edi action plan 2019-2022 - barnardo's

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EDI Action Plan 2019-2022

This is an updated EDI Action Plan for 2019-2022 that builds on the work undertaken during 2017-2018 and

continues to develop our capability and impact around EDI as an enabler to our Corporate Strategy. Our Basis & Values is central to our culture and is the foundation upon which we strive to fulfil our mission to transform the lives of the most vulnerable children and young people. This plan continues to use systems and data to inform our

approach but also has a more focussed approach to service delivery and impact.

The span of the plan covers 3 years; our 3 high level actions for year 1 are described below.

In support of the above, the following activities will be delivered in year 1 to ensure these priorities are met. We

have identified these as:

Embedding Equality Imapct

Assessment (EIA)

•Building on EIA capabilities across the charity

•Further embedding EIA into the wider areas of work across the charity

Recruitment & Selection

•Improve our hiring practices to increase the number of under-represented groups in the charity

•Educate to eliminate unconscious and conscious bias

EDI Vision

•Energise the organisation to harness the commitment to EDI through effective storytelling

•Galvanise staff and volunteers in understanding how EDI is critical to service delivery

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Implementation of actions that have EDI relevance arising from Employee Opinion Survey (EOS)

Strengthening leadership behaviours and role modelling around EDI

Refining our Reciprocal Mentoring Programme to focus on gender and addressing intersectionality

Continuing to build on work on Mental Health and Wellbeing (MHWB)

Embedding EDI by developing managers capability in manging diverse workforce and ensuring individuals

consider it their responsibility through EDI objectives and PDR process

Building cultural sensitivity into Safeguarding training and practice

Improve diversity of staff and volunteers

Be better informed about service users and able to measure impact

Continue to address gender pay gap action plan

Use development of Barnardo’s University to embed EDI practice and learning

The 3 high level year 1 actions and the detailed EDI Programme Plan 2019-2022 will be delivered by the responsible owner of each action and will report quarterly on progress to the Corporate EDI Board who will have overall responsibility. This will enable the Corporate EDI Board to make effective and informed decisions on progress.

R/N and Functional Directors will develop localised plans to complement the EDI Vision and Programme Plan to meet

local circumstances with overall responsibility for their plans residing with the R/N Equality Boards or Forums.

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EDI Programme Plan 2019-2022

Year One Priorities are in Bold

An Effective Barnardo’s

What will be different? What will we do? Responsibility Resources Timescales

A diverse and inclusive organisation where EDI is embedded.

Key Action:

Staff Survey: Implement the action plans derived from EOS results including rollout of Bullying, Harassment and Discrimination (BHD) training pending approval in 2019

Outcomes:

The organisational culture mainstreams and embeds diversity and inclusion.

Performance Indicators:

As a result of implementing the action plans deriving from the EOS results we anticipate an improvement in overall satisfaction rates and a reduction in dissatisfaction across the whole of Barnardo’s and for the protected characteristics most affected i.e. Disability, Race, LGBT, Religion & Belief. We expect this change to be in the range of 2- 4%.

Diverse Emerging Leaders Programme to be rolled out yearly with 3 new cohorts in 2019, 2020 and 2021 ensuring we attract Female, B.A.M.E

Strategy & Performance

Director of People & Culture

Director of Impact & Learning

CLT/CLG

Corporate/Local People Teams EDI Team

2019

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and Disabled applicants from across the charity.

CLT Champions / CLG: champion, promote and ensure EDI on leadership agenda

Role model inclusive leadership behaviours as a cadre of senior leaders.

Key Action:

CLT/CLG level impact to be measured against agreed objective- PDR and feedback from networks from 2019 to 2022.

Outcomes:

CLG role-model inclusive behaviour and is measured against agreed diversity objectives.

• Performance Indicator:

Improved satisfaction rates for Senior Leaders in the next EOS in 2019.

CLT/CLG

CLT / CLG

EDI Team

National EDI Chairs

At CEDI Board throughout the life span of Action Plan

EIA practice will be embedded in all decision-making, change management processes and policies.

Key Actions:

Delivery of EIA training for relevant staff delivered by EDI SOs.

Reform the governance templates and practice so that no report for CLT/CLG and Board of Trustees can be accepted without an EIA Screening.

