A4 Draftlit template:Statement
23/5/08
11:44
Page 1
NWDA Single Equality Scheme April 2008
Report produced by ECOTEC Rose Court, 2 Southwark Bridge, London. SE1 9HS T +44 (0)845 630 8633 F +44 (0)845 630 8711 www.ecotec.com
NWDA Single Equality Scheme
/ April 2008
ECOTEC Rose Court, 2 Southwark Bridge, London. SE1 9HS T F
+44 (0)845 630 8633 +44 (0)845 630 8711 www.ecotec.com
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Contents Contents.................................................................................................... 1 1.0
Foreword ................................................................................................... 2 Executive Summary ................................................................................. 3
2.0
Our Role and Commitment to Equality and Diversity.......................... 5
3.0
Developing the Scheme .......................................................................... 9
4.0
The Scheme's framework...................................................................... 11
5.0
Why is this Scheme important to us?.................................................. 16
6.0
The Agency's commitment to Equality and Diversity........................ 25
7.0
What the Scheme will mean for ………………. .................................... 30
Action Plan .............................................................................................................. 1 Annex One: developing the scheme...................................................... 1 Findings from Staff Survey ..................................................................... 2 Background to the Survey ........................................................................................ 2 Headline Messages.................................................................................................... 2 Key findings ............................................................................................................... 2
Annex Two: Glossary .............................................................................. 6
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1.0
Foreword Steven Broomhead Purpose: The role of the foreword will be to demonstrate the Agency's commitment to Equality and Diversity and an understanding for how it will support the Agency to deliver against the corporate plan. Note to reader: section to be added for final draft.
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Executive Summary Benefiting from the diverse communities within our region is a major priority for the Northwest Regional Development Agency (NWDA) and we appreciate that unless we respond to equality challenges and opportunities we will not be successful in improving the quality of life and economic prosperity of the Northwest. This is the Northwest's Regional development Agency's first Single Equality Scheme and it will provide the Agency with a plan of action for its approach to equality. Whilst legally there is a duty on us to produce Equality Schemes in the area of disability, gender and race we want to go beyond our legal obligation. We believe that all people, including gay and lesbian communities, faith communities and people of all ages deserve the same rights as others. The NWDA Equality Scheme is a way to make sure that equality is promoted and discrimination challenged in everything the Agency does, beyond and above our dedicated equalities work. The Scheme will be effective from 1 August 2008 to 1 August 2011. The Scheme was developed through a highly consultative process which involved staff interviews and focus groups, an internal learning lunch, awareness raising articles, presentations, a staff survey, the involvement of representatives from disabled groups and external consultation events. All staff within the Agency have had an opportunity to contribute to the development of the Scheme and there is an expectation that all staff will be involved in ensuring that the Scheme and Action Plan is delivered. Whilst all Actions contained within the Scheme are essential to ensuring the Agency promotes social and economic inclusion for all we would draw particular attention to four key priorities: • Implementing a new and more robust process for conducting Equality Impact Assessments • Taking action to increase the diversity of the staff profile • Developing a better understanding of the impact that the Agency has on different groups through improved beneficiary monitoring • Implementing an apprenticeship programme within the Agency that targets underrepresented young people.
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The Scheme starts by explaining who we are and the Agency's role before going to outline how the Scheme was developed, how it will be held accountable and why it is an essential element of our work in the Northwest. Finally the Scheme presents the Action Plan which we hope will support our target of economic and social participation for all.
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2.0
Our Role and Commitment to Equality and Diversity The Northwest Regional Development Agency (NWDA) is one of nine Regional Development Agencies and exists to lead the sustainable economic growth of England's Northwest. As a business-led organisation, the NWDA provides a crucial link between the needs of business and Government policies. As such, a major responsibility for the Agency is to help create an environment in which businesses in the region can flourish through offering business support, encouraging new start-ups, matching skills provision to employer needs and bringing business investment into the region. The region has a strategic vision, clear priorities and targets through the Regional Economic Strategy. The Agency contributes to delivering this strategy through its own investment programme with partners and by using its strategic influence and responsibilities to lead and align the work of partners with specific responsibility for delivering specific actions.
2.1
What we do Our vision for the Northwest is a region with a dynamic, sustainable, international economy which competes on the basis of knowledge, advanced technology and an excellent quality of life for all. The NWDA helps businesses compete, revitalises urban and rural areas, promotes sustainability, improves regional infrastructure and facilitates innovation, as well as improving the quality of life in England's Northwest. Through sustained investment in the region’s people and businesses and places, and with a remit increasingly focused on providing strategic leadership, the Agency will continue to create real economic benefits for the Northwest. Along with other regional partners, the Agency will focus on playing its part in delivering the Regional Economic Strategy, and focusing on the actions that will have the greatest impact on our economy. By working together in partnership, we will deliver real transformational change across the region. Projects and schemes supported and funded by the NWDA are largely delivered by public, private and third sector partners, at a sub-regional and local level. Once a project has
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been developed and has secured Agency investment, a team of specialists will work closely with partners to deliver it. To ensure local solutions to local problems, the Agency has formed five Sub-Regional Partnerships, which bring together the private, public and third sectors. They are responsible for leading economic development within their sub-regions and identifying economic priorities which will deliver the Regional Economic Strategy. The five Sub-Regional Partnerships are: • Cheshire and Warrington Economic Alliance • Cumbria Vision • Greater Manchester Forum • Lancashire Economic Partnership • The Mersey Partnership
Going forward, the Sub National Review and the Integrated Regional Strategy provides the Agency with an opportunity for ensuring that equality is embedded in future regional strategies. 2.2
About England's Northwest England's Northwest is a fast growing, vibrant region, combining a dynamic business base, cosmopolitan urban centres, breathtaking landscapes and an internationally recognised creative and cultural scene. It boasts Manchester and Salford, the largest media hub outside of London; Liverpool, the 2008 European Capital of Culture; Cheshire, home to AstraZeneca's largest global Research & Development premises; Lancashire a world class centre of excellence in advanced manufacturing and engineering; and the Lake District, one of Europe’s leading national parks. With almost seven million inhabitants and 230,000 companies, the Northwest is the UK’s largest regional economy, worth a remarkable £106 billion - a tenth of the overall UK GDP and is one of only three regions to contribute positively to the UK’s balance of trade.
2.3
What equality means for our the region and the Agency Equality and diversity is at the heart of everything that the Agency does and is immersed in our 'Values and Behaviours'. Equality isn’t a minority issue for us or our region – we can't afford it to be – it is important to everyone and affects all residents and businesses.
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Equality and diversity is therefore at the forefront of the way that the Agency operates internally in the projects and programmes that we deliver and those that we support partners to deliver, and in our role as a key strategic partner working within a multi-agency regional and national environment. The Agency believes that to secure the economic growth of the region, develop an entrepreneurial culture and boost productivity then it is essential that we capitalise on the diversity of the Northwest's people and communities. •
• •
• • • •
The population of the Northwest is forecast to grow by 7.4% by 2020. The majority of the growth will come from those aged 65 and over. Migration will play an important role in ensuring availability of younger people with specific skills. By 2010 only one in five people of working age will be white, male non-disabled and under 45. The economic value of the 'Pink Economy' in the UK is estimated to be around £95 billion and in Manchester, Liverpool and Blackpool the Northwest has some of the most vibrant gay and lesbian areas in the UK. Overall faith communities in the Northwest generate between £90.7 million and £94.9 million per annum to civil society in the region.. The BME population is heavily concentrated in pockets within the region, for example in the City of Manchester the non-white population accounts for 19% of all residents. The annual spending power of disabled adults is estimated to be £80 billion. If the same proportion of women to men were in higher level occupations the increase to the Northwest's gross income would be up to £16bn.
