Hampshire Fire and Rescue Authority Human Resources Committee Item 7 1 February 2005 Draft Revised Race Equality Scheme Report of the Chief Officer |
Contact: - Jennifer McNeill, Head of Human Resources Tel : 023 80 644 000 e-mail : jenny.mcneill@hantsfire.gov.uk |
1 |
Summary | ||
1.1 |
This report is submitted, together with a copy of the draft revised Race Equality Scheme and Action Plan Appendix A, as part of the consultation process regarding the actions and responsibilities of SMT members and employees as identified within this Scheme. | ||
1.2 |
The Legal Affairs Committee of the Commission for Racial Equality is currently reviewing our Race Equality Scheme and Action Plan to determine its compliance with our statutory duties. Failure to comply would ultimately incur a Compliance Notice to be served on the Service. In light of the urgent need to ensure we are able to evidence our commitment to the actions in our RES, a project board has been established headed by the Chief Officer and comprising the Chairman of the HR Committee I think we should say here the project is headed by the CO to impress on the corporate importance of the issue, the Service's Principal Officer team, Head of Human Resources, our Equality Adviser and our Divisional Officer responsible for Equality. The draft project brief, project approach and project organisation to support our Equality and Diversity Strategy and Implementation Plan are also submitted for consideration, Appendix B. | ||
1.3 |
The role of elected members is key to ensuring visible and proactive support for the initiatives outlined in the above. As such, the submission of these papers as Appendices to this report, forms part of the formal consultation process with our stakeholders. | ||
1.4 |
This report and associated papers will be submitted to the Hampshire Fire and Rescue Authority meeting on 9 February 2005. This seeks to ratify the newly created Equality and Diversity Project Board and to approve the delegated powers to the Chief Officer to give final approval to the proposed Project Plan, in consultation with the Project Board once the formal consultation process is complete. | ||
2 |
Recommendations | ||
2.1 |
HR Committee consider the content of the draft Service Order 1/6/4 Race Equality Scheme Revision II and in particular, the draft Action Plan (Appendix A) and raise any questions regarding the proposed action plan, or forward any comments to, Head of HR by 12 March 2005. | ||
2.2 |
HR Committee consider the draft project brief, project approach and project organisation papers relating to the Equality and Diversity Strategy and raise any questions with, or forward any comments to, Head of HR by 12 March 2005. | ||
2.3 |
To consider the request to increase the establishment by five posts, two permanent and three temporary contracts, as referred to in paragraph 5.1.2. | ||
3 |
Introduction | ||
3.1 |
Race Equalities Scheme | ||
3.1.1 |
Under the Race Relations (Amendment) Act 2000, we are required to review, amend and publish our updated Race Equality Scheme (RES) on a regular basis. We have recently been criticised by the Commission for Racial Equality for lack of progress and passivity as, despite the significant positive action initiatives we have carried out, and the increased number of applicants for positions with HFRS, we still only have two wholetime firefighters from minority ethnic groups. We want to respond positively and proactively to delete thisthis. We need to explain here that we have been criticized by the CRE for lack of progress and passivity. We want to respond to this positively etcOur current RES and action plan has been revised and the draft service order 1/6/4 is now being consulted on with the relevant stakeholders with a view to implementing this Scheme in March 2005. Members of the Service Management Team are significant stakeholders with a direct responsibility to ensure the on-going impact assessment of Service functions and activities as regards policy development and implementation, service delivery and employment practices. | ||
3.1.2 |
To support the RES, the Action Plan has been updated to ensure compliance with our duties under legislation and directives relating to discrimination and equality. Lead officers and internal committees or working groups are identified against each objective and underpinning task or performance indicator. Timescales for completion are also suggested. | ||
3.1.3 |
This draft revised RES and Action Plan were submitted to SMT for consultation and will be circulated to the Hampshire Fire and Rescue Authority for ratification in February 2005. In addition, the RES is currently going through a formal consultation process in line with our normal consultative procedures with other stakeholders. | ||
3.2 |
Equality and Diversity Strategy | ||
3.2.1 |
An Equality and Diversity Project Board has been established and had its first meeting on 17 December 2004. It was agreed that John Bonney is the Executive; Alan House, Dave Curry, David Howells and Cllr Keith Chapman (Chairman of the HR Committee) are the Senior Users; Jennifer McNeill is the Senior Supplier; Divisional Officer Andy Kettle is the Project Manager and The Service's Equality Adviser, Shanti Waas is the Project Adviser. The scope of the project was broadly agreed covering 3 main areas :- · To develop a corporate Equalities Policy framework · To ensure organisational compliance with equalities legislation · To oversee the process of Equality Impact Assessment through to the development and implementation of the Functional Equalities Action Plans | ||
3.2.2 |
The Board agreed in principle to the establishment of an Equalities Team made up of: Shanti Waas as advisor to the team; Andy Kettle as Team Leader with supervisory responsibility for the following new posts: Fairness and Dignity Trainer who will co-ordinate the development and activities of the current volunteer fairness and dignity trainers; 3 x outreach workers - likely to be based at Portsmouth, Southampton and Basingstoke; and a dedicated administrative assistant to support the team Need to say here specifically not a budget bid this year and will be funded by holding open of HR post. And from within HR underspend! Intention is to test the arrangements for effectiveness in 2005/6 but is likely to lead to a grow bid next year if remains in same structure in the region of 150-200k. | ||
4 |
Contribution to Corporate Aims, Objectives and Key Tasks | ||
4.1 |
The RES and Equality and Diversity Strategy critically underpins the sorry about the split infinitive but for emphasis "critically underpins"requirements identified in the Corporate Equality Policy and Plan. They also form part of the measures required for the Service to progress in the Levels identified in the Local Government Equality Standard and the Comprehensive Performance Assessment process. | ||
5 |
Resource Implications | ||
5.1 |
Human Resources | ||
5.1.1 |
Subject to approval, the objectives and tasks identified in the RES Action Plan and the work required to complete and carry out individual Functional Action Plans are highly likely to impact on the human resources within each function. This may necessitate a review of priorities within functions and across the service to ensure the timescales can be achieved within our current resource allocation. | ||
5.1.2 |
To achieve the Equality and Diversity Strategy, it is proposed that the establishment will increase by 5 posts. Three of these posts are likely to be temporary (Outreach Workers) as a measurement of performance will be a positive impact on successful employment applications to the service by minority groups. The Fairness and Dignity Trainer and Administrative support post will be permanent posts to ensure on-going delivery of support is sustained. The grades are to be determined through the normal process of job evaluation. | ||
5.1.3 |
Short term funding is being considered from within existing resources and under-spend. If approved, this is likely to result in a budget bid for additional resources on a permanent basis. The Human Resources department will action this see h3. | ||
5.2 |
Physical Resources | ||
