http://www.nwda.co.uk/PDF/SingleEqualityScheme by Northwest Regional Development Agency

NWDA Single Equality Scheme October 2008 to September 2011

The Northwest Regional Development Agency PO Box 37 Renaissance House Centre Park Warrington WA1 1XB Tel: +44 (0)1925 400 100 Fax: +44 (0)1925 400 400

www.nwda.co.uk www.englandsnorthwest.com www.visitenglandsnorthwest.com

This document is available in large print, braille, audio tape and the following languages; Bengali, Chinese, Gujarati, Somali, Urdu and Hindi. Please contact the Marketing Department on 01925 400100 October 2008 Printed on Zanders Mega Matt

January 2009 NWDA KADM 12/08 21347

Contents

Foreword

Introduction

1.0

Our Role and Commitment to Equality and Diversity

2.0

Developing the Scheme

3.0

The Scheme's Structure

4.0

Why is this Scheme important to us?

5.0

The Agency's commitment to Equality and Diversity

6.0

Impact of the Scheme

Action Plan

Appendix One: Developing the Scheme

Findings from Staff Survey

Background to the Survey

Headline Messages

Key findings

Appendix Two: Glossary of terms

Appendix Three: Organisations consulted

Appendix Four: References for the NWDA Single Equality Scheme

Foreword

Welcome to the Northwest Development Agencyâ&#x20AC;&#x2122;s first Single Equality Scheme. We are proud of the diversity that exists in the Northwest region. The wealth of this diversity is a great strength, making the region richer, and the lives of our people more varied. Different communities make a vital contribution to the economic, social and cultural success of the region. Equality and diversity is an integral part of what makes the Northwest a fantastic place to live and work, and we are working hard to maximise the contribution of the regionâ&#x20AC;&#x2122;s diverse and talented population. Securing social and economic inclusion is a critical element of economic regeneration and an important priority for us. We are working hard to improve equality and diversity and remove the barriers that exclude individuals from economic participation. We aim to work with local partners to create an environment that allows all communities to fulfil their potential. This Single Equality Scheme is important for us and the Northwest. It sets out how we will ensure that all our programmes and actions have a positive impact upon equality and diversity. We acknowledge that this is a challenging agenda and we know that we may experience obstacles in meeting our commitments. However, we will work together with our partners to develop pragmatic solutions to the challenges that we face. Equality and diversity is not a minority concern, it is important for everyone who wants to see a prosperous and just region. This Single Equality Scheme demonstrates our commitment to playing a full part in that effort. We will continue to work with and consult our partners to tackle the root causes of economic and social exclusion and deliver a fair and economically inclusive region.

Steven Broomhead Chief Executive Northwest Regional Development Agency

Introduction

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, lesbian, bisexual and transgender 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, above and beyond our dedicated equalities work. The Scheme will be effective from 1 October 2008 to 30 Sept 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 people's groups and 12 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: 1 Improving our systems and processes. The Agency understands that by embedding new systems into the way that we work equality will become part of all that we do. Specific activities will include: implementing a new and more robust process for conducting Equality Impact Assessments and monitoring those that benefit from our work. 2 Developing our workforce. The Agency wants to recruit candidates from the widest pool of talent and develop our current workforce. The Scheme requires us to understand the impact that our current

recruitment processes have on different groups, implement an apprenticeship programme within the Agency that targets under-represented groups and to provide appropriate equality and diversity training. 3 Supporting our partners. The Agency has a leadership role within the Northwest and therefore it is important that we work alongside our partners. Specific activities will include providing training and support to sub-regional partners in relation to conducting Equality Impact Assessments and understanding equality and diversity in relation to their sub-regional context. 4 Understanding where we work. We need to know more about the demography of where we do business. The Scheme therefore requires us to undertake a range of research to help the Agency deliver services that reflect the diversity of the region, for example furthering the Agency's understanding on gay and lesbian, bisexual and transgender people in the Northwest. The Scheme starts by explaining who we are and what our role is before going on to outline how the Scheme was developed. It further explains why equality and diversity is an essential element of our work in the Northwest and how we will be held accountable. Finally the Scheme presents the Action Plan which we hope will support our target of economic and social participation for all.

1. Our Role and Commitment to Equality and Diversity

The five Sub-Regional Partnerships are:

The region’s agreed vision is to be 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.

• Cheshire and Warrington Economic Alliance

The NWDA leads on specific actions set out in the Regional Economic Strategy. Its role is to invest in improving business productivity and competitiveness and the sustainable renewal of our cities and rural areas to support long-term sustainable economic growth.

• Lancashire Economic Partnership

• Greater Manchester Forum

Co r gl e p or In v

P er so M a n al P na ge e m

Sin

• The Mersey Partnership

n& n Pla nt Pla e t a tm e es

As a strategic body, the Agency relies on local partners to deliver the interventions that will increase economic development and inclusion. The Agency is therefore committed to working with public, private, voluntary and academic sectors at regional and local levels. To support the implementation of this Scheme and enable us to reach all of our communities the Agency recognises the particular importance of strengthening the relationships between Government and the voluntary and community sector (VCS) and is working with Government Office North West to achieve this. Looking ahead, the Integrated Regional Strategy will provide the Agency and the wider region with a further opportunity to ensure that equality is embedded and mainstreamed into our agreed actions and priorities. Importantly, the Single Equality Scheme is not a stand alone policy; it has been developed to be aligned with and be informed by the full range of the Agency’s corporate strategies and plans.

Integrated Regional Strategy

Sc he me

lit

This Scheme sets out our approach to equality and diversity at a regional level. However, it should also enable our sub-regional partners to consider their approach in response to the local context and support the development of appropriate subregional equality plans. Each of our sub-regions is very different with a wide range of communities and urban and rural areas.

To ensure local solutions to local problems, the Agency supports five Sub-Regional Partnerships, which bring together the private, public and third sectors. They are responsible for setting economic development priorities within their sub-regions and identifying how the Regional Economic Strategy will be delivered in their areas.

• Cumbria Vision

na t io

Projects and schemes supported and funded by the NWDA are largely delivered by public, private and third sector partners, at a local level.

Diagram 1.1: Single Equality Scheme: links to other strategies

ra Ope

The region has a strategic vision, clear priorities and targets through the Regional Economic Strategy (RES). 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. The Agency’s specific objectives are set out in its Corporate Plan.

1.1 What we do

ce an r m la n rfo t P en

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 startups, matching skills provision to employer needs and bringing business investment into the region.

Sing

a qu le E

1.2 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. In Manchester and Salford, it has 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 is a world-class centre of excellence in advanced manufacturing and engineering; and Cumbria which contains one of largest science parks in the UK 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 £106 billion per year - a tenth of overall UK GDP. It is one of only three regions to contribute positively to the UK’s balance of trade.

1.3 What equality means for our 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. Equality and diversity is therefore at the forefront of the way that the Agency operates internally in terms of the projects and programmes that we deliver and those that we support partners to deliver, and in our role as a strategic leader working with other agencies and local and national government. The Region’s Economic Strategy makes clear that to secure our economic goals, develop an entrepreneurial culture and boost productivity it is essential that we capitalise on the valuable diversity of the Northwest's people and communities.

Key Facts • 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 gay, lesbian and bisexual 'Pink Economy' in the UK is estimated to be around £70 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 black minority ethnic (BME) population generates £1.66bn for the region's economy, with 19,000 BME owned businesses and 104,000 people from BME communities in the region's labour market. • The annual spending power of disabled adults in Britain 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. • People aged 50-69 contribute 23% of the region's GVA. Developing a region that provides equality of opportunity for all still presents the Agency and its partners with major 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. Engaging with the groups that face barriers to employment is required if we are to increase sustainable economic activity. • There is an untapped potential within the younger people in the region. In June 2007, 9.5% of 16-18 year olds in the Northwest were in the Not in Education Employment or Training (NEET) group compared to 8% nationally. • Our BME population is heavily concentrated in some of our most deprived areas and people of Asian origin have the lowest employment rate Bangladesh and Pakistani people are 30% less likely to be in employment in the Northwest. We have to ensure that our regeneration programmes benefit the groups that need them most. • Some faith communities experience barriers to their full economic participation: only 48% of Muslims in the region are economically active. • Women are more likely than men to have no qualifications as well as having lower earnings; improving equality will have a direct impact on the gross income within the region.

