Contents
- Welcome to Bexley's Equality, Diversity and Inclusion Policy
- Introduction to Bexley's Equality, Diversity and Inclusion Policy
- How we developed our Equality, Diversity and Inclusion Policy and Action Plan
- Our equality objectives and outcomes
- Our guiding principles
- Our Action Plan 2023 to 2024
- Bexley’s International Women’s Day Awards
Our Action Plan 2023 to 2024
This Action Plan sits alongside the Equality, Diversity and Inclusion Policy 2023 to 2026. We have set three equality objectives for this period.
The Action Plan splits up the actions we will take per each equality objective. This Action Plan also shows if the action is related to: our corporate work, our directorate-level work, about our workforce, about contracts and commissioning or about our work with partners.
We will refresh the actions annually building on the progress of the last year, under each objective.
Please note that this Action Plan is not an exhaustive list of all work the Council is doing to tackle inequalities and promote diversity and inclusion. All services are expected to incorporate equality considerations into their service planning.
Equality objective 1: We will work with our partners to reduce inequalities between people and places in the borough, and champion equality
1.1 Improve our positive communications about our values in equalities, diversity and inclusion and our communities via our website, magazine and newsletters i.e. pictures and stories that talk about and reflect all residents in the borough.
Lead team | Category | Measurable outcome or indicator of progress | Overall result | Achieved by |
---|---|---|---|---|
Corporate and Communications | Linked actions - WRES Action Plan. | Self-assessment against LGA Equalities Framework. | All residents feeling included and represented - increasing trust and engagement in our services. | Ongoing - progress to be reviewed in 2024. |
1.2 Tell others about and get them involved in our Equality, Diversity and Inclusion work - including the voluntary sector and community and business partners, and across commissioned services, encouraging good practice across Bexley.
Lead team | Category | Measurable outcome or indicator of progress | Overall result | Achieved by |
---|---|---|---|---|
Corporate - Communications Finance All staff | Continuing and strengthening existing work. | Self-assessment against LGA Equality Framework. All contracted providers have been given a copy of the Policy. | Understanding of and engagement with equalities work. | Ongoing - progress to be reviewed in 2024. |
1.3 Raise the profile, impact and learning from the council’s internal Equality and Inclusion Steering Group which provides oversight and scrutiny of equality work across the Council, identifying gaps, engaging with staff networks and promoting equalities work.
Lead team | Category | Measurable outcome or indicator of progress | Overall result | Achieved by |
---|---|---|---|---|
Corporate Equalities Inclusion Steering Group Policy and Strategy | Continuing and strengthening existing work. | Equalities and Inclusion Group self-assessment of progress made. | The oversight and governance of all of our equalities work. | 2024. |
1.4 Continue to work with voluntary sector and community partners to support Bexley residents through cost-of-living pressures.
Lead team | Category | Measurable outcome or indicator of progress | Overall result | Achieved by |
---|---|---|---|---|
Working with others Policy and Strategy Cost of living internal officer working group | Proactively responding to emerging issues. | Delivered the Household Support Fund and have evidence that it supported people from different groups. Targeted communications. | Residents understanding how they can seek help and feeling supported. | 2024. |
1.5 Achieve the ambitions and actions of the forthcoming refreshed 2023 Health and Wellbeing Strategy, to reduce health inequalities in Bexley.
Lead team | Category | Measurable outcome or indicator of progress | Overall result | Achieved by |
---|---|---|---|---|
Directorate Public Health | Capturing existing service -specific activity/other projects. | - | The health of our residents and an improvement in health inequalities between groups of people and places. | - |
1.6 Deliver targeted funding for community events that celebrate diversity and foster good relations between groups.
Lead team | Category | Measurable outcome or indicator of progress | Overall result | Achieved by |
---|---|---|---|---|
Corporate Equalities and Inclusion Steering group Policy and Strategy | Linked action - OSC Race Equality report | - | Communities feeling strong and residents having a sense of belonging and understanding of their fellow residents. | 2024. |
1.7 Provide training and guidance for councillors to support them to champion equalities.
Lead team | Category | Measurable outcome or indicator of progress | Overall result | Achieved by |
---|---|---|---|---|
Corporate Equalities and Inclusion Steering Group Policy and Strategy | Continuing and strengthening existing work. | Guidance, tailored to the Bexley content, delivered to councillors. An increase in the number of councillors that have completed equalities training. | All councillors’ understanding and promotion of the Public Sector Equality Duty and equalities, diversity and inclusion. | 2024. |
Equality objective 2: We will commission and deliver effective and inclusive services that meet the needs of all residents
2.1 Make and encourage best use of our Data Hub, which is our publicly accessible and transparent evidence base, providing data for all protected characteristics.