Existing EIA quality control measures to be continued. There are no legal claims for discrimination against Barnardo’s.

Strategy & Performance Director of Impact & Learning

EDI Team

EIA Director lead

EDI Team

CLG Managers

On-going

By June 2019

On-going

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Barnardo’s can demonstrate ‘due regard’ and Public Sector Equality Duty compliance.

Outcomes:

EIA is a core activity and staff understand compliance and best practice drivers. Quality assurance process for EIA continues to protect Barnardo’s by ensuring our work meets the Equality Act 2010.

Performance Indicator:

100% completion of full EIAs where the requirement has been identified.

On-going

Safeguarding training offer for all Barnardo’s staff will embed a culturally sensitive approach to Safeguarding practice.

Key Action:

Review of Safeguarding Training across the organisation-initial findings to be presented April 2019.

Structured programme of course and product re-design and development to emerge from this. EDI team to equality proof all Safeguarding E-learning and Classroom EDI content from 2019-20.

Outcomes:

Staff will be knowledgeable and better equipped to understand cultural


Head of Corporate Safeguarding

EDI Team

Safeguarding Team BTC

Completed by end of April 2019 and EDI team to review and comment by end of May 2019.

On-going work from 2019 -2020 with input from EDI team on training material

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factors in supporting CYP in order to provide a responsive service.


Collate and evaluate the new Safeguarding training is equipping staff with the cultural competence skills in carrying out their Safeguarding role.

Theme based Reciprocal Mentoring Programme Phase III-to increase understanding of CLT/CLG with a gender focus encompassing intersectionality

Key Action:

Establish a new cohort of RM with a gender focus/intersectionality on the established programme framework in June 2019.

Outcomes:

Create very powerful learning conversations and sharing of experiences between RM. CLT/CLG have a better understanding of difference and lived experiences of others to self-reflect and change behaviour and unconscious bias. To share their learning across the charity to support cultural change.


Evaluation of RM programme and cohort group days.

Improved satisfaction rates for Senior Leaders in the next EOS.


Director of Impact & Learning Workforce Development Team

Workforce Development Team

Commences in June 2019 on an annual basis

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Our Procurement process will have EDI specifications embedded.

Key Actions: Year One

Implement a new e procurement system by April 2019 which will in time standardise the procurement processes and push them through a single auditable channel, this will be the central portal for capturing all the procurement audit trails and EDI forms that go with relevant procurements.

Year Two

Maximising the opportunities provided by e-procurement to diversify our potential suppliers i.e. SMEs in 2020 onwards.

Outcomes:

Ensure our suppliers are compliant on Equality and Human Rights legislation and ethical procurement.


Monitoring and evaluation of 1st year of

the new e procurement system with a view to setting SMART targets in Year 2 to diversify our suppliers.

Finance & Resources Head of Procurement

Procurement Team 2019-2021

All staff’s EDI objectives are in place which are SMART and consistent across the charity.

Line managers are

Key Action: Year One

To take action to improve the implementation of EDI Objectives as part of PDR process to ensure EDI objectives are SMART and are assessed for all staff. Corporate and Local People teams continue to do


Director of People & Culture R/N CS Directors

Corporate and Local People Teams ADCS

Annually

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able to assess their staff’s EDI performance against agreed PDR objectives and Locality Plans.

Continue to monitor for any adverse impacts on demographic groups in PDR ratings.

sample audits annually.

EDI objectives to be incorporated into Local(ity) Plans in Children Services to embed EDI.

Year Two

Develop a system to analyse PDR ratings by demographic of our staff and take action on differentials.

Outcomes:

All staff’s EDI objectives are in place which are SMART and consistent across the charity.

To monitor the PDR ratings by demographic groups to identify any areas of adverse impact and take measures to mitigate them on a yearly basis.

Locality Plans demonstrate EDI is integrated into services and management capabilities.


Audit by Corporate /Local People teams to see an increase in the use of SMART for EDI objectives and quality of PDRs.

As identified by R/Ns 2020-2021

Increase the capacity of our managers to lead

Key Action:


Workforce Development Team

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and manage diverse teams.

Learning through Action – Core management development programme

Identify and develop appropriate E- learning line manager modules to increase management capabilities to lead and manager diverse teams from 2019-2020.

Outcomes:

To improve the capabilities of line manager’s to lead and manage diverse teams.