• Just over one-fifth of the working age population are disabled. They are also twice as likely as nondisabled 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 lowerskilled occupations. The region's ageing population requires employers to value the contribution of older workers. • Gay, lesbian, bisexual and transgender workers continue to experience discrimination and bullying in the workplace. Approximately 13% of Britain's workforce have witnessed verbal anti-gay bullying at work.

2. 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 builds on, and learns form, our existing schemes for individual equality strands. It will reflect the Agency’s legal duties and responsibilities for the specific duties of race, disability and gender (incorporating transgender) as well as encompassing the new equality strands of age; sexual orientation; religion or belief. Our Single Equality Scheme takes the Agency beyond legal compliance and is the framework we will use to mainstream equality and diversity through our projects, programmes, policies, processes and procedures as well as our behaviours. The Scheme is based around the six strands of equality. However, delivery will be through a co-ordinated approach addressing issues of multiple-discrimination and ensuring the development of effective processes and procedures to do so. In practice the development of a single scheme covering all strands combined with this approach to implementation will enable the Agency to take a more sophisticated approach to address multiple discrimination. The Scheme will also support the Agency’s work with partners regionally and sub-regionally to mainstream equality and diversity in the region. The Scheme presents a realistic picture of the Agency's position in terms of addressing equality issues and this is reflected in an action plan that is ambitious but realistic. The first year of the scheme appreciates that we need to get underpinning processes right and consolidate our achievements. The solid base that will be in place after year one will then enable us to implement more ambitious activity in years two and three.

2.1 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. This has been complemented by extensive internal and external consultation activity. Staff and wider stakeholder engagement and consultation in the design of the Scheme has included:

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 also attended a range of consultation events. • External consultation events within the five sub-regions covering sub-regional partners and wider stakeholders.

• Presentations and discussions at senior management meetings • A learning event and the use of the internal newsletter and intranet articles to raise staff awareness of the Single Equality Scheme and its importance. • Consultation with the North West Equality and Diversity Group • 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 (in line with DDA requirements and appreciation that disabled people are frequently excluded from consultation processes). The involvement of disabled people for

• Only include actions that are SMART: Specific, Measurable, Achievable, Realistic, Timetabled

• Online consultation

• Provide clear accountability for delivery through Directorates.

• The Scheme should define what equality and diversity means for the Agency.

• A staff questionnaire

• Focus on key priorities that the Agency should concentrate activity on, rather than listing all actions that can be thought of, which only serves to dilute our efforts

• Complement the objectives within the Corporate Plan and link into our internal business planning processes

Design of the Scheme:

• Staff interviews with key members of staff to understand their priorities for the Scheme.

The Action Plan should:

• External consultation events covering each of the six equality strands (age, disability, gender, religion or belief, race, and sexual orientation).

Key priorities emerging from the internal consultation included:

• Focus groups with each Directorate to understand how best the Scheme can support them.

• The Scheme should position the Agency as an exemplar in the region and nationally.

• The Scheme should outline why equality and diversity is an essential element of the Agency's work. • The Scheme should demonstrate Board and senior management (Executive Management Board) commitment to the issue.

Consultation with external partners and wider stakeholders identified the following key priorities for the Scheme: • The Scheme should be clear and concise • It should reflect all strands of equality • The Scheme should demonstrate a commitment to responding to equality and diversity challenges and opportunities to realise the Agency’s overall aims • The Action Plan should have tangible outputs and where possible targets.

3. The Scheme structure

The requirements to eliminate unlawful sex discrimination and harassment also include discrimination and harassment on the basis of gender reassignment.

Successful implementation of the Scheme will ensure that the NWDA addresses four major areas. These are described in more detail in the following sections. 1. Legal responsibilities and duties 2. Engagement of our staff, partners and wider stakeholders

The development of the scheme legally required the involvement of disabled people and assessing the views of other potentially marginalised communities. NWDA believes that successful implementation of the scheme will require continual meaningful two-way engagement. We have therefore built into the Scheme mechanisms to enable the Agency to engage with all stakeholders on how to continue to address equality in the work that they do. This will ensure:

4. Performance and systems

3.1 Legal responsibilities and duties The Single Equality Scheme will ensure that as an Agency we meet our legislative responsibilities to tackle discrimination and promote equality in everything that we do. Equality is not about what we don’t do. As an Agency we also focus on what we do and how we can proactively respond to equality issues.

Whilst Government is considering 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. We have therefore listed the requirements of each of the three equality duties and in our action plan we set out the actions we intend to take in order to meet these obligations. We have ensured that this scheme pays due regard to the following requirements of the race equality duty: • Eliminate unlawful discrimination • Promote equality of opportunity

1 Transgender

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 or belief.

3.2 Engagement

3. Advancing new causes

All six equality strands (age, disability, gender, race, religion and belief, and sexual orientation)1 have specific anti-discrimination law. However 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. In the Single Equality Scheme we extend our action beyond these specific duties to incorporate the more recent additions to the equality practice – age, religion or belief and sexual orientation.

3.3 Advancing equality strands without statutory equality duties

By becoming more confident in responding to all equality strands we will also be better placed to understand the relationships between these strands and wider issues, including; community cohesion, ‘class’, migration and the needs of recently arrived communities. 3.4 Performance and systems

• That diverse communities benefit from and are able to engage with the Agency's policies, strategies and actions • Promote good relations between people of different racial groups. We have ensured that this scheme pays due regard to the following requirements of the disability equality duty: • Eliminate unlawful discrimination • Eliminate harassment of disabled people that is related to their disabilities • Promote equality of opportunity between disabled people and others

• 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 that we seek the opinion of new contributors.

• Take steps to take account of disabled people’s disabilities, even where that involves treating them more favourably than others • Promote positive attitudes towards disabled people

This Scheme is not a stand alone document but an integral part of all aspects of the Agency's work. The success of the Scheme is predicated on the success of our Corporate Plan and vice-versa. They are both mutually supportive. Nationally there is recognition that some equality schemes with good intention have been hampered by a plethora of action points. We have resisted this temptation by limiting ourselves to the major essential actions, which are not only within our remit but which we also have the powers and resources to implement. How the scheme will be monitored The Agency’s Business Planning and Performance Management System has been commended by the National Audit Office. This is set out below.

Table.1 NWDA performance management and monitoring

• Encourage participation by disabled people in public life.

Continuous performance management and monitoring cycle

We have ensured that this scheme pays due regard to the following requirements of the gender equality duty:

Clear objectives, measures and targets

Business Plan

Directorate objectives

Team objectives

Personal objectives

• Eliminate unlawful sex discrimination

Accountability

EMB/Board

Executive Director

Senior Manager

Individual and Line Manager

Monitoring and reporting

Executive Directors via RPMG

Senior Manager

Team meetings

Performance appraisal

• Eliminate unlawful harassment • Promote equality of opportunity between men and women

is currently covered under gender discrimination legislation, however the Agency is aware that this may change within an anticipated Single Equality Act and a further strand identified: 'if proposed, commenced or completed reassignment of gender'

The Equality and Diversity Sub-Committee The Equality and Diversity Sub-Committee provides advice to the NWDA board on matters relating to equality and diversity. The Sub-Committee will drive forward the implementation of the Scheme and provide the Board with an annual Equality and Diversity Report. The Sub-Committee will receive quarterly reports outlining progress that has been made against the Single Equality Scheme's Action Plan.

Executive Management Board (EMB) The Agency's senior management will receive quarterly progress reports outlining progress against the Action Plan. They will also manage resource implications and address structural barriers preventing progress in implementing the scheme

Senior Management Where we have identified the need to review areas of this system to support our Equality Scheme this is identified in the action plan. Implementing and monitoring the Scheme will be achieved through integration with our core performance management systems with specific roles for colleagues leading major actions.

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 Board Overall responsibility for the Scheme will sit with the Board; it is the responsibility of each individual board member to ensure that equality and diversity is championed and mainstreamed into Board Sub-Committees. They will approve the Scheme and approve the annual equality and diversity report which will include progress against the Scheme's Action Plan. The report will be made available on the Agency's website and forwarded to relevant stakeholders; including equality forums.

