integrated plan part f – equality impact assessment · impact of hertfordshire’s transformation...

INTEGRATED PLAN

PART F – EQUALITY IMPACT ASSESSMENT

Summary

This report sets out the approach taken to consider the cumulative equalityimpact of Hertfordshire’s transformation programme that forms the 2018-19 to2021-22 Integrated Planning Proposals.

Many of the proposals are in the early stages and as such may need furtherequality analysis. The process for Equality Impact Assessments is an evolvingone, with assessments updated as projects and proposals develop.

Hertfordshire sets out guidance and support for staff on taking a proportionaland meaningful approach to paying due regard to equality duties both in thedesign and delivery of policies and services and staff restructures.

1. Equality approach

– During formative stages of the budget planning process, and as part ofbusiness case development, individual Equality Impact Assessments(EqIAs) are required to be presented with each major policy proposal tohelp decision makers consider the impact that would be felt by thecommunity if a service change was implemented. Available data fromnational and local sources is used to inform decision-making - in particular,community profile and staff diversity data.

– The appropriate consultation, monitoring and review process for eachproject has been planned or carried out with stakeholders, staff, partnersand the public where appropriate. This information has been used to feedinto the equality analysis.

– An organisational policy and protocols exist for managers carrying out staffrestructures. Specific guidance on equality impacts is available as part ofthis. Diversity Board and departmental Equality Action Groups monitorrepresentation of different groups in HCC and have strategies in place totackle under-representation.

– The Public Sector Equality Duty also requires the local authority to fostergood relations and promote equality of opportunity between those with aprotected characteristic and others. This work is implicit in all of ourservices.

The table below summarises the equality impact analysis of individual projectsthat collectively deliver the savings outlined in the Integrated Plan. IndividualEqIAs for key policy decisions are also available.

IP Part F Equalities Impact Assessment 277

2. Potential equality impacts identified by Integrated Planning proposals and themitigating action either carried out or proposed.

Service area and potential for impacton people from protected groups

How we will mitigate against any possibleimpacts

CHILDREN’S SERVICES

Family Centre RecommissioningTo procure a Family Centre Servicecomprising high quality public healthnursing services and children’s centresservices to improve outcomes forchildren, young people and theirfamilies across Hertfordshire anddeliver better value for money.

There is the potential for a negativeimpact on children, young people andfamilies from areas of deprivation andfrom Black and Minority Ethnic (BME)backgrounds (due to the increasedlikelihood that BME groups live in areasof deprivation in Hertfordshire and havetraditionally); pregnant women; teenageparents; males – who tend to be under-represented in the current service;under 5s, as the age range of theservice has increased; and youngcarers who may be particularlyvulnerable and hard to reach.

An EqIA already carried out has identified a range ofactions that will be taken to mitigate any potentialimpacts and help to deliver improved outcomes formore children and young people:– Developing a greater workforce skill mix and

reducing duplication so that available resourcesare used as effectively as possible

– Developing a more integrated approach acrossEarly Years settings to deliver services differently

– Robust needs analysis and prioritisation,including ensuring resources are targeted atthose most in need; the county council will workwith the service provider to:

o evaluate options to mitigate risks tovulnerable families

o awareness training for staff on culturalpractices such as Female GenitalMutilation in order to ensure the servicecan identify and respond appropriately tothese issues

o develop an enhanced offer for particularlyvulnerable groups – including teenageparents

o develop a ‘lead school nurse’ role withsubject specialism for vulnerable children,including young carers

o develop outreach to BME groups wheretake up of service has been lowtraditionally – including signposting tointerpreting and translation services whereappropriate

o Ensure sessions aimed at dads & malecarers are maintained

– Individual school needs assessments will identifyany requirements based on individual school andtheir catchment area.

– Continue to encourage and facilitate peer to peersupport among parents and carers

– Staff awareness raising and training– Health outcomes tend to be worse in more

deprived areas so service provision will take thisinto consideration; parents in known risk groups




will have additional support offered to them byhealth visitors

– Have a six-month mobilisation period for the newservice to give time for any new provider tofamiliarise themselves with the county and to putkey operational processes in place.

– Monitor and review arrangements to ensurethere is sufficient expertise to meet identify andmeet the needs of vulnerable children, includingyoung carers

YC Hertfordshire service reviewTo review the servicesprovided/covered by YC Hertfordshire,which include youth work projects andprogrammes; information, advice andguidance; work-related learning;outdoor education and support foryoung people aged 13-19 (up to 25 foryoung people with learning disabilities).For young people leaving care, supportis provided to the age of 21.

The review will consider how servicesdelivered by YC Hertfordshire operateboth in and outside the council and howthe county council can work with ourpartners both in the public andvoluntary sectors. There will be changein what and how services are deliveredand in some areas a potentialreduction. There will therefore be animpact on staff and there is also thepotential for a negative impact onyoung people aged 11-25.

The age range in focus for review willbe from 11-19 where early support isrequired and up to 25 years for careleavers and those with LearningDisabilities.

All service review models aim to protect front lineface-to-face delivery and the delivery of earlyintervention and prevention, in order to minimise theneed to escalate to specialist services. The followingactions are proposed to mitigate any negativeimpact:– Work with partners, including the voluntary and

community sector, will be a key part ofdeveloping a new and more creative approach tosupporting young people.

– Continue to have as the primary purpose of ourearly support and preventative approach“Enabling Young People to Succeed” and thedelivery of targeted early intervention to reduceescalation to more expensive and intensiveservices.

– Consider how resource allocation can betargeted at those who need support the most,and to “narrow the gap” for those least likely toprogress. It will take into account potentialincreased demand e.g. the ONS forecastedrising youth population of up to 20% between2017 and 2026, welfare reforms, care leaversand the needs of young people with learningdisabilities.

– Phase the review and its implementation overtwo years to allow for service remodellingprocesses and workforce development, includingconsultation and engagement with the workforce,partners and young people.

