Equality Impact Assessment - Work Life Balance Strategy

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Function being assessed:

Work-life balance strategy

Is this a new function or a review of an existing function?

Review of an existing strategy

What are the aims/purpose of the function?

The Work-life Balance Strategy is an overarching document which identifies RBK’s work-life balance rationale and joins together the full range of flexible working policies and practices, into one coherent and unified vision. This document provides a framework of principles that underpin the creation, provision and further development of flexible working practices, enabling a consistent and strategic approach, with positive links to organisational objectives.

Is the function designed to meet specific needs such as the needs of minority ethnic groups, older people, disabled people etc?

The procedure is designed to meet the needs of all RBK employees. It is not specifically designed to meet the needs of particular groups.

What information has been gathered on this function? (Indicate the type of information gathered e.g. statistics, consultation, other monitoring information)? Attach a summary or refer to where the evidence can be found.

RBK already has a range of flexible working practices currently in operation. These include:

• Part time working
• Term time working
• Job sharing
• Flexi-time
• Time off in Lieu
• Home working
• Dependency leave
• Maternity / Paternity leave
• Study leave
• Returner’s scheme
• Breaks from work

Management Information systems has allowed us to gather statistical information on the number of part time employees within RBK:

All RBK non – Schools: 38.11%

All RBK: 52.77%

In addition, our recent staff survey (66% response rate) identified arrangements for working from home:

• 23% of respondents occasionally work from home when required
• 5% of respondents work from home regularly
• 24% of respondents would like to work from home more often

Other monitoring information:

A newly refreshed 9-day fortnight framework has been piloted within the organization and there are plans to roll out the scheme throughout the Councils.

Does your analysis of the information show different outcomes for different groups (higher or lower uptake/failure to access/receive a poorer or inferior service)? If yes, indicate which groups and which aspects of the policy or function contribute to inequality?

Staff Survey

Part – time working patterns are widely available in RBK as a whole:

Percentage of staff with P/T working patterns:

DIRECTORATE-

• Chief Executive’s: 28.86%
• Community Services: 43.57%
• Environmental Services: 20%
• Finance: 23.70%
• Learning and Children’s Services: 43.80%

The greatest availability of part time working is in schools. Outside of schools, the lowest intake of is in Environmental Services.

87% of male respondents worked full time compared to 66% of female respondents.

34% of those working part time were aged 55 and over, and 9% were aged 34 or less compared to 22% and 23% respectively of those working full time.

Are these differences justified (e.g. are there legislative or other constraints)? If they are, explain in what way.

Gender / Directorate:

Females are least represented within the Environmental Services directorate. The staff survey has identified that females are more likely to work on a part time basis than males. This could provide an explanation as to why Environmental Services has lower uptakes of part-time working pattern than others.

In addition, the staff survey identified that female respondents were more likely than males to have special caring responsibilities (17% to 13%). This may provide a reason as to why more females worked on a part time basis.

Age:

A potential explanation for older respondents working part time could be due to the flexible retirement option in place at RBKs. This is available to staff over the age of 50 – it allows members of staff to retire and take their pension benefits and continue working on a reduced hours basis or in a lower graded job.  

What action needs to be taken as a result of this Equality Impact Assessment to address any detrimental impacts or meet previously unidentified need? Include here any reasonable adjustments for access by disabled people. Include dates by which action will be taken. Attach an action plan if necessary.

1. Establish a way of collecting and monitoring equality data in a sensitive and appropriate way.
2. Analyse current data collection mechanisms and consider how these can be adapted to assist equality data collection.
3. Utilise information gathered through better data collection.
4. Promote and roll out the 9 Day Fortnight to the whole of the Council

The HR Team will continue to monitor legal developments that impact on the Policy and Standard Operating Procedures and make changes to the policy accordingly.

When will you evaluate the impact of action taken? Give review dates.

March 2010

Assessment completed by:

Ose Enobakhare, HR Adviser

Human Resources

9 March 2009