Developing a region that promotes equality of opportunity for all still presents the Agency with some key challenges and opportunities: Economic inclusion is low in parts of the region with around 25% of the regions output gap attributable to too few people being in work. This worklessness is concentrated in particular areas and among particular communities. By engaging with all groups that face barriers to employment the region's economic activity will increase. • There is a great deal of untapped potential within younger people in the region. In June 2006, 10.5% of 16-18 year olds in the Northwest were in the Not in Education Employment or Training (NEET) group compared to 8.6% nationally. 19,000 young people in the region were outside education and employment. • Regeneration programmes and equality of opportunity have the potential to target disadvantaged communities. Our BME population is heavily concentrated in some of our most deprived areas and people of Asian origin have the lowest employment rate •
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Bangladesh and Pakistani people are 30% less likely to be in employment in the Northwest. • Women are more likely than men to have no qualifications as well as having lower earnings; a more equitable situation will have a direct impact on the gross income within the region. • Just over one-fifth of the working age population are disabled and they are over twice as likely as non-disabled people to have no qualifications and to be economically inactive. Addressing the barriers that prevent disabled people from entering employment will enable employers to select candidates from a wider pool of talent and help address the economic and social exclusion faced by many disabled people. • Employment rates for people aged 45-64 are below the national average and those aged 55 and over are disproportionately employed in lower-skilled occupations. The region's aging population requires employers to value the contribution of older workers.
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3.0
Developing the Scheme This is the first Single Equality Scheme that the Agency has produced and will cover the work that we do as identified through the objectives of our corporate plan 2008 – 2011. It will reflect the Agency’s legal duties and responsibilities for the specific duties of Race, Disability and Gender as well as encompassing the new equality strands of Age; Sexual Orientation; Religion and Belief. Our Single Equality Scheme will be the framework we use within the Agency to mainstream equality and diversity through our business projects, programmes, policies, processes and procedures as well as our behaviours within the organisation. In reflecting the six strands of equality in our Scheme we will ensure a co-ordinated approach to equality and diversity throughout the Agency; address issues of multiplediscrimination and ensure the development of effective processes and procedures that will support the delivery of equality and diversity within the Agency’s functions and business. The Scheme will also support the work we do with our partners regionally and sub regionally to mainstream equality and diversity in region. The Single Equality Scheme complements and supports the Agency in ensuring that all people play an active part in our economy and that the region benefits from growth and increased GVA. 5.2
Developing a Single Equality Scheme that reflects the needs of all stakeholders The development of a Single Equality Scheme has provided the Agency with an opportunity to learn from previous equality schemes and a comprehensive package of consultation activity. Staff and stakeholder involvement and consultation in the design of the Single Equality Scheme has taken place and included the following activities: • • • • • •
A learning lunch and internal articles to raise staff awareness of the Single Equality Scheme and its importance Focus groups with Directorates to understand how best the Scheme can support them Staff interviews with key members of staff to understand their priorities for the Scheme A staff questionnaire (see Annex One for more information) Presentations at senior management meetings Involvement of disabled people. Representatives from two key disability organisations within the region, Breakthrough UK and Merseyside Disability Federation, have been directly involved in the development of the Scheme. The involvement of
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disabled people for the Single Equality Scheme has built upon that which took place to develop the Disability Equality Scheme. Representatives received briefings to ensure that they understood the role of the Scheme and the remit of the Agency. Disabled organisations within the region will also be invited to attend a range of consultation events. • Consultation events within the five sub-regions covering sub-regional partners and wider stakeholders. • Consultation events covering each of the six equality strands (age, disability, gender, religion and belief, race, and sexual orientation). • Online consultation Key themes emerging from the internal consultation included: Design of the Scheme: • The Scheme should define what equality and diversity means for the Agency. • The Scheme should outline why equality and diversity is an essential element of the Agency's work. • The Scheme should demonstrate senior commitment to the issue. • The Scheme should position the Agency as an exemplar in the region and nationally. The Action Plan should: • focus on key priorities that the Agency can concentrate activity on, rather than listing all actions that can be thought of, which only serves to dilute our efforts • only include actions that are SMART: Specific, Measurable, Achievable, Realistic, Timetabled • complement the objectives within the Corporate Plan and link into our internal business planning processes • provide clear accountability for delivery and through Directorates. Note to reader: key themes that emerge from external consultation will be presented here
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4.0
The Scheme's framework For the Scheme to be a success it will be essential that as an Agency we confidently address four key areas: 1. 2. 3. 4.
4.1
Legal responsibilities and duties Engagement of our staff internally, partners and wider stakeholders Advancing new causes Performance and systems
Legal responsibilities and duties Equality is no longer just about what we don’t do, there is now also a need to focus on what the Agency does do and how we can proactively respond to equality issues. The Single Equality Scheme will ensure that as an Agency we meet our legislative responsibilities to tackle discrimination and promote equality on the grounds of disability, gender and race in everything that we do. As a public authority we have specific legal responsibilities to tackle discrimination and promote equality on the grounds of disability, gender and race. These legal duties were met in our previous race, disability and gender schemes. However the Single Equality Scheme has allowed us to extend our action beyond these specific duties so as to incorporate the more recent additions to the equality debate – age, religion or belief and sexual orientation. Whilst the Government has demonstrated that it is mindful to introduce legislation requiring public authorities to meet a single general equality duty, the law still requires that any Single Equality Scheme sets out in clear detail how the general duties relating to race, disability and gender will be met. With this in mind we have listed the requirements of each of the three equality duties and further on in our action plan we set out the actions we intend to take in order to meet our equality obligations. We have ensured that this scheme pays due regard to the following requirements of the race equality duty: 1 2 3
Eliminate unlawful discrimination Promote equality of opportunity Promote good relations between people of different racial groups
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We have ensured that this scheme pays due regard to the following requirements of the disability equality duty: 4 Eliminate unlawful discrimination 5 Eliminate harassment of disabled people that is related to their disabilities 6 Promote equality of opportunity between disabled people and others 7 Take steps to take account of disabled people’s disabilities, even where that involves treating them more favourably than others 8 Promote positive attitudes towards disabled people 9 Encourage participation by disabled people in public life We have ensured that this scheme pays due regard to the following requirements of the gender equality duty: 10 Eliminate unlawful sex discrimination 11 Eliminate unlawful harassment 12 Promote equality of opportunity between men and women The requirements to eliminate unlawful sex discrimination and harassment also include discrimination and harassment on the basis of gender reassignment 4.2
Engagement Whilst the development of the scheme legally requires the involvement of disabled people and the viewpoints of other marginalised communities, we see that successful implementation of the scheme requires continual emphasis on securing meaningful two way engagement. Therefore we have built into this scheme mechanisms, which will support the Agency to engage all stakeholders in promoting the importance of addressing equality in the work that they do. The engagement activity will include ensuring: that diverse communities benefit from and are able to engage with the Agency's policies, strategies and actions • that our learning and performance improvement takes into account the views of the region's diverse communities • that we adhere to good practice with regard to engaging with diverse/disadvantaged communities, including accessible communication and use of appropriate venues • that our engagement activities go beyond the 'usual suspects' and we will look to seek the opinion of new contributors. •
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4.3
Advancing new causes The Scheme not only responds to the legal requirement to have Disability, Gender and Race Equality Schemes but moves beyond this and explicitly outlines how the Agency will champion issues that cover sexual orientation, age, and religion and belief. We recognise however that tackling issues concerning social inclusion and 'class' are also key to the Scheme's success. This Scheme welcomes the fact, that via emerging debates such as community cohesion, issues concerning the disadvantage faced by communities which are predominately made up of white local residents has risen to the fore. The scheme also addresses the issues concerning migration and the needs of recently arrived migrants.
