Agenda item

 

Report from the Executive Director of Corporate Services.

 

Recommendations:

 

That Cabinet:

1.    Approve the Inclusion Strategy 2026-30.

2.    Approve the action plan for February 2026 to March 2027.

3.    Note the Equality, Diversity and Inclusion Annual Report 2024-2025.

 

 

The Chair invited The Cabinet Member for Finance and Community Safety, Councillor Alam OBE, to introduce the report.  The Cabinet Member for Finance and Community Safety explained that the new statutory plan replaced the Council’s 2022–2025 Equality, Diversity and Inclusion strategy. Although the title had been simplified, the strategy still covered a wide range of equality, diversity, inclusion and Public Sector Equality Duty responsibilities.

 

The Cabinet Member for Finance and Community Safety reported that the plan set out how the Council would continue to listen to local people, understand their priorities, ensure services were accessible, and address disadvantage. The plan aligned with the Council’s vision of valuing decency and dignity, creating opportunity for all, and ensuring no one was left behind. It also linked strongly to the Council’s inclusive economy work, including supporting people into employment and maximising the positive impact of local spending.

 

Consultation had been carried out online and through 12 focus groups with external organisations representing a range of protected groups, as well as internal staff networks. Feedback indicated that while people sometimes felt listened to, they wanted more engagement and were positive about co?production. Concerns about feeling unsafe were frequently raised, consistent with feedback from the 2024 Council Plan consultation. Experiences of accessing services were inconsistent, and many participants preferred face?to?face interaction rather than digital engagement. A full consultation report was provided in Appendix 4.

 

It was noted that the themes emerging from the consultation reflected those identified during Doncaster Council’s informal peer review, such as the need to further embed equality, diversity and inclusion across all service areas. Consultation findings had shaped the strategy’s themes: Working Together, Responsive Services, Welcoming Places and Employer of Choice.

 

The introduction highlighted that extensive good work was already taking place across the Council to support people at risk of exclusion. The plan also described what excellent practice would look like, based on the Local Government Equality Framework. Examples were given of current activity, including strong Ofsted feedback on work with young people, engagement with older residents and with communities from Black and minority ethnic and faith backgrounds. A key area for improvement was demonstrating how services were reshaped in response to resident feedback, including closing the feedback loop.

 

Under the Welcoming Places theme, the Council aimed to ensure communities felt safe and supported. Under Employer of Choice, the focus was on ensuring the workforce reflected the borough’s diverse communities and that employment opportunities were accessible to people with disabilities and those less likely to access Council roles.

 

An action plan was included to support delivery through the Council’s governance arrangements. The annual report was also provided for information.

 

The Chair invited members of the Overview and Scrutiny Management Board (OSMB) to raise questions and queries.

 

Councillor McKiernan asked about the section on page 99 relating to consultations. He noted that the report suggested there was fragmentation across Council services in how public consultations were carried out. He queried whether there were plans to establish a central consultation resource or system that all services could use to ensure a more consistent and effective approach.

 

The Head of Policy, Performance and Intelligence, Fiona Boden explained that work was already underway to develop a new consultation system. Actions within the Council Plan supported this, and a new online platform, Citizen Space, had been procured following an appropriate selection process. This platform was chosen because it could meet the varying needs of services across the Council and support more consistent digital engagement with residents.

 

It was noted that, while consultation should not rely solely on digital methods, online engagement was increasingly important for creating effective feedback loops. The new system would strengthen the Council’s ability to report back to residents on the “you said, we did” outcomes of consultations. The platform was scheduled to go live in April 2026.

 

Councillor Allen referred to page 101, specifically the section on Welcoming Places and the bullet point describing “a sophisticated approach to fostering good relations.” It was asked what this “sophisticated approach” was intended to involve, and what measurable improvements the Council expected to achieve. It was also queried how the Council planned to measure something as intangible as relationships between diverse communities.

 

The Head of Policy, Performance and Intelligence explained that the bullet point referenced came directly from the Local Government Association’s Equality Framework for Local Government, which set out the national standards for what “excellent” looked like in delivering equality, diversity and inclusion.

 

The challenge raised was acknowledged, agreeing that measuring relationships between communities was difficult and inherently intangible. It was noted that, at an individual project level, the Council already used qualitative methods, for example, through the Community Recovery Fund, supported by MHCLG funding received around 18 months earlier. As part of that programme, participants were asked qualitative questions before and after taking part to understand how they felt at the beginning and end of the activity. However, such measures were based on personal perceptions rather than specific quantifiable indicators.

