Equality Impact Assessment (EIA): Stage 1: Initial Screening Form

Equality Impact Assessment (EIA): Stage 1: Initial Screening Form for New/Revised Policies or Functions

A: Summary Details

Directorate: Chief Executive’s

Section: Human Resources Strategy

Person responsible for the assessment: Fatima Shuaibu

Contact details: 0207 364 4518

Name of Policy to be assessed:Hot-desking Procedure

Is this a new or revised policy: New

Date policy scheduled for Overview and Scrutiny/Cabinet/LAB:

At CMT in April 2005 it was agreed that the FWG would consider the introduction of a Hotdesking Procedure and Development & Renewal Directorate were identified in order to pilot this new working arrangement. Hotdesking is considered to be the key form of flexible working which will facilitate the achievement of workstations reduction targets as part of the Accommodation Strategy

B: Preparation

It is important to consider all available information that could help determine whether the policy could have any potential adverse impact. Please attach examples of available monitoring information, research and consultation reports.

1. Do you have monitoring data available on the number of people (from different target groups) who are using or are potentially impacted upon by your policy? Please specify what monitoring information you have available (your monitoring information should be compared to the current available census data to see whether a proportionate number of people are taking up your service).

There has been approximately 25% reduction in the level of workstations. Hot- desking is now the ‘norm’ in terms of working arrangements in order to guarantee the workstation reduction targets is achieved and provides a good working environment for staff.

2. If monitoring has NOT been undertaken, will it be done in the future or do you have access to relevant monitoring data for this area? If not, specify

1 the arrangement you intend to make; if not please give a reason for your decision.

Monitoring has been undertaken and will continue in line with ongoing reviews on the Accommodation Strategy

3. Please list any consultations that you may have had and/or local/national consultations, research or practical guidance that will assist you in completing this EIA

A Flexible Working Group nominated by CMT, consisting of Directorate representatives, an IT, Communications and Health & Safety representative. The Disabled Employees Forum commented on the issues disabled employees may face when required to hot-desk. The trade unions were consulted and confirmed that they did not have any objections to the concept of hot desking providing the change process was managed properly and there were adequate facilities for all employees to work properly when in Council buildings. All staff were invited to view the new office space at Anchorage House and were given an opportunity to make suggestions, raise concerns and consulted on the furniture selections.

C: Your Policy or Function

1. What is the main purpose of the policy or function?

To support the Council’s Accommodation Strategy and enhance the flexible working benefits for employees i.e. support the work life balance by introducing hotdesking alongside a range of other flexible working options.

2 Are there any other objectives of the policy or function, if so what are they?

The procedure aims to support the recruitment and retention of employees that would benefit from flexible working hours as a result of hot-desking, particularly those with caring responsibilities. The Council’s Attendance Strategy incorporates the introduction of wider flexible working benefits for employees in order to reduce sickness levels and increase levels of attendance at work

3 Do any written procedures exist to enable delivery of this policy or function?

A hotdesking procedure has been implemented and is used in conjunction with other flexible working procedures e.g. home working. Guidance for local authorities on Delivering Efficiency in Local Services encourages changing working and management practices to maximise the amount of time that existing members of employees are engaged in productive work. One way to achieve this is by developing flexible working, providing opportunities for homeworking and a dedicated teleworking centre.

2 4 Are there elements of common practice in the service area or function that are not clearly defined within the written procedures?

Service Heads were able to make a business case in order for services to be exempt from this way of working where appropriate. The alternative is to introduce Hotdesking in a similar way to Homeworking i.e. not mandatory but instead provided as one of a menu of flexible working options which will facilitate the achievement of workstation reductions. It would therefore be the responsibility of the local manager to ensure the workstation reduction is achieved and this may or may not include hotdesking arrangements being put in place.

Hot-desking does not suit every section or employees and this was taken into account. The needs of disabled employee’s were recognised in particular those that have an impairment that required a fixed desk to be provided or adoptions were excluded from the requirement to hotdesk.

5 Who are the main stakeholders of the policy?

The main stakeholders of the policy are members, management, line managers, HR officers, TU officials and employees.

6 Is the policy associated with any other Council policy (s)?

Yes, the policy is associated with the Council’s Accommodation Strategy and is considered to be an essential element of any work station reduction strategy.

7 Are there any areas of the service that are governed by discretionary powers? If so, is there clear guidance as to how to exercise these?

Hot-desking was implemented as the norm and employees cannot opt out. Managers may exercise discretion in relation to ensuring reasonable adjustments and the needs of disabled employees are considered as part of the new work arrangements.

8 Is the responsibility for the proposed policy or function shared with another department or authority or organisation? If so, what responsibility, and which bodies?