Measure effectiveness of e Learning programme against the next EOS in 2019.

Director of Impact & Learning Workforce Development Team

2019- 2020

A Diverse Barnardo’s

Through the establishment of Barnardo’s University (BU) ensure EDI is embedded in structure and Faculty prospectus for staff, CYP and volunteers

Key Action:

Development of the Barnardo’s University (BU) where EDI is embedded within the structure and the Faculty prospectus offer is accessible and inclusive to all for launch October 2019.

Outcomes:

The BU’s structure and Faculty Prospectus is accessible to staff, CYP and volunteers. Supports our ambition to be a Learning Organisation.

CLT

Learning Organisation Programme Board Director of Impact & Learning

BU Task & Finish Group

Learning Organisation Board

Learning Organisation -Programme Lead Workforce Development Team

October 2019

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Recruit, develop and retain talented staff providing career pathways for staff and CYP.

A more diverse and representative charity

Key Actions: e-recruitment

Develop guidance for recruiting managers to understand unconscious bias in hiring practices. EDI Audit to be completed with recommendations by end of April 2019. Each recommendation will have an agreed target date. Guidance to be developed by end of April and in circulation by 1

st

May 2019

Develop a training offer for unconscious bias for hiring managers to support the elimination of bias in hiring practices.

To develop and implement with an external provider a portal to hold all Volunteer diversity life cycle data including a recruitment portal for volunteers in 2019-2020.

Outcomes:

A more diverse and representative staff and volunteer base. Ensure we have accurate diversity monitoring data for volunteers.

Volunteer portal will allow us to recruit,

Strategy & Performance Director of People & Culture Director of Impact & Learning

Corporate / Local People Teams V&CE Workforce Development

April – by end of May 2019 2019-2020 2019-2020

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induct, train, support and reward all volunteers in one system where we can communicate direct to our volunteers to the first time. The software will allow the volunteer to own their data and their

membership.


Evaluate the up-take of the unconscious bias training for hiring managers.

Monitor the profile of the volunteer base and the diversity monitoring data captured with the expectation to reduce the “Prefer not to say” category.

Exit Interview Process: Regions / Nations and Departments (R/N/D) will have the information necessary to take action with regards to improving the staff experience based on exit questionnaire data.

Key Action:

A report of Leaver data and trends to be produced for CEDI Board every 6 months. Use analysis of results broken down by demographics to support R/N to implement actions to address unwanted attrition rates.

Outcomes:

Take action to improve retention rates for people from protected groups when differential rates are found.


Improved Leaver data rates for

Strategy & Performance Director of People & Culture

Corporate & Local People Teams

Every six months for CEDI Board

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analysis across the R/N through the collection of Survey monkey & exit interview data.

Leaver data analysis produced half yearly to monitor any unwanted staff attrition rates by protected characteristic.

Gender pay gap reporting: Introduce measures that eliminates any gender pay gap anomalies.

Key Action:

Publish gender pay gap annual reporting data and implement gender action plan – annually each April.

Outcomes:

Monitor impact of actions and adjust plan where necessary.

Continue to publish the statutory model for reporting the Gender Pay Gap - median pay in a Quartile compared by gender.

Implement actions from Ethnicity Pay gap deep dive in 2019 /2020 and potentially disability pay gaps in 2020/2021.

Strategy & Performance Director of People & Culture

People & Culture

April - annually

B.A.M.E communities gain a better understanding of the work of Barnardo’s, how it supports their communities and are more willing to

Key Action:

Develop a B.A.M.E fundraising strategy and programme.

Outcomes:

Income & Innovation Director of Fundraising

Fundraising Team

In development

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support our work.

Building relationships with B.A.M.E supporters by developing a range of campaigns for multiple faith events and community groups.


To grow the number of B.A.M.E donors/supporter.

To grow in revenue received from B.A.M.E communities.

Timeframe 2019-2020

Improve volunteer representation from 65+, Males, 16-25 years and BME backgrounds (Refreshed Volunteering and Community Engagement Strategy in regards to EDI).

Key Actions:

Improve volunteer representation across identified groups in the V&CE by 2020.

to grow the percentage of volunteers from 16-25 age range to 40% in 2020. to grow the percentage of volunteers aged 65+ to 25% by 2020. to grow the percentage of volunteers from BME backgrounds to 10% by 2020. to grow the percentage of male volunteers to 40% by 2020.