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 is rigorously monitored and will prepare 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 the disability, race and gender equality duties.

The Equality Champions Group This group provides an Agency-wide forum to support mainstreaming equality and diversity into all NWDA activity. The group will support monitoring for progress against the Action Plan.

4. Why is this Scheme important to us?

Persistent inequalities continue to exist in society, for example there still exists a significant pay gap between men and women. Unemployment is still higher amongst some of our BME communities and disabled people are still more likely than others to live in poverty. So although significant improvements have occurred in the forty years since equality legislation was first introduced we cannot rely solely on the law to drive improvements. Tackling discrimination and disadvantage has been at the heart of regeneration activity for the past fifteen years. There have been significant improvements to employment levels and infrastructure and quality housing and neighbourhoods but disadvantage persists for certain groups. It is therefore important that we continue to target our actions appropriately to reach groups that continue to be excluded. We will be hard pressed to deliver on equalities without a workforce that reflects the communities whom we serve. The NWDA is also committed to further improving the extent to which its own workforce reflects the region’s population. It is important that the skills and capability we have as an organisation draws on the diverse experiences and expertise of the communities we are seeking to work with. Our Scheme is designed 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. Diagram 4.1 Equality interlinks with organisational values, regional demography, legal requirements and national policies

Equality Scheme

National and international

Until recently the main aim of equalities legislation was to prevent certain types of discriminatory behaviours. It did this by providing a remedy/redress to those adversely affected if such behaviours had occurred. The Government recognised that this approach placed a burden on the individual who was subjected to discrimination, placing the onus on them to secure a legal remedy. Fundamentally, this approach to equalities was tolerant of discrimination and relied on its occurrence in order for it to be eradicated through legal redress. There is now widespread recognition that this approach does not result in society rapidly eradicating discriminatory behaviours. More recent equality legislation provides a positive and proactive duty to organisations legal responsibilities. It is this approach that we have sought to embrace in our Scheme. 4.2 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

In developing this scheme the Agency has drawn on the most recent national analysis and debate on equality in the UK society. The Equalities review led by Trevor Phillips reaffirms the importance of tackling “persistent inequalities” that remain despite a long period of investment in local renewal and regeneration, and the importance of addressing poverty.

Regional

Legal

4.1 Legal context

Organisational

The impact and consequences of demographic change Inward migration into the UK, alongside an ageing population has presented important economic and equality challenges and opportunities for the Northwest. 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. 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 population and shrinking workforce. However, often the rights and needs of migrants tend to be overlooked within the more vocal debate concerning immigration.

• 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.

Community cohesion The Commission for Integration and Cohesion has recently defined a cohesive society as 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

NWDA’s projects and programmes are often delivered by Local Authorities or local organisations so ensuring that our work supports the underlying principles of a cohesive community is therefore important.

4.3 Regional context and how it supports the Agency to meet its aims and objectives Equality communities in the Northwest have characteristics which shape and inform how the Agency works with them and targets its activities.

4.3.1 Age Age Community profile The population of the Northwest is forecast to grow by 7.4% by 2020. The majority of this 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 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. Actual and potential contribution The 46+ age group is the single largest group without qualifications under the White ethnic categories. However, these older workers may lack formal qualifications but 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. 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.

4.3.2 Disability

4.3.4 Race

Disability

Race

Community profile

Over 20% of the working age population of the Northwest is disabled.

In the decade between 1999 and 2009, 50% of the growth in the UK workforce will have come from ethnic minority communities.

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. This will have implications for employers and public services. Actual and potential contribution 42% of disabled people in the Northwest are in employment compared to 50% nationally. Achieving the national average would result in an additional 69,000 people in employment. The percentage of people on Incapacity Benefit in the Northwest, who are of working age, is 9.2%. This is higher than the England average of 6.4%.

The Northwest has a BME population of 5.5%. After 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 is therefore important when understanding the future make up of the regions working age population. This presents opportunities to develop a more diverse workforce, 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. 42% of Asian or Asian British have low or no qualifications compared to only 32% of the white population.

The spending power of disabled people in Britain is estimated at around £80 billion.

Actual and potential contribution

Bringing more disabled people into employment and business, could have a net benefit of combined public expenditure savings and better productivity of over £339 million in the Northwest.

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%. Bangladeshi 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.

4.3.3 Gender Gender Community profile The male employment rate in the Northwest is 75.7% compared to 68.6% for women. Female managers are paid on average 12% less than men doing the same role and in 2005 women's average hourly earnings in the Northwest were 12.7% less than men in the region. 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.

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. 19,000 businesses in the Northwest are BME owned.

4.3.5 Religion or belief

Actual and potential contribution

Religion or belief

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 will need to consider how they address this trend.

Community profile

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, we estimated that it would deliver up to £16bn higher gross income. Nationally Black African, Pakistani and Bangladeshi women are three times as likely to be unemployed as white women.

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. Actual and potential contribution 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 or 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 support to engage 'hard to reach' groups.

4.3.6 Sexual Orientation

Competitive Business

Sexual Orientation

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.

Community profile 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. Actual and potential contribution

A national survey in 2006 indicated that gay men in full-time jobs earn on average £10,000 a year more compared with the national average for men. The same survey indicated that lesbians earn £6,000 more than the national average for women. The economic value of the 'Pink Economy' in the UK is estimated to be approximately £70bn.

The majority of Agency staff that took part in the consultation process conducted as part of the development of this Scheme demonstrated both clear commitment to and awareness of the importance of equality. Staff had an ambitious agenda with regard to equality and provided strong challenges regarding the progress we were making in this area of work. At all levels our staff recognised that promoting equality and diversity was important for the Agency for the following reasons: • 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.

• 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.

Gay men played a key role in the gentrification and redevelopment of Manchester City Centre in the late 1990's. The population of the city centre increased six fold in eight years from 1991. Surveys suggested that a quarter of the city centre households were same sex (gay men). Manchester's gay village has transformed a rundown area of the city into a cosmopolitan area attractive to all parts of society.

4.4 NWDA as a business

• 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.

• 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 sets out specific objectives under the following key themes: • Competitive Business

• 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. • Large public and private sector contracts are increasingly being awarded on the basis of non-financial 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 underperforming, 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.

• Competitive People

• People who are disabled and from BME groups are more likely to live in deprived areas – regeneration must engage all parts of these communities.

• Competitive Places

• Reduce the number of people living in poverty in the region through ensuring economic participation for all.

This Scheme will support the delivery of the Corporate Plan by ensuring that the programmes we put in place to deliver objectives benefit from the added value of using our understanding of equality and diversity to maximise their impact.

• 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.

5. The Agency's commitment to Equality and Diversity

This is an exciting time for the agency in terms of equality and diversity. Having revised and re-energised our approach and the resources we devote to this agenda we have recently undertaken two audits and a detailed internal review to better understand the baseline from which progress on equality issues will be measured. This was not done to simply establish the progress made but also to provide an independent assessment on the barriers and obstacles that we still face.

Understanding the different communities with the region:

5.1 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

Work/projects to support people out of worklessness and into work:

• “BME communities in the North West” (Aug 2004), research by the NWRA part funded by the NWDA. • “Mapping the economic contribution of equalities communities in the North West” (Oct 2004), a research by the NWRA part funded by the NWDA • “Disability in the North West (Wealth Bringers)” (June 2008) by the NWDA Regional Intelligence Unit and Salford University.

• 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 40-49. The distribution of Agency staff across the organisation’s pay bands is as follows: The Agency monitors its staff diversity information on a quarterly basis; this is reported to the Executive Management Board. 5.4 What we are doing already

• Development of a Regional Employability Forum with Jobcentre Plus • Promoting equality as a theme within the Northern Way worklessness pilots.

These three recent audits and reports have highlighted the progress made by the Agency. But importantly, they have identified a number of areas where we have lots still to do. 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.

