A range of risks can be faced by any Board, Governing Body or Corporation in the public, private or indeed voluntary sectors. These risks may be summarised as:

• Governance and management risks.
• Operational risks.
• Financial risks.
• Environmental and external risks.
• Compliance risks.

Against this backdrop over-arching risks a wide range of equality and diversity issues need to be considered from both an employment and service delivery perspective, including:

The Business Consideration
Do those at the top understand what is meant by the business or economic case for equality and diversity in terms of either employment or service delivery? What is the cost of doing something? What is the cost of not doing something? Success for an applicant in a tribunal can mean thousands of pounds being spent on preparation for the case and subsequent compensation. With the defeat often comes appalling local and national publicity damaging the corporate reputation of the whole organisation raising stringent questions about those in charge. And many discrimination claims bring about the waste of talent with an added detriment on further recruitment AND retention of those already employed.

The Organisational Considerations
Do those at the top of the organisation appreciate the steady shift from the individual having to prove a claim of discrimination to one where it is the organisation that often has to prove with tangible evidence that they did not discriminate? External scrutiny regimes are increasingly demanding tangible evidence that policies and procedures do far more than tick boxes! Those in a governance role have a clear overarching scrutiny role here which they must sustain and review.

The Demographic Considerations
Britain is changing –fast! An ageing population and with it the advent of much more flexibility with the retirement age means that many employers have 4G workplaces – i.e. four generations from 16 to 70 plus! Does the board appreciate and understand the opportunities and tensions these factors can bring to bear on their company or organisation? Do the board themselves reflect the 4G profile in their own membership?

The Legal Considerations
Legislation within the field of equal opportunities has evolved over time and continues to do so. It can be complex and there is a lot of it. Ignorance of these laws is not a defence. The concept of “Vicarious Liability” for any offensive discriminatory behaviour and conduct goes right to the top of the organisation. It follows clearly that the board will need to satisfy itself that everyone in the organisation is aware not only of their rights but also their associated responsibilities. Tribunal claims have been lost by employers because this balance was not achieved. Clear policies and procedures need to be in place, underpinned by robust staff training and a fast-track mechanism in place to alert the board about prevailing or imminent problems and issues

For Whom
This one-day course is for Directors and Governors of any Board, Governing Body or Corporation in the public, private or indeed voluntary sectors.  Senior HR managers may also benefit from attending.

CONTENT
Building on the foregoing risks above, we take participants through a programme that includes the following dimensions:

• Understanding and regularly reviewing the ethos and values that underpin the organisation’s
• Ensuring Board members, employees and others involved with the organisation understand these values and how they apply to their work.
• Maintaining a long-term overview of the organisation and all its work.
• Ensuring that decision making procedures are transparent and accountable
• Ensuring the needs and interests of relevant people and bodies are considered when making decisions.
• Ensuring adequate resources are available to carry out activities, and making decisions
• How to proceed when resources turn out to not be available.
• Monitoring the work of the organisation.
• Ensuring appropriate action is taken when work is not being done properly.
• Taking legal responsibility for the organisation and all its actions (or inactions).

Corporate Governance Principles
This module is the backbone for the whole course. It connects the wider definitions and applications of good governance with equality, diversity and inclusion, including the “Nolan Standards for Good Governance” , “The Foster review”, “ The Carver principles”, “Ofsted” expectations and allied codes of practice, such as those from the Charity Commission, Fund Raising Regulator and similar inspection bodies”

The Ever-Changing World of Work and Service Provision
Modern definitions of equality and diversity are introduced here with a focus on what those at the top should be thinking about in terms of equality of process, equality of choice and equality of outcome for those they employ and those they seek to serve. The module has a hard headed focus upon the economic considerations and demographic facts which dovetail with these definitions bringing about constant change and challenges for those in a governance role

The Legislative Framework
The Equality Act 2010 is the starting point but we drill down here into other related statutes, the cumulative terms shaping the legal responsibilities of Directors and Governors. Building on the latest definitions of discrimination and detrimental conduct we explain the importance of The Duty of Care. The Burden of Proof and Vicarious Liability.

Policy Implementation and Action
A “hands on” practical audit of your corporate approach to equality and diversity issues is facilitated with the aim of identifying existing good practice, areas for improvement and matters requiring urgent top level priority action.  The audit has a focus upon: –

• The Governing Body
• Human Resources
• Access to Services
• Service User Involvement
• Partnerships, Contractors and Stakeholders & Procurement
• Bullying and Harassment