4.4
Performance and systems This Scheme can not be seen as a stand alone document but is an integral part of monitoring all aspects of the Agency's work. The success of the Scheme is predicated on the success of the Corporate Plan and vice-versa. In short they are both reliant on each other being successful. Nationally there is recognition that some equality schemes stand accused of having good intention but are let down by having a plethora of action points which makes the performance management of it an art form in itself. We have resisted this temptation by limiting ourselves to those essential action points, which are not only in our remit but perhaps crucially we have the powers and resources to implement. How the scheme will be monitored The Scheme has a clear system in place for ensuring that Actions Plans are implemented, progress monitored and opportunities for improvement captured. Whilst implementing and monitoring the Scheme will be the responsibility for all staff there will also be specific roles for those that hold certain positions. The Board Overall responsibility for the Scheme will sit with the Board; who will sign off the Scheme and receive an annual equality and diversity report which will highlight progress and will be published regionally. Executive Management Board (EMB) The EMB will receive quarterly progress reports outlining progress against the Action Plan, they will also consider any resource implications and address structural barriers preventing progress in implementing the scheme
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Senior Management Heads of Teams within each Directorate will ensure that actions that they are responsible for are implemented within the required timeframe; and that equality and diversity becomes embedded into their directorate and team business plans. The Equality and Diversity Team The Equality and Diversity Team is an internal resource to support those responsible for delivering specific actions. The team will also ensure that the Scheme receives rigorous monitoring and will develop the progress reports. Due to the specific legal responsibilities and duties relating to race, disability and gender we will ensure that our annual reporting on these strands is distinct and clearly identifies progress towards meeting of the Disability, Race and Gender Equality Duties. The Equality Champions Group This group will provide an internal monitoring function for the progress against the Action Plan. The Equality and Diversity Sub Committee The Equality and Diversity Sub Committee will receive quarterly reports outlining progress that has been made against the Single Equality Scheme's Action Plan. To ensure that the Action Plan is implemented the Scheme will sit within the current accountability and appraisal systems of the Agency. Table.1 NWDA performance management and monitoring Continuous performance management and monitoring cycle Clear objectives, measures and targets
Business Plan
Directorate objectives
Team objectives
Personal objectives
Accountability
EMB/Board
Executive Director
Senior Manager
Individual and Line Manager
Monitoring and reporting
Executive Directors via RPMG
Senior Manager
Team meetings
Performance appraisal
More generally the Scheme will increase the Agency's capacity to monitor, communicate and reflect on what we are doing on equality and diversity. The Agency will do this by ensuring the Scheme's objectives, outputs and outcomes are incorporated into the Agency’s systems for monitoring and evaluating of projects, programmes and policies as
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well as our people management processes. Whilst we already have systems in place we will need to review these to ensure equality and diversity is clearly included.
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5.0
Why is this Scheme important to us? There is a growing recognition that despite nearly 40 years of equality legislation there are persistent inequalities in our society today. The Equal Pay Act was introduced 38 years ago and yet there still exists a significant pay gap between men and women. The first Race Relations Act is over 30 years old, yet unemployment is still higher amongst some of our BME communities and it is over a decade since the Disability Discrimination Act and yet disabled people are still more likely to live in poverty. So although significant improvements have occurred in equalities a reliance on law is not sufficient. Tackling discrimination and disadvantage has been at the heart of regeneration activity for the past 15 years. We have seen a plethora of initiatives that have been nationally funded and regionally delivered designed to address the deprivation faced by far too many communities and whilst there has been improvement disadvantage persists for certain groups. At an organisational level the Agency has an equal opportunity policy and yet our workforce is not as reflective of the regional population as it could be. Therefore what is clear is that it is not a lack of effort that results in inequality but often a lack of coordination. Equality is not simply about the legislation – useful as that is. We can not focus solely on the demographic regional make up or national policy and international trends; and we will be hard pressed to deliver on equalities without a workforce that reflects the communities whom we serve. The essence of a good scheme is to ensure that the four components of equality, organisational values; regional demography, legal requirements and national policies, are interlinked and work to complement each other:
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Region
Legal
Equ lit
Organis
National d
5.1
Legal context Until recently the driving force behind equalities legislation was a legal framework that emphasised preventing certain types of discriminatory behaviours. It did this by providing a remedy/redress to those adversely affected if such behaviours had occurred. This approach wasn’t sufficient or robust. Above all else it placed an unfair burden on the individual who was subjected to discrimination, in terms of them having to go through the distress and financial cost of having to secure a legal remedy. In addition this approach to equalities was tolerant of discrimination and relied on its occurrence in order for it to be
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eradicated through legal redress. This approach inevitably resulted in it taking a far too long a time for society to eradicate discriminatory behaviours. Equality legislation does however provide a framework for the Agency in developing its approach to equalities and the Equality Duties provide a more positive and proactive dimension to legal responsibility, which the Agency is keen to embrace. 5.2
National and international context "A more equal society does not constrain growth and prosperity. On the contrary, by focusing on those groups who experience persistent disadvantage because of factors beyond their control, a more equal society uses scarce resources more efficiently, increases the level and quality of human capital, and creates more stability, all necessary to growth and prosperity" Fairness and Freedom: The final report of the Equalities Review 2007, p.6 It would be fair to state that there is currently an emerging debate taking place at a national level regarding equalities. Whilst these national debates have yet to reach a settled viewpoint they impact on how the Agency approaches equalities. The national debate includes: The Equalities Review This important review, led by Trevor Phillips, Chair of the Equality and Human Rights Commission conducted an extensive review of the requirements of equalities in the 21st century. In particular the review focused on identifying the importance of tacking "persistent inequalities" – which in spite of significant effort continued to exist for various groups. The report linked why tackling inequalities can address wider social issues; in particular tackling poverty. •
Demographic Change There has been significant media and political debate regarding the numbers of migrants, asylum seekers and refugees coming to Britain. Public authorities have recently become more vocal in stressing the impact that these significant demographic changes are having on public services especially in those areas where there already exist concerns regarding the equitable spread of public resources. Business has also voiced its requirements in terms of an adequately skilled and available workforce. Migration needs to be viewed alongside other demographic factors such as the aging population faced by many Western European countries. In the Northwest this has resulted in immigration providing the region with a younger tax paying population to help offset the impact of the ageing indigenous •
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population and shrinking workforce. However, often the rights and needs of migrants tend to be overlooked within the more vocal debate concerning immigration. Community cohesion The Commission for Integration and Cohesion has recently set out that a cohesive society is one where: • There is a clearly defined and widely shared sense of the contribution of different individuals and different communities to a future vision for a neighbourhood, city, region or country • There is a strong sense of an individual’s rights and responsibilities when living in a particular place • Those from different backgrounds have similar life opportunities, access to services and treatments • There is a strong sense of trust in institutions locally to act fairly in arbitrating between different interests and for their role and justifications to be subject to public scrutiny • There is a strong recognition of the contribution of both those who have newly arrived and those who already have deep attachments to a particular place, with a focus on what they have in common • Strong positive relationships are being developed between people from different backgrounds in the workplace, in schools and within neighbourhoods. •
The cohesion debate brings into sharp focus the need for the Agency to influence and the sub regional agenda and support partners in delivering equality and diversity; economic inclusion and participation. 5.3
Regional context and how it supports the Agency to meet is aims and objectives The Northwest has unique characteristics which the Agency needs to understand and respond to.
5.3.1
Disability Disability Over 20% of the working age population of the Northwest is disabled. 42% of disabled people in the Northwest are in employment compared to 51% nationally. If the region were to get up to the national average that would mean an additional 50,000 people in employment. The percentage of people on Incapacity benefit, who are of working age, is 9.2% in the Northwest, much higher than the England average of 6.4%
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Disability The spending power of disabled people in the UK is estimated to be around £80 million per annum. The population of the Northwest is forecast to grow by 7.4% from 2004 to 2020 and the majority of the growth will come from the 65 and older demographic group. This shift may result in people working longer and as people increase in age so does the incidence of disability. It is important to be prepared for this demographic change.
5.3.2
Gender
Gender The male employment rate in the Northwest is 78.7% compared to 69.9% for females in the region Women are paid up to 17.5% less then men doing the same role, women are still less likely to achieve the same level of success as men in the workplace, they are less likely to have taken part in work based learning or development training, are disproportionately in part-time employment and still do the bulk of unpaid care work. A recent report showed the number of female senior managers working in major UK businesses has taken a sharp fall of over 40% in the last five years. In 2002, some 38% of senior manager level posts in the FTSE 350 were occupied by women, this has now dropped to just 22%. Leadership and management programmes need to consider how they address this trend. The Women and Work Commission estimated that increasing and changing women's participation in the labour market could be worth between £15 billion and £23 billion a year. If there was the same proportion of women to men in higher level occupations in the Northwest, the estimated contribution is up to £16bn higher gross income. Nationally Black African, Pakistani and Bangladeshi women are three times as likely to be unemployed than white women.
5.3.3
Race Race The Northwest has a BME population of 5.5%. After from London, the Northwest and the West Midlands have the next highest ethnic minority populations. This population has a younger age structure than the average and therefore will become more prominent when looking at the future make up of the regions working age population. This presents opportunities to develop more diverse workforces, but it also means that the disparity between the qualification levels of different groups needs to be addressed; 42% of Asian or Asian British have low or no qualifications compared to 32% of the white population. Approximately 60,000 new worker registrations have been documented in the Northwest between May 2004 and December 2007 – mainly from Poland, but also Lithuania, Latvia and other A8 countries.
