Final action plan
April 2022 to March 2023
| No | 1 |
|---|---|
| Objective | Senior leadership roles are representative of the workforce and clients they serve and there is equality of opportunity for progression through to more senior roles. |
| Lead | Stephen Kitchman and Stuart Rowbotham. |
| Data from 2021-22 WRES metrics (Data as at end August 21) |
According to existing data 100% of those in senior management positions in Adult Social Care are white, which is not representative of the local population or service users. 20% of those in senior management in Children’s Social Care are from ethnic minorities, which although higher is still not representative of service users. |
| Indicators of Improvement: What does good look like? |
The senior leadership team is representative of its workforce and its service users. |
| Specific action | • All development opportunities in social care are advertised and B.A.M.E. colleagues are supported to apply for them • Ensure that progression to senior roles is through a fair and transparent recruitment process • Ensure all recruiting processes are undertaken by diverse shortlisting and interviewing panels • We will provide B.A.M.E. mentors and coaches. Awareness will be raised about this, so B.A.M.E Colleagues are aware that we have this level of support within the council • A targeted aspiring leaders programme will be developed for more junior staff from a B.A.M.E. background |
| Timeframe | October 2022 |
| No | 2 |
|---|---|
| Objective | Change the perception of Bexley as a predominately white borough and encourage more B.A.M.E. applicants so that B.A.M.E. workers see Bexley as an employer of choice. |
| Lead | Stephen Kitchman and Stuart Rowbotham. |
| Data from 2021-22 WRES metrics (Data as at end August 21) |
From Adult Social Care 25% of those shortlisted were B.A.M.E., with 21% of those appointed being B.A.M.E. From Children’s Social Care 58% of those shortlisted were B.A.M.E., with 57% of those appointed being B.A.M.E. |
| Indicators of Improvement: What does good look like? |
The % of those applying for vacancies is representative of the service users they work with. |
| Specific action | • Communication Team to use social media to increase awareness of Bexley and its changing ethnicity and increase B.A.M.E. representation on Bexley’s website, Bexley Magazine, Facebook and Twitter • Both ASC and Children’s websites include commentary/videos from senior colleagues from a BAME background to set out the opportunities available. Also, include commentary/videos from the BAME network alongside senior leaders to talk about our aspirations • Senior leadership to respond to issues of racism in the public arena or locally in the community • Corporate Equalities Group to establish an equalities area of B:