5.2 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 staff information pack is audited on a regular basis to ensure that it complies with equality legislation and promotes good practice

The Single Equality Scheme sets out how we will build on this work. • We support, promote and work with the Ethnic Minority Business Forum

5.3 Demographic make-up of the Agency's workforce

• Flexible working practices have been developed

The Agency’s workforce is not as representative of the region as we would like. Our response on how we tack this is included in the Action Plan. The Agency currently employs 450 staff of which1:

• A Management Development Programme has been developed to include training on equality issues

• One per cent considered themselves disabled

• We have funded events that promote positive attitudes towards different groups e.g. the Positive Action Awards and Celebr8.

• Approximately four per cent are from a BME group

• 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.

We have also committed resources to a series of other initiatives aimed at making progress towards economic and social inclusion. There include:

The Agency has greater experience of responding to those equality strands that have a longer history of specific equality legislation – disability, gender and race. We have therefore committed to addressing newer equality strands. The Agency has developed a regional Forum on Ageing, the Agency leads for RDAs nationally on religion and belief issues and has committed to completing the Stonewall Workforce Equality Index and implementing the actions that emerge.

Gender Male Female Ethnicity White Non White Non Disclosed Disability Disabled Non Disabled

1 The

ED1, ED2 & A B, C & D Pay bands Pay bands

E&F Pay bands

Director/Senior Management

Middle Management

Junior Grades

12% 8%

29% 34%

1% 16%

18% 1% 1%

55% 3% 4%

16% 1% 1%

0% 20%

1% 62%

0% 17%

We will be conducting a full Equality Impact Assessment on the Integrated Regional Strategy 2010. We have started to collect beneficiary monitoring to provide us with baselines to set targets. As an early example, we have set targets of 50% of female, BME and disabled entrepreneurs under the new Business Start-Up scheme. 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. The evidence shows this is the most effective approach. We have developed a range of specific actions to address the discrimination and disadvantage faced by people from different groups within the Northwest. On the following pages are some examples of pieces of work that the Agency is undertaking. This demonstrate our ability to target interventions at particular groups and our commitment to partnership working, which is an essential approach if we are to maximise our impact.

agency does not currently monitor the religion or belief or sexual orientation of its employees. We are currently working on the most effective way to collect this information.

Case study 1: Research into Business Start-Ups & Survivability

Case Study 2: Migrant Workers Northwest

High levels of business start-ups are an indicator of economic success. The greater the business stock the greater the opportunities for individuals, productivity and investment within the region. This soon to be published study will identify the overall level of business start-ups in the Northwest region, their survivability and attitudes towards business support in the region.

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:

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 people to therefore succeed through entrepreneurship. • Young People: 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 50’s: 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.

• 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. A website has been established for the dissemination of information and a Migrant Workers' Charter which has been signed by the NWDA, has been launched and circulated to employers in the region to promote best practice. The organisation 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. 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 over policies such 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 most hard to reach parts of the community. Some of the activities associated with faith and the Agency include: Faiths4Change This is a multi-faith programme across the Northwest aimed at giving professional support, advice, training and funding for communities where faith groups are key partners. Using the environment as common ground they help local people from different backgrounds work together to transform places and communities. Faithful Enterprise This pilot project aimed to support faith based, grant dependent projects in deprived areas to become more sustainable. Currently, this is a 4 year £100k pilot project supported by NWDA, but it will be rolled out following a commitment of a further NWDA of £1m.

Case study 5: Northwest Mental Health Leadership Group The Agency recently established a partnership with NHS North West to look at how the Health and Economic Sectors could combine our efforts to tackle Health Inequalities. One of the first actions of the Partnership Board in recognition of the importance of Mental Health and its impact on worklessness within the region has been to set up a strategic level group of practitioners from regeneration, health, VCS and social care sectors to co-ordinate and promote practical mechanisms to tackle the issue of mental health and worklessness across the Northwest, seeking real solutions to some of the big problems we have in this area. The group's core priority is to address the barriers faced by people who have a mental health problem which impacts on their ability to re-enter and retain employment. It will also take a strategic overview of developments in mental health and how they impact on employment and the workplace. In so doing the group will liaise closely with the Regional Skills and Employment Board in the coordination of a regional strategy. The Group is being formally launched in September 2008 and discussions have taken place with most major agencies including CSIP’s Regional Employment Team, LSC and NIACE. The Northwest Public Health Team have supported this development and are emphasising the need for a ‘one plan’ approach to worklessness and health across the region that is explicit, visible, networked and managed. Partners are guiding this initiative towards being a single partnership, with all key regional and sub-regional agencies represented, which will enable a one plan approach.

6. Impact of the Scheme

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. The Agency's Board and the Equality and Diversity Sub-Committee will have a major role to play in ensuring we deliver on the objectives set out in the scheme. The Scheme's Action Plan sets out a number of objectives for senior managers, including Executive Directors. Executive Directors ensure that appropriate actions are taken to achieve these objectives and that they are included into individual performance plans and Directorate Business Plans.

6.1 The population of the Northwest The key to measuring our success should be the difference we make to improving the overall levels of economic activity in the communities of 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 or to become more motivated and ambitious. 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 address in tackling inequalities. Firstly, we can through sound and sensible investment, working with local communities and by responding to cultural and diverse needs, help disadvantaged communities to find paths out of deprivation and marginalisation. Secondly, we can promote the removal of the institutional barriers which prevent individuals and communities from fulfilling their educational and employment aspirations. This scheme will enable us to: • Have a better understanding of the region's different communities and will be able to ensure that their needs, aspirations and potential are reflected in our programmes, strategies and plans.

• Be more confident in anticipating and responding to the needs of different people in the Northwest. • Be better able to target and engage with all people within the region as potential employees and stakeholders. 6.2 The Agency and its staff The Single Equality Scheme will ensure that we comply with our legal duties regarding equalities and put the agency at the cutting edge of good practice. In particular the scheme will demonstrate the benefits of public agencies taking 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 could lead to duplication of effort. The Single Equality Scheme therefore, reflects the fact

Providing structured training around equalities is also an important 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 a more structured and comprehensive approach to ensure our staff have the necessary knowledge and skills. The improvements you can expect: • Staff who are more confident in responding to equality challenges and opportunities. • A workforce that has received equality training that is appropriate and relevant to their role.

• Better understanding for how meeting equality objectives will support the Agency to deliver its overall aims. • An Agency that understands and is better able to support the needs of staff. • The Agency will be more aware of the impact that it has on different communities, through improved monitoring processes. 6.3 Businesses in the Northwest The Northwest is home to a range of diverse communities. 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 overloads, 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 forums and agencies that support equality groups, for example the Northwest Ethnic Minority Business Forum, and initiatives supporting older and disabled entrepreneurs. We will also continue to support profile raising events, such as the Northwest 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. The improvements you can expect: • The Agency will target resources to support groups that face barriers to start and grow their businesses/enterprises in the region. • Businesses that interact with the Agency will have greater understanding of the business benefits of a diverse workforce and supplier base. • NWDA supported initiatives will understand their requirement to offer services that respond to the needs of different groups in the Northwest. 6.4 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. The Agency is aware that purchasing can act as a force of change for suppliers seeking to develop market and secure business opportunities. It 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. Examples include looking at recruitment activities and promoting supplier evaluation, supply chain monitoring and ethical and green buying policies. The improvements you can expect: • The Agency will have a new sustainable procurement policy which will include an equality and diversity strategy and action plan. • Our tender documentation will incorporate equality and diversity requirements to ascertain an organisation's commitment. • A plan within the Agency to establish a more diverse supplier base.

6.5 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 4 NorthWest, Government Office for the North West, NHS North West, the Equality and Human Rights Commission, local authorities, private sector businesses, Learning and Skills Council, voluntary 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 Northwest and the 4 NorthWest in ensuring implementation of the Northwest Equality and Diversity Strategy & Implementation Plan 2006-9. Finally, we will work with the established SubRegional 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: The improvements you can expect: • Increased dialogue and collaborative working with our partners and key stakeholders to help us to meet our equality and diversity priorities. • NWDA support in ensuring that equality and diversity issues are responded to at a sub-regional level, for example through the provision of Equality Impact Assessment training and supporting our sub-regional partners to understand and incorporate E&D into their sub-regional plans.

Action Plan

1. Organisational Actions: making it happen Specific equality duty1

Ensure the 1, successful 2 implementation of new Equality Impact Assessment (EIA) process.