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Race
The Northwest has a lower BME employment rate then the national average. The UK average stands at 61% but the average for the Northwest is just 51.7%. Bangladesh and Pakistani people are 30% less likely to be in employment in the Northwest - it is imperative that the region maximises the economic participation of all groups. Across the UK, ethnic enterprises contribute £13 billion a year to the economy and according to GEM UK 2004 most ethnic minority groups are more entrepreneurial than their white counterparts, but are more likely to experience barriers such as access to finance. Addressing the needs of BME business start ups offers a way to increase employment levels in deprived minority populations and increase regional competitiveness. If BME employment rates in the region matched the national average, between £890 - £944m would be generated for the regional economy. 42% of Asian or Asian British have low or no qualifications compared to only 32% of the white population.
5.3.4
Age
Age In many sectors the decline in young people entering the labour market has already led to recruitment difficulties and skill shortages. Consequently the need to attract or retain older workers in employment has become increasingly important. For various white groups, the 46+ age group is the single largest group without qualifications. Qualifications, however can only be considered as a fairly crude indicator of skill level, e.g. some older workers may lack formal qualifications but may have acquired considerable skills during their working lives. Older people already make a valuable contribution to GVA in the region; those between 50-69 contribute 23% of NW GVA. The population of the Northwest is forecast to grow by 7.4% by 2020. The majority of the growth will come from those aged 65 and over. Older people will therefore grow in their significance as a customer group and proportion of the workforce, often able to provide mentoring roles in business and a potential source of experience. In June 2006, 10.5% of 16-18 year olds in the Northwest were in the NEET group compared to 8.6% nationally. 19,000 young people in the region were outside education and employment.
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5.3.5
Religion and belief
Religion and belief In the Northwest, at the time of the 2001 census, 78% of people in the region stated their religion as Christian, higher than the England average of 71.4%. Evidence from the same census shows that only 48% of Muslims in the region were economically active (compared to 73% of Christians and 69% of Hindus) and 7% of Muslims were unemployed compared with 4% of Christians. The value of religion in the region in economic terms equates to between £90.7m and £94.9m which is generated by faith communities through volunteering in care and support services, faith tourism etc. Religion and belief contribute to the cohesion and the attractiveness of the region Research demonstrates that faith communities are strongest where social need is highest, this religious infrastructure can provide both support and one way to engage 'hard to reach' groups.
5.3.6
Sexual Orientation Sexual Orientation Lesbian, gay and bisexual people (LGB) make up 5-7% of the UK population. Recent data (2008 published) suggests that the size of the LGBT community in the Northwest is 612,000, which equates to 240,000 people of working age and in 2001 there were 8,400 recorded same sex households in the Northwest. Gay men played a key role in the gentrification and redevelopment of Manchester City Centre in the late 1990's, in eight years from 1991, the population of the city centre had increased six fold, and surveys suggest that a quarter of city centre households, at this time were headed by gay males. Manchester's gay village has transformed a rundown area of the city into a cosmopolitan area attractive to all parts of society. A survey of gay men and lesbians’ earnings suggests that they outstrip the straight salary by up to £10,000 a year. There is now an estimated £70bn pink pounds earned and spent in the UK every year.
5.4
Organisational What was clear throughout the internal consultation conducted as part of the development of this scheme was that our staff appreciated the importance of equality. In fact it would be fair to state that staff had an ambitious agenda with regard to equality and at times were our most vocal critic regarding the progress we were making in this area of work. Our staff at all levels recognised that promoting equality and diversity was important for the Agency for the following reasons:
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• • • • • •
• •
It enables us to actively demonstrate that we value diversity and benefit from differences. It helps us to create a positive and safe environment in which discrimination has no part and everyone can achieve their full potential. It enables us to listen to and engage with a wide range of partners and staff in order to continue to improve our equality practice. It promotes equal opportunities in all aspects of employment and supports our corporate values and behaviours. It supports positive action programmes where there is a clearly identified need. It enables us to mainstream equal opportunities into all employment and business decisions and across all functions by developing systems and processes which are accessible and transparent. It encourages us to ensure that all projects and programmes supported by the Agency mainstream equality. It makes us accountable by target setting, monitoring, evaluating and reviewing progress on a regular basis.
. To ensure that equality is not an add-on to the work the Agency does and is mainstreamed across our business we have linked the development of the Scheme to the key themes and objectives within our Corporate Plan. The corporate plan identifies the following key themes • Competitive business • Competitive people • Competitive places This Scheme will support the delivery of the Corporate Plan and ensure that our objectives are delivered with equality and diversity as one of the key drivers.
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Competitive business The Agency will encourage business in the region to respond to the equality issues that the region faces and to benefit from the opportunities that this provides. •
• • • • •
By developing inclusive recruitment practices businesses are able to select from the widest pool of talent, which in turn will increase the economic participation of those currently disadvantaged in the labour market. Businesses are more likely to be successful if they are able to respond to demographic change in the region amongst the working population and customer base. Businesses become better placed to tap into new markets. Businesses will better reflect the communities within which they work. Good workplace practice regarding equality can reduce staff turnover, and increase innovation, productivity and the desirability of the organisation to jobseekers. Larger public and private sector contracts are increasingly being awarded on the basis of nonfinancial criteria such as diversity.
Competitive People For GVA to increase it is imperative that the region's population provides a competitive source of appropriately skilled labour that is able to meet the needs of a changing economy. • There is a strong correlation between labour market outcomes and an ability to allow all to flourish. • To increase economic participation in the region it will be important to target disadvantaged groups, for example through funding programmes such as ERDF, ESF, and the Neighbourhood Worklessness Fund. • Increasing the skill levels within the working age population, particularly those that are currently under-performing directly increases productivity and GVA. • An ageing population means that the region needs to appreciate and develop the skills of older workers and consider the impact of in-migration.
Competitive Place To be attractive to inward investment people want an area that actively promotes participation and social cohesion. A society that celebrates diversity is more likely to be sustainable and cohesive where communities live together in mutual respect and tolerance. • People who are disabled and from BME groups are more likely to live in deprived areas – regeneration must engage all parts of these communities. • Reduce the number of people living poverty in the region through ensuring economic participation for all. • Exploit the cultural diversity of the region to encourage inward investment and tourism, for example by promoting Chinese New Year, Mardi Gras and Black History Month.
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6.0
The Agency's commitment to Equality and Diversity This is an exciting time for the Agency in terms of equality diversity. With renewed vigour to address the issue across the Agency we have recently undertaken two audits and a review to better understand the baseline from which progress on equality issues will be measured. We did this not simply to establish the progress we were making but also to provide us with an independent assessment on the barriers and obstacles that have prevented us from securing all our equality objectives.
6.1
Findings from the Social Inclusion, Equality & Diversity Audit, the national RDA Network Self Assessment on equality and diversity, and the NWRA Scrutiny Review of equality and sustainability within the RES Whilst these three recent audits and reports have highlighted the good progress made by the Agency in the area of equality and diversity a number of areas for improvement have also been identified. These included: Implementation of a systematic approach to collating, monitoring and assessing the impact policies, projects and programmes on the region's disadvantaged communities. • Development of a coherent Single Equality Scheme. • The need to mainstream equality and diversity through Equality Impact Assessments • Investment in the newly formed Equality and Diversity Team. •
6.2
Progress against the three existing, statutory schemes (disability, race and gender) We have already made significant steps towards our equality goals, key achievements against the three existing statutory schemes include: We have developed an Equality Champions Group. • The 'People Pack' is audited on a regular basis to ensure that it complies with equality legislation and promotes good practice. • We support, promote and work with the Ethnic Minority Business Forum. • Flexible working practices have been developed. •
25
A Management Development Programme has been developed to include training on equality issues. • We funded events that promote positive attitudes towards different groups eg. The Positive Action Awards and Celebr8. • There is ongoing work with Regional Tourist Boards to ensure that disabled people are encouraged to visit the Northwest, and diversity amongst our visitor base is actively welcomed. •
The Single Equality is an opportunity to build on these achievements. 6.3
Demographic make-up of the Agency's workforce The Agency is aware that it’s workforce is not as representative as it needs to be and this has been reflected in the Action Plan. The Agency’s current workforce has the following characteristics:
6.4
•
One per cent considered themselves disabled.
•
Approximately four per cent are from a BME group
•
The majority of staff are women (55 per cent)
•
82 per cent of staff are aged between 30 - 59. The most common age bracket is 4049.