Outcomes:

to improve volunteer representation



Head of V&CE

V&CE EDI Team

2019-2020

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across targeted groups as identified in the V&C KPIs and EIA Action Plan

Development of New V&CE Volunteering Strategy 2020-2023.


Meet the Performance Targets for 65+, Males, BME backgrounds and 16-25 years.

The Culture of Barnardo’s will be where EDI is understood and there is an environment to have open and honest conversations and share experiences and learning around EDI to drive cultural change.

Celebrating the diversity of our workforce and volunteers and creating a culture which is diverse and safe within the organisation.

Key Action:

Ensure Race/Ethnicity, Disability, LGBT, Faith, Gender, Gender Identity, Age, Celtic Nations experiences and history are embraced and celebrated within the organisation by organising and implementing diverse and inclusive events for staff and volunteers across the R/Ns annually.

All Directors endorse and our committed to the Welsh language strategy for Cymru and across other Region/ Nations and Directorates as an important part of our EDI work in publicity, branding, marketing and communications

Outcomes:

Embed the richness of the diversity of our staff and volunteers to enrich the culture of the organisation.


Finance & Resources

Income & Innovation

R/N Directors CS


Director of Policy & Communications

EDI Networks

EDI R/N Board or Forums

EDI Team

R/N Directors CS

EDI Networks

Annual programme of events

Communications

Extend Barnardo’s reach into more

Key Action:

Strategy &

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diverse communities.

Develop the Outcomes project for CPP Areas to include EDI outcomes for vulnerable CYP - 2019/2020.

Outcomes:

From 2020-2021 onwards we will be able to measure differential impact for diverse service users


% of cases resulting in positive change (by overall change in outcome score) (could be broken down by EDI and vulnerable groups)

Survey of service users asking did they feel listened to, respected, their needs understood and could have a say in decisions made about them.

Exploration of trajectories in 5 core outcome areas (initially for YP in CPP areas) and what factors influence change.

Performance


Assistant Director of Strategic Impact Team

Assistant Directors of Impacts

Strategic Impact Team & Assistant Director Impacts

2019-2020

An Inclusive Barnardo’s

We are a Disability Confident Employer and the Social Model of Disability is embedded in our culture and values and practices.

Key Actions:

Disability Equality and the Social Model of Disability is embedded in our service delivery, policies and practices to ensure accessibility and inclusiveness. (Year One)

Strategy & Performance Director of People & Culture Director of Impact & Learning

Corporate / Local People Teams Workforce Development Team Digital Retail & Trading

2019-2020

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Following the Pilot Workplace Adjustment process in 2019 it will be extended across the charity. Quarterly monitoring reports produced. (Year One)

Equipping managers with the tools/skills to be disability confident. (2019 on-going)

Improve the accessibility of On-line services; Website, buildings and Retail shops. (2019 on-going)

Outcomes:

We are considered to be a Disability Confident Leading Organisation for disabled people and CYP and the Social Model of Disability is embedded in our culture and values and practices.


Improved satisfaction rates for disabled colleagues in the next EOS in 2019.

Director of Digital &Technology Income & Innovation

2019-2020 On-going On-going

We are a compassionate organisation where we take an integrated and holistic approach to mental health and wellbeing. Covering both physical and mental health

Key Actions: Mental Health and Wellbeing High level Action Plan: Practical Systems Improvement

Clear focus on managerial accountability and ensure mangers seek to prevent absence as far as possible by the quality of active



Director of Impact & Learning R/N Directors

Mental Health and Wellbeing Corporate Workplace Group People & Culture

2019- 2020

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wellbeing which is fully embedded.

support to wellbeing in the work place.

Incorporate into the Core Development Management Programme - Learning in Action modules to upskill the competence of line managers managing absence and ways to improve wellbeing amongst staff and volunteers

Work more closely with Occupational Health provider to introduce tools and services which support individuals to manage mental health at work

Continued Roll-out of Mental Health Classroom training to Senior Leaders, Line managers, practitioners and E-Learning modules to improve mental health literacy. (2019- on-going)

Roll-out of Mental Health Champions programme across Regions/Nations to provide peer-to-peer support for staff and a compassionate culture

Develop on-line resilience questionnaire to build capabilities amongst staff.