– Robust consultation and engagement with youngpeople – including ‘looked after’ care leavers –and stakeholders

– Focus resources on the most disadvantagedyoung people, those presenting the mostchallenging behaviour, those at risk and




vulnerable groups. A full equality impactassessment will be undertaken as part of theremodelling of the service, which will includeactions to mitigate any potential impacts on staff.

Serco SMS contract savingsThe Children’s Contact Service, whichis run by Serco, will deliver savings asa result or reductions in the number ofChildren Looked After since thecontract was originally agreed. Thismeans that not as many supervisedcontacts are required. Low impactexpected, although there is a smallchance of a negative impact if thenumber of Children Looked Afterincreases significantly and there areissues with agreeing the revisednumber of hours.

The following mitigating actions were identified in anequalities impact assessment already completed forthis proposal:– Set out a clear process for agreeing increases in

hours required if number of Children LookedAfter increase significantly

– Liaise with social care professionals and otherpartners to ensure that any alternative familysupport provided addresses the highest prioritiesand takes account of the different needs ofdifferent groups.

0-25 integrationExploring the opportunities to improveefficiencies and remove duplicationacross services through theintroduction of cross service workingand the development andimplementation of the SEND Pathfindermodel and maximise use of communitybased services to supportindependence and self-reliance

Potential impacts on children and their families willbe mitigated against by the following:– Robust needs analysis informed by data across

children’s services teams.– Appropriate consultation and engagement to

ensure that the children and families affected areinformed and involved in decisions.

– Training for staff in ensuring cultural sensitivitiesand needs of the child / family by virtue of havinga protected characteristic are taken into accountin the delivery of services.

– Individual equality impact assessments will becompleted for service and policy proposalswhere required.

Herts Music ServiceThe service is in the process ofreorganisation in order to reduce directfinancial support provided by HCC. Arange of measures are planned toachieve this, including reducing fundingprovided to schools for initiatives andinnovation, management and staffingreductions, review of the way in whichconcessions are provided on tuitioncosts, and review charging policies.

A full EqIA will be carried out once more detailedproposals have been identified. Potentially there willbe changes to the way some services are delivered.




School Improvement (Herts forLearning)It is proposed to reduce the HCCcontribution to the contract with Hertsfor Learning.

The shortfall in funding will be met by additionalmoney de-delegated by maintained schools tosupport the continuation of this activity, somereductions in service levels, and some use of DSGwhere justifiable. Services will not be substantiallyaffected.

Off site visits to schoolsExpenditure in providing advice toschools in this area will need to be fullyfunded from trading.

Monitor feedback from schools and review ifnecessary.

INTERNAL

Salary SavingsLimited reductions will be made acrosssalary budgets, taking account ofvacancies arising.

Premature RetirementCompensation (PRC) andredundancyCurrently costs of redundancies inmaintained schools are met centrally.The provision for this will be reducedand in consequence a greater part ofsuch costs will need to be met fromschools' own budgets, increasing theirfinancial deficits in the short term.

HCC has a policy and guidance of principles, values,and expectations relating to Organisational Change,Redundancy and the Priority Application Process.Equality impact assessments are completed wherenecessary and managers are supported to ensureany negative impacts are mitigated against. Thisincludes: Consideration of flexible working arrangements. Support from Staff support networks. Access to Carewell, confidential advisers and a

range of resources to help staff. Robust policies to protect staff and specific

policies for pregnant staff and staff on maternityleave.

Continual monitoring of the impact on staff. Additional leave allowances for disability and

pregnancy related illness. Following our equal opportunities policy for staff:

Putting People First.

Any potential impact on service users will be subjectto an EqIA in relation to that potential impact.

ADULT CARE SERVICES

Best Value Team targetContinue to deliver savings from carecontracts and improved value formoney for people with learningdisabilities.

No direct impact on service users as focus is onachieving better value for money fromcommissioned providers. Service users’ needs willcontinue to be met. However, all negotiations areinformed by a robust risk assessment of providers,which informs the Council’s approach.

Mental HealthThis relates to changes in the waytraining is delivered and does not havea direct impact on service users.

None required – the way the Council will addressMental Health issues is set out in our new MentalHealth Strategy, which aims to improve overalloutcomes for people with mental health conditions,




specifically those from a BME background as thereis a higher incidence rate. The accompanying actionplan will monitor progress against the aims of thestrategy to ensure progress is made.

Older People Strategy savings

1. Demand Management atCustomer Service Centre

The Social Care Access Service wouldbe tasked with reducing demand by 1%(after demography factored in), byreducing work that goes through to theExtended Involvement Team forongoing care. Will impact on olderpeople with care and support needs

2. Optimising enabling outcomesfor people (less homecare)

Increased focus on ensuring people inreceipt of care are enabled to reachtheir optimum level of independence,and therefore reduce and/or delay theirongoing need for care. This will includeimplementing a new practice model andmaximising use of Specialist Care atHome and equipment. This has thepotential to reduce the number of olderpeople – particularly those with healthconditions that receive long-termhomecare.

3. Flexible outcome-based careplans with Telecare

Use Assistive Technology in a smarterway to reduce the amount of carecommissioned. This will impact on olderpeople and disabled people whorequire some support with daily livingactivities and/or to maintain health andhas the potential to reduce dependenceon formal care. It may also have animpact on carers. Potential negative (ifawareness / understanding is low orability to use/engage with technology islimited) and positive (maintain andimprove independence and overall

The following mitigating actions taken or planned areaimed at minimising any negative impact of theseproposals: Focus on reducing the need for services so

resources go towards those people who need itmost and for which community alternatives arenot available

Preventative, proactive and personalised workwith service users

Use of new holistic ‘Connected Lives’assessment methodology to ensure that all anindividual’s needs and the potential impact ofdecisions is taken into account

Work with NHS to ensure they are providingeffective rehabilitative services

More use of flexible care plans so that caremanagers and care providers can focus onmeeting needs in different, more personalisedways

Robust communication between partners andproviders

Ongoing monitoring of impact of changes inpractice

Robust communication plan will ensureawareness is raised and the reasons forproposals are clear

Appropriate engagement and signposting forservice users and carers and the groups thatrepresent them will ensure proposals match theirneeds

Seek feedback and learn lessons from pilotsbeing commissioned and identify and review anyspecific equality impacts identified

Coordination with other partners and agenciesinvolved in the delivery of Assistive Technology




wellbeing outcomes)

4. Fewer residential careplacements / more FlexicareHousing

Continue downward trend in residentialcare placements. Potential for positiveimpact on older people in line with thepersonalisation and enablementagendas.