Yes Human Resources and Facilities Management will be working closely with managers, employees and trade unions to facilitate the process.

3 D: The Impact

Assess the potential impact that the policy could have on each of the target groups. The potential impact could be negative, positive or neutral. If you have assessed negative potential impact for any of the target groups you will need to also assess whether that negative potential impact is high, medium or low – see glossary in the attached guidance notes for definitions. a) Identify the potential impact of the policy on men and women: Gender Positive Negative (please Neutral Reason specify if High, Both men and women with caring responsibilities have the potential to Medium or Low) benefit from more flexible working hours as a result of the Women  implementation of the hot-desking procedure. Men  b) Identify the potential impact of the policy on different race groups: Race Positive Negative (please Neutral Reason specify if High, Medium or Low) There are no perceived restrictions in the policy based on the ethnicity. Asian (including Bangladeshi,  Pakistani, Indian, Chinese, Feedback from staff who participated on the pilot reported no adverse Vietnamese, Other Asian impact in relation to race. Background – please specify Black (including Caribbean,  Somali, Other African, Other black background – please specify White (including English,  Scottish, Welsh, Irish, Other white background – please specify Mixed Dual heritage (White and  Black Caribbean, White and Black African, White and Asian, Other mixed background - please specify Other (please specify) 

4 c) Identify the potential impact of the policy on disabled people: Disability Positive Negative Neutral Reason (please Employees with mobility impairments will potentially find it difficult to specify if adjust to changing workstations. Equally, employees that require High, Medium special equipment such as adapted personal computers may have or Low) fears and concerns. Managers should be aware of this and consider  medium having fixed workstations for disabled employees. These can be identified through DSE assessment, OH reports and discussion with the employee. d) Identify the potential impact of the policy on different age groups: Age Group (specify, for example Positive Negative Neutral Reason younger, older etc) (please Age Positive has identified common ageist myths regarding older specify if workers in the workplace such as being less able to adapt to change High, Medium and Information Technology. Managers therefore need to be aware or Low) of these issues and make reasonable adjustments to accommodate  Low employees, as and when required. e) Identify the potential impact of the policy on lesbian, gay men, bisexual or heterosexual people: Sexual Orientation Positive Negative Neutral Reason (please There are no perceived restrictions in the policy based on the specify if employees’ sexual orientation. High, Medium or Low) Lesbian  Gay Men  Bisexual  Heterosexual  f) Identify the potential impact the policy on different religious/faith groups? Religious/Faith groups (specify) Positive Negative Neutral Reason (please specify There is no evidence to suggest there will be a positive or negative if High, Medium impact on employees based on their religion or belief. or Low) Buddhist  Christian  Hindu  Jewish  Muslim  Sikh  Other (please specify)  5 g) As a result of completing Question 1 a-f above what is the potential impact of your policy?

High  Medium  Low 

If you have assessed the potential impact as HIGH you must complete a full potential impact assessment.

2. Could you minimise or remove any negative potential impact that is of medium or low significance? Explain How.

Employees have adapted well to the introduction of flexible working at Anchorage House and other buildings. On the whole it is felt that flexible working facilitates better communication between teams. There is a need, both at directorate and the corporate level to review the operational support services and procedures to facilitate more effective flexible working.

Key issues for improvement include:

 Ongoing development of HR procedures (Development of protocols and enforcement of procedures)  Consistent Facilities Management service standards across all buildings  IT help-desk service priorities and response times  An effective, practical approach to home working.

Biggest concerns from staff and trade unions were about the implementation of the policies and that managers may be interpreting them inconsistently. Regular publicity and reminders will be needed.

Race: Neutral

Gender: Neutral

Disability: Make reasonable adjustments, specially adapted workstations to be only used by other employees when no other workstations are available.

Age: Neutral

Sexual Orientation: Neutral

6 Religious/Faith groups: Neutral

3. If there is no evidence that the policy promotes equal opportunity– could it be adapted so it does? How?

Hotdesking is now the norm thoughtout the Council. The process can be monitored to see how many fixed workstations are in use or the number of requests received by directorates for adjustments to work stations based on disability or other reasons and its cost to the Council.

Please ensure that all actions identified are included in the attached action plan and in your service plan.

Please sign and date this form, keep one copy and send one to Equalities Team.

Signed Signed Signed Lead Officer Service Head Strategy and Programmes Date Date Date

Action Plan

We need to be better at: We will get better by: We will get Comments TL report on our progress by:

Monitoring requests for fixed Remind managers of their On-going Regular feedback at HR stations by type e.g. responsibility to accommodate and managers meetings’, disabled disability, team need etc support requests from disabled staff forums and DMT employees. meetings can highlight problem areas to be included in the monitoring data.