 

Further to this, the Cabinet Member for Finance and Community Safety noted that fostering good relations was already a statutory duty under the Public Sector Equality Duty. He provided examples of how this work took place in practice, such as interfaith activity involving churches, mosques and synagogues working together. Recent events included Holocaust Memorial Day, where different faith communities participated jointly, as well as collaborative initiatives such as mutual visits between churches and mosques and community litter?picks.

 

Councillor Alam OBE explained that these practical, community?based activities helped build trust and confidence between different groups over the long term. Work was also underway to strengthen dialogue between different areas of the borough, recognising that diversity and challenges varied across communities. This included exploring how local communities and elected members could work more closely with parish and town councils.

 

It was acknowledged that while there were clear examples of relationship?building in action, measuring progress in this area was inherently long?term and difficult to quantify. Interfaith work remained a particularly strong example of positive partnership across different faith communities.

 

Councillor Allen stated that, while she appreciated the examples provided, she would be interested in revisiting this aspect of the strategy in a year’s time. It was requested that, when the strategy returned for review, further examples of work to foster good relations be included.

 

Councillor Thorp referred to page 91 and the reference to British Sign Language (BSL) being recognised as a language across England, Scotland and Wales. He asked whether, if a resident who used BSL attended the Council’s front?facing reception, the Council had someone available on site who could communicate with them, or whether staff would need to locate support elsewhere. He stressed that, to be inclusive, appropriate support should be immediately accessible.

 

The Chief Executive stated that he did not know the definitive answer regarding whether a BSL?capable staff member was always available at the Council’s front?facing reception. He agreed that it was reasonable for residents to have a range of ways to access information about Council services and confirmed that the Council was committed to providing appropriate access routes for all residents. He noted that while the Council would always seek to provide support, he could not confirm whether this could be arranged at very short notice. He undertook to follow up the query and provide clarification.

 

The Chair asked whether the strategy directly drove specific Council Plan outcomes and KPIs. The Service Director, Human Resources and Organisational Development, Lynsey Linton explained that the Inclusion Strategy aimed to ensure that everyone, particularly those facing barriers and disadvantage, was able to influence, access and benefit from Council services. The strategy sat at the heart of the Council Plan’s vision and would drive its cross?cutting focus on expanding opportunities for all. It also aligned directly with the One Council theme.

 

The Service Director, Human Resources and Organisational Development noted that, within this theme, the Council was committed to providing a better customer experience, delivering high?quality and accessible services informed by customer feedback, and working in partnership with local communities. This included co?designing services, taking a strengths?based approach, making consultation and engagement processes more inclusive, and ensuring the workforce became more representative of the borough’s communities.

 

Success measures included having a workforce more reflective of the borough’s population and increasing the proportion of residents who felt the Council acted on their concerns.

 

The Chair raised a further question about how the Council would remain flexible to respond to emerging issues, engage effectively with communities, and address pressures such as the cost?of?living crisis and poverty. In response, Councillor Alam OBE explained that the strategy was an evolving document and that the Council would remain flexible in order to respond to emerging issues within communities. He emphasised the importance of horizon scanning and working in partnership with the voluntary and community sector, as well as embedding equalities considerations across the whole Council.

 

He stated that all service areas needed to identify vulnerable or excluded groups and ensure they were included in planning and co?production. As an example, he referred to previous issues in Manvers which had led to community disorder; the Council had since worked with voluntary and community organisations to strengthen engagement and improve relationships. He confirmed that the Council would continue to adapt its approach to address emerging challenges as they arose.

 

The Chair asked how the Council worked with the voluntary and community sector (VCS) in delivering the strategy and how reliant was the Council on the sector to achieve its aims. The Head of Policy, Performance and Intelligence stated that the VCS was a crucial partner for the Council in delivering core services and supporting communities across the borough. She noted that while the Council relied on the VCS for significant elements of service delivery, services were also working to ensure that residents’ voices were captured directly through appropriate engagement forums. Examples included the Rascals group in Adult Services, which provided lived?experience input from service users, and the Four Cornerstones co?production model used in Children and Young People’s Services. These mechanisms ensured that partnership working involved both voluntary sector organisations and residents themselves.

 

The Head of Policy, Performance and Intelligence emphasised that, although the VCS was central to the Council’s partnership work, the aim was to bring a wide range of people together in the right forums to gather diverse views and help shape services effectively. Further to this, Councillor Alam OBE stated that the voluntary sector already played a highly productive role in working alongside the Council. He noted that the Council had a strong relationship with community organisations, and that in some cases, where the Council could not deliver certain activities, voluntary groups were able to step in due to their close links with local communities and networks.