Outcomes:

The delivery of the MH and Wellbeing High level Action plan.

Improved staff and volunteer engagement with

Key Actions:

To implement the recommendations from the EDI Networks review in 2019.

Strategy & Performance Director of Impact &

EDI Team EDI National Chairs / Regional Chairs

2019-2020

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the EDI Networks. The EDI networks have a greater voice and influence in shaping our culture, services and policies.

Ability for volunteers to access log-in and participate fully in the EDI networks via Workplace and meetings.

Outcomes:

Staff feel they have a greater access to information and support and are able to influence change through the EDI Networks.


An increase in the number of active members for all the EDI networks and increased engagement from front-line staff and volunteers.

Learning

R/N Directors

Digital & Technology

Digital & Technology

EDI benchmarking drives organisational improvements.

Key Actions:

Undertake BITC Diversity Intelligence Benchmark covering – Gender, Race, Age and other diversity characteristic’s by end of Q3 2019.

Achieve Disability Confident Level 3 by end of Q2 2019.

Become a Dementia Friendly Organisation.

Stonewall

MIND to be undertaken every 2 years.



Director of Impact & Learning EDI Networks

EDI Team Corporate & Local People Teams EDI Networks

Undertake benchmark in Q3 2019 End of Q2 in 2019 2020-2021 2019-2021

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Outcomes:

Benchmarking improves our EDI organisational effectiveness.


The expectation for benchmarking submissions is to improve organisational effectiveness on EDI.

Staff will have access to resources to improve inclusion and improve service standards.

Key Actions:

Improve accessible and inclusive communications including translatable material for service users and staff – identify key audiences and material.

Undertake sample audits on Children Services to ascertain communication needs including BSL and easy read options.

Outcomes:

Bids to commissioners should include and assess accessibility requirements to ensure accessible services CYP, families and carers.

Shared resources of accessible formats for use across the charity which should reduce costs for other departments.

Directors CS

Director of Impact & Learning EDI Team

BDU & R/Ns CS

EDI Team

2019-2020

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An Informed Barnardo’s

Improved service user data collection to better understand the demographics of our service users. To inform better decision-making on the use of resources to achieve more impact for CYP.

Key Action:

With the introduction of Eclipse there is an expectation for more accurate demographic data to be collected and monitored on service users to inform evidence based decision-making.

Outcomes:

Demonstrably service improvement because of the capture of EDI data of service users in 2020-2021.

Directors CS


Directors CS

R & N MIOs

EDI Team

People EDI data will reveal the key trends in the charity and allow the Board, CLT & CLG to make informed decisions.

Key Actions:

Improve our recording and analysis of EDI Management Information:

Recruitment data

Workforce demographics

Disciplinary data

Grievances/BHD data Produced by People & Culture and reviewed by CEDI Board

Outcomes:

• The six monthly data that is produced will be used to ensure the CEDIB has oversight and can make informed decisions. This can then be used to ensure at an early stage that our


Director of People & Culture Director of Impact & Learning

Corporate and Local People Teams DIL

6 months annually

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actions are having the desired impacts and we can make changes where this is not the case.

• Horizon scanning -

Robust and forward-looking analysis of CYP and societal changes, especially impacting on “hidden vulnerabilities

Key Actions:

By systematically recording vulnerabilities in Eclipse.

Quarterly staff survey to capture emerging vulnerabilities

External evidence reviews of emerging issues

Outcomes:

We are more informed and pro-active in understanding in society and communities which CYP.


Policy and Communications

Assistant Director of Strategic Impact Team

R/N Directors CS

R/N CS SIT R/N Directors CS

Further work identified from emerging vulnerabilities project from 2019-2020

• Increase our

participation and ways as an organisation we engage to ensure the voice and influence of CYP within the EDI context is heard to understand their issues and achieve better outcomes for CYP.

Key Actions:

Children Services to map community groups to identify opportunities to gather intelligence of CYP especially from the marginalised and vulnerable CYP who may be “hidden” from the work we do.

Outcomes:

Greater connections with the experts of CYP and EDI to inform our decision-making

Lead by London Futures Project to report in 2019 - 2020

R/N Directors CS

Participation & Involvement

Report in 2019-2020

edi action plan 2019-2022 - barnardo's

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