Current equality and diversity work that the Agency is undertaking The Agency has committed to addressing newer equality strands and is the lead RDA with regard to addressing Religion and Belief and has committed to completing the Stonewall Workforce Equality Index. The Agency has been at the forefront of recognising that the disadvantages and barriers faced by our marginalised communities require that we adopt pro-active measures designed specifically to meet their needs. We make no apology for this approach. As a consequence we have developed a range of specific projects which seek to address the discrimination and disadvantage faced by people from different groups within the Northwest. This includes;
26
Case study 1: Business Start-Ups & Survivability High levels of business start-ups within a region signify economic prosperity. The greater the business stock the greater the opportunities, productivity and investment within the region leading to a better quality of life for everyone. This soon to be published study will identify the overall level of business start-ups in the region, their survivability and attitudes towards business support in the region. The following are some of the initial findings from the research: Women: Boosting female enterprise will require continued investment and communication with female entrepreneurs in order to raise confidence levels. As women establish businesses, support is needed taking into account the specific barriers women face in terms of managing childcare as well as a business. BME: Attitudes to enterprise are different between ethnicities, genders and the timeline of immigration, and further work to understand these differences is required before it will be possible to develop policies and strategies to maximise the contribution of BME groups to enterprise formation. Disability: The barriers faced vary depending upon the impairment, and it appears that for many, enterprise is chosen as a last resort rather than as a positive career choice. There appears to be a strong and positive motivation among disabled entrepreneurs to challenge themselves, and those who have been successful in setting up businesses seem to be surviving. Social Enterprise: Social enterprises have a potentially higher risk of failure, particularly within the 16-24 age group and therefore the opportunity for younger people to become established is crucial to the growth of the social enterprise market. The study recommends that social entrepreneurs may benefit from peer support and mentoring, and improved delivery of skills to enable them to understand the corporate world and actions necessary to compete in such an environment will improve their competitiveness and survival rate. Over 50s: The over 50's face specific challenges in becoming self employed, and for many there is a lack of awareness about self-employment as a suitable option. There are challenges relating to confidence levels of individuals in their skills and abilities, as well as issues around accessing finance and securing the status of previous investments, whilst hesitant to start up, evidence suggests that these individuals have a higher survival and success rate. The findings recommend support to this group through more intensive pre-start support.
•
•
•
•
•
Case Study 2: Migrant Workers Northwest Migrant Workers Northwest has been established under core funding from NWDA to lead on the coordination of support to migrant workers and to champion the fair treatment of migrants in the workplace. The main aims of the project are to: • • • •
Promote 'best practice' in the employment of migrant workers including fair conditions of employment and positive recruitment practices Provide a reference point for services available to migrants Identify training needs and skill levels of migrants Promote 'best practice' in policy making and legislation
27
A website has been established for the dissemination of information and a Migrant Workers' Charter has been launched and circulated to employers in the region to promote best practice. The charity actively promotes positive messages about migrant workers in the media and offers support to businesses on corporate social responsibility. Migrant Workers Northwest organises annual conferences, seminars and contributes to the employment and skills strand of the Regional Strategic Migration Partnership. The project has been successful in co-ordinating activity and awareness raising around migration in the region. Migrant Workers Northwest is now looking to build on this success and apply the best practice model for the employment of migrant workers to the recruitment of indigenous workless people such as BME communities. www.migrantworkersnorthwest.org
Case study 3: Northwest Forum on Ageing (5050 Vision) NWDA provides the core funding to Northwest Forum on Ageing 5050 Vision, a project to promote the understanding of issues relating to demographic change in the over 50's. 5050 vision is the region's partnership response to the changing demographics and the opportunities that this change presents. The aims of the project are: • • • •
To provide a forum to share good practice and develop a common understanding of the trends and issues associated with the ageing workforce To develop and encourage collaborative responses To inform strategy and policy development To increase the awareness of opportunities for older people and facilitate their role in the planning and political process
The Northwest Forum on Ageing is currently focusing its work on the production of a regional strategy on ageing and has had a number of successes in influencing key decision makers in order to sensitise regional strategies. The project is working to improve awareness of the action required in different sectors and provide increased employment opportunities in the over 50's, as well as champion educational programmes and ways to improve and develop their skills. www.5050vision.com
Case study 4: The North West Forum of Faiths The primary purpose of the North West Forum of Faiths is to represent the major world faiths to ensure that they have a regional voice in the Northwest and are able to respond effectively to consultation on key regional policies and initiatives. The forum has a facilitation role to ensure that no faith group is left out of regional consultation and that faith groups are equipped and able to respond to consultations such over policies as the Regional Economic Strategy. NWDA is taking the lead nationally on faith issues, and rather than seeing faith as a problem or liability, this Forum is encouraging regional stakeholders to acknowledge that faith communities are resource rich, make a significant economic contribution to the region (upwards of £94m annually) and that many of the activities taking place in faith buildings and through volunteers also have wider non-faith impacts. There is a correlation between clusters of faith groups and the areas of greatest social need in the Northwest and the Forum of Faiths is championing the ability of faith groups to offer a key way to engage with some of the 28 most hard to reach parts of the community Some of the activities associated with faith and the Agency
29
7.0
What the Scheme will mean for ……………….
7.1
The population of the Northwest The key to measuring our success should be the difference we make to improving the quality of life for those living and working in the Northwest. Our equality scheme recognises from the onset that there a number of communities and groups who in spite of a range of efforts and legislative framework continue to suffer from persistent inequalities. In a free society we cannot compel people to act, to become more motivated and ambitious and to a large extent tackling persistent inequalities will require concerted actions from individuals, families and communities. There are nonetheless two crucial areas that we can play in tackling inequalities. Firstly, we can through sound and sensible investment, working with local communities and responding to cultural and diverse needs, help disadvantage communities to find paths out of their deprivation and marginalisation. Secondly, we can remove the institutional barriers which prevent individuals and communities fulfilling their aspirations.
7.2
The Agency Not only will having a Single Equality Scheme ensure that we comply with our legal duties regarding equalities but it will also put the agency at the cutting edge of good practice. In particular the scheme will demonstrate our acknowledgement of the need for public agencies to take a more integrated approach to equalities. At national level this has been demonstrated by the setting up of the Equality and Human Rights Commission, which brings together the work of the three previous equality commissions and also takes on responsibility for the other aspects of equality: age, sexual orientation and religion or belief, as well as human rights. The Scheme will ensure that we continue to take a more integrated approach to equality, recognising that the experiences of staff and service users are often not limited to just one of the equalities dimensions (for example race, disability or gender). To look at all issues, practices and processes separately and from the perspective of each strand of equality will lead to duplication of effort. The Single Equality Scheme reflects the fact that changes and improvements in a wide range of practices and processes will deliver improved outcomes in all strands of equality. It will also ensure better integration of the three statutory equality schemes, covering race, gender and disability.
30
The Agency's Board and in particular the Equality and Diversity Sub Committee will have a key role to play in ensuring we deliver on the objectives set out in the scheme and specifically to ensure actions to deliver on equality are embedded in service planning and performance management processes. The Scheme's Action Plan sets out a number of key objectives for senior managers, including Executive Directors. Executive Directors will need to ensure that appropriate actions are taken to achieve these objectives and that they are fed into individual performance plans and Directorate Business Plans. Providing structured training around equalities is also a key element within this Scheme. Human Resource Development and Learning and Development will be working in partnership with the Equality and Diversity team to put together to a more structured and comprehensive approach to ensure our staff have the necessary knowledge and skills in this important area of work. 7.3
Business in the Northwest The Northwest is home to a range of diverse communities. It is recognised that there are significant advantages to having a diverse workforce and customer base. Many companies already acknowledge that having a diverse workforce helps them benefit from having access to the best talent available and thereby having a competitive edge over their competitors. Through this scheme we will continue to support businesses, especially those with small personnel departments, to introduce ways of working that avoids unlawful discrimination, ensure equal opportunities and fair treatment of everyone and strengthen their reputation. We will continue to provide active support to the Ethnic Minority Business Forum Northwest. We will also continue to support the development of the North West Ethnic Minority Business Awards. Through initiatives such as the Local Enterprise Growth Initiative we will continue to support the emergence and subsequent development of an entrepreneurial culture in some of our most deprived communities. In particular we will be looking to develop a range of initiatives designed to support women into businesses and be looking to develop schemes which will help to tackle the barriers and obstacles which prevent women from starting up their own businesses.
