Deeds Not Words 

We are acutely aware that in undertaking the below work we need to challenge and ask ourselves and the sector why some of the past initiatives haven’t worked, what has been successful and this learning should be at the core of addressing the below challenges. We know for example that in some organisations gender pay gap reporting and subsequent action lead to tangible outcomes. Our QED staff surveys also show the impact of the work undertaken by organisations as part of their QED journey. We know that Wales has much more female CEO’s than England. We know that we saw a marked increase in female representation on boards following regulatory and leadership focus on this area. And we know that the Rooney Rule has made a real difference in the NFL.

Nevertheless, there are more lessons to be learned and at the core of this learning should be an honest reflection on the role of leadership in the failed initiatives of the past and in driving this change. We are keen to work with and support the sector in seizing this opportunity as we might not get another one.

The pledges below have been developed based on the data and evidence on inequalities and experiences we have been obtaining through our QED Award work as well as wider consultancy, support and engagement work we carry out with our members. The multiple events and conversations we’ve had with people of colour in housing and beyond paint a concerning picture of significant and persistent impact of systemic racism and discrimination and the need for systemic change.

We are also aware that we need a full and concrete picture of where we are on race and housing in Wales so that we can measure progress. We know for example that only 3% of RSL board members are BAME compared to 6% of population, but we need more concrete data about our starting position, therefore our first step will be to carry out a survey to obtain a clear baseline of where the sector is on race equality. This will inform how we measure progress and whether we can develop initiatives to support the change going forward. We will carry out regular surveys and engagement to assess what has changed and publish the results. We are also keen to explore whether there is a role that the regulator can play in helping to lead this change.

We would also like our work to be further driven by BAME people linked to housing and we plan to do this through the Deeds Not Words panel.

• Adopt the All Wales Covid-19 Risk Assessment Tool which recognises the increased risk of COVID-19 to BAME staff and act on findings (ensure concerns of Black, Asian and other minority ethnic staff are treated seriously and addressed in a compassionate way, without the fear of being disadvantaged if work is realigned)
• Commit to wellbeing/psychological and other support to Black, Asian and other minority ethnic staff who might feel affected or vulnerable right now
• Investigate reasons for overcrowding and worse housing conditions amongst some BAME groups. Start acting on findings

• Adopt the Rooney Rule in at job levels where you identify under representation
• Report annually and act on findings:
  • ethnicity pay gap (where pay gap reporting is not possible due to small sample sizes – report BAME employee ratios at different levels)
  • recruitment, promotion and retention ethnicity data
• Invest in recruitment channels to bring in more Black, Asian and Ethnic Minority applicants
• Train all staff and board in Unconscious Bias and raise awareness of white privilege
• Ensure ethnically diverse recruitment panels
• Invest resources in positive action initiatives aimed at improving BAME representation at levels showing gaps. This can include leadership development programmes, mentoring/shadowing opportunities and internal talent pipeline initiatives

• Publicise your support for racial equality including: voiced support for Black, Asian and ethnic minority staff and tenants/people you serve, commitment to anti-racist practice and awareness of specific challenges facing your organisation or community
• Together with above – publish your commitment to take specific actions to tackle the challenges you identified. Report on progress annually
• Disaggregate ethnicity data in your tenant/service user satisfaction surveys and other tenant/service user surveys. Use other channels to learn about the experiences of BAME tenants/service users. Act on findings
• Build links with and support BAME community groups in the area and beyond, invest in building their capacity to support local communities and bring in community knowledge and challenge to the organisation
• In asylum dispersal areas, commit to donating or leasing housing to refugee housing initiatives (where these exist)

• Chief Executives, senior leaders/Heads of Housing and boards to take a proactive role in championing and monitoring progress on these pledges.
• Chief Executives, senior leaders/Heads of Housing and boards to actively support and promote an inclusive culture where people are comfortable talking about race and can bring their whole self to work
• Actively support and promote a culture where Black, Asian and Ethnic Minority staff and tenants/service users are comfortable to voice concerns related to race and are believed when this happens
• Invest in reverse mentoring schemes to share experiences and improve opportunities