It is envisaged that the 3 outreach worker posts will be based at various sites around Hampshire, with the likely venues to be at a station in the Southampton and Portsmouth areas and one at Basingstoke. The Fairness and Dignity Trainer and Administrative Assistant are likely to be based at HQ. There are implications for office space and associated IT equipment. A uniform would be required for 4 post holders (although non-operational posts, this would be in line with other volunteer community outreach team workers and volunteer fairness and dignity trainers). | |||
5.3 |
Financial Resources | ||
5.3.1 |
Outline details of the additional cost of these new posts are identified in the Equality and Diversity Strategy Project Brief. In addition, it is likely the Outreach Workers and Fairness and Dignity Trainer will require a casual user car allowance as, although they may be based at various points around the county, they will provide service-wide support and it is likely that they will be required to travel on a regular basis. | ||
5.3.2 |
These additional costs will not form part of a budget bid this year, but will be funded by holding open a vacant post within the Human Resources function and salaries underspend. The intention is to test the arrangements for effectiveness in 2005/06 and this is likely to lead to a growth bid for 2006/07. This is envisaged to be in the region of £200 k. | ||
6 |
Consultation | ||
6.1 |
The Revised Race Equality Scheme and Action Plan and the Project to implement the Equality and Diversity Strategy is subject to the normal consultation processes. This includes Equality Impact Assessment as a high priority, with on-going monitoring and review mechanisms to be put in place. | ||
7 |
Equality Impact Assessment | ||
An Equality Impact Assessment has been carried out on this HR Committee proposal. The contents of the proposal are relevant to the General Duty under the RR(A)A and initial screening has indicated a differential impact for racial groups. The differential impact is positive for minority racial groups and is therefore desirable. Consequently the assessment will not proceed onto partial or full assessment. | |||
8 |
Risk Analysis | ||
8.1 |
Failure to comply with the RR(A)A places the Service in a high risk category for potential litigation and the associated time and resource constraints of prosecuting such cases in court. | ||
8.2 |
Failure to implement these proposals may significantly affect the reputation of the Authority and lead to adverse publicity and comment, particularly in light of recent criticism from the Commission for Racial Equality and their increasing emphasis on public bodies adopting a more proactive approach. particularly in the light of recent CRE criticism and their increasing emphasis on public bodies adopting a more proactive approach.A rrisk assessment of the proposals has identified a very high exposure to negative risk marked at 20 and acknowledges that the controls in this area are weak, giving little assurance. | ||
8.3 |
Due to the high exposure, this has necessitated inclusion in the Strategic Risk Register, risk number 15, and it is considered that the Action Plans identified in this report will ensure adequate and proportionate controls are adopted to reduce the likelihood of non-compliance. | ||
9 |
Conclusion | ||
A preliminary risk assessment in carrying out the above has identified that whilst there will be an impact on our resources to achieve these objectives, financial, and other resource implications of not achieving will be far reaching, costly and damaging to our reputation. There is a risk that the potential for conflicting priorities between fulfilling our corporate aims and underpinning objectives of preventing, protecting and responding, may adversely impact on our ability to implement the above. SMT will need to be clear about how the priorities to be afforded to our Equality and Diversity Strategy are to be measured against the impact on our functional priorities. A joined up and proactive approach to equality and diversity by SMT members will enable all our managers to positively champion our Race Equality Scheme Action Plan and our Equality and Diversity Strategy. As such, this will better tailor our service to meet the needs of all sections of our community. | |||
10 |
European Convention on Human Rights and the Human Rights Act 1998 | ||
10.1 |
The proposals within this report are considered compatible with the provisions of the European Convention on Human Rights, the Human Rights Act 1998, and the Race Relations (Amendment) Act 2000. | ||
Section 100D - Local Government Act 1972 - Background Papers The following documents disclose the facts or matters on which this report, or an important part of it, is based and has been relied upon to a material extent in the preparation of the report. None Note: The list excludes: (1) Published works (2) Documents that disclose exempt or confidential information as defined in the Act |
lajC/H/Draft Revised Race Equality Scheme
21January 2005
Target Audience:
Draft SO/1/6/4
Page 1
(AK 12/04)
RACE EQUALITY SCHEME
REVISION II
NOTE: IMPLEMENTATION SCHEDULED FOR MARCH 2005
1 INTRODUCTION
1.1 The Race Relations (Amendment) Act 2000 has placed a legal duty on Hampshire Fire and Rescue Service to promote race equality and meet both general and specific duties as stated in the Act.
1.2 Under the general duty HFRS is required to be committed to:
- Eliminating unlawful discrimination
- Promoting equality of opportunity
- Promoting good race relations between persons of different ethnic groups
1.3 Hampshire Fire and Rescue Service sees this duty as a further opportunity to review the effectiveness of its policies and actions so far and bring together the work already completed, those in progress and planned future action into a strategic mainstream framework which will be central to our performance in the delivery of services to the diverse community of Hampshire.
1.4 In order to assist in meeting this general duty, the Act sets out specific duties in the areas of policy development and implementation, service delivery and employment practice. HFRS believes that the most effective way of placing race equality at the heart of our work is by developing partnerships with all our functions, namely Operational Delivery, Operational Support, Safety and Risk Management, Human Resources Training, Corporate Services and other stakeholders ( internal and external). This process will not only enable a sense of corporate identity but also shared ownership in implementation and monitoring.
2 SPECIFIC DUTIES
2.1 Under specific duties HFRS is required to prepare a Race Equality Scheme which identifies all the functions, policies and practices considered as being relevant to meeting the general duty to promote racial equality.
2.2 HFRS Race Equality Scheme consists of the following elements:
- Our equality values, principles and standards
- Our strategic goals
- Details of how we intend to meet the general duty
- Details of how we will meet the specific duties
- Details of equality targeting and monitoring of recruitment and areas of service delivery
- An action plan
- How we will assess and consult on policies and procedures
- How we will report on progress on actions and monitoring
- How we will consult with staff and members of minority communities
- Details of how we intend to measure performance
- Details of our complaints procedures
3 THE RACE EQUALITY SCHEME (RES)
Hampshire Fire and Rescue Service's equality values (our values are currently under consultation and this document will be updated following this period) are set out in the Service's Comprehensive Equality Policy. These values are also reflected in our Corporate Plan under the values of:
3.1 Openness, Honesty and Integrity
With and amongst our staff and other stakeholders, we will commit and act professionally with all, especially when what we are saying might be perceived as bad news.
3.2 Diversity
We will continue to strive for a workforce that reflects the communities we serve because we appreciate the richness diversity can bring to the quality of our service and decision making.
