Agenda item

Following consideration of items related to the experience of BAME colleagues working at the Council at the February and September 2021 Board meetings, this report from the Director of Resources provides specific information in relation to Improving the experience and outcomes of Disabled / Carercolleagues at Leeds City Council. In addition the report continues the Board’s focus on staff inclusion with a further update from the BAME staff network and direct feedback from the Carer and Healthy Minds networks.

The report of the Director of Resources provided the Board with an update on the joint commitment from Corporate Leadership Team and the Disability and Wellbeing/Carers Staff Networks and Healthy Minds peer support group to improve the work life experience and outcomes for colleagues within the Council.  It also provided an update on issues relating to the BAME staff network following consideration at meetings in February and September 2021.

Appendices to the report included the Disability and Carers Action Plan, the BAME staff network/CLT Race Equality Action Plan and statements from the Carers; DAWN; BAME and Healthy Minds Networks.

The following were in attendance for this item:

-  Neil Evans, Director of Resources

-  Terry Pycroft, HR/Chair of DAWN Network

-  Paul Leahy,  HR Business Partner

-  Rebecca Cooke, Chair BAME Network

-  Carol Gentles, BAME Network

-  Hayley Lloyd-Henry, BAME Network

-  Helen Saunders, Healthy Minds

-  Colin Hirst, Dawn Network

-  Mej Chaudhry, Senior HR Adviser, Carers Network

-  Councillor M Harland, Executive Member Communities

-  Councillor D Coupar, Executive Member Resources

The Board heard from the network representatives.  Issues highlighted included the following:

·  The Disability and Carers Action Plan was currently in draft form and to be approved by CLT.

·  Support provided to staff during the pandemic including delivery of equipment and occupational health support.

·  Staff surveys – currently there were 6% of staff who were disabled and 9% were carers.  The surveys specifically sought information with regard to disability and care responsibilities.

·  The surveys indicated the need for more training and awareness for managers and supervisors, the need for inclusion training and reverse mentoring amongst other things.

·  The pressures and challenges for carers during the pandemic – there were a number of policies and initiatives in place to support carers including the Carers Staff Network and social media pages.

·  Guides to support managers had been devised and access to training had been flagged.  There had also been the implementation of a carers passport which would aid employees throughout their career and highlight any support that they may need.

·  Partnership work with Carers Leeds.

·  Some staff who were carers had benefitted during the pandemic due to not having to travel or attend the workplace.

·  Pre-pandemic work carried out by the DAWN network to try and reach out to front line staff who may not get communications via email or the staff intranet.

·  Support for disabled staff to work from home including the provision of specialist equipment.

·  It was proposed to create and launch a Disability Passport for staff.  This would help to support an individual’s way of working.

·  The need to provide inclusivity for all including suitable and accessible locations and venues.

·  Strengthening understanding across services for disabled people and providing further training for managers.

·  The BAME Network had identified the following four priorities:

o  The development and implementation of a zero-tolerance policy to racism across the Council.

o  Representation of BAME colleagues across all levels and inclusive recruitment.

o  Managers who are able to address BAME issues.

o  A fit for purpose grievance policy.

·  The evolving role and growth of the BAME network to try and engage as many staff as possible.

·  Key asks of the BAME network which included the following:

o  A review of the grievance policy and a change in approach that would see racist incidents dealt with under the zero-tolerance policy as oppose to grievance procedures.

o  Support for Managers with regard to racial discrimination and equality.

o  Recruitment initiatives including diverse panels and increased accountability to candidates.

o  Urgent progress on the zero-tolerance policy.

o  A Corporate commitment to mandatory training for all staff.

o  More support for network representatives.

o  Support for front line colleagues.

·  The role of the Healthy Minds Network in the provision of peer to peer support for mental health issues.

In response to questions from Members, the following was discussed:

·  Carers – people did not always identify their role as a carer and there was still a need to raise awareness.  Similarly with hidden disabilities and it was hoped that the roll out of the Carers and Disability Passports could address this.

·  Working from home had been of benefit for some people with care responsibilities but not for others who preferred to attend the workplace for some respite.  The need for adjustment and flexibility for people with care responsibilities to enable them to remain in employment.

·  The Disability Passport would be under the ownership of the individual concerned and they would decide who could see the information.

·  The grievance policy for issues involving racism  is used in order to ensure that any subsequent tribunal procedures will not be rejected on the grounds that internal polices had not been fully utilised.  The Chair was keen for a clear view on this from Legal Services and undertook to initiate this discussion and involve Cllr Harland as the Executive Board Member with responsibility for Equalities. It was also suggested that the Board makes a recommendation for the Executive Member to further investigate the development of a Zero Tolerance Policy.

·  The role of ambassadors would include the provision of support and information and the feedback of any BAME related issues.

·  Having a Zero Tolerance Policy could help guide managers particularly where incidents may be more subtle.

·  The use of the term ‘BAME’.  The network would eventually be re-named in consultation with members but the network was currently concentrating on other higher priority issues.

·  Relationships between the different networks.

·  There were over 800 Mental Health First Aiders in the Council who were available as a first point of contact.  Ongoing training and support was provided to these.  The role was there as a point of first contact and could signpost those with needs to the appropriate support.

·  The use of social media and the possibility of using the Facebook Workplace application.  All the networks had access to Facebook groups and also had meetings via Teams.  There were ongoing challenges to provide information to people without IT.

·  There was a monthly meeting of the networks where best practice was shared and this helped to avoid any duplication.

·  Support for the networks was provided by HR.  There was ongoing discussion regarding the level of support for the networks and the need for a specific budget, with positive progress made on this in recent weeks. 

·  Changes in the way of working to support people with disabilities.

·  There was good activity from the networks but there was no overarching strategy to draw the work together and measure the effectiveness of them as a whole. In addition, the Board noted that there was a need to develop a consistent approach to the networks across the Council in terms of support and where appropriate budgetary support around issues such as facility time.

RESOLVED –

(1)  That the report be noted.

(2)  That the Disability and Carers Action Plan 2021-23 and the council wide activity to support this work be noted.

(3)  That further updates and reports as this important work progresses be received.

(4)  That actions in relation to Grievance Policy and Zero-Tolerance Policy on racism would be taken forward with Cllr Harland and Legal Services.

(5)  That wider inclusion updates in future from across the networks and various characteristics be received.