Lead team | Category | Measurable outcome or indicator of progress | Overall result | Achieved by |
---|---|---|---|---|
Corporate Policy and Strategy Performance |
Continuing and strengthening existing initiative. | The Data Hub has been updated and this has been communicated to staff. | All staff and councillors understanding who our residents are and shaping services and information to their needs. | Ongoing. |
2.2 Update and improve our Equality Impact Assessment processes and guidance, including in service planning documents, and provide training to staff.
Lead team | Category | Measurable outcome or indicator of progress | Overall result | Achieved by |
---|---|---|---|---|
Corporate Policy and Strategy |
New initiative, informed by best practice. | Equality Impact Assessment guidance has been updated Communications delivered to all staff. Training workshops held. | The consideration of equalities issues in decision-making. | December 2023. |
2.3 Develop and embed a policy on consistent collection of equalities data, when appropriate, on the people our services support.
Lead team | Category | Measurable outcome or indicator of progress | Overall result | Achieved by |
---|---|---|---|---|
Corporate and directorate. Policy and strategy Policy and Strategy All services |
New initiative, informed by best practice. | A policy has been developed, in consultation with services, approved and communicated to all staff. | Understanding of who our residents are and what they need and the shaping of our services to effectively meet their needs. | December 2023. |
2.4 Scope and consider plans for an online residents panel to provide insight and feedback into the experiences and views of people living, studying and working in Bexley.
Lead team | Category | Measurable outcome or indicator of progress | Overall result | Achieved by |
---|---|---|---|---|
Corporate Policy and Strategy Performance Communications |
New initiative, informed by best practice (This action also builds on the success of our Community Champions scheme). | A residents panel has been piloted – with representation from residents across protected characteristic groups. | Residents feeling engaged, listened to, and the council understanding what our residents think. | December 2023. |
2.5 Develop and publish a page on the Council website with information about protected characteristic groups in Bexley and signposting to relevant services.
Lead team | Category | Measurable outcome or indicator of progress | Overall result | Achieved by |
---|---|---|---|---|
Corporate |
New initiative, informed by best practice. | A webpage has been published. | Residents being able to find information about support services. | June 2023. |
2.6 Scope a project around digital enablement (skills and access) to understand the needs of Bexley residents and what the Council could do to support residents to be digitally confident.
Lead team | Category | Measurable outcome or indicator of progress | Overall result | Achieved by |
---|---|---|---|---|
Corporate Policy and Strategy Adult Social Care |
New initiative, informed by best practice and consultation feedback. | A project has been taken. | All residents being digitally confident and able to access our services and information. | October 2023. |
2.7 Build equalities reviews into our annual Service Delivery Plan process, ensuring directorates make annual commitments in their service areas.
Lead team | Category | Measurable outcome or indicator of progress | Overall result | Achieved by |
---|---|---|---|---|
Corporate and all directorates Policy and Strategy |
Continuing and strengthening existing initiative. | Annual process. | Services building equalities considerations into their work and ensuring that what they are doing is having a positive impact. | Ongoing. |
Equality Objective 3: We will recruit, develop and retain a diverse and inclusive workforce that reflects our population
3.1 Develop and embed a series of Equality, Diversity and Inclusion Toolkits for Managers.
Lead team | Category | Measurable outcome or indicator of progress | Overall result | Achieved by |
---|---|---|---|---|
Corporate - HR Corporate - Communications Equality and Inclusion Steering Group |
New initiative, informed by best practice Continuing and strengthening existing initiative (analysis of our workforce data has indicated this is an area for improvement). | Toolkits have been published on the intranet. % increase in the number of staff that have provided equalities information. | Manager understanding of how to support all staff and enable them to reach their full potential. Staff feeling like they belong and are supported. Equalities analysis of our workforce and insight into their needs. | 2024. |
3.2 Deliver an effective communications campaign encouraging staff to provide their equalities information onto our HR systems.