3.3 Challenge and Innovation
We will continually challenge all that we do and encourage new ideas and methods of working that help us to make Hampshire safer.
3.4 Service
We will focus on service to the public and because our people make the difference to that, we are committed to investing in them so that they can best serve our communities.
3.5 The objectives and the planned actions within our RES are consistent with the requirements of the Equality Standard for Local Government and is linked to our Comprehensive Equality Policy(CEP) and the Corporate Equality Action Plan ( CEAP). The CEAP will operate in tandem with our CEP and will form the basis of our (race) equalities implementation strategy. The operational aspects of the CEAP will be translated into prioritized actions for all our functions following equality impact assessments. The identified actions will be written into the individual function equality action plans. The action plans will be programmed over three years.
3.6 The key objectives of our RES are:
- To ensure that Hampshire Fire and Rescue Service has an effective Equality Policy properly administered, monitored and endorsed by Stakeholders
- To carry out training for staff to deliver services inclusively without unlawful or unfair discrimination
- To enable service users and excluded groups to participate in planning, making decisions and monitoring of service provision through appropriate and relevant consulting mediums
- To ensure that our commitment to equality and diversity is reflected in all communications and publicity
- To work towards a diverse workforce representative of the community we serve
- To set up systems to gauge satisfaction levels of service users and help identify barriers to using services
- To put into place procedures for enabling a fair, diverse and non- discriminatory work environment
- To ensure that clear published procedures are in place for complaints including discrimination and harassment for employees and members of the public
- To ensure that public events reflect and reinforce our commitment to equality and diversity
- To deliver training to employees about the Service's obligations under the RES
- To ensure that contractors who deliver services on our behalf are made aware of their equality obligations and monitored
- To support the development of strong, self-reliant and confident communities free from discrimination and harassment
3.7 Hampshire Fire and Rescue Service will meet the general duty through:
- Assessing each function for its relevance to the general duty.
- Implementing the action plans - Service Equality Plan and Function Action Plans.
- Complying with the specific duties.
4 IDENTIFYING FUNCTIONS AND POLICIES RELEVANT TO THE GENERAL DUTY
4.1 HFRS, in addition to responding to emergencies, also enforces fire safety legislation, offers advice on home fire safety and carries out a range of emergency planning activities. We consider that the following functions are relevant to meeting the general duty under Sec 71(1) of the Act:
- Fire and Rescue
- Community Fire Safety
- Technical Fire Safety
- Employment of Staff
- Procurement
4.2 The policies in respect of the above functions have been identified in our action plan which is attached as Appendix A.
4.3 In complying with the specific duties Hampshire Fire and Rescue Service will carry out the following:
- Assess its functions ( Operations delivery, Operations Support, Safety and Risk Management, Human Resources, Corporate Services and Training) for their impact on race equality. A named senior employee from each of the functions will be identified to carry out the assessments and will be linked to the on-going work in respect of the equality standards.
- The impact assessments above, and the actions that follow, will be carried out in accordance with the details set out in our Comprehensive Equality Policy.
- Ensure that the (RES) plans are reviewed in full on a three year cycle.
- The Commission for Racial Equality Code of Practice states that:
(a) High priority functions should be assessed in the first year. These are "those functions that are relevant to all or part of the general duty and for which there is some substantial evidence that different racial groups are or could be affected or about which there is public concern, should have the highest priority for mainstreaming race equality and be addressed in the first year".
(b) Medium term priority functions should be fully assessed in the second year. These are the functions that are relevant to part of the general duty and for which there is a little or some evidence that some racial groups are or could be differently affected or there is some public concern.
(c) Low priority functions should be programmed for action in the third year
(The conduct of these relevance reviews are set out in the Comprehensive Equality Policy).
- Ongoing monitoring on the impact of functions on different groups. A number of methods will be used to assess impact, including consultation with users and non-users of our services, focus groups, seminars, conferences, internal consultation with employees, citizens panels and surveys.( full details on consultation are set out in the comprehensive equality policy)
- Each function will maintain records of the monitoring carried out including results.
- Consult on proposed policies, or changes to existing procedures or policies. Consultation exercises will meet the criteria set out in the comprehensive equality policy.
- Fulfill our obligations in respect of publishing the results of assessments, consultation and monitoring of all areas relevant to the general duty. Results will be linked to best value performance plan. Details will also be published in an annual report and on our website. Additionally where we are seeking to introduce new policies, assessments and consultation reports will be written and made available on request by function responsible for that particular policy development.
- Take all reasonable steps to ensure that all our communities have access to information and services. (Details in the Comprehensive Equality Policy).
- New employees will be required to attend a training session on race and cultural awareness as part of their induction. This training will be extended to existing staff. We recognize that some staff, especially those responsible for the management of equality issues within the functions will require additional training in specific equality areas.
- To meet the specific duties in respect of employment and race, we will monitor our workforce in accordance with the current ethnic classifications used by us (2001 census
categories) - the numbers of employees in post, applicants for employment, training, promotion and exit for each category. We will also monitor our grievance and disciplinary procedures and our performance assessment mechanisms. Our commitments in this regard are set out in our comprehensive equality policy.
- Qualitative data collected from exit interviews will be examined and used to inform future action plans.
5 TIMETABLE AND ACTION PLAN
The revised RES timetable is outlined below. The implementation of the Scheme will be transferred to the CEAP. The operational aspects of the CEP will be reflected in the individual function equality action plans covering a period of three years.
The CEP and the associated function action plans will be reviewed annually, through the Local Diversity Group, which is the service's corporate equality scrutiny body.
Schedule for Implementation
Completed draft Race Equality Scheme (Rev II) 30 11 04
SMT Consultation on Race Equality Scheme (Rev II) 4 1 05
HFRA ratification of Race Equality Scheme (Rev II) 16 2 05
Publication of Race Equality Scheme (Rev II) 1 3 05
6 ACTION PLAN
Please refer to Appendix A for detailed action plan.
7 PERFORMANCE INDICATORS
We have set a number of equality performance indicators for measuring our progress in equalities. These include measuring the proportion of employees against targets, recruitment and retention, training and development, measuring the number of cases under harassment, bullying, victimization and grievance and disciplinary proceedings against the categories of race, gender and disability. Collection of this data will also assist us in responding to the best value performance indicators in respect of equalities.
8 COMPLAINTS
Hampshire Fire and Rescue Service has a formal complaints procedure for dealing with complaints from members of the public. The procedure includes recording of the complaints under ethnic origin, gender and disability.
Complaints or issues raised by employees under race will be dealt through our grievance and disciplinary procedures or bullying and harassment procedure which is set within our Fairness and Dignity Service Order.