5. New nursing care commissioning- average fees lower

Focus on securing nursing care homeplacements to levels that reflectpopulation growth and increase inneeds and in line with care practice andprescribing changes. Potential forpositive impact on older people withsignificant care (nursing needs) andtheir carers by increasing number ofplaces available.

and accommodation.

Align work on residential and nursing careplacements, flexicare and Supported Livingthrough the delivery of the IntegratedAccommodation Strategy to ensure that olderpeople are offered the most cost effective andenabling housing options

Robust needs analysis to ensure the serviceproposals match the needs of the users.

Appropriate engagement and consultation willensure the views of service users, carers andgroups that represent them are taken intoaccount.

Coordination with other partners and agencies toensure vulnerable people are supported.

Continual monitoring to ensure positive benefitsare being realised, including gaining evidence ofincreased enablement

Developing care fee structures that align withcategories of care and are linked to financialincentives based on quality and performance willhelp ensure they are set appropriately to meetthe needs of vulnerable older people.

Herts Equipment ServiceCommercial Innovation (HES)This relates primarily to successfulwork already carried out to improve theresponsiveness of the HES service,which entailed a short term investmentthat is now being repaid. There hasbeen good work to rationaliseprescribing costs through standardisingthe HES catalogue.

Ensuring a comprehensive range of equipmentavailable and monitoring the impact where brandedor higher cost items have been removed from thecatalogue.

There is the potential for further innovation in futureyears but the potential impacts of these will beconsidered in next year’s Integrated Plan EqIA.

Disability Service strategy savings

1. Education, work, volunteeringand personal budgets - linked today opportunities

Developing education, work andvolunteeringopportunities allowing people to livehealthy and purposeful lives to their fullpotential and as independently as

There are likely to be additional individual workareas that will need to be developed to supportworkstreams under this strategy over the four yearperiod of the Integrated Plan – e.g. a new DayOpportunities approach – which may requiremember engagement in due course. This will includeconsideration of specific equality impacts identified.The following mitigating actions taken or planned areaimed at minimising any negative impact of theproposals:




possible. Potential for impact on peoplewith a disability and their carers.

2. Optimal accommodation optionsfor all - housing and Shared Lives

Securing the most independent level ofaccommodation for younger peoplewith disabilities, in line with their careplans. A growth in localised communityaccommodation that promotesindependent living and minimises therequirement for people – including olderpeople with learning disabilities – to livein high cost accommodation.

3. Review Out of County (OOC)placements and TransformingCare clients

Review every OOC and TransformingCare Placement with a view to wherepossible commissioning moreappropriate provision in Hertfordshire ata more suitable price. Significantpotential for a positive impact –provided that local provision isappropriate – for disabled people andtheir carers.

4. Negotiating strategies with keyproviders / Inflation strategytargeting ‘non Value for Money’providers

Develop and implement negotiatingstrategies for key areas of provisionacross residential care (including out ofcounty) and Supported Living. Potentialfor a negative impact on people with adisability if providers seek to exit themarket

5. More Continuing Healthcare(CHC) income / other incomestreams for Transforming CarePlacements

To increase funding received from

Robust needs analysis to ensure the serviceproposals and specific accommodation optionsmatch the needs of the users, including by age,and use a wide range of data sources, includingnational data and learning from other areas thathave introduced similar changes

Appropriate engagement and consultation willensure the views of service users, carers andgroups that represent them are taken intoaccount and help build a consensus around thecase for change

Coordination with other partners and agencies toensure vulnerable people are supported,including signposting and referral of serviceusers and carers where appropriate.

Robust monitoring of the overall LearningDisability budget to make best use of existingresources to ensure support is targeted at thosewho need it most.

Continual monitoring to ensure positive benefitsare being realised.

Monitoring to ensure culturally appropriate carecontinues to be provided and that individuals whodo not have high levels of proficiency in Englishwill be supported.

Person-centred evaluation on a case by casebasis of the potential for a new model of care andsupport

Service-level reviews as part of implementationplans to ensure that cumulative impacts areidentified and addressed.

Integrated approach to developing the marketand negotiating with providers; including fully riskassessing each provider and considering qualityand safeguarding issues as well as financial;and working with local, regional and nationalpartners around market resilience.

No negative impact on service users or carers as theproposal is not to reduce the service but to maximiseother income streams so that HCC funding can beused to meet the needs of people for which other




Continuing Healthcare and theTransforming Care programme.

funding is not available.

Other Disability Service savings:In-house services – CommercialInnovationDeveloping a new operating model forin-house day services, supported livingand short breaks, to include moving theactivity to a HCC-owned tradingcompany(ies). Potential for impact onservice users and staff.

The following mitigating actions taken or planned areaimed at minimising any negative impact: Robust business case development that

articulates and tests the proposed benefits Appropriate engagement and consultation will

ensure the views of service users, carers andgroups that represent them are taken intoaccount.



Carry out further equalities impacts as part ofdeveloping the business case for theseproposals

Older People and Disabled People:more CHC incomeTo increase number of service-userswho receive funding for their carepackage from NHS Continuing HealthCare (CHC). Potential for positiveimpact on older and disabled people sooverall HCC funding can be spent mosteffectively.

No negative impact on service users or carers as theproposal is not to reduce the service but to maximiseother income streams so that HCC funding can beused to meet the needs of people for which otherfunding is not available.