4, 6, 7, 9

10, 12

Ensure equality and diversity is embedded into the existing Integrated Appraisal Tool.

4, 6, 7, 9

10, 12

1.1.3

1, 2

Reinvigorate the 2, Equality Champions. 3

6, 8

• Develop and roll out EIA training.

• All policies, programmes and projects undergo the appropriate and proportionate EIA.

Policy, Programme Office supported by Equality and Diversity Team.

• Ensure that equality April 2009 and diversity questions are appropriate within the current appraisal tool.

• Equality and diversity embedded into the Integrated Appraisal Tool.

Economic Development and Equality and Diversity Team.

• Review the role of the group.

• 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.

• Recruit to fill gaps.

Ensure that all Agency buildings (used owned or funded) are audited for accessibility.

April 2009

• Form an EIA monitoring group.

• Ensure commitment from current group.

1.1.4

Directorate responsible

Ref

Action

6, 7, 9

Number refer to the duties listed under section 4.1

Specific equality duty1

1.1.5

Ensure equality and 1, diversity is 2 incorporated into the Agency's performance management systems and processes.

Race

1.1.2

Successful outputs and outcomes

• Conduct an audit of all NWDA buildings to best practice standards. • Develop a programme of alterations / reasonable adjustments where required.

April 2009

Initial • A programme of Resources audit to alterations take developed to place by maximise the April accessibility of 2009 all Agency sites. and then • More accessible annually. buildings. • An opportunity for the Agency to highlight its good practice to partners.

1.2

Our workforce

1.2.1

Monitor staff by equality group to ascertain representation of those recruited, trained, promoted, disciplined and those that leave the Agency.

4, 6,

How will we achieve it?

Timing

Successful outputs and outcomes

Directorate responsible

• Review current performance management systems.

April 2009

• Performance monitoring encapsulates equality and diversity.

Policy supported by equality and diversity team.

Gender

1.1.1

Timing

Disability

Processes that need to be in place

How will we achieve it?

Gender

1.1

Disability

Action

Race

Ref

1. Organisational Actions: making it happen

10, 11, 12

• A baseline of knowledge around how the Agency impacts on different groups.

1-3 4-9 10- • Review the Dec 12 2008 categories used to monitor staff profile and consider how/if the Agency monitors age, sexuality and religion and belief. • Develop an appropriate process for gathering this information. Ascertain if the current staff survey can be used to gather information about equality and diversity so that equality can be cross-tabulated with the responses to other questions.

• 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 identified disparity.

Human Resource Development supported by the Equality and Diversity Team.

1. Organisational Actions: making it happen Specific equality duty1

How will we achieve it?

1. Organisational Actions: making it happen Timing

Specific equality duty1

1.2.4

Develop relevant equality and diversity training – specific to the differing needs of people within the Agency and as identified by staff themselves.

1-3 4, 5, 6. 8

Race

10, 12

• Carry out an equal pay audit. • Present findings to EMB.

• Increased Human Resource percentage of Development staff who consider themselves to be disabled (currently 1%).

• Outputs/ outcomes for other strands will be developed once the Agency decides how best to monitor age, sexuality and religion and belief. • Awareness of Human any disparity of Resource pay for men and Development Annually. women. Oct 2008

• Action plan of activity to address any disadvantage. • Continued bi-annual monitoring.

How will we achieve it?

Develop our understanding of how the Agency responds to the needs of LGBT staff.

Successful outputs and outcomes

Directorate responsible

• 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 • Finalised Index in benchmark Oct 2008 against good practice in Implement employment actions and sexual Sept 09 orientation. It will include clear actions for ensuring that our employment policies promote equality and sexual orientation.

Human Resource Development / supported by E&D.

10- • Consider the needs April 12 2009 of different directorates and levels within the Agency. • Gather feedback on existing equality and diversity training. • Pilot new Equality and Diversity training.

1.2.5

Timing

Gender

Action

• Consideration for the number of women employed and their position in the Agency.

• Ensure the recruitment process addresses the need for and monitors reasonable adjustments.

Monitor the gender pay gap in the Agency and take appropriate action where necessary.

Ref

• Increased percentage of BME staff.

• Set appropriate targets for improving staff representation and profile in terms of equality at all levels within the organisation.

1.2.3

Directorate responsible

Disability

Develop recruitment 1-3 4-9 10- • Implement the Dec policies and 12 actions from the EIA 2008 practices that will on recruitment encourage a diverse processes. workforce. • On-going monitoring of applicant and staff profile.

Successful outputs and outcomes

Gender

1.2.2

Disability

Action

Race

Ref

• Complete the Stonewall Workplace Equality Index and implement actions that come from this.

1. Organisational Actions: making it happen

1-3 4-9 10- • Monitor through 12 business performance management processes.

1.2.8

Develop an Agency apprenticeship scheme, which encourages applications from under-represented groups.

Ref

Action

Senior Management Team / Human Resource Development.

1.3

Procurement

1.3.1

Develop a sustainable procurement policy ensuring equality and diversity is reflected in policy and contractual agreements.

1.3.2

Encourage and develop a more diverse supplier base.

Gender

Ensure that ICT provision enables flexible working for staff.

Directorate responsible

6,9 12

Specific equality duty1

• Produce guidance about the ITC solutions that promote flexible working – for example the use of Blackberries.

April 2010

• A process for ensuring that equality and diversity is mainstreamed in individual and Directorate work.

Dec 2008

• Increased Resources awareness for managers and staff about the role that ITC can play in supporting flexible working.

• Analyse the feasibility April 2010 and functioning of scheme. • Develops a list of partner organisations who require employers to offer apprenticeships. • Implement process for encouraging applications from disadvantaged / under-represented groups.

• An apprenticeship scheme in place offering training and development that benefits the Agency and applicants.

Economic Development, Human Resource supported by Equality and Diversity.

How will we achieve it?

Timing

Successful outputs and outcomes

Directorate responsible

1-3 4-9 10- • Ensure the policy Oct 12 2008 reflects equality codes of practice and guidance developed by the previous equality commissions, ACAS guidance re age, religion or belief and sexual orientation and the Migrant Workers Charter and strategy being developed by the NWDA.

• 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.

1-3 4-9 10- • Monitor the 12 ownership and size of the businesses that apply to and do work with the Agency.

• Identify kind of businesses that do not engage with the Agency and develop an action plan for addressing this.

Procurement and the Equality and Diversity team.

Gender

Ensure equality and diversity is visibly reflected in Directorate, team and individual work plans.

Timing Successful outputs and outcomes

Disability

1.2.6

1.2.7

How will we achieve it?

Race

Specific equality duty1 Disability

Action

Race

Ref

July 2009

• Develop an appropriate monitoring process.

1.3.3

Ensure that procurement procedures and documents practice equality and diversity.

1-3 4-9 10- • Ensure that tender Dec 12 2008 documentation incorporates equality and diversity as part of the awarding criteria.

• Ensure that the Agency benefits from engaging and working with all businesses. • 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

1. Organisational Actions: making it happen

6, 7, 9

Directorate responsible

Continue to develop 2,3 communication methods for making Agency information fully accessible to our diverse community.

Action

1.4.3

Keep Agency staff 3 informed of our progress on equality issues and emerging areas of interest.

1.5

Research and intelligence

1.5.1

Improve the 1-3 4-9 10- • Review existing 2008 Agency's knowledge 12 equality and diversity 2010 of the region's research to ascertain diversity so that it gaps in knowledge. informs and • An ability to respond improves our work. to emerging issues that require research to inform the Agency's work. We have already committed to the following research:

• Consult internally Ongoing • An informed and Human about how best the effective process Resource Agency can ensure for ensuring that Development that it considers the all voices are opinion of all staff listened to and and responds to respected within different perspectives/ the Agency, via needs. the Staff Consultation and • Review staff networks Negotiations and intranet pages. Committee. • Development of staff networks if considered to be feasible and useful role.

1.4.2

Ref

6-9 12

Specific equality duty1

• Maintain and where Oct appropriate improve 2008 the processes in place for making adjustments such as translation, interpreters, large print etc. • Continue to audit the accessibility of our website (currently to AA or AAA). • Consider the language that we use to ensure that it encourages engagement with all groups. • Monitor the imagery used by the Agency and consider if it encourages stereotyping.