9 PUBLIC CONSULTATION
Consultation with members of the public will be conducted using one or more of the avenues identified in our comprehensive equality policy.
10 INFORMING EMPLOYEES
Employees will be kept informed about Hampshire Fire and Rescue Service plans that affect them or of interest to them through a number of means depending on the nature and urgency of the issues involved. These include consulting the representative bodies and raising awareness via staff meetings, managers seminars, elected Fire Authority members, intranet/routine notice and newsletters.
11 KEEPING THE PUBLIC INFORMED
Details of our progress in regard to equalities will be published in the form of an annual report to the Fire Authority and will also be placed on our website. We will also make available upon request any of our documents/plans in other formats to meet the diverse needs of our communities.
12 CONTACTS
If you like to comment on the Race Equality Scheme please contact:
The Equal Opportunities Adviser
HFRS HQ
Leigh Road
Eastleigh
SO50 9SJ
Tel: 02380 644000; Fax: 02380 643178;
Email: shanti.waas@hantsfire.gov.uk
- End -
SO/1/6/4
Appx A
Page 1
(AK 12/04)
RACE EQUALITY SCHEME - ACTION PLAN - AMENDED AS AT NOVEMBER 2004
All objectives are with Tasks/Outputs identified by letters, Reference Key: RR(A) A-Race Relations (Amendment) Act, SDA- Sex Discrimination Act, DDA Disability Discrimination Act, ERD-European Equality Directives, HRA- Human Rights Act, ESLG- Equality Standard for Local Government, TDAP-1&2- Towards Diversity Action Plans, PI - Performance Indicators, CEP-Comprehensive Equality Policy, RES-Race Equality Scheme, CEAP-Corporate Equality Action Plan, CFO - Chief Officer, DCO - Deputy Chief Officer, SDO Senior Divisional Officer. DO - Divisional Officer LDG - Local Diversity Group.
Leadership and organizational cultural change - to create a performance focused workforce environment which continuously seeks to improve service delivery, where managers and team leaders lead by example - embracing and acting out the values of the organization - showing respect for each other and realizing their full potential. |
OBJECTIVE |
TASKS/PERFORMANCE INDICATOR |
LEAD OFFICER AND RESOURCES |
TIMELINE |
REFERENCE | |
Review and update the existing Fairness & Dignity & Diversity Service Order to reflect changes in legislation and good practice guidelines and arrangements in respect of race, sexuality, gender disability, religion and age and communicate to all employees. |
A Review and implement the revised Fairness & Dignity Service Policy (SO1/6/2) |
Equality Adviser |
Feb-2002 |
RR(A)A,ESLG, DDA, HRA ERD TDAP 2 | |
B Develop and implement Comprehensive Equality Policy |
Equality Adviser DO - HR |
February-2005 |
|||
C Review all activities relevant to meeting the general duty under Section 7(I) of the RR(A)A and applying the criteria of relevance and impact on different racial and other excluded groups through the EIA process |
DCO (TFSHR) Equality Adviser LDG Function Heads |
October 2004 Ongoing |
|||
D Develop and implement Corporate Equality Action Plan to move HFRS to reach, Level 1, Level 2 & Level; 3 of the ESLG |
DCO, Head of Human Resources, Equality Adviser, LGD |
Level 1 January 2005 Level 2 July 2005 Level 3 December 2006 |
|||
E Program a series of seminars for senior and middle managers on the CEP, RES and CEAP, placing the embedding of equalities as integral to the Service's planning process. |
DCO(TFSHR), SDO - Training, Equality Adviser, LDG |
Place in Training cycle 2005/2007 - April 2005 On-going |
|||
OBJECTIVE |
TASKS/PERFORMANCE INDICATOR |
LEAD OFFICER AND RESOURCES |
TIMELINE |
REFERENCE | |
F Marketing and Communications Department to revise communication channels for providing managers and employees with updates on achievements in equalities |
Marketing and Communications Manager |
Jan 2005, Ongoing |
|||
G Senior and Middle managers to communicate the CEP to their teams H Publish guidance produced by the equalities section on minority issues and languages, faiths and beliefs, sexuality, disability and age I 1/4ly reports submitted to SMT detailing progress against equality action plans J Develop an Equality Impact Assessment training program K Arrange program of EIA training for senior and middle managers |
DCO (Ops/CFS), Marketing and Communications Manager Marketing and Communications Manager DCO (TFSHR) DO-HR, Equality Adviser, SDO (T) Equality Adviser, LDG, SDO (T) DCO (TFSHR), Function Heads, DO (HR), Equality Adviser BAEMM representative |
March 2005, On-going On-going Ongoing June 2004 Commence in November 2004 and complete by March 2005 December 2004 |
|||
OBJECTIVE |
TASKS/PERFORMANCE INDICATOR |
LEAD OFFICER AND RESOURCES |
TIMELINE |
REFERENCE | |
To establish a process for cultural change - to enable embracing of and sharing of the values/mission of our organisation To create an organisation that leads by example in meeting the needs and aspirations of all our diverse communities through the provision of relevant and accessible services by: establishing a workforce that is truly representative using positive action measure to redress past and present discrimination and genuine engagement with these communities by building bridges through sharing our expertise and facilities and developing and maintaining sustainable partnerships with them. |
A Agree new core values with Fire Authority B Develop An equalities vision and mission statement C Agree to include section on core values/ vision in the development program for our managers D Mangers to include core values/vision as a regular agenda item at meetings with their teams and feedback information into the planning process E Raising awareness of the Fire Authority and members of the Service Management Team on the RR(A)A F Develop Training module on RR(A) and CEP for managers and employees G Ensure that our actions/proposals are available to our diverse communities, using a variety of channels, as identified in the CEP |
CO LDG, DCO (TFSHR), Marketing Manager DCO(TFSHR), SDO - Training Function Heads LDG, DCO (TFSHR), Equality Adviser SDO - Training DO-HR Equality Adviser SDO - Training, DO - HR, Diversity Trainers Equality Adviser CO, DCO (TFSHR) SMT |
March 2005 March 2005 April 2005 April 2005 June 2002 January 2005 |
RR(A)A, ESLG TDAP 2, EED | |
To develop an equalities competency training module for mangers |
Set up a working group to consider content and external accreditation for the module |
SDO - Training, DO-HR, Equality Adviser, Training Manager, Representatives from BAEMM, FBU, GMB, RFU LD Sub Group FOA UNISON |
February 2006 |
||
Embed equalities into performance management culture. |
A Develop a performance Management framework which equalities performance reports to SMT B Set up a working group to look at embedding equalities into Performance Management Framework |
DCO, LDG, Performance Review Team LDG DCO (TFSHR) |
September 2005 December 2005 |
ESLG,RR(A)A | |
OBJECTIVE |
TASKS/PERFORMANCE INDICATOR |
LEAD OFFICER AND RESOURCES |
TIMELINE |
REFERENCE |
To create a work environment which is free from bullying and harassment - where every employee is treated with respect and dignity. Taking a victim centered approach where the incidence of harassment or bullying is identified |
A Review the harassment and bullying procedure B Establish a team of in-house diversity trainers C Develop bullying and harassment training program D Deliver training E Review current training program and consider next round of equality training |
Head of Human Resources Equality Adviser Employee Relations Team SDO - Training Equality Adviser FBU UNISON GMB Fairness F&D Committee Equality Adviser FBU UNISON GMB Diversity Trainers Training Department DO-HR Equality Adviser Diversity Trainers |
Revised and updated February 2002 September 2002 December 2002 December 2002 Ongoing September 2004 |
RR(A)A, SDA EED, TDAP 2 |
Provide adequate resources to deliver on our equality policies and proposed actions |
Carry out a review of the dedicated resources required to deliver on our equality policies and proposed actions |
CO/DCO Marketing and Communications Manager |