Housing Related SupportBetter value for money from HousingRelated Support spend, includingidentifying duplication and the capacityof existing contracts/services. Potentialfor negative (if awareness is poor) andpositive impact (more efficient use offunding enable service to support morepeople) on older people and disabledpeople.

Low impact expected, due to alternative servicesbeing available and developing different ways ofmeeting care and support needs. The followingactions will help to mitigate any negative impacts: Appropriate engagement and consultation will

ensure the views of service users, carers andgroups that represent them are taken intoaccount during any tender/review/re-commissioning exercises

Clear signposting to alternative provision Using the findings of monitoring of impacts on

vulnerable groups to identify how to targetcapacity of existing contracts/services to addressareas of need

Community hubsDevelop community hubs to bringtogether a range of services to reduce

The focus will be on reducing revenue costs toincrease efficiency by bringing different servicestogether, not on reducing service provision. This will




revenue costs. No impact yet assavings are not due to be delivereduntil 2019/20.

required detailed modelling and business casedevelopment and any impacts and mitigationsrequired will be assessed in next year’s IntegratedPlan EqIA.

Reduce grants to voluntaryorganisationsWorking with both ClinicalCommissioning Groups to reducespend / better use funding in the areasof Mental Health, Advocacy, CrisisIntervention and Carers. Has thepotential for both positive and negativeimpacts on people with disabilities andcarers.

Low impact expected, due to alternative servicesbeing available and providers not relying fully ongrants to deliver services. The following mitigatingactions taken or planned are aimed at minimisingany negative impact: Appropriate engagement and consultation will


Monitoring of impacts on vulnerable groups Full EqIAs will be carried out for each budgetary /

tender proposal in order to help ensure funding istargeted at where it is most needed

Charging Income for CommunityBased Adult Social CareUpdate the Council’s charging policy toreflect national changes and addresslocal anomalies. Will impact on olderpeople, disabled people and potentiallytheir carers if service users declineformal care if they are not willing to payadditional charges. May also be animpact on people with communicationneeds relating to a disability, sensoryimpairment or as their main language isnot English.

Low impact expected. The following mitigatingactions taken or planned are aimed at minimisingany negative impact: Appropriate engagement and consultation will

ensure the views of service users, carers andgroups that represent them are taken intoaccount. Full consultation process alreadyplanned and Equality Impact Assessmentalready carried out to inform consultationprocess, which identified a number of specificactions, including:o Writing to all service users as part of the

public consultation to explain how changeswill affect them

o Monitoring impact: including review of thedebt position, number of charging appeals,number of people who decline services asthey don’t want to make a contribution

o Send individual communication to all relevantservice users once the final changes areagreed to clearly set out how the changes willaffect them

o Ensure access to interpreting services isavailable, if required

Transport rationalisationReview of contractual arrangements,stronger enforcement of existing

Low impact expected, given the proposed focus onensuring the most enabling, preventative serviceoffer. However, the following are proposed to




transport policy and active work topromote alternatives, such as traveltraining. Given the client group, likely tohave the most impact on youngerdisabled people and older disabledpeople – potential positive (increasedindependence) and negative (loss of apreventative, enabling service if overallthere is less transport available).

mitigate any potential negative impacts: Person-centred evaluation on a case by case

basis of the potential for a new model of care andsupport

Service-level reviews as part of implementationplans to ensure that cumulative impacts areidentified and addressed.

Coordination with other partners and agencies toensure vulnerable people are supported,including signposting and referral of serviceusers and carers where appropriate.

Older people homecare – use ofcommunity alternativesEnhanced use of existing Universalservices provided by community andvoluntary organisations, leading tolower levels of statutory servicescommissioned and maximising oflimited homecare capacity.

The following mitigating actions taken or planned areaimed at minimising any negative impact: Robust needs analysis to ensure the service

proposals match the needs of the users. Appropriate engagement and consultation will



Continual monitoring to ensure positive benefitsare being realised, including monitoring to ensureculturally appropriate care continues to beprovided and that individuals who do not havehigh levels of proficiency in English will besupported.

Positive outcomes for peoplethrough new specialist care at homeschemesFewer on-going care packagesrequired for people leaving hospitalbecause new specialist intensive careat home schemes rehabilitate and aidindependence.

Specialist Care at Home is targeted at vulnerableresidents: individual needs will need to be identifiedand taken into account to reduce the risk of negativeimpacts. The following mitigating actions taken orplanned are aimed at minimising any negativeimpact: Robust needs analysis to ensure the service

proposals match the needs of the users andfocus on those most in need of care and support.

Appropriate engagement and consultation willensure the views of service users, carers andgroups that represent them are taken intoaccount.


Continual monitoring to ensure positive benefitsare being realised, including monitoring to ensure




culturally appropriate care continues to beprovided and that individuals who do not havehigh levels of proficiency in English will besupported.

Preventative TelecareSavings against the older people's carepurchasing budget relating to theimplementation of Telecare for 1000targeted people - to delay their need foradult social care. This project is aimedat providing telephone support toservice users and their carers toimprove access to support and reducereliance on home visits. There is thepotential for impact on service userswith specialist communication needsdue to sensory, physical, mental,learning disability or frailty; as well asthose who do not speak English as afirst language.

The following mitigating actions taken or planned areaimed at minimising any negative impact:– Support and access to services will continue to

be available through traditional channels forthose service users that lack sufficient capacityor are unable to access this service.

– All communication equipment will meetaccessibility standards.

– Users with language requirements will be able toaccess Language Line and the HertfordshireInterpreting and Translation Service.

– Service users with additional needs will beidentified and the appropriate support will beprovided to them and their carers to ensure theycan benefit from the service.

– Continual monitoring and consultation with staffand service users.

Older People and Physical DisabilityCare PurchasingReview of packages with a view toobtaining price and volume efficiencies.

The following mitigating actions taken or planned areaimed at minimising any negative impact: Robust needs analysis to ensure the service

proposals match the needs of the users. Appropriate engagement and consultation will




Monitoring to ensure culturally appropriate carecontinues to be provided and that individuals whodo not have high levels of proficiency in Englishwill be supported.

