annual basis. Policy Statement Update/Comments Corporate Issues To ensure that WWH is free from discrimination We will ensure that the partners/contractors with whom we work have an Equality Policy in place, alternatively understand and support ours. As far as possible contractors will also be invited to attend equality and diversity training, co-ordinated by WWH. A review of our contractor and supplier qualification process has commenced to ensure that all our contractors and suppliers approach reflects the ethical stance taken by WWH. To ensure that our staff live by our values We will ensure that all staff and Board members are aware of and fulfil their obligations with regard to equality and diversity issues. WWH staff code of conduct includes Respect and behave in accordance with our Equal Opportunities Policy. Staff role profiles include the following To proactively promote the principles and practices of equality of opportunity, to ensure its effective implementation within their own work and the work of team members, as appropriate and to abide by and support the Group s Equal Opportunities Policy as an integral part of all duties.

2 Board member role profile includes the following Understanding, supporting and actively advancing WWH s obligations and policies on Equality and Diversity and Abiding by WWH policies, particularly those relating to the Code of Conduct, Equal Opportunities and Health and Safety Training is being planned which will be delivered across the business. This will include our obligations in relation to the Equality Act We will challenge and investigate discriminatory behaviour and enforce the disciplinary procedure when necessary. One example of gross misconduct in WWH Code of Conduct procedure is Harassment of, or discrimination against, employees, contractors, clients or members of the public, including acts related to gender, marital or civil partner status, pregnancy of maternity, sexual orientation, gender reassignment, race, colour, nationality, ethnic or national origin, disability, religion or belief or age; Access To ensure fairness We will ensure access to services is fair to all residents and that they are provided free from discrimination. We will ensure that access to our homes is fair and that all applicants receive support and advice if we are unable to assist them in rehousing. We carry out quarterly data checks in relation to access to services rent management, termination of tenancies, and satisfaction of new residents and satisfaction with our repairs service. We investigate in greater depth any concerns. We submit an annual report to the WWH Board Of Management We carry out quarterly data checks in relation to access to WWH homes including common housing registers (where we are able to obtain information from the local authority) and our own waiting lists. We carry out more in-depth data analysis where we believe there may be some disparity. We submit an Annual report to the WWH Board Of Management.

3 We will collect information about our residents to enable us to monitor the fair and equitable delivery of services. Service delivery To create sustainable communities by working with partners We will take a strong stance where anti-social behaviour and hate crime is found to be taking place. We have a robust ASB policy which support victims and take action against perpetrators where necessary with advice and expertise from relevant agencies. In all areas of service delivery we will work in partnerships with others to help sustain communities, and support specialist agencies where we are able. Tailoring our services to residents We will work to understand the needs of our communities when planning and reviewing We collect information concerning our residents in relation to protected characteristics. We compare our resident population with Census and other relevant data. During 2017 we reviewed the equality monitoring categories so that they comply with Tai Pawb recommendations. We also reviewed the way we collect and store this information. The implementation of K2 electronic form (which is currently being tested) will enable staff to update data on site and access information more easily to enable us to tailor services. A review of our approach to ASB was undertaken in There are three organisational measures relating to ASB which enable us to continually gauge our approach and performance. WWH ASB policies have been updated in line with the Crime and Policing Act Witness & Victim Policies and Domestic Abuse Policies were updated in We attend problem solving and race/ hate forums across Wales. WWH instigated the Hate Crime toolkit which was reviewed by Shelter Cymru in WWH chairs the Social Landlord Forum and is represented on several national working parties. We work at understanding what matters to our residents and communities. Having the right conversations, asking the right questions, helps us to understand what we can do to help residents sustain their tenancies and support communities. We provide tenancy support and pull on specialist support agencies when necessary to ensure the right help is provided at the right time. We help residents identify and build on their strengths and aspirations, which has a positive impact on both the individual and community. Our Have we listened approach involves staff across the organisation. All the staff involved in a local area work together to identify what is important for that

4 services including through the area improvement planning process to tailor service delivery. We will use the information we hold about residents to ensure services and information is accessible to them and in formats they can understand. We will ensure as far as possible homes are adapted for residents needs and suitable for their individual requirements. Training and employment Enable staff to have skills to be able to provide a service based on individual need All WWH employees will receive equality and diversity training and guidance as part of their role. community. We work as a team and with outside agencies to solve problems and deliver what matters to that community. Our Have we listened approach is integral to the way we work and deliver services. We use the information we hold on residents to deliver information and services in the way they want. We currently gather this information when we first accept a family or individual onto our waiting list. We specifically ask applicants if they need us to deliver services differently for them to take account of their circumstances. We hold all or some data on 77% of WWH residents on tenancy. The work to collect data in the West remains ongoing. Data is collected either by face to face interviews as part of normal daily activities or by telephone and recorded on paper forms and uploaded into IBS. Once available (March 2018) data will be recorded by using the electronic K2 form. In 2016, and 2017 we carried out 214 and 274 disabled adaptations respectively. The majority of works assisted with bathing (including wet rooms and level access showers), however we also installed a number of stair lifts and access aids and ramps. We employ private Occupational Therapists in some areas to reduce end-toend times. Work to develop an approved schedule of rates to speed up the process and better recording of adaptations completed so that these can be taken into account when letting properties remains ongoing. A review of Equality & Diversity Training has commenced and the delivery of a rolling assumptions busting day to all staff is imminent which will include Equality & Diversity training. An e-learning programme will also be made available to capture new starters and ongoing annual training.

5 To create an environment which respects the positive contribution of all its staff by providing learning, support, tools and raising awareness of staff responsibilities We will commit to providing family friendly policies, which will not disadvantage anyone who has or wishes to have children and we operate flexible working arrangements for all appropriate roles. We have a Job Evaluation Scheme in place, meaning that all jobs are graded according to the principle of equal pay for work of equal value. We will make reasonable adjustments for staff to their employment arrangements where required. Flexible working options: Annual leave entitlement of 25 days, increasing by one day per year to a maximum of 30 days (pro rata) Statutory bank/public holidays (8) plus one additional day at Christmas time Career breaks Compressed working Flexi-time Flexible working Job share Option to buy/sell up to the equivalent of one week s leave each year Compassionate leave, up to 5 paid days Family-friendly arrangements: Maternity leave (enhanced) Paternity leave (enhanced) Adoption leave (enhanced) Parental leave Paid time off for fertility treatment Dependents leave We offer flexible working options to support staff with caring responsibilities. We provide tools and equipment, amend working practices and job roles to support disabled staff members as is reasonable. We also support working practices to enable staff to practice their religious faith. Required adjustments are highlighted as part of the recruitment process, as part of day to day management or in a development conversation.

6 Recruitment and selection We will ensure that our recruitment and selection practices are fair and nondiscriminatory. All appointments will be based on merit. We have a robust recruitment and selection procedure. Our HR team manage all recruitment exercises to ensure a consistent approach is adopted and that we appoint in a fair manner.