December 2004 |
ESLG, RR(A)A |
OBJECTIVE |
TASKS/PERFORMANCE INDICATOR |
LEAD OFFICER AND RESOURCES |
TIMELINE |
REFERENCE |
Improving Service Delivery, Community Safety and Access - To provide services that are relevant, appropriate and accessible to the needs of our diverse communities | ||||
To develop and use appropriate community consultation methods, to ascertain the needs, satisfaction levels and expectations of users and non-users from all our target groups To ensure active participation and involvement of groups acting locally, regionally or nationally and to be mindful if any actual or potential barriers to attendance, including information and services Get clear statements as to: - Whether anything about facilities or service makes it difficult or impossible to use, access. - Are there any groups who are less likely to call the fire brigade in an emergency? - Are there any barriers religious, cultural disability, age? How might these be resolved? |
A Develop corporate consultation process to ensure that target groups are fully involved. |
Director Corporate Services DCO's Function Heads |
April 2005 |
ESLG3 DDA RR(A)A TDAP 2 |
Carry out service delivery monitoring using the relevant category for each of our target groups |
A Develop and agree a format (flexible) for service delivery monitoring appropriate to each individual service B Implement C Review D Set up a work group and develop and agree Service Delivery monitoring for each service |
LDG DCO SD Function Heads |
February 2005 July 2005 Ongoing Ongoing |
10 ESLG2 RR(A)A TDAP 2 |
OBJECTIVE |
TASKS/PERFORMANCE INDICATOR |
LEAD OFFICER AND RESOURCES |
TIMELINE |
REFERENCE |
Make progress in respect of making our buildings accessible to all our communities |
A Conduct audit of all our premises to identify features that make it difficult or impossible for disabled people to access facilities and services. Involve target groups in the audit B Develop standards for guidelines dealing with the public in the reception areas and guidelines. Serving visitors and dealing with personals, written and telephone enquiries. |
Director Corporate Services Property Services Manager Director of Corporate Services Property Services Manager |
Complete by February 2006 July 2005 |
DDA RR(A) |
EMPLOYMENT - TO CREATE A WORKFORCE AT ALL LEVELS THAT REFLECTS THE DIVERSE COMMUNITIES OF HAMPSHIRE |
||||
Continue to monitor according to the agreed ethnic categories (census categories) and report on the workforce based on these details. Add sexual orientation when known, but subject to consent and disability, religion and age where appropriate. |
A Monitoring system set up the following review in 2002 B Review monitoring system to ensure that we meet the RRA 1976 (Statutory Duties) · Employees in post · Applicants for employment, training and promotion · Those whop receive training · Those who benefit or suffer detriment as a result of it's performance assessment procedures (including workplace competence assessments) |
DO - HR Equality Adviser Head of HR |
June 2002 April 2005 |
RR(A) ESLG3 TDAP 2 DDA |
OBJECTIVE |
TASKS/PERFORMANCE INDICATOR |
LEAD OFFICER AND RESOURCES |
TIMELINE |
REFERENCE |
· Those involved in grievance procedures · Those involved in disciplinary procedures · Those who leave HFRS's employment · Publishing this information as soon as practicable C Also monitor: · Job application rates · Sources of application · Effectiveness of positive action measures · Success rates at different stages of selection · Job acceptance rates Working for HFRS · Details of employees according to ESLG · Report the workforce targets on a departmental basis · Selection for career development schemes · Applications and success rates · Representation of applicants and recipients for all training · Formal harassment and discrimination complaints · Disciplinary proceedings and directions made |
||||
Leaving HFRS · Dismissals, Resignations, Redundancies, Ill health, retirement, Other Deal with the issues identified from the above and feed into planning and improvement targets |
OBJECTIVE |
TASKS/PERFORMANCE INDICATOR |
LEAD OFFICER AND RESOURCES |
TIMELINE |
REFERENCE |
EMPLOYMENT - TO CREATE A WORKFORCE AT ALL LEVELS THAT REFLECTS THE DIVERSE COMMUNITIES OF HAMPSHIRE |
||||
To implement a robust minority ethnic attraction strategy to achieve the targets for a representative workforce by 2009 |
A. All Firefighter advertising, outreach and recruitment campaigns to be aimed at our target groups, including areas outside of Hampshire B Establish a recruitment outreach team C Consider interim measures to improve Firefighter selection process pending details of national point of entry selection tests from the ODPM D. Review measures E Set target 20% annual BME Firefighter intake F 20% target for annual women Firefighter intake G Take advantage of equality legislation. To support positive action initiatives · Sections 35 and 38 of RRA 1976, Section 47 and 48 of SDA 1975 for training purposes · Sections 5(2) d and 7(2)e of the RRA and SDA Respectively - Genuine Occupational Qualification (when appropriate) |
Head of Human Resources DO HR Equality Adviser Equality Adviser DO - HR Head of Human Resources DO(HR) Head of Human Resources |
Ongoing July 2004 January 2005 February 2005 Ongoing Ongoing Ongoing |
TDAP 2 |
OBJECTIVE |
TASKS/PERFORMANCE INDICATOR |
LEAD OFFICER AND RESOURCES |
TIMELINE |
REFERENCE |
H Ensure that the person specifications for appropriate jobs contain: · Experience and knowledge of working with diverse community groups and the issues affecting them · Where relevant community language skills · Ensure that the physical requirements of the Firefighters job role are directly job related and that there is no unfair discrimination in test for people's ability to met those requirements and conform to national standards · Ensure that all; those involved in the recruitment, selection and training of Firefighters and main grade selection are competent on and have undergone relevant training in anti-discrimination and positive action training |
Head of Human Resources |
Ongoing |
||
Review, develop and implement retention, succession and promotion strategies that: Increases the percentage of under represented groups in management positions |
Consider the development of accelerated management promotion programmes targeted at under-represented groups including: · Mentoring, coaching and buddying schemes in place |
Head of Human Resources Head of Human Resources |
Develop by May 2008 Develop by March 2004 |
TDAP 2 |
To have appropriate arrangements in place for employees religious/faith and cultural needs |
A Agree policy B Review current policy in light of religion or belief Regulation (2002) and issue guidelines C Make appropriate accommodation arrangements |
Head of Human Resources Head of Human Resources Equality Adviser |
February 2002 December 2003 December 2003 |
TDAP 2 |
OBJECTIVE |
TASKS/PERFORMANCE INDICATOR |
LEAD OFFICER AND RESOURCES |
TIMELINE |
REFERENCE |
Recruitment and promotion targets for non-uniformed employees Establish targets for BME and disabled employees and women at senior management levels |
A Agree % targets for all grades within Service |
Head of Human Resources |
January 2005 |
16 RR(A)A TDAP 2 DDA |
- End -
APPENDIX B
PROJECT APPROACH
EQUALITY & DIVERSITY STRATEGY
IMPLEMENTATION PLAN
PRINCE2 Method
PROJECT APPROACH (Use to identify how the proposed project will be approached; the information will be used in creating the Project Plan and may be included in the Project Initiation Document (PID) if appropriate) |
Document Ref: DE / SU / PA / 001 | |
Programme: Mainstreaming Diversity & Equality |
Project: Diversity & Equality Implementation Plan | |
Author: DO Andy Kettle |
Date: 13/12/04 | |
Purpose:
Before any planning of the project can be started, decisions must be made regarding how the provision of a solution is going to be approached. This document has been prepared to reflect the proposed approach for the project and to confirm that the way the project will be conducted does not conflict with any existing arrangements or strategies already in existence.