INTERNAL

Reduction of central teams andsavings related to the ‘Enabling theWorker’ programme

HCC has a policy and guidance of principles, values,and expectations relating to Organisational Change,Redundancy and the Priority Application Process.Equality impact assessments are completed wherenecessary and managers are supported to ensureany negative impacts are mitigated against. Thisincludes:




Serco SMS Contract savingsSavings relating to a range of supportservices delivered by Serco on behalfof the Council, including the SocialCare Access Service and Telecare.Wherever possible, savings aredelivered through efficiencies with noadverse impact on service-users. Thegroups most likely to be affected areolder people, disabled people, peoplewho do not have English as a firstlanguage and carers, and to a lesserextent people with particular religiousbeliefs. There is the potential for bothpositive and negative impacts.

Consideration of flexible working arrangements. Support from Staff support networks. Access to Carewell, confidential advisers and a



Continual monitoring of the impact on staff. Additional leave allowances for disability &



Any potential impact on service users will be subjectto an EqIA specific to those potential impacts.

The Equality Impact Assessment already completedsets out a number of actions to mitigate againstpotential negative impacts. Key actions include: All service areas to ensure that the process for

making complaints and / or raising concerns isclearly set out to service users and staff

Broad representation on the Innovation Forumlinked in with appropriate interdependent worksuch as the digital inclusion agenda.

Ongoing monitoring of all services, includingproactive review of who accesses them,including identifying under- or over-representation

Work in an integrated way to ensure that newservice models are in line with a range ofstrategic objectives – for example, the IntegratedAccommodation Strategy, Learning DisabilityTransformation work and the AssistiveTechnology Strategy.

Continual user involvement through evaluationand regular service quality checks to ensureeffective communication channels.

Communications plan to support service changes Consider staff training needs and any safeguards

needed for service users when implementing anynew technologies. Where appropriate,consultation will take place with key groupsaffected.

Staff training on accessibility, cultural/religious




differences and carer needs

ENVIRONMENT

Savercard - additional incomeIncreasing the price of Savercards by£5 to generate additional income, andreview annually in future in line withchanges in the Consumer Price Index.Minimal impact on vulnerable groupson low incomes. The Savercard mayalso be extended to include othergroups, provided it remains within itscurrent budget, subject to a decision bycounty council Members. This wouldhave potentially positive impacts byenabling additional groups to benefitfrom discounted travel.

Any price increase may cause some users concernsand lead to people on low incomes feeling less ableto access Savercards. However, a drop inapplications for Savercards is not anticipated, aseven with the price increase, the card representsgood value for money for most young bus users.

The situation will be monitored and reviewed ifnecessary.

Household Waste Recycling Centre(HWRC) Re-use targetsThe wider introduction of re-use ‘shops’across the HWRC network has provedsuccessful and should result inadditional income with the plannedexpansion in size of some shops.

Positive impact for some service users as increasingthe amount of goods available for sale in re-useshops at HWRCs may enable them to buy items thatthey would otherwise be unable to afford.

LED Street LightingThis is an ‘invest to save’ efficiencyproject, which willalso improve resilience of the streetlighting service.

The Equality Impact Assessment previouslycompleted indicated that the proposal is sound andreasonable, and based on the philosophy that thereplacement lighting will be ‘no worse’ than theexisting installation, this should not impact on thecommunities who live within the vicinity of the roadnetwork, or similarly, road users and pedestriansusing the network.

INTERNAL

Review & Integrate CountrysideManagement Service / Rights of WayNo impact on service users – internalefficiency focusing on more integratedworking.


range of resources to help staff.




Robust policies to protect staff and specificpolicies for pregnant staff and staff on maternityleave.

Continual monitoring of the impact on staff. Additional leave allowances for disability and



COMMUNITY PROTECTION

INTERNAL

Staffing changes

Change in fire prevention personneland terms and conditions

Shift from ‘grey’ to ‘green’ bookterms and conditions

Removal of risk reduction role




Continual monitoring of the impact on staff. Additional leave allowance for disability &



Any potential impact on service users will be subjectto an EqIA in relation to that potential impact. Noimpact is expected on service users from theremoval of the risk reduction role as due to changesin the service model, this activity can now be carriedout by other staff members.

RESOURCES

Corporate Communications -HorizonsReduce the number of HertfordshireHorizons magazine issues from three toone over a two year period. A numberof residents learn about the countycouncil’s work and campaigns by

Although any impact is expected to be minimal, thefollowing actions will be taken to ensure this isminimised:– Consultation and engagement to more

specifically identify impacts before proposals arefinalised

– Link up with existing activity and initiatives under




reading the Horizons magazine – andare likely to include people who find itmore difficult to access digital services,including older people and people wholive in areas of higher deprivation.

the county council’s ‘Smart Digital’ programme,including signposting to digital inclusionresources across the county, including libraries’‘digital champion’ volunteers

Registration & Citizenship ServiceFurther channel shift to online bookings

Although any impact is expected to be minimal, thefollowing actions will be taken to ensure this isminimised:– Work with the corporate digital programme to

promote digital inclusion resources, includingHertfordshire libraries’ offer

– Continue to offer an alternative way to bookappointments – e.g. telephone – for people whoare unable to access online systems

Herts Fullstop – new service deliverymodelA new service delivery model toimprove the customer experience andlead to a range of positive impacts.

Monitoring progress and ongoing review to ensureproposed positive benefits are delivered.

Libraries – an alternative deliverymodel for the serviceThe Hertfordshire Library Service isexploring an alternative delivery model(for example, charity or socialenterprise) as the best way ofdelivering the ambitions of the InspiringLibraries Strategy and achieving thesavings required.

