Agenda item

The Strategic Director for Social Care and Education submits a report seting out the Social Care and Education Department’s improvement ambitions with regards to equality and diversity over the 2026-27 year.

The Strategic Director for Social Care and Education submitted a report setting out the Social Care and Education Department’s improvement ambitions with regards to equality and diversity over the 2026-27 year.

Key points to note were as follows:

• There had not been a formal approach for a number of years and it was now felt that something more concrete was needed.
• Many Global Majority staff had now been on leadership training.
• An initial action plan had been produced with an inclusive decision-making forum.
• Work had been done with outside agencies.
• A maturity matrix had been produced on where it was aimed to go on Equality, Diversity and Inclusion (EDI) as a department.
• The question had been put to staff over what would need to change or the department to be the best version of itself.  This would be mapped against the maturity matrix and a plan to deliver would be produced.
• It was aimed to be a good, inclusive place to work, where people felt they could succeed.
• Progress could be reported on quarterly.

In response to member and YPC member discussion, the following was noted:

• It was noted that there was a need to be upfront about doing things differently and there was a need to ask what needed to change.  There was a need for cultural change, and only through committing to change and seeing it through would the change be seen.
• Lots of work had been done around the YPC around psychological safety and how people cold share views.  The Inclusive Decision-Making forum fell to all staff in the department, this helped open things up in a similar way to how it was done in the YPC.
• In response to points raised about unconscious bias, is was stressed that there needed to be awareness to the fact that racism existed and that people could test themselves and that conversations could be had on biases.  There was a need for people to reflect and change.  If these issues were not talked about, people would be left with prejudices.
• Iin response to points made on inclusive decision making, it was explained that it was about getting more eyes onto issues and co-producing decisions, opening them up to checks and balances.  This was a cultural change over time and there was a need to give opportunities for more people to be involved.
• In terms of communication and language, there was an open dialogue about how people felt and perceived things, and if there wasn’t an open conversation, things did not move forwards.  It was necessary to open the option of change which needed open dialogue, and it was necessary for people to feel safe and have conversations to feel included.
• With regard to a query about how the Council’s approach compared to those of other Councils, it was noted that whilst some Councils were taking different approaches, the Council wanted to take an EDI approach.  Work was being undertaken with external organisations, and the Organisation Diverse by Design had helped provide tools for dialogue.
• In terms of tangible indicators might be that the expected outcomes have been achieved, this could be shown in workforce progression and representation, particularly at senior levels where it was aimed to be more representative.  Additionally, there was a need to be more aware of things that seemed like they were disproportionate to the local population in the community.

AGREED:

1)    That the report be noted.

2)    That comments made by members of this commission to be taken into account.

3)    That quarterly updates be provided.