Approach to the Work - The Range of Options:
· The project will implement the component parts of the Equality Standard for Local Government (ESLG) framework
· We will adopt best practice from other Fire Services / Local Authorities where appropriate.
· We will work in partnership with our National and Regional CFOA Equality and HR network partners
· We will incorporate Performance Management aspects of the project, where possible, into existing systems within HFRS
· Some initial training aspects will be delivered by externally contracted training providers
· The project will build on existing achievements on equality and diversity within the Service
· The HR Function will support other functions to prepare and deliver their plans which will support the corporate plans
Constraints:
· HFRS will incorporate any timescales set by the Commission for Racial Equality (CRE) into the project plans.
· Successful implementation of the project will require additional human and physical resources during a period of zero budget growth
· Some of our employees could experience difficulty in identifying additional capacity due to existing high workloads
· The ability of our employees in adapting to change
Corporate and/or Industry Standards/Best Practices:
HFRS has a statutory duty to comply with a number of pieces of primary legislation including:
· The Race Relations (Amendment) Act 2000
· The Human Rights Act 1998
· The Disability Discrimination Act 1995
· The Employment Act 2002
· The Equal Pay Act 1984
In addition to several European Directives on age, religion and sexual orientation.
The Equality Standard for Local Government (ESLG) provides a framework of best practice that Local Authorities are required to implement.
Performance against the ESLG is measured using a Best Value Performance Indicator. Additionally the Audit Commission measure performance against the ESLG for CPA.
We have articulated our statutory and moral responsibilities under the above legislation in our Race Equality Scheme, it's Comprehensive Equality Policy and it's Service Action Plan.
Maintenance & Operational Implications
Once the project is completed and the equality and diversity agenda has been embedded into the organisation, resource requirements identified at the project initiation stage for performance management and equalities support for managers will need to remain.
Ongoing training in order to maintain employee competence will be required.
There should be negligible workload implications for managers in the longer term as they become familiar with their role and responsibilities relating to equality and diversity.
Corporate Strategy Statements:
Successful implementation of this project will enable HFRS to deliver on its corporate aim `to make Hampshire Safer' and it's key objectives through service delivery improvement.
Business Impact:
The strategies, policies and plans delivered by the project will need to be incorporated into the strategic planning process for the Service. This will need to be followed through in function action plans in order to deliver the outcomes contained in the Race Equality Scheme (RES), the Comprehensive Equality Policy, and the Service Equality Plan (SEP). Senior Management Team (SMT) will need to be involved in all aspects of the project deliverables to ensure that the Service meets it's statutory obligations under the RR(A)A and demonstrate progress in the ESLG framework.
Training Requirements:
Awareness training for SMT members has already been scheduled in January 05 and Equality Impact Assessment (EIA) training for managers who are responsible for developing and reviewing policy started in November 04. Further EIA training for managers has been scheduled during March 05. The Training Function will need to incorporate EIA training into the training programme for all managers commencing in April 05. Additionally Equality and Diversity training for all managers will need to be scheduled into the training programme in addition to the previously planned awareness training for all employees.
Implementation, Handover & Commissioning:
Following the development of Strategies, Policies and plans by the HR function, the project deliverables will be the responsibility of all functions.
In addition to the Project Board, monitoring and reviewing progress will become the responsibility of the Local Diversity Group who will report routinely to SMT.
Recommended Approach:
The approach set out above follows the best practice issued by the Employers Organisation, approved by the Commission for Racial Equality (CRE) and set out in the ESLG framework.
Reasons for the Recommended Approach:
This approach will ensure that HFRS complies as a minimum with its legal obligations relating to equality and diversity. Additionally, there is considerable evidence of effective equality and diversity strategies improving organisational effectiveness in terms of profitability or service delivery. If we want to become a top performing authority then we must move forward the equality and diversity agenda.
Project Manager's Signature:
Users Signature:
Project Board Executive Approval
Date:
Sec_to_CFO/Word/CFO/Equality and Diversity Project Approach Implementation Plan Appx 1
17/12/2004
ORGANISATION
THE PROJECT MANAGEMENT TEAM
EQUALITY AND DIVERSITY
STRATEGY
IMPLEMENTATION PLAN
PRINCE2 Method
PROJECT ORGANISATION |
Document Ref & Version No: ED / SU / PRO / 001 | |
Programme: Equality And Diversity Strategy |
Project: Equality And Diversity Implementation Plan | |
Author: DO Andy Kettle |
Date: 13/12/04 | |
Purpose:
The project needs the right people in place with the authority, responsibility and knowledge to make decisions in a timely manner. The Project Management Team needs to reflect the interests of all parties who will be involved, including representation from the Business, User and Specialist interests. The Organisation Structure for each Management Stage will be reviewed in the "Managing Stage Boundaries (SB)" Process prior to the approval of each successive Stage.