The following mitigating measures have alreadybeen taken or are planned to take place: An accessible public consultation to highlight

specific impacts and feedback on the proposals Continue to work closely with community

partners to provide advice, support and ongoingtraining for volunteers as required, includingtraining in the additional support that may beneeded by people with protected characteristics -for example, older service users or service userswith disabilities.

The potential for differential impact on peoplewith protected characteristics will require furtheranalysis in terms of actual impact and potentialmitigations as more detailed proposals emerge

Develop a robust equalities impact assessmentas part of the development of the business case

Translation & Interpreting ServiceReduction in overall spend followingagreement of new, improvedcontractual arrangements. No directimpact on service users.

No mitigating actions required – we will continue towork with providers and internal teams to make bestuse of these services and ensure that they areavailable to anyone who needs them.




E-commerce (income collection)Changes to the system we use forservice users to pay for goods andservices from the county council. Theaim is to improve our internalprocesses and reduce transaction costsso there will be no direct impact onservice users. As with any new system,there is the potential for a differentialimpact on people who may find it moredifficult to get used to new systems oraccess and use digital technology (e.g.older people) – particularly if there is amove towards more online payments.

This project will improve and expand upon theCouncil’s current electronic income collection byoffering service users the ability to pay online, bytelephone using Automatic Telephone Payments(ATP) or through mobile devices. We will ensurethat payments for service provision are accessible toall groups. This will include: Making alternative channels available for

accessing and paying for services (e.g. throughthe Customer Service Centre)

Engaging and consulting with service userswhere appropriate – e.g. testing the system withservice users and following up on feedback

Link up with our libraries to signpost to digitalinclusion resources where appropriate.

Engagement and ConsultationReduction in frequency of the residents’survey.

The residents’ survey will continue to be carried outevery other year, ensuring that residents have avoice. Equality considerations will continue to beembedded within the survey.

INTERNAL

Serco Shared Managed Servicescontract savingsSavings negotiated with the provider ofthe following services to HCC:Customer Service Centre, Social CareAccess Service, ICT, Finance andHuman Resources (HR) Transactions,Payroll, Occupational Health, Children’sContact Service, Driver Training,Highways Fault Reporting system andFacilities Management (FM). Potentialfor impact on some protectedcharacteristics groups – including olderpeople, disabled people, people fromBME communities and carers.However, low impact expected asproposals include various actions tomitigate against potential impacts.

Further back office savingsTo deliver efficiencies in back officesupport, including staffing efficiencies ininternal departments and in customerservice roles due to automating

Key mitigations proposed in the Equality ImpactAssessment already completed include: Communications plan to support service changes The training needs of all staff will be considered

when implementing any new technologies.Where appropriate, consultation will take placewith key groups affected.

Safeguards in place to take account of differentgroups if and when implementing Channel Shift

Ongoing monitoring – and review if necessary –of service user and staff needs, service qualityand accessibility

Training for staff on accessibility,cultural/religious differences and carer needs.

HCC has a policy and guidance of principles, values,and expectations relating to Organisational Change(including Accommodation moves), Redundancyand the Priority Application Process. Equality impactassessments are completed where necessary andmanagers are supported to ensure any negative




processes.

Hertfordshire Archives and LocalStudiesReduced funding for the service.

Office Accommodation – 25 by 20Reduce the cost of central officeaccommodation by 25% by the year2020 and modernising officeaccommodation to be SMART, flexible,efficient and fit for purpose.

Democratic ServicesShift from paper copies of documentsfor senior officers and members toelectronic publication.

impacts are mitigated against. This includes: Consideration of flexible working arrangements. Support from Staff support networks. Access to Carewell, confidential advisers and a

range of resources to help staff. Robust policies to protect staff & specific policies

for pregnant staff and staff on maternity leave. Continual monitoring of the impact on staff. Additional leave allowances for disability and


Putting People First.– Work closely with the Asset Management Board

on property/accommodation transformation

Any potential impact on service users will be subjectto an EqIA in relation to that potential impact.

This will be included as part of a corporateprogramme to deliver meeting management systemsthat ensure the most efficient and effective systemsare in place for staff and Members across theorganisation.


3. Opportunities to foster good relations and advance equality of opportunity betweenpeople who share a protected characteristic and those who don’t.

The Public Sector Equality Duty also requires local authorities to foster good relations andpromote equality of opportunity between those with a protected characteristic and others. Thiswork is implicit in all of our services. Specific opportunities have been identified withinindividual EqIAs and are summarised below:

Greater integration of council, healthand community services

Offers new opportunities to service users andcarers who will benefit from a holistic andpersonalised approach to service delivery.

Increased emphasis on client self-service, internet based/digital servicesand use of IT to help make servicesmore accessible and responsive

Providing support and training or signpostingpeople to support and training for IT could opennew opportunities for individuals – both sociallyand relating to employment.

Supporting the community andvoluntary sector to build capacity tosupport the delivery of services,including an increased focus on a‘Community First’ approach acrossservices

– Opportunities are presented for services to bedelivered more locally and encourageorganisations and networks to strengthen linkswith local communities and encourage widerparticipation by volunteers.

Support to staff – Staff networks have been refreshed and offerstaff support and networking opportunities.Membership of these groups has increasedfollowing publicity.

Consultation and focus groups – Most policy decisions involve publicconsultations which can include focus groupsand public meetings, a chance for members ofthe community to get together and get involvedin civic life.


4. An analysis of any potential cumulative impacts that spans services

The potential for compounded impacts on particular groups are identified in individual equalityimpact assessments, which generally involve engagement and consultation with a wide rangeof stakeholders. The process uses available data from national and local sources identified asrelevant to the individual equality impact assessment as well as the results from any localconsultation. Action planning and monitoring is part of the process, with the impact of any newpolicy or service only realised following implementation.

The continued pressure on the public sector to make savings, coupled with increasingcomplexity of need and the changing demographics within the county – e.g. an ageing andincreasingly diverse population and increasing complexity of care and support needs, meansfundamentally changing how services are delivered. This will have consequences for someequality groups within Hertfordshire as vulnerable groups make up a large proportion ofHertfordshire service users, and a large proportion of the Council’s overall budget is also spenton vulnerable groups (for example, a significant proportion of the budget for Adult CareServices is spent on supporting people with a learning disability). Wherever possible, savingsare delivered through efficiencies with no adverse impact on service users.