• Accessibility guidelines are developed for the Agency with regard to how we communicate externally and internally, including clear print, accessible language etc. • 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.

Communication and marketing and Equality and Diversity.

How will we achieve it?

Timing

Successful outputs and outcomes

Directorate responsible

Gender

Increase effective engagement with staff in appropriate ways.

Successful outputs and outcomes

Disability

1.4.1

Timing

Race

Communication

How will we achieve it?

Gender

1.4

Specific equality duty1 Disability

Action

Race

Ref

1. Organisational Actions: making it happen

• Processes in places Ongoing • A workforce that for regular staff is informed updates regarding about what the equality and diversity Agency is doing on equality and • Equality and Diversity diversity, and Team to keep the emerging abreast of emerging equality debates. debates to inform • A workforce the Communication Team. better able to talk externally to wider stakeholders about equality issues.

Develop a better understanding of why disabled men and women and BME women are less likely to apply for jobs within the Agency.

• The Agency has an understanding of gaps in its knowledge. • A planned programme of research is developed to help fill gaps in knowledge. • Research is undertaken with clear rationale attached to it. • The Agency is better aware of how equality and diversity impacts on the region.

Communication and Equality and Diversity Team.

Regional Intelligence Unit / Performance / Equality and Diversity / Human Resource Development

2. Competitive business

1. Organisational Actions: making it happen Specific equality duty1

How will we achieve it?

Improve the 1-3 4-9 10Agency's knowledge 12 of the region's diversity so that it informs and improves our work.

Directorate responsible

Ref

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 duty1

Gender

Gain an insight into Oct 2008 • A series of Sept published the barriers that 2010 research reports prevent BME to help inform enterprise from being the activity of the successful. Agency and Research to look at wider impact of economic stakeholders. participation on lesbian, gay, bi-sexual and transgender people. Research to look at the impact of economic participation on disabled people. Identify gaps in equality data.

• Where gaps in knowledge exist consider how best they can be addressed. For example responding to changing patterns in Migration within the region and supporting regional partners to understand their local context.

Regional Intelligence Unit / Performance / Equality and Diversity / Human Resource Development

2.1.2

1,2

Ensure that business 1,2 start-up and survival support addresses the barriers faced by disadvantaged groups.

How will we achieve it?

Timing

Successful outputs and outcomes

Directorate responsible

Gender

1.5.1

Successful outputs and outcomes

Disability

Research and intelligence (continued)

Timing

Race

1.5

Disability

Action

Race

Ref

4,6, 10, 7,9 12

5,6, 10, 7, 9 12

• Review current Dec service provision to 2009 ascertain if certain groups experience barriers to accessing services. • Monitor profile of Business Link customers. • Implement the actions from the EIA. • Ask for customer feedback.

• More detailed Economic Development awareness of who is using the Business Link Service.

• Review existing Dec 2009 research that explains barriers to start-ups, for example difficultly in securing finance.

• Continued Economic Development 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 e.g. disabled entrepreneurs. • Services that target disadvantaged groups. • An increase in the start-up and survival rate of business by disadvantaged groups.

• Identify which groups will be targeted. • Develop programmes that seek to address barriers.

• A series of actions to encourage underrepresented groups to use the service.

3. Competitive People

2. Competitive business Specific equality duty1

Timing

Successful outputs and outcomes

Directorate responsible

4,6, 10, 7,9 12

Specific equality duty1

• Ask and support Dec 2009 those that deliver support services to monitor the profile of users. • Identify underrepresented groups. • Conduct research to understand why.

• Awareness of Economic Development groups that do not benefit from current business support opportunities.

3.1

Supporting people

3.1.1

Understand the 2 impact that the Agency is having in terms of up-skilling and addressing worklessness across different equality groups.

6,7, 12 9

• Beneficiary April 2009 monitoring undertaken for employment/skills programmes about who they are supporting and their success in completing training / moving into work etc. • Develop suggested monitoring information needed and support partners to implement it.

• Awareness of the All Directorates 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.

3.1.2

Work with training 2 delivery providers to address the skills gap for target groups, disabled, women, over 50's, BME and white groups from deprived areas.

6,7, 12 9

• Work with partners to Dec 2010 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. • Using beneficiary monitoring and management information evaluate training programmes regarding their success in impacting on disadvantaged groups.

• Services that Economic tailor support to Development 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.

• Action plan to address underrepresentation. • More businesses able to benefit from shared learning.

2.1.4

Promote the value of equality and diversity to businesses that the Agency engages with.

1-3 4-9 10- • Develop a business Dec 12 case that promotes 2010 the need for businesses to address equality and diversity.

2.2

Funding programmes

2.2.1

Understand and 2 maximise the Single Programme's and the ERDF's impact on target groups within the region (disabled, over 50's, women and BME).

6,7, 12 9

Economic • Develop a businesses case Development that sells the benefits of equality and diversity to business.

• All funding Ongoing • A developed until applications go programme of through the Equality 2011 equality and Impact Assessment diversity support process. to funded • Successful organisations. applications to • Awareness of the conduct beneficiary success of monitoring to funding to reach understand impact target groups. on target groups. • Consider delivering appropriate support to organisations that received funding about how to make services accessible, target disadvantaged groups and meet equality requirements.

European Programme Executive Team, Programme Office, RDF secretariat and Equality and Diversity Team.

How will we achieve it?

Timing

Successful outputs and outcomes

Directorate responsible

Gender

Action

Disability

Ref

Race

Monitor the profile of 1,2 those that use key account and inward investment to business networks that the Agency supports.

How will we achieve it?

Gender

2.1.3

Disability

Action

Race

Ref

3. Competitive People

4. Competitive Places Specific equality duty1

Directorate responsible

• Analyse existing Dec 2009 research to understand underrepresentation. • Influence the work of the Sector Skills Councils. • Support the development of a web-based campaign.

4.1.1

Attract and engage with all the Northwest’s communities to attend Agency events.

How will we achieve it?

Timing

Successful outputs and outcomes

Directorate responsible

• Awareness of who attends and speaks at events and if there is underrepresentation. Develop targeted marketing activity

Marketing and Communications

Gender

Marketing

Disability

4.1

Specific equality duty1 Race

Action

4.1.2

Raise the profile of 3 equality and diversity within the region.

4.2

Infrastructure and planning

4.2.1

Ensure that infrastructure improvements promote accessibility for disabled people.

• An increase in Enterprise and Skills the number of people successfully applying to work in non-traditional sectors. • Trends of underrepresentation positively changing over time.

4. Competitive Places Ref

Ref

6,7, 12 9

Specific equality duty1

• Consider the profile Nov 2008 of those attending Agency events. • If required develop equality and diversity communication to increase.

6,8 12

6-9

How will we achieve it?

Timing

Successful outputs and outcomes

Directorate responsible

• Delivery of programme of Conferences and policy symposia Participation in Celebr8 2008. • Consider how to monitor the profile of equality and diversity in the region. • Engagement in the Equality Strategy Group and the Northwest Equality and Diversity Group.

Sept 2008 – Sept 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 Independent Disability Advisory Group.

April 2009

• The Agency Economic meets it statutory Development responsibilities. • The built environment and transportation allow participation for all.

Gender

Promote opportunities for men and women to develop careers in sectors where they are underrepresented.

Successful outputs and outcomes

Disability

3.1.3

Timing

Race

Supporting people (continued)

How will we achieve it?

Gender

3.1

Disability

Action

Race

Ref

4. Competitive Places

4. Competitive Places Specific equality duty1

4.3

Tourism

4.3.1

Ensure that best practice in welcoming disabled visitors is promoted widely.

6-9 12

6-9

Directorate responsible

Ref

Action

Specific equality duty1

• Seek to influence partners who are delivering planning schemes and regional development projects.

April 2011

• All sections of society are consulted through accessible and engaging mechanisms about changes that may affect them.

Policy

4.3.2

Work with Regional Tourist Boards to ensure that all people are encouraged to visit the Northwest.

2,3

6-9 12

• Produce outline plan Dec 2008 with the Tourist Boards to mainstream addressing equality. • Sub-regional events run by the Northwest Tourist Boards.