7.4
A business seeking to work with the Agency The purchasing of goods and services from suppliers will account for a significant proportion of the NWDA's spend over the next three years. We are aware that our
31
purchasing can act as a force of change for suppliers seeking to develop market and secure business opportunities. We therefore will be looking to procure services from those businesses that can demonstrate an active commitment to equal opportunities, not simply in terms of ensuring that they do not discriminate but also in the activities they undertake concerning recruitment and promotion. 7.5
Our partners We recognise from the onset that we cannot achieve our equality objectives in isolation. Therefore partnership working will be crucial if we are to meet the goals as set out in this Scheme. We will work with our partners, including the North West Regional Assembly, local authorities, private sector businesses and community organisations to ensure that there exists a holistic approach to responding to the diverse needs of our marginalised communities. This will include ensuring that full Equality Impact Assessments are carried out on all relevant projects and programmes which we are funding. We will also continue to play an active role alongside Government Office NW and the NW Regional Assembly in ensuring implementation of the Northwest Equality and Diversity Strategy & Implementation Plan 2006-9. Finally, we will work with our established Sub Regional Partnerships to ensure that our equality work is based on localised knowledge and secures the input of local experts who are familiar with the needs of their communities, as well as influencing the development of their sub regional plans.
32
Action Plan 1.
Organisational Actions: making it happen
Ref
Action
1.1
Processes that need to be in place
1.1.1
Ensure successful implementation of new EIA process.
1, 2
4, 6, 7, 9
1.1.2
Embed the EIA process into the existing Integrated Appraisal Tool.
1, 2
1.1.3
To reinvigorate the Equality Champions
2, 3
1.1.4
Ensure that all Agency buildings are audited for
Specific 1 equality duty
Successful outputs and outcomes
Directorate responsible
10, 12
• Develop and role out EIA training • Form an EIA monitoring group
Oct 2008
• All policies, programmes and projects undergo the appropriate and proportionate EIA.
Policy, Programme Office supported by Equality and Diversity Team.
4, 6, 7, 9
10, 12
• Ensure that equality and diversity questions are appropriate within the current appraisal tool.
Dec 2008
• Equality and diversity embedded into the Integrated Appraisal Tool.
Environment and Sustainable Development, and Equality and Diversity Team.
6, 8
12
• Review the role of the group • Ensure commitment from current group • Recruit to fill gaps
Sept 2008
• An Equality Champions Group that has a clear remit; represents all Agency functions and has a committed membership.
Policy supported by the Equality and Diversity Team
• Conduct an audit of all NWDA buildings to best practice standards.
Initial audit to take
• A programme of alterations developed to maximise the
Resources
Gender
Timing
Disability
Race
1
How will we achieve it
6, 7,
Number refer to the duties listed under section 4.1 1
1.
Organisational Actions: making it happen
Ref
Action
Specific 1 equality duty
Ensuring equality and diversity is incorporated into the Agency's performance management systems and processes.
1.2
Our workforce
1.2.1
1.2.2
Timing
Successful outputs and outcomes
• Develop a programme of alteration where required.
place by April 2009 and then annually.
accessibility of all Agency sites • More accessible buildings • An opportunity for the Agency to highlight its good practice to partners.
Directorate responsible
Gender
1.1.5
Disability
Race
accessibility.
How will we achieve it
9
1, 2
4, 6
10, 11, 12
• Review current performance management systems. • Develop performance indicators related to equality and diversity.
Apr 2009
• All performance monitoring encapsulates equality and diversity. • A baseline of knowledge around how the Agency impacts on different groups.
Policy supported by equality and diversity team
Monitor staff by equality group to ascertain representation of those recruited, trained, promoted, disciplined and those that leave the Agency.
13
49
1012
• Review the categories used to monitor staff profile • Develop an appropriate process for gathering this information.
Dec 2008
• Agreed process for monitoring staff profile • Awareness of the diversity of our workforce across different levels of seniority • An action plan for how we will address any disparity.
Human Resource Development supported by the Equality and Diversity Team
Develop recruitment policies and practices that will encourage a diverse workforce.
13
49
1012
• Implement the actions from the EIA on recruitment processes. • On-going monitoring of applicant and staff profile. • To set appropriate targets for
Dec 2008
• Increased percentage of staff who consider themselves to be disabled (currently 1%) • Increased percentage of BME staff • Consideration for the number of
Human Resource Development
2
1.
Organisational Actions: making it happen
Ref
Action
Specific 1 equality duty
How will we achieve it
Timing
Monitor the gender pay gap in the Agency.
1.2.4
Develop relevant equality and diversity training – specific to the differing needs of people within the Agency.
1.2.5
Develop an understanding for how the Agency responds to Sexual Orientation.
10, 12
13
4, 5, 6. 8
1012
women employed and their position in the Agency.
• Carry out an equal pay audit • Present findings to EMB to develop an appropriate response.
July 2008
• Awareness of any disparity of pay for men and women • Action plan of activity to address any disadvantage • Continued bi-annual monitoring.
Human Resource Development
• Consider the needs of different directorates and levels within the Agency • Gather feedback on existing equality and diversity training • Pilot new training.
Jan 2009
• Development of new equality and diversity training package that reflects the needs of the Agency and individual positions within it • Internal policies appropriately applied across the Agency • The Agency's workforce understands legislative requirements appropriate to their job.
Human Resource Development/ supported by Equality and Diversity Team
• Complete the Stonewall Workplace Equality Index and implement actions that come from this.
Complete Index in Oct 2008
• Finalised benchmark against good practice in employment and sexual orientation. It will include clear actions for ensuring that our employment policies promote equality and sexual orientation.
Human Resource Development/ supported by E&D
• A process for ensuring that equality and diversity is
Senior Management
Annually.
Implement actions
Apr 09 1.2.6
Equality and diversity is visibly reflected in Directorate, team
1-
4-
Directorate responsible
Gender
Disability
Race
improving staff representation and profile in terms of equality. 1.2.3
Successful outputs and outcomes
10-
• Monitored through organisational management processes.
Apr 2009
3
1.
Organisational Actions: making it happen
Ref
Action
Specific 1 equality duty Race
Disability
and individual workplans.
3
9
Ensure that ICT provision enables flexible working for staff.
1.2.8
The Agency develops an apprenticeship scheme, which encourages applications from young people from underrepresented groups.
1.3
Procurement
1.3.1
1.3.2
Timing
Successful outputs and outcomes
Directorate responsible
Gender
1.2.7
How will we achieve it
12
mainstreamed in individual and Directorate work.
Team / Human Resource Development
12
• Produce guidance about the ITC solutions that promote flexible working – for example the use of Blackberries.
Dec 2008
• Increased awareness for managers and staff about the role that ITC can play in supporting flexible working.
Resources
1
6, 9
12
• The Agency considers the feasibility of such a scheme • Develops a list of partner organisations who require employers to offer apprenticeships • Implement process for encouraging applications from disadvantaged / under-represented groups.
Apr 2009
• An apprenticeship scheme in place that benefits the Agency and applicants.
Enterprise and Skills, Human Resource Development supported by Equality and Diversity.
Develop a sustainable procurement policy ensuring equality and diversity is reflected in policy and contractual agreements.
13
49
1012
• Ensure the policy reflects equality codes of practice and guidance developed by the previous equality commissions.
Sept 2008
• A sustainable procurement policy that reflects good equality practice and demonstrates our commitment to contractors.
Procurement, Environment and Sustainable Development, and Equality and Diversity Team.
Develop a diverse supplier
1-
4-
10-
• Monitor the ownership and size of the businesses that apply to and do work
March
• Identify kind of businesses that do not engage with the Agency and
Procurement 4
1.
Organisational Actions: making it happen
Ref
Action
Specific 1 equality duty Race
Disability
panel.
3
9
1.3.3
Ensure that procurement procedures promote good practice in business that work with the Agency.
13
1.4
Communication
1.4.1
Increased engagement with staff in appropriate ways.
1.4.2
Continue to develop communication methods for making Agency information fully accessible.
Timing
Successful outputs and outcomes
Directorate responsible
12
with the Agency • Develop an appropriate monitoring process.
2009
develop an action plan for addressing this. • Ensure that the Agency benefits from engaging and working with all businesses.
49
1012
• Ensure that awarding criteria and Invitation To Tenders incorporate equality and diversity as part of the rewarding criteria.