The summary above potentially identifies a compounded impact on children, older people(including older people with age-related health conditions, older people with learningdisabilities and older carers) and people with disabilities or long term health conditions (andconsequently their carers). However, in all cases the impact at this stage is considered low ormedium following a range of mitigating actions put in place or proposed to minimise potentialnegative impacts and ensure that the most vulnerable people in our communities continue tobe supported.

The projects and proposals identified in this plan are subject to ongoing monitoring anddevelopment. In many cases services are more targeted and focused on the needs of serviceusers. Online services and efficient assessment processes bring a range of benefits to serviceusers and their carers, with some traditional methods of contact remaining available.Opportunities to promote equality and foster good relations are also considered during equalityimpact assessments. In particular, service users are consulted and encouraged to becomeinvolved in decisions that impact on them and get involved in civic life. Planned integration withhealth and social care services, together with a commitment to working closer with partners inthe public, community and voluntary sector ensure the needs of all communities remain at theforefront of Council decision making.

In response to the Public Sector Specific Equality Duty to publish information a report thatgives further examples of how we are complying with the Duty is available atwww.hertfordshire.gov.uk/equalities. Also available on that page is our Equality Strategy andour annual workforce profile, which provides breakdowns of the workforce diversity profile. TheDiversity Board is responsible for monitoring equality impacts across HCC and to ensuredelivery and compliance with legal and policy requirements.

The table below summarises analysis of potential impact on services and service users. Itdoes not cover staff reviews/proposals that have the potential to impact on staff only, whichhave separate EqIAs.


Project / Review

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Impactaftermitigation

Mitigation Rationale

Key: = Potential impact: x = No impact; NK = Not known – insufficient evidenceCHILDREN’S SERVICESFamily CentreRecommissioning

x x x x Low Robust needs analysis andprioritisation, includingensuring that resources aretargeted at those most inneed, including offeringadditional support to parentsin known risk groups

Individual school needsassessments

Encourage and facilitatepeer to peer support

Six month mobilisationperiod for the new service

Monitor and review

Service Review todevelop a moreintegrated service andgreater workforce skillmix to reduceduplication and ensureall available resourcesare used as effectivelyas possible in analigned service.

YC HertfordshireService Review

x x x x x x X x Low toMedium

Work with partners todevelop the approach

Strengthen focus on targetedearly intervention, includingbest use of resources tosupport those most in needin order to ‘narrow the gap’

Phase review over two years Robust consultation and

engagement with serviceusers and families

Service Review toimprove overallefficiency and the waythe service works withpartners


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Key: = Potential impact: x = No impact; NK = Not known – insufficient evidence0-25 Integration x x x x x Low Robust needs analysis informed

by data; appropriateconsultation and engagementand staff training.

Improve efficienciesand remove duplicationacross services

Herts Music Service x x x x x x x Low A full EqIA will be carried outonce details have beenconfirmed. Potentially there willbe changes to the way someservices are delivered.

Central Governmentpolicy

School Improvement(Herts for Learning)

x x x X x Low A full EqIA will be carried outonce details have beenconfirmed. Some shortfall infunding will be met by othersources. Services will not besubstantially affected.

Central Governmentpolicy and re-allocationof funding

Off Site visits to schools x x x x x x x Low Monitor feedback from schoolsand review if necessary

Service Review

Serco SMS contractsavings (Children’sContact Service)

x x x x x x x x Low Set out a clear process foragreeing increases in hoursrequired if number of ChildrenLooked After increasesignificantly; and liaise withprofessionals and partners toensure that alternative familysupport addresses the highestpriorities and takes account ofthe different needs of differentgroups.

Contract Review


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Key: = Potential impact: x = No impact; NK = Not known – insufficient evidenceADULT CARE SERVICESBest Value TeamTarget

x x x x x x x x x x No impact None required Ongoing review ofcontracts to ensure bestvalue for money

Mental Health x x x x x x x x x x No impact None required

Older People StrategySavings (this includes 5separate proposals,which are set out in thetable in section 2 above.Impacts and mitigationhave been summarisedin this table)

x x x x x x x Low Robust needs analysis toensure service proposalsmatch the needs of users

Preventative, proactive andpersonalised work withservice users

Focus on reducing need/demand and enablingcommunity alternatives

Working with partners toensure best use ofresources and integratedways of working

Robust communication andengagement with serviceusers, carers and providers

Ongoing monitoring ofimpact of changes

Service review torespond todemographic changesand resourcechallenges and to helpmeet the updatedstrategic ambitionsbeing developed forAdult Care Services,including maintainingindependence andbuilding strong,supportive and resilientcommunities


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Key: = Potential impact: x = No impact; NK = Not known – insufficient evidenceHerts EquipmentService

x x x x x x x x Low Ensuring a comprehensiverange of equipment availableand monitoring the impactwhere branded or higher costitems have been removed fromthe catalogue.

Service Review toensure best value formoney

Disability ServiceStrategy Savings (thisincludes 5 separateproposals, which are setout in the table insection 2 above.Impacts and mitigationhave been summarisedin this table)

x x x x x x x Low Robust needs analysis toensure the serviceproposals and specificaccommodation optionsmatch the needs of theusers

Robust engagement andconsultation with serviceusers, carers and providers

Coordinate work with otherpartners and agencies

Robust service and budgetmonitoring to ensure bestuse of resources

Person-centred evaluationsof the potential to besupported in new ways

Integrated approach todeveloping the market andimproving resilience

Service review torespond todemographic changesand resourcechallenges and to helpmeet the updatedstrategic ambitionsbeing developed forAdult Care Services,including maintainingindependence andbuilding strong,supportive and resilientcommunities


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Key: = Potential impact: x = No impact; NK = Not known – insufficient evidenceIn-house services –commercial innovation

x x x x x x Low Robust business casedevelopment, includingdetailed analysis ofequalities impacts asproposals are developed

Appropriate engagementand consultation

Ongoing monitoring

Developing a newoperating model for theservice

More ContinuingHealthcare income

x x x x x x x x x x No impact None required Maximise alternativeincome streams

Housing RelatedSupport

x x x x x x x x Low Appropriate engagementand consultation

Clear signposting toalternative provision

Using monitoring findingsto help target existingservice capacity to addressareas of need

Contract Review toensure better value formoney on overallspending in this area

Community Hubs NK NK NK NK NK NK NK NK NK NK NK None required at this stage. Requires detailedmodelling anddevelopment –however, the focus willbe on brining servicestogether in a moreintegrated way.


