Agenda item

The draft Inclusion and Diversity Strategy will be submitted for consideration and comment prior to submission to Cabinet for adoption.

Contact:

Stephen Bonnell – Head of Policy, Partnerships and Corporate Planning

Sarah Harris – Policy and Partnerships Officer

The draft Inclusion and Diversity Strategy 2024-2027 was submitted for consideration and comment prior to submission to Cabinet.

Stephen Bonnell – Head of Policy, Partnerships and Corporate Planning and Sarah Harris – Policy and Partnerships Officer, gave a presentation highlighting the following points:

·       The final version of the strategy would be presented to Cabinet, for approval, on 10^th September 2024.

·       The strategy set out the broad direction for inclusion and diversity and provided an overarching framework, with some of the specific actions and projects being picked up in other strategies such as the ‘Peoples Strategy’ and ‘Access to Services Strategy’.

·       The Council Plan, set out three organisational values, kindness, inclusion and pride. The strategy set out three elements to respond to the commitment to inclusion:

-          Compliance: with the Public Sector Equality Duty under the Equality Act 2010, and beyond.

-          Ambition: to achieve the ambitions for inclusion as an organisational value.  set against four themes, as set out below, which stemmed from the Local Government Association’s Equality Framework. An overview of the objectives under each theme was provided:

 1. Understanding and working with our communities

 2. Leadership, partnership, and organisational development

 3. Responsive services and customer care

 4. Diverse and engaged workforce

-    Partnership: to enable inclusion more broadly in Kirklees, as an anchor organisation, as a co-ordinator and facilitator, leading through partnerships, and as a service deliverer through services and programmes.

·       An overview was provided in relation to the key inequalities and challenges that had fed into the development of the strategy. The objectives in the last strategy had progressed the use of Integrated Impact Assessments; creation of the Inclusion Learning Framework; strengthening of employee networks and new projects such as ’Project Search’. This had led to the development of a number of ‘always on’ priorities within the new strategy, which described the way the organisation would work to deliver the new objectives.

·       The actions analysis that had been undertaken to try and ensure that delivery was achievable and identify where resources may be needed.

·       Delivery of the strategy, which included-

-   The establishment of a steering group for workstream leads to monitor progress.

-   The use of data and updates from a number of sources, such as the Communities Board, Kirklees Parenting Board, People Services, the employee networks and Access to Services.

Questions and comments were invited from Committee Members, with the following issues being covered:

·       In response to a question regarding the inclusion of key performance indicators, and how they would be reviewed in the future, it was acknowledged that further details could be documented in the strategy.

·       It was important to have clarity on those things being done at a national level and those that the Council was responsible for at local level.

·       The role of an elected member was discussed by the Committee and how they could contribute to this work, perhaps by funding relevant projects and activities through ward budgets. Although there was nothing explicit in the  draft strategy, this could be reviewed, acknowledging the importance of a Councillor’s role in acting as advocates for, and providing qualitative feedback from, communities.

·       A question was asked regarding the objective ‘Understanding and Working with our Communities’ and how this process was managed   It was explained that, at the beginning of the process, the results from the ‘CLiK Survey’ (Currently Living in Kirklees) had been used. This was completed every 4 years and provided qualitative data from residents. In addition, information was gathered from a number of sources such as from ward councillors, engagement with portfolio holders, specific services involved in the strategy such as the Community Plus team, and groups identified as having particular inequalities.

·       It was confirmed that the Inclusion and Diversity Strategy was a 3-year strategy, which would align with the Council Plan.

·       It was noted that the key themes that had developed since the last strategy included a focus on loneliness and isolation and addressing inequalities within communities.

·       A question was asked regarding the social isolation, loneliness and fuel poverty figures contained in the strategy and it was confirmed that the figures were from the 2021 CLiK Survey. The Committee was advised that updated figures would be sought.

·       Partnership working was considered and how the Council ensured partners worked collaboratively together. The Committee was advised that there were numerous ways in which links were made, such as through ward councillors and the community anchors, who worked across the district, but it was dependent on the specific project involved and who was responsible for delivery.

·       It was suggested that consideration could be given to the use of an Integrated Impact Assessment for ward budgets. A further suggestion was made in respect of additional specific funding being made available, which could allow ward councillors to focus on pieces of work to support the strategy. 

·       The   Quarter 1 Corporate Performance Report was due to be finalised shortly and would include a progress update on the shared outcomes. The outcomes were population-level, and a wide range of indicators were considered. The Committee would have the opportunity to consider this at a future meeting.

·       ‘Project Search’ was a successful programme and it was referenced in the strategy as an example of how achieving meaningful inclusion could mean treating people differently. The project was praised for the benefits that it had for individuals, groups and families. The importance of ensuring success stories were reported was acknowledged.

RESOLVED –

(1)  That the points and feedback raised by the Committee, including the recommendations set out below, be taken into account in taking the Inclusion and Diversity Strategy forward:

·     Detail should be provided in respect of the Key Performance Indicators, including the reporting mechanisms.

·     Reference should be made to the important role of Elected Members and how they could contribute and add value in terms of delivery of the objectives of the strategy.

·     The statistics in respect of social isolation and loneliness and fuel poverty should be updated.

(2)  That the officers be thanked for attending the meeting and presenting the draft strategy.