Organisation Structure:
Project Board:
Overall Responsibility:
The Project Board is the project's voice to the Service and is responsible for any publicity or other dissemination of information about the project
Specific Responsibilities:
· Approve the start of the project via acceptance of the Project Brief
· Agree with the Project Manager on his/her responsibilities / objectives
· Confirmation with corporate management of project tolerances
· Specification of external constraints on the project
· Approval of an accurate PID, including it's compliance with project board expectations
· Commitment of any resources required by the next stage plan
· Provision of overall guidance and direction to the project, ensuring it remains within any tolerances
· Review of each completed stage and approval to progress to the next
· Review of stage and any exception plans
· Ownership of any identified risks
· Approval of any changes
· Assurance that the project product has been delivered satisfactorily
· Approval of end of project reports
· Project closure
Project Board - Executive Member:
Overall Responsibility:
The Executive is responsible for the project, supported by the Senior Users and the Senior Supplier
Specific Responsibilities:
· To oversee the development of the project brief and business case
· To ensure there is a coherent project organisation structure and a logical set of plans
· Authorise expenditure and set tolerances
· Ensure that risks are being tracked and mitigated as effectively as possible
· Ensure any proposed changes of scope are checked against the possible effects on the business plan
· Chair Project board meetings
· Approve the end of project reports
* The project board is not a democracy controlled by voters. The Executive is the key decision maker with advice and commitments from others
Project Board - Senior Users:
Overall Responsibility:
The Senior user are responsible for the specification of the needs of all those who will use the final product, for user liaison with the project team and for monitoring that the solution will meet the needs within the constraints of the business case.
Specific Responsibilities:
· To ensure the desired outcome of the project is specified
· To promote and maintain focus on the desired project outcome
· To ensure that any resources required for the project are made available.
· To specify the users needs
· Impact of potential changes are evaluated from the user point of view
· Risks to users are constantly monitored
· User liaison is functioning effectively
Project Board - Senior Supplier:
Overall Responsibility:
The Senior Supplier represents the interests of those delivering the project products. The Senior Supplier is responsible for the quality of the products delivered and must have the authority to acquire or commit supplier resources required
Specific Responsibilities:
· Promote and maintain focus on the desired project outcome from the point of view of supplier management
· Ensure that resources required for the project are made available
· Approve product descriptions for supplier products
· Contribute supplier opinions on project board decisions
· Resolve supplier requirements and priority conflicts
· Brief non technical management on supplier aspects of the project
· Monitor any risks in the production aspects of the project
· Ensure quality control procedures are used correctly, so that products adhere to requirements
Project Assurance:
Business Assurance:
This is the overall responsibility of the project board. Project assurance issues can be delegated as long as the recipients are independent of the project manager.
Specific Responsibilities:
· Maintain liaison throughout the project between the supplier and the user
· Ensure user needs are being met or managed
· Ensure risks are being controlled
· Ensure adherence to the business case
· Constant re-assessment of the value for money solution
· Fit with the overall organisational strategy
· The right people are being involved
· An acceptable solution is being developed
· The project remains viable
· Internal and external communications are working
· Applicable standards are being used
· Legislative constraints are being observed
· Needs of specialist interests are being observed
· Adherence to quality assurance standards
Project Manager:
Overall Responsibility:
The Project Manager has the authority to run the project on a day to day basis on behalf of the Project Board and within the constraints laid down by the board. The Project Manager's prime responsibility is to ensure that the project produces the required products to the required standard of quality within the specified constraints of time and cost.
Specific Responsibilities:
· Manage the production of the required products
· Direct and motivate the production team
· Plan and monitor the project
· Produce the PID
· Prepare project, stage and if necessary exception plans and agree them with the project board
· Manage the risk, including development of contingency plans if necessary
· Take responsibility for overall progress, use of resources, and initiate corrective action where necessary
· Prepare and report to the project board through Highlight reports and End Stage reports
· Agree technical and quality strategy with appropriate members of the board
· Prepare the end project report
· Be responsible for project administration
Team Manager(s):
Overall Responsibility:
The team managers prime responsibility is to ensure production of those products defined by the project manager to an appropriate quality, in a timescale and at a cost acceptable to the project board. The team managers report to and take direction from the project manager
Specific Responsibilities:
· Prepare plans for the teams work and agree these with the project manager
· Receive authorisation from the project manager to create products (via a work package)
· Manage the team
· Take responsibility for progress of the teams work
· Advise the project manager of any deviations from the plan
· Pass back to the project manager work that has been completed in line with the agreed work package
· Ensure all project issues are reported back to the person maintaining the issue log
· Liaise with project assurance
· Attend any stage assessments as requested by the project manager
· Ensure entries are made in the quality log
· Maintain team files
· Identify and advise the project manager of any risks associated with a work package
· Ensure all risks are entered into the risk log
· Manage specific risks as identified by the project manager
Project Support (including Configuration Librarian):
Overall Responsibility:
The configuration librarian is the custodian and guardian of all master copies of the projects products. The role also maintains the issue log.
Major tasks are:
· To control the receipt, identification, storage and issue of all the projects products
· To provide information on the status of all products
· To number, record, store and distribute Project Issues
Specific Responsibilities:
· Assist the project manager to prepare the configuration management plan
· Create an identification scheme for all products
· Create libraries and other storage areas to hold products
· Assist in the identification of products
· Maintain current status information on all products
· Accept and record the receipt of new or revised products
· Prevent change to product version once declared ready for inspection
· Control allocation of new version numbers to changed products
· Archive superseded products
· Ensure security and preservation of all master copies
· When authorised to do so issue a new version of a product for change or correction
· Maintain a record of all copies issued
· Maintain the issue log
· Assist in configuration audit
Project Manager's Signature:
Senior User/ s Signature:
Senior Supplier's Signature:
Project Board Executive Approval:
Date:
Sec_to-CFO/Word/CFO/Equality and Diversity Organisation Implementation Plan Appx 2
17 12 2004
PROJECT BRIEF
EQUALITY AND DIVERSITY
STRATEGY
IMPLEMENTATION PLAN
PRINCE2 Method
PROJECT BRIEF (Use to obtain approval to start the project and to obtain formal approval to expend the resources). This document must be accompanied by a plan covering the creation of the Project Initiation Document |
Document Ref & Version No: ED / SU / PB / 001 | |
Programme: Equality and Diversity Strategy |
Project: Equality and Diversity Implementation Plan | |
Author: DO A Kettle |
Date: 14/12/04 | |
Purpose:
This document has been produced to capture a "first cut" view of the scope, investment needed, dependencies on other projects and anticipated payback so that the constituent parts of the Project/Programme can be prioritised, funded and authorised.. The Project Brief will provide the basis for the Project Authority (Project Board) to decide to authorise the creation of the Project Initiation Document (PID).