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Key: = Potential impact: x = No impact; NK = Not known – insufficient evidenceReduce grants tovoluntary organisations

x x x x x x x x Low Appropriate engagementand consultation

Monitoring of impacts onvulnerable groups

Complete full EqIA for eachbudget proposal to helpensure funding is targetedat where it is most needed

Service review to takeaccount of alternativeservice available

Client Income x x x x x x Low toMedium


Responding to consultationfindings and clearcommunication about whatthe agreed changes willmean for service users andcarers

Maximising alternativefunding

Transport rationalisation x x x x x x x Low Person-centred evaluationon a case-by-case basis

Service-level reviews toensure cumulative impactsare identified andaddressed

Coordination with otherpartners and agencies

Service Review toensure the service isavailable to those whoneed it most


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Key: = Potential impact: x = No impact; NK = Not known – insufficient evidenceOlder people homecare– use of communityalternatives

x x x x x Low Robust needs analysis toensure the serviceproposals match the needsof the users.


Monitor – including ofculturally appropriatesupport – and review ifnecessary

Improve choice, qualityand flexibility ofprovision and respondto budget pressures

Specialist Care at Home x x x x x x x Low Robust needs analysis toensure service proposalsmatch the needs of users.



Coordination with otherpartners and agencies toensure vulnerable peopleare supported and ongoingsupport needs are met

Fewer ongoing carepackages required


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Key: = Potential impact: x = No impact; NK = Not known – insufficient evidencePreventative telecare x x x x x x x Low Continue to make access

and support availablethrough traditionalchannels for service usersthat lack sufficient capacityor are unable to accessthis service

Ensure compliance withaccessibility standards

Provide additional supportto service users withadditional access needs

Monitoring andengagement with serviceusers and carers

Improving access andflexibility to clients;responding todevelopments intechnology; andresponding to budgetpressures by offeringalternatives to face toface contact

Care Purchasing x x x x x x x Low Robust needs analysis toensure the serviceproposals match the needsof the users.



Review of carepackages with a view toobtaining price andvolume efficiencies


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Key: = Potential impact: x = No impact; NK = Not known – insufficient evidenceSerco SMS contractsavings – Social CareAccess Service andTelecare

x x x x x x x Low Clear, well communicatedprocess for raisingcomplaints and concerns

Ongoing monitoring

Work in an integrated wayto ensure new servicemodels are in line withstrategic objectives

Continual user involvementthrough evaluation andservice quality checks

Communications plan tosupport service changes

Staff training

Contract Review toensure it continues tooffer value for moneyand responds to recentchanges

ENVIRONMENT

Savercard - additionalincome

x x x x x x x Low A drop in applications is notanticipated, as even with theminimal price increase, thecard represents good value formoney for most youngtravellers. The situation will bemonitored and reviewed ifnecessary.

Budget pressures


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Key: = Potential impact: x = No impact; NK = Not known – insufficient evidenceHousehold WasteRecycling Centre(HWRC) Re-use targets

No negativeimpact

Potential positive impact forsome service users ifincreasing the amount of wastethat is re-used – and availablein re-use shops at HWRCs –enables them to buy items theyare otherwise unable to afford.

Commitment tominimising waste goingto landfill

LED Street Lighting x x x x x x x x x x No impact Project should not impact oncommunities, road users orpedestrians.

Improved efficiency andresilience.

RESOURCES

CorporateCommunications –Horizons magazine

x x x x x x x x Low Consultation/engagement tomore specifically identifyimpacts before proposals arefinalised; and link up withexisting activity under the‘Smart Digital’ programme,including signposting to digitalinclusion resources across thecounty.

Improved efficiency.


Project / Review

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Key: = Potential impact: x = No impact; NK = Not known – insufficient evidenceRegistration andCitizenship service

x x x x x x x x Low impact Work with ‘Smart digital’programme to promote digitalinclusion resources, includingHertfordshire libraries’ offer;and continue to offer analternative way to bookappointments for people/groups who are unable toaccess online systems

Improved efficiency andresilience.

Herts Full Stop – newservice model

x x x x x x x x x x No impact Monitoring progress. Service Review.

Libraries – alternativeservice delivery model

NK NK NK NK NK NK NK NK NK NK Low toMedium

– An accessible publicconsultation to highlightspecific impacts andfeedback on the proposals

– Continue to work closelywith community partners toprovide advice, supportand ongoing training forvolunteers as required

– Further analysis of thepotential for differentialimpact on people withprotected characteristics asmore detailed proposalsemerge

Service Review.

Translation andInterpreting Service

x x x x x x x x x x No impact None required. Contract review


Project / Review

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Key: = Potential impact: x = No impact; NK = Not known – insufficient evidenceIncome collection x x x x x x x x – Making alternative

channels available foraccessing and paying forservices (e.g. through theCustomer Service Centre)and signposting to digitalinclusion resources

– Engaging and consultingwith service users whereappropriate – e.g. testingthe system and followingup on feedback

Service improvement

Engagement andConsultation

x x x x x x x x x x No impact Move to biennial survey. Noimpact.

Improved efficiency.


integrated plan part f – equality impact assessment · impact of hertfordshire’s transformation...

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