 

He highlighted that Rotherham had over 6,000 voluntary and community organisations, representing a significant local asset, with many volunteers being residents of the borough. He emphasised that the Council had always maintained good relationships with the sector, particularly around community cohesion and equalities work. Voluntary organisations also sat on the Community Reference Group, ensuring ongoing engagement and a complementary partnership between the Council and the sector.

 

Councillor Baggaley referred to Appendix 2, the action plan, and noted that a large number of actions were scheduled for completion in Q4 2025/26. He asked how assurance would be provided that the action plan was being monitored and maintained. He also queried whether there had been an action plan for the previous 12 months and suggested that, when the strategy returned in a year’s time, a comparable update should be provided showing progress against each action, including a rating or assessment of delivery.

 

The Head of Policy, Performance and Intelligence confirmed that the suggestion was reasonable and that a revised approach could be considered for future reporting. It was explained that an annual report was already produced, but it presented progress in a more narrative format. She agreed to look at the format for next year so that more direct feedback could be provided against each action in the plan, including clearer reporting on progress over the previous 12 months and how this would inform the action plan for the following year.

 

Councillor Allen referred to the creation of two posts within CYPS aimed at supporting people from under?represented communities, noting that these roles had a clear career pathway. She also referenced the national leadership development initiative for staff of colour and asked whether participation in that programme similarly included a defined career pathway or progression route. She acknowledged that there could be no guarantees around appointments but sought clarification on whether the initiative was intended to support staff toward future career advancement.

 

The Service Director, Human Resources and Organisational Development explained that the Council was aware that the demographic profile of its leadership workforce did not fully reflect the borough’s population. As a result, the Council was committed to encouraging applications from leaders of colour, particularly within Children’s Services, where national evidence showed progression barriers for Black, Asian and minority ethnic staff.

 

It was noted that the national leadership programme was designed specifically to support staff of colour, and Rotherham CYPS had been able to enable staff to participate. Alongside this, the Council was refreshing its workforce plan to ensure strong alignment with the Inclusion Strategy and the Council Plan, with a clear focus on workforce development.

 

It was highlighted that Adults and Children’s Services had local workforce boards and that employee development was a key pillar of the wider workforce plan. The aim was to create clear movement and progression opportunities within the workforce, aligning inclusion ambitions with workforce priorities.

She added that the Inclusion Strategy’s 12?month delivery plan allowed the Council to regularly review progress against the workforce plan, including the development and progression of staff into leadership roles across the organisation.

 

During his conclusion the Cabinet Member for Finance and Community Safety thanked the committee for its comments and confirmed that these would be taken back for consideration. He agreed that the point raised by Councillor Baggaley regarding action plan delivery was important, noting that the plan included clear details and lead officers, providing an accountability mechanism and clarity on who was responsible for each action. Quarterly meetings were in place to monitor progress and ensure delivery.

 

He emphasised that, despite financial challenges, equality remained a key priority for the Council. Reflecting on his ten years as a Cabinet Member, he noted that the Council had made a positive start but that the work was ongoing. The Council would continue to focus on being inclusive, providing accessible services, and maintaining meaningful engagement with residents. He added that where the Council was unable to deliver something, it was important to return to residents to explain the reasons. He concluded that the action plan was critical and represented a positive way forward.

 

Before the Chair proposed the recommendations, Councillor Thorp referred back to the earlier discussion regarding British Sign Language (BSL) support at Council reception points. He suggested that a recommendation be made for the Council to have a clear procedure in place to ensure BSL support was immediately available when needed, noting that senior officers had been unsure of the current arrangements. In response, the Chief Executive apologised for not being able to provide the information during the meeting but confirmed that he had since checked. He reported that the Council used a language support app at its service centres and front?facing reception points, including Riverside House. The app provided video?based BSL interpretation at the point of contact, enabling staff to support residents who used BSL without delay. He thanked his colleague for confirming this information during the meeting and reassured members that BSL was included within the Council’s language support package.

 

Resolved: That the Overview and Scrutiny Management Board supported the recommendations that Cabinet:

1. Approve the Inclusion Strategy 2026-30.

2.    Approve the action plan for February 2026 to March 2027.

3.    Note the Equality, Diversity and Inclusion Annual Report 2024-2025.

Further actions that arose from discussions were that:

• That OSMB receive a follow?up report in twelve months, via a method of delivery to be determined, which clearly demonstrates how the strategy and its associated actions have been embedded and provides direct reporting against each individual action.