• Undertake an EIA on Dec 2009 the central policy relating to the NWDA's additional planning and housing responsibilities.

• Completed EIA

Policy

• Tourism Tourism Businesses are welcoming to all visitors and therefore improve the quality of the experience for all visitors, encouraging repeat visits and improving productivity.

4.3.3

Encourage 1,2 attractions to monitor the profile of visitors.

4, 10, 6,8, 12 9

• Influence the region's Dec tourist attractions to 2009 conduct monitoring exercises. • Provide advice and guidance for attractions about what and how to monitor customer/ visitor profiles.

• We know who is Tourism visiting our attractions and we can support tourist attractions to reach untapped markets.

• Implement and Dec 2008 promote bespoke projects developed to highlight exemplar activity ('Visit Chester' and 'One-Stop-Shop for Accessible Tourism in Europe'). • Sub-regional events run by the Northwest Regional Tourist.

• 'Tourism for All' Tourism initiatives are developed within each sub-region to increase awareness of disability and equality. • Accessibility of our tourism industry improves.

• The development of a new strand of work within the Agency's that has considered it role and impact in relation to all equality groups.

How will we achieve it?

Timing

Successful outputs and outcomes

Directorate responsible

Gender

Assess the impact that the NWDA's forthcoming planning and housing responsibilities will have on different equality strands.

Successful outputs and outcomes

Disability

4.2.3

Timing

Race

Support partners to 2,3 effectively consult with all sections of communities affected by planning applications, where appropriate.

How will we achieve it?

Gender

4.2.2

Disability

Action

Race

Ref

Appendix One: Developing the scheme

Findings from Staff Survey Successful equality schemes must fully engage with the staff that will deliver and implement them. By collecting staff views and involving them fully in the drawing up the scheme, this Single Equality Scheme should be more reflective of the priorities and realities of the business and have a higher degree of ownership by staff. The staff survey did not take place in isolation and was conducted as part of an extensive package of consultation activity that also included focus groups with each directorate, staff interviews and a learning seminar. The survey was designed to collect the views of staff to feed into the Single Equality Scheme. The findings are presented below. Headline Messages The findings from the survey suggest three priority aspects for consideration in the Single Equality Scheme: • 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 a 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.

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 or Belief, Sexual Orientation. This is unsurprising given the three existing schemes and statutory duties. The challenge in the Single Equality Scheme 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 away from my role Not considered a priority Do not know how it 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 below). 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 Single Equality Scheme 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

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/stakeholders and 10% said lack of knowledge/ awareness. The detailed breakdown can be viewed in the graph below. What do you think are the main two challenges that the Agency faces in terms of progressing on equality issues?

Other

Lack of knowledge/awareness

Tackle disadvantage and social exclusion within the region

Equality Priority

Background to the Survey

Difficult with practical implementation of policy

Ensure that diversity is considered through procurement

Achieving diversity in recruitment

Improve the way that we consult with different groups in the Northwest

People just paying lip-service to the idea Increase staff awareness of the equality issues and how impacts on their job

Number of responses 0%

10%

20%

30%

40%

50%

Percentage of respondants

• 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.

• Of the 23% of respondents who selected 'other', their responses included;

• 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.

• "Complacency, thinking we have done it all and therefore not keeping up with developments"

• 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

• "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"

• "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".

Appendix Two: Glossary of terms

Appendix Three: Organisations consulted

BME: refers to Black Minority Ethnic groups and is the language often used within the equalities field. Other agencies use the acronym BAME, which refers to Black, Asian and Minority Ethnic groups.

The Single equality scheme was sent out electronically to 300 organisations who responded electronically. In addition the NWDA held a range of sub-regional and strand consultations as detailed below.

Community cohesion: Concern about community cohesion came out of the recent unrest in some of the Northern Cities such as Oldham. The aims of various community cohesion initiatives are to appreciate and celebrate diversity between people in local communities, promote understanding and reduce hostilities. Disabled: The Disability Discrimination Act defines a disability as a 'physical or mental impairment which has a long-term and substantial adverse effect on an individual's ability to carry out normal day to day activities' Diversity: The differences in values, attitudes, cultural perspectives, beliefs, ethnic background, sexuality, skills, knowledge and life experiences of each individual in any group. Economically active population: those who are in employment and those who are unemployed but actively looking for work. Employment rate: the number in employment expressed as a percentage of everyone in that age group (in this case, all those of working age). Engagement: Engagement can be defined as actions or processes undertaken to establish effective relationships with individuals or groups so that more specific interactions and understanding can take place. Equality: This is the vision or aim of creating a society free from discrimination, where equality of opportunity is available to individuals and groups, enabling them to live their lives free from discrimination and oppression. Equality groups: Where not explicitly stated, this includes black and minority ethnic groups, disabled people, women, those from faith communities, older people, those who are lesbian, gay, bisexual and transgender and other groups who may experience disparities in opportunity from realising their potential. EIA: Refers to an Equality Impact Assessment, which is the process for ensuring that all functions, policies, programmes and projects consider the needs of different groups/communities. Functions: The full range of activities carried out by a public authority to meet its duties. Gender Pay Gap: Refers to the difference in average hourly earnings between male and female employees.

GVA: Gross Value Added measures the contribution to the economy of each individual, product, industry or sector in the United Kingdom ICT: Information and Communication Technology. Inclusive design: designing an environment that can be used equally by everyone, regardless of disability, age, ethnicity or gender. LGBT: Lesbian, gay, bi-sexual and transgender. Mainstreaming: The integration of equalities into policy development, implementation, evaluation and review. Each part of the organisation accepts its own responsibility for promoting equality of opportunity and challenging discrimination. Procurement: The process by which public sector bodies purchase services from both private and voluntary sector organisations. Central Government is increasingly interested in local authorities and other agencies procuring services delivered by voluntary organisations instead of delivering those services directly. RDA: Regional Development Agency. Social exclusion: A term for what can happen when people or areas suffer from a combination of linked problems, such as unemployment, poor skills, low incomes, poor housing, high crime environments, bad health and family breakdown. Social inclusion: The position from where someone can access and benefit from the full range of opportunities available to members of society. It aims to remove barriers for people or for areas that experience a combination of linked problems such as unemployment, poor skills, low incomes, poor housing, high crime environments, bad health and family breakdown. Worklessness: Worklessness is defined as detachment from the formal labour market in particular areas, and among particular groups. Workless individuals include individuals who are unemployed and claiming unemployment benefits, individuals who are economically inactive and eligible for inactive benefits (who may or may not be claiming them), and individuals who are working exclusively in the informal economy (who may or may not be also claiming benefits). ECOTEC Rose Court, 2 Southwark Bridge, London. SE1 9HS T +44 (0)845 630 8633 F +44 (0)845 630 8711 www.ecotec.com

Area consultations

Strand consultations

1. Lancashire UCLAN Business Link NW Lancashire Economic Partnership

6. Disability Breakthrough UK Ltd

2. Merseyside Liverpool Community Network New Heartlands Halton Strategic Partnership LTP Support Unit Merseyside Policy UNit Liverpool Vision 3. Cheshire Visit Chester & Cheshire Warrington Borough Council Cheshire and Warrington Economic Alliance Cheshire County Council 4. Greater Manchester Manchester Enterprises Tameside MBC 5. Cumbria South Lakeland District Council University of Cumbria Learning & Skills Council

7. Age North West Forum on Age (5050 vision) Help the Aged Age Concern The Age and Employment Network Jobcentre Plus The Federation of Small Businesses 8. Religion and belief North West Forum of Faiths 9. Sexual orientation LGF Manchester Salford City Council BiPhoria The Village CAB 10. Gender Enabling choices 11. Race Help the Aged Cheshire Halton and Warrington Racial Equality Council Equality and Human Rights Commission One North West Remploy Lancashire BME Pact Hyndburn Cultural Association Barnardos Black Health Agency Oxfam 12. Cross-cutting North West Equality & Diversity Group

Appendix Four: References for the NWDA Single Equality Scheme

Statement

Page

Reference

Statement The gap between Northwest output and what it would be if the region were at the England average is £17.8bn. This GVA output gap is accounted for by, £3.5bn due to fewer people working than the England average and £14.3bn due to lower productivity of those people in work.