Dec 2008
• Meet statutory obligations • Reassurance that the Agency is working with businesses that align with its own values • A supply chain that appreciates the importance of equality.
Procurement
2
6, 7, 9
12
• Consult internally about how best the Agency can ensure that it considers the opinion of all staff and responds to different perspectives / needs. • Consider the usefulness of staff networks.
Ongoing
An informed and effective process for ensuring that all voices are listened to and respected within the Agency, via the Staff Consultation and Negotiations Committee.
Human Resource Development
2, 3
69
12
• Maintain and where appropriate improve the processes in place for making adjustments such as translation, interpreters, large print etc • We continue to audit the accessibility our website (currently to AA or AAA)
Aug 2008
• Accessibility guidelines are developed for the Agency with regard to how we communicate externally and internally, including clear print, accessible language etc
Communication and marketing and Equality and Diversity.
Gender
How will we achieve it
5
1.
Organisational Actions: making it happen
Ref
Action
Specific 1 equality duty
How will we achieve it
Timing
Agency staff are kept informed of our progress on equality issues and emerging areas of interest.
1.5
Research and intelligence
1.5.1
Improve the Agency's knowledge of the region's diversity so that it informs and improves our work.
3
8
13
49
Directorate responsible
Gender
Disability
Race
• Consider the language that we use to ensure that it encourages engagement with all groups.
1.4.3
Successful outputs and outcomes
1012
• The website conforms to the new Web Content Accessibility Guidelines 2.0 when available • Ability for all people in the region to engage with the Agency
• Processes in places for regular staff updates regarding equality and diversity • Equality and Diversity Team to keep abreast of emerging debates to inform the Communication Team.
Ongoing
• A workforce that is informed about what the Agency is doing on equality and diversity, and the emerging equality debates. • A workforce better able to talk externally to wider stakeholders about equality issues.
Communication and Equality and Diversity Team.
• An ability to respond to emerging issues that require research to inform the Agency's work. We have already committed to the following research: • Develop a better understanding of why disabled men and women and BME women are less likely to apply for jobs within the Agency • Gain an insight into the barriers that prevent BME enterprise from being successful.
2008 2010
• The Agency is better aware of how equality and diversity impacts on the region. • A series of published research reports to help inform the activity of the Agency and wider stakeholders.
Regional Intelligence Unit / Performance / Equality and Diversity / Human Resource Development
6
1.
Organisational Actions: making it happen
Ref
Action
Specific 1 equality duty
How will we achieve it
Successful outputs and outcomes
Directorate responsible
How will we achieve it
Timing
Successful outputs and outcomes
Directorate responsible
• Review current service provision to ascertain if certain groups experience barriers to accessing services • Monitor profile of Business Link customers • Implement the actions from the EIA.
2009
• Awareness of who is using the Business Link Service • A series of actions to encourage under-represented groups to use the service.
Enterprise and Skills
Gender
Disability
Race
Timing
• Research to look at impact of economic participation on lesbian, gay, bi-sexual and transgender people • Identify gaps in equality data.
Action
2.1
Business Support
2.1.1
Ensure that the management of the Business Link contract includes monitoring progress on equality issues.
Specific equality duty
1, 2
4, 6, 7, 9
Gender
Ref
Disability
Competitive business
Race
2.
10, 12
7
2.
Competitive business
Ref
Action
Specific equality duty
How will we achieve it
Timing
Successful outputs and outcomes
Directorate responsible
Gender
Disability
Race
•
Ask for customer feedback.
2.1.2
Ensure that business start up and survival support addresses the barriers faced by disadvantaged groups.
1, 2
5, 6, 7, 9
10, 12
• Review existing research that explains barriers to start-ups, for example difficultly in securing finance. • Identify which groups will be targeted • Develop programmes that seek to address barriers.
2009
• Continued support of the Women's Business Network and the Minority Ethnic Business Forum • A range of initiatives that will address the barriers faced by disadvantaged groups • Services that target disadvantaged groups • An increase in the start up and survival rate of business by disadvantaged groups.
Enterprise and Skills
2.1.3
Monitor the profile of those that use key account and inward investment support and business to business networks that the Agency supports.
1, 2
4, 6, 7, 9
10, 12
• Ask and support those that deliver support services to monitor the profile of users • Identify under-represented groups • Conduct research to understand why.
Dec 2009
• Awareness of groups that do not benefit from current business support opportunities. • Action plan to address underrepresentation • More businesses able to benefit from shared learning.
Enterprise and Skills
2.1.4
Promote the value of equality and diversity to businesses that the Agency engages with.
13
49
1012
• Build on the work of Tourism to develop a business case that promotes the need for businesses to address equality and diversity.
Dec 2010
• Developed businesses case the sells the benefits of equality and diversity to business.
Enterprise and Skills
2.2
Funding programmes 8
2.
Competitive business
Ref
Action
Specific equality duty Race
Disability
2.2.1
Ensure that the Agency’s role as a funding body is incorporated into the Agency’s marketing material.
2
6
2.2.2
Understand the profile of those that apply and receive funding.
13
2.2.3
Understand and maximise the ERDF’s impact on target groups (disabled, over 50's, women and BME).
2
Timing
Successful outputs and outcomes
Directorate responsible
12
• Ensure documents are fully accessible • Develop advertising and marketing that reaches all groups in the region
July 2008
• A funding programme that encourages all to apply and is accessible
Communications and marketing, supported by Equality and Diversity Team
49
1012
• Monitor the profile of those that secure funding.
July 2008
• Increased awareness of the communities that apply for funding • Respond to under-representation by informing Marketing and Communications of groups within the NWDA who should be targeted regarding NWDA’s funding role.
Programme Office
6, 7, 9
12
• All funding applications go through the Equality Impact Assessment process • Successful applications to conduct beneficiary monitoring to understand impact on target groups • Agency to consider delivering appropriate support to organisations that received funding about how to make services accessible, target disadvantaged groups and meet equality requirements.
Ongoing until 2011
• A developed programme of equality and diversity support to funded organisations • Awareness of the success of funding to reach target groups.
Programme Office
Gender
How will we achieve it
ERDF secretariat; ED team
9
3.
Competitive People:
Ref
Action
Race
Disability
3.1
Supporting people
3.1.1
Understand the impact that the Agency is having in terms of up-skilling and addressing worklessness across different equality areas.
2
6, 7, 9
3.1.2
Work with training delivery providers to address the skills gap for target groups, disabled, women, over 50's, BME and white groups from deprived areas.
2
6, 7, 9
3.1.3
Promote opportunities for men and women to develop careers in sectors where they are under-represented.
Specific equality duty
Timing
Successful outputs and outcomes
Directorate responsible
12
• Beneficiary monitoring undertaken for employment / skills programmes about who they are supporting and their success in completing training / moving into work etc. • The Agency will need to develop suggested monitoring information needed and support partners to implement it.
April 2009
• Awareness of the impact that the Agency has in the projects that it delivers and supports on different groups. • A more focused approach by partners to engage with disadvantaged groups
All Directorates
12
• Work with partners to influence the provision of training in the region to ensure that it targets disadvantaged groups • Use existing networks and programmes to do this – for example the Northern Way • Evaluate training programmes regarding their success in impacting on disadvantaged groups.
Dec 2010
• Services that tailor support to disadvantaged groups • Increased awareness of the impact that programmes have on people with different characteristics • Ability to share good practice about what works in addressing the needs of different groups.
Enterprise and Skills
12
• Analyse existing research to understand under-representation • Influence the work of the Sector Skills Councils • Support the development of a web-
Dec 2009
• An increase in the number of people successfully applying to work in non traditional sectors • Trends of under-representation positively changing over time.
Enterprise and Skills
Gender
How will we achieve it
10
3.
Competitive People:
Ref
Action
Specific equality duty
How will we achieve it
Successful outputs and outcomes
Directorate responsible
July 2008
• A funding programme that encourages all to apply and is accessible.
Programme Office
Gender
Disability
Race
Timing
based campaign.
3.2
Funding programmes
3.2.1
Ensure that the process for funding programmes is accessible to all.
13
49
1012
• Ensure documents are fully accessible • Develop advertising and marketing that reaches all groups in the region • Monitor the profile of those that secure funding.
11
4.
Competitive Places
Ref
Action
Race
Disability
4.1
Marketing
4.1.1
Monitor the profile of those that we engage with and consult and address underrepresentation.