Lead team | Category | Measurable outcome or indicator of progress | Overall result | Achieved by |
---|---|---|---|---|
Corporate - Communications Equality and Inclusion Steering Group |
Continuing and strengthening existing initiative (Analysis of our workforce data has indicated this is an area for improvement). | % increase in the number of staff that have provided equalities information. | Equalities analysis of our workforce and insight into their needs. | June 2023. |
3.3 Continue to provide support to our staff networks, and encourage all staff to attend learning and development events that are co-ordinated by the networks.
Lead team | Category | Measurable outcome or indicator of progress | Overall result | Achieved by |
---|---|---|---|---|
Corporate - CLT Communications Policy and Strategy - HR - Finance |
Continuing and strengthening existing initiative. | Feedback from networks, co-ordinated by the Equalities and Inclusion Steering Group. Attendance at staff network all-staff events. | Staff feeling supported, like they belong, have strong connections with colleagues and can suggest improvements. All staff having a greater understanding of equalities issues. | Ongoing. |
3.4 Embed a process for the Equalities and Inclusion Steering Group to report quarterly to CLT on feedback and requests from the staff networks, including process for consideration of staff network requests.
Lead team | Category | Measurable outcome or indicator of progress | Overall result | Achieved by |
---|---|---|---|---|
Corporate |
Continuing and strengthening existing initiative. | Quarterly reports provided to CLT.Feedback from the staff networks. | Governance of staff network requests. | June 2023. |
3.5 Increase impact of the CLT Equality Champions programme.
Lead team | Category | Measurable outcome or indicator of progress | Overall result | Achieved by |
---|---|---|---|---|
Corporate - CLT Policy and Strategy Communications Equalities and Inclusion Steering Group |
Continuing and strengthening existing initiative. | Feedback from networks, co-ordinated by the Equalities and Inclusion Steering Group. | Visibility and understanding of equalities work and all staff seeing the senior leadership commitment to equality, diversity and inclusion. | Ongoing. |
3.6 Deliver and analyse an all-staff survey focused on equality and inclusion, with results broken down by all protected characteristics where possible.
Lead team | Category | Measurable outcome or indicator of progress | Overall result | Achieved by |
---|---|---|---|---|
Corporate - Communications Policy and Strategy - HR |
New initiative, informed by best practice. (This will allow us to understand and measure progress in staff understanding of our equality objectives, as well as confidence and skills in considering equality impacts). | Comparison of survey results over years. | Understanding of staff needs and staff feeling listened to. | December 2023. |
3.7 Continue to promote our zero-tolerance statement to staff and residents, spreading the message that discriminatory and abusive behaviour is unacceptable and ensure staff know what to do if they experience discrimination.
Lead team | Category | Measurable outcome or indicator of progress | Overall result | Achieved by |
---|---|---|---|---|
Directorate - Communications Service Leads - CLT Equality Champions - HR |
Linked action - WRES Action Plan. | Communications have been delivered to residents about our zero-tolerance statement. Staff report knowing about our zero-tolerance statement. | A decrease in discriminatory incidents and staff feeling supported when they do occur. | Ongoing. |
3.8 Establish an equalities hub on the intranet which pulls together guidance on the Equality Impact Assessment process, equalities guidance and policies, good practice resources, an awareness dates, information about the staff networks and the CLT Champions.
Lead team | Category | Measurable outcome or indicator of progress | Overall result | Achieved by |
---|---|---|---|---|
Corporate - Communications Policy and Strategy |
Linked action- WRES Action Plan. | Equalities Hub established on intranet. | Staff knowing where to find out information about all equalities processes and work. | May 2023. |
3.9 Review processes and practices in HR and services to understand what is needed to gain Disability Employer Level 3 Accreditation.
Lead team | Category | Measurable outcome or indicator of progress | Overall result | Achieved by |
---|---|---|---|---|
Corporate - HR | New initiative, informed by best practice. | A review completed and considered by CLT. | - | 2024. |
3.10 Roll out new Workforce Strategy to drive forward our equalities, inclusion and diversity goals for our workforce, specifically recruitment and retention.
Lead team | Category | Measurable outcome or indicator of progress | Overall result | Achieved by |
---|---|---|---|---|
Corporate - HR | New initiative, informed by best practice. | - | All staff feeling like they belong and can reach their full potential. | 2024. |
What do you think?
We are open to your feedback, stories and ideas.
You can email us at equalities@bexley.gov.uk.