North West Regional Assembly – Revisions to regional GVA http://www.nwrpb.org.uk/downloads/documents/j ul_07/nwra_1185461472_Economic_Briefing_Not e-_060707.pdf

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.

http://www.nwua.ac.uk/publications/..%5Cdocs% 5Cpdf%5CFinal_NW_Statement_of_Skills_Prioriti es_2007-2010.pdf

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 – Bangladeshi and Pakistani people are 30% less likely to be in employment in the Northwest.

Office of National Statistics 2002/2003

Some faith communities experience barriers to their full economic participation: only 48% of Muslims in the region are economically active.

SQW 2004 from 2001 census

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.

http://www.nwriu.co.uk/informationresources/158 0.aspx

Just over one-fifth of the working age population are disabled and they are over twice as likely as nondisabled people to have no qualifications and to be economically inactive.

http://www.shaw-trust.org.uk/page/6/89/

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.

http://www.nwda.co.uk/who-we-are/aboutenglands-northwest.aspx

Northwest Regional Economic Strategy 2006

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.

North West Regional Intelligence Unit, Research Summary; Revised sub-national population projections 2004, published 2007.

By 2010 only one in five people of working age will be white, male non-disabled and under 45.

http://www.celebr8.org/our-aims.htm

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.

http://www.lda.gov.uk/server/show/ConWebDoc. 1484

Overall faith communities in the Northwest generate between £90.7 million and £94.9 million per annum to civil society in the region.

The black minority ethnic (BME) population generates £1.66bn for the region's economy, with 19,000 BME owned businesses and 104,000 people from BME communities in the region's labour market.

Faith in England's Northwest : Economic Impact Assessment, Report produced on behalf of the Northwest Regional Development Agency by DTZ Pieda Consulting. February 2005. SQW 2004

Celebr8 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.

http://www.disabilityequalsbusiness.org.uk/do/list. py/view?listid=23&listcatid=102& Family Resource Survey 2002/2003 SQW 2004

Page

Reference

Statement

Page

Reference

Statement Over 20% of the working age population of the Northwest is disabled. 42% of disabled people in the Northwest are in employment compared to 50% nationally. If the region were to get up to the national average that would mean an additional 69,000 people in employment.

DISABILITY RIGHTS COMMISSION DISABILITY BRIEFING May 2007 http://www.equalityhumanrights.com/Documents/ Disability/General_advice/Disability_Briefing_May 2007.pdf

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%

DWP benefits claimants November 2007 – NOMIS website

The spending power of disabled people in the UK is estimated to be around £80 million per annum.

http://www.disabilityequalsbusiness.org.uk/do/list. py/view?listid=23&listcatid=102&

Bringing more disabled people into employment and business, could have a net benefit of combined public expenditure savings and better productivity of over £339 million in the Northwest.

Wealth Bringers report 08 http://www.nwda.co.uk/news--events/pressreleases/200801/wealth-bringers.aspx

The male employment rate in the Northwest is 75.7% compared to 68.6% for females in the region

https://www.nomisweb.co.uk/output/dn67138/{8A FA142C-4422-4B1A-8FCB06776D48AB05}/nomis_2008_08_11_164551.xls Annual Population Survey: Jan 2007-Dec 2007

In 2005 Women's average hourly earnings in the Northwest were 12.7% less than men in the region.

Annual Survey of Hours and Earnings (ASHE) 2005

Despite significant social change over the last 75 years, there is still a significant gender gap in employment. There is a 19% pay gap between the hourly rate of pay of full-time working men and women, and a gap of 41% between part-time workers. 75% of women work in the five lowest paid sectors, and half of parents have no access to flexible working. Women generally retain the key responsibility for childcare, which is recognised to limit their opportunity to realise their potential at work.

'75 YEARS ON': Equality for women and men today?, 2003: http://www.equalityhumanrights.com/Documents/ EOC/PDF/Research/talking_equality.pdf

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 ageing population requires employers to value the contribution of older workers.

Office of National Statistics 2002/2003

13% of Britain's workforce have witnessed verbal anti-gay bullying at work.

Living Together 2007 http://www.stonewall.org.uk/documents/living_tog ether_final_web.pdf

The population of the Northwest is forecast to grow by 7.4% by 2020. The majority of this 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.

The proportion of people under the age of 40 without any formal educational qualifications is, at 8% smaller than the proportion of those in their 40’s (12%) which is, much smaller than the proportion for those in their 50’s (21%). There is hardly any difference for those in their 20’s and those in their 30’s.

2001 Census North West Regional Intelligence Unit, Research Summary; Revised sub-national population projections 2004, published 2007

European Social Fund: Equality and Diversity Good Practice Guide http://www.esf.gov.uk/_docs/502761_ESF_GP_Ag e_v4.pdf

http://www.poverty.org.uk/34a/index.shtml Older people already make a valuable contribution to GVA in the region; those between 50-69 contribute 23% of NW GVA.

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.

Action for Equality – celebrating diversity and creating opportunity for all in the Northwest http://www.nwda.co.uk/pdf/Action_for_EqualityNorthwest_Equality_and_Diversity_Strateg.pdf http://www.nwua.ac.uk/publications/..%5Cdocs% 5Cpdf%5CFinal_NW_Statement_of_Skills_Prioriti es_2007-2010.pdf

Page

Reference

Statement

Page

Reference

Statement

Page

Reference

Female managers are paid on average 12% less than men doing the same role.

National Management Salary Survey 2007 (CMI) as reported in the Times 5/9/07 http://women.timesonline.co.uk/tol/life_and_style/ women/article2388419.ece

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.

NWDA Migrant Workers Draft – Policy Group April 18th 2008

Pricewaterhouse Coopers LLP Monks pay survey – March 2007 http://www.ukmediacentre.pwc.com/Content/Det ail.asp?ReleaseID=2254&NewsAreaID=2

Office of National Statistics 2002/2003

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.

Opportunity Now : Women and work : the facts http://www.opportunitynow.org.uk/research/wome n_and_work_the_facts/index.html

http://www.berr.gov.uk/files/file38528.pdf

SQW 2004

Enterprising People Enterprising Places. National Employment Panel 2005

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.

In the decade between 1999 and 2009, 50 per cent of the growth in the UK workforce will come from ethnic minority communities. The Northwest has a BME population of 5.5%. After 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.

Office of National Statistics 2002/2003 19,000 businesses in the Northwest are BME owned.

Quoted by NWDA: http://www.nwda.co.uk/areas-ofwork/business/enterprise/bme-enterprise.aspx

Office of National Statistics 2002/2003

In 2004, nationally, Bangladeshis and Pakistanis were the most likely to be unqualified. Five in ten (49%) Bangladeshi women and four in ten (40%) Bangladeshi men had no qualifications. Among Pakistanis, 35% of women and 29% of men had no qualifications.

http://www.statistics.gov.uk/cci/nugget.asp?id=46 1 http://66.102.9.104/search?q=cache:eDngKiNeq QwJ:www.transversal.org.uk/core/core_picker/do wnload.asp%3Fid%3D109+Low+or+no+qualifica tion+32%25+of+the+white+population+LSC&hl =en&ct=clnk&cd=7&gl=uk

http://www.statistics.gov.uk/cci/nugget.asp?id=461

Statement

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Reference

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.

Faith in England's Northwest : Economic Impact Assessment, Report produced on behalf of the Northwest Regional Development Agency by DTZ Pieda Consulting. February 2005.

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.

Faith based regeneration network in the UK : http://www.fbrn.co.uk/Faiths4Change.htm

Lesbian, gay and bisexual people (LGB) make up 57% 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.

http://www.diversityworksforlondon.com./server/s how/nav.00600l006

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.

http://www.mangeogsoc.org.uk/pdfs/hindle.pdf

A survey of gay men and lesbians’ earnings suggests that they outstrip the straight salary by up to £10,000 a year.

http://www.guardian.co.uk/uk/2006/jan/23/ money.gayrights

There is now an estimated £70bn ‘Pink Pounds’ earned and spent in the UK every year.

http://www.guardian.co.uk/uk/2006/jan/23/ money.gayrights