Background:
Following the introduction of numerous pieces of equality legislation over the last 2 decades, mainstreaming Equality and Diversity in the Fire Service was first highlighted as a requirement within the Home Office Thematic reviews `Towards Diversity 1 & 2'. The contents of these reviews has recently been re-emphasised in the `Fire Service National Framework Document' issued by the Office of the Deputy Prime Minister (ODPM) in 2004.
The Equality Standard for Local Government' (ESLG) framework is recognised as best practice for Local Authorities for developing and implementing equality and diversity strategies, and has been used as the basis for a `Best Value' performance indicator within all Local Authorities for several years.
We have implemented a number of requirements contained within the ESLG and whilst currently we have only achieved level 1 of the standard, several component parts have been developed and implemented for both levels 2, 3 & 4.
This progress has been achieved with limited resources and through the use of volunteers who are delivering training and engaging in outreach work.
Recently, discussions with the Commission for Racial Equality (CRE) have highlighted several areas where further progress needs to be made and in order to deliver this progress a number of actions will need to be initiated.
These actions will be successfully delivered within a PRINCE 2 project management environment.
Objectives:
The overall aim of the project will be to embed equality and diversity into the culture of our organisation. This will ensure that the Service meets its Corporate aims and objectives, delivers continuous improvement in service delivery, and ensures compliance with legislation.
This will be achieved through demonstrable progress within the 5 levels contained in the ESLG.
We will need to start challenging all aspects of our operations, policies and services, through Equality Impact Assessment (EIA) as set out in the Comprehensive Equality Policy (CEP).
The outcomes of the EIA's will inform and assist the process of creating a workforce that more accurately reflects the people of Hampshire, whilst ensuring equality of access to service delivery for all our diverse communities.
Specifically, additional human and physical resources will be necessary in order to successfully deliver these objectives. Evidence is available from work implemented by other Fire Authorities showing that commitment from senior management through incorporating equality and diversity into the corporate planning cycle, provision of human and physical resources to deliver community outreach work and provide appropriate training for all employees, results in significant progress being made in terms of cultural change, employment and service delivery.
Monitoring and reporting systems are in place but will need to be strengthened in order to provide qualitative data to confirm progress is being made.
The role played by the LDG in scrutinising the progress made by functions in respect of EIA's, and the actions of SMT in providing clear leadership on the equality and diversity agenda will be vital.
Specific actions, achievements and timescales are contained within the RES, CEP and SEP.
Once the objectives of the project have been achieved, resources will continue to be required in order to support functions to achieve their equality and diversity objectives.
Scope, Exclusions & Interfaces:
The project will focus on 2 distinct areas:
Firstly the HR function, including the resources it needs and the actions it needs to take in order to develop and implement the equality and diversity strategy within a performance management framework. Also the policies, procedures and practices that need to be in place in order to deliver on recruitment and retention.
Secondly, all other functions within the service who will instigate the EIA process for policies and services that they are responsible for, with support from the HR, and Training functions.
The diagram above shows how the HR departmental structure for Equality & Diversity will support SMT, Functions and the LDG to deliver the equality and diversity agenda.
It is also important to recognise that there will be opportunities for the outreach workers to work in partnership with our Community Fire Safety department for mutual benefit.
Outline Deliverables (Products):
· Strategies, policies and plans on equality and diversity, within a performance management framework
· Human and Physical resources within HR and Training to support functions delivering EIA's, community outreach to support employment strategies, and training for employees to raise awareness
· Cultural change
· Cross functional partnerships
· Access to hard to reach groups
· Improved service delivery.
Constraints:
· Any timescales set by the CRE
· Identifying additional funding from within existing resources
· Reliance upon time available from external training providers
· Capacity of managers to take on EIA process
Assumptions:
· That all members of SMT and senior managers within HFRS sign up to this agenda and demonstrate their commitment at every opportunity
· That identified and agreed additional resources will be provided
Outline Business Benefits/Business Case:
· Compliance with legislative requirements
· Ability to demonstrate best value and continuous improvement under CPA
· Effects positive cultural change
· Positive marketing for HFRS across all communities
· Links into, and supports CFS working in the community
· Evidence from other organisations in both private and public sector clearly shows that successful mainstreaming of equalities results in improved productivity / service delivery
Preliminary Risk Assessment:
· High risk of litigation for non-compliance with the RR(A)A
· Securing sufficient long term additional resources to deliver the project
· Lack of commitment to embrace changes within functions due to conflicting priorities.
· Negative response from existing workforce based on assumption that positive discrimination is occurring due to lack of subject knowledge
Outline Project Plan:
Implementation work is ongoing within HFRS but progress has been slow due to limited dedicated resources and conflicting work priorities and implementation of this project along with the identified additional human and physical resources will result in significantly quicker results.
EIA training for managers has commenced and this subject will now be targeted at all managers who review or develop policies and services. Working with the Training function will ensure this is incorporated into the training course prospectus and built into the training programme. EIA Training will be delivered by a dedicated expert, who will also focus on delivering equality and diversity training to our employees over an agreed timescale.
Community outreach workers will be put in place to break down barriers and make the Service more accessible as a career for BME groups and females, and additional recruitment coaching will ensure that they will be able to meet the required point of entry standards.
The equalities advisor and DO (HR) will develop strategies, policies and plans that will set out detailed actions that need to be achieved within a performance management framework.
The equalities monitoring database will be developed and used to collect data that will form the basis of progress reports that will be provided to the LDG and SMT.
The LDG will become more pro-active in monitoring progress, ensuring that we make incremental progress in employment representation and moving through the ESLG framework
Review & Reporting:
End stage project assessments will be reported to the Project Management Board at the specified dates contained in the project timeline.
Exception reporting will occur when the project is moving significantly off tolerance or unplanned events/risks are identified.
Financial/Budget Requirements:
Additional Human resources identified within the scope, exclusions and interfaces section above will cost approximately £125k. A more detailed figure will be produced following job evaluation.
EIA training scheduled during the first ¼ of 2005 will cost £2k and additional training during 2005/6 would cost approximately £20k if delivered by an external training provider. The majority of this sum will not be required once the Equality and Diversity Trainer position is filled.
Expenses incurred by the volunteer F&D trainers and Community Outreach Team will amount to approximately £10k per year.
Project Manager's Signature:
User's Signature:
Project Board Executive Approval
Date:
Sec_to_CFO/Word/CFO Equality and Diversity Project Brief Appendix 3 17 12 2004