2
6, 7, 9
4.1.2
Raise the profile of equality and diversity within the region.
3
6, 8
4.2
Infrastructure and planning
4.2.1
Ensure that infrastructure improvements promote accessibility for disabled people.
Specific equality duty
Timing
Successful outputs and outcomes
Directorate responsible
12
• At large events monitor the profile of those attending. • Develop communication strategy to increase representation.
Oct 2008
• Understand who currently attends Agency events and monitor if the representation improves following targeted activity.
Marketing and communications
12
• Delivery of programme of Conferences and policy symposia Participation in Celebr8 2008 • Consider how the Agency monitors the profile of equality and diversity in the region. • Engagement in the Equality Strategy Group and the Northwest Equality and Diversity Group
2008 – 2009
• Programme successfully delivered • Equality and diversity has a higher positive profile within the region • Partners engaged in the discussion and debate on Equality and Diversity.
Equality and Diversity Team / Marketing and partner agencies within the region
• Equality Impact Assessments are undertaken • Staff promote appropriate regulatory / legislative requirements and good practice in terms of inclusive design • Through the setting up of an
Apr 2009
• The Agency meets it statutory responsibilities • The built environment and transportation allow participation for all.
Development and Environment and Sustainable Development
Gender
69
How will we achieve it
12
4.
Competitive Places
Ref
Action
Specific equality duty
How will we achieve it
Successful outputs and outcomes
Directorate responsible
• Seek to influence partners who are delivering planning schemes and regional development projects.
Apr 2011
• All sections of society are consulted through accessible and engaging mechanisms about changes that may affect them.
Planning
• Implement and promote bespoke projects developed to highlight exemplar activity ('Visit Chester' and 'One-Stop-Shop for Accessible Tourism in Europe') • Sub-regional events run be the Northwest Regional Tourist.
Dec 2008
• 'Tourism for All' initiatives are developed within each sub region to increase awareness of disability and equality. • Accessibility of our tourism industry improves.
Tourism
Gender
Disability
Race
Timing
Independent Disability Advisory Group. 4.2.2
Where appropriate the Agency supports partners to effectively consult with all sections of communities affected by planning applications.
2, 3
69
12
4.3
Tourism
4.3.1
Ensure that best practice in welcoming disabled visitors is promoted widely.
4.3.2
Work with Regional Tourist Boards to ensure that all people are encouraged to visit the Northwest.
2, 3
69
12
•
Outline plan produced by the Agency and the Tourist Boards to mainstream addressing equality • Sub-regional events run be the Northwest Tourist Boards..
Dec 2008
• Tourism Businesses are welcoming to all visitors and therefore improve the quality of the experience for all visitors, encouraging repeat visits and improving productivity.
Tourism
4.3.3
Attractions monitor who is visiting them.
1, 2
4, 6, 8,
10, 12
• Influence the region's tourist attractions to conduct monitoring exercises.
Dec 2009
• We know who is visiting our attractions and we can support tourist attractions to reach
Tourism
69
13
4.
Competitive Places
Ref
Action
Specific equality duty
Timing
Successful outputs and outcomes
Directorate responsible
Gender
Disability
Race
9
How will we achieve it
• Provide advice and guidance for attractions about how to monitor customer/visitor profiles.
untapped markets
14
Annex One: developing the scheme
A1
Findings from Staff Survey Background to the Survey This survey was designed to collect the views of staff to feed into the Single Equality Scheme. Previous equality schemes have failed to engage with the staff who will deliver and implement the scheme. By collecting staff views, it is hoped that the SES will be more reflective of the priorities and realities of the business and that the feeling of ownership felt by staff is increased. In total, 46 staff responded to the survey, the findings are presented below. Headline Messages The findings from the survey suggest three priority aspects for consideration in the SES: • It will be essential to achieve buy-in from all staff and stakeholders; superficial awareness is good, but the survey suggest that NWDA needs to go further to improve understanding • Staff will need to understand how the scheme impacts upon their role within the organisation • Staff will need support to enable them to implement the scheme and take appropriate action. Key findings • Just over two thirds of respondents felt that the Agency's current position was good, very good or excellent. A third thought that its position was average, and few (4.3%) felt it was poor. • Over 80% of respondents were aware that the Agency has already got three existing equality schemes covering Race, Disability and Gender and this shows that general awareness of the existing schemes is high. • Around 50% of respondents rated their confidence as moderate in relation to equality and diversity and 37% rated it as high. Only a small number (3 people, 6.5%) rated their confidence as very high and 6.5% rated it as low or very low. This shows that most staff already feel fairly confident in addressing equality and diversity issues and indicates a good baseline of staff resources.
A2
To what extent is equality and diversity relevant to your job role?
Extremely relevant Relevant Not very relevant Irrelevant Poor
• Over 70% felt that equality and diversity was either 'relevant' or 'extremely relevant' to their job role. Around 20% thought it was 'not very relevant' and 4% thought it 'irrelevant'. This shows that most appreciate the relevance of equality and diversity, but that there may still be some individuals or directorates for whom it feels less relevant. One respondent commented that the Agency should "make convincing arguments that equality is important to what the Agency is here to do", some parts of the business may therefore require a targeted approach to convince them of the relevance to them. • When asked which strands the Agency is currently addressing respondents said ( in order from the most to least frequently cited) ; Race and ethnicity, Gender, Disability, Age, Religion and Belief, Sexual Orientation. This is unsurprising given the three existing schemes and statutory duties. The challenge in the SES will be to raise the profile of the other three themes.
If yes, what do you perceive to be the barriers for the Agency in addressing equality and diversity? Work pressures/difficult to take time aw ay from my role Not considered a priority Do not know how if affects my role Other (please specify)
• Over three quarters (76.1%) said that there were no reasons preventing them or the Agency from taking action on equality and diversity. For those who said that there were barriers, the most frequently cited (72.7%) was 'not considered a priority' (see graph A3
above). Others commented that it is hard to take time away from their role and they do not know how it affects their role. NWDA needs to ensure that the SES promotes equality and diversity linked to business priorities. One respondent commented that the Agency should "ensure that the scheme is linked to our corporate plan objectives and business planning to ensure that actions tie in with what directorates are doing".
Please select the equality priority from the list below which you feel is the most important for the Agency to address
Equality priority
Tackle disadvantage and social exclusion w ithin the region
Ensure that diversity is considered through procurement
Improve the w ay that w e consult w ith different groups in the Northw est
Increase staff aw areness of the equality issues and how it impacts on their job
0%
10%
20%
30%
40%
50%
Percentage of respondents
• The priority identified as the most important for the Agency to address was to increase staff awareness of the equality issues and how it impacts on their job. The second most popular was to tackle disadvantage and social exclusion within the region. • Awareness of the existing equality schemes is good, however responses to these latter questions suggest that the difficulties arise when knowing how equality issues impact on people's jobs and how to go about addressing them. Increasing awareness will therefore need to be about not only increasing awareness but also the practical and implementation elements of the Single Equality Scheme. • When asked about the best way to ensure that the Equality Scheme is a key element of all that the Agency does, almost a quarter chose incorporation into all aspects of work / business, 22% said raising internal and external awareness and 20% gave no response. One respondent commented "Practice what we preach and ensure that the Scheme is not a tick box exercise and the theory is embedded in the organisation" . • When asked about the two main challenges to the Agency in terms of progressing on equality issues, 20% said getting buy-in / commitment / involvement from all staff
A4
/stakeholders and 10% said lack of knowledge / awareness. The detailed breakdown can be viewed in the graph below.
What do you think are the two main challenges that the Agency faces in terms of progressing on equality issues?
Other
Lack of know ledge/aw areness
Difficulty w ith practical implementation of policy
Achieving diversity in recruitment
People just paying lip-service to the idea 0
2
4
6
8
10
12
14
16
18
Number of responses
• Of the 23% of respondents who selected 'other', their responses included; • "Sometimes due to the make-up of an area or a profession it's difficult to have true representation from all different races, genders, etc" • "Complacency, thinking we have done it all and therefore not keeping up with developments" • "To achieve consistency across the Agency" • "To have a positive impact on the wider community" • Achieving buy-in from staff and achieving real integration of the policy occurred consistently in comments from respondents, with one stating that a challenge will be achieving "buy in from staff and making sure that isn't just given lip service. Staff may attend training, but it's just that training, a tick in the box exercise".
A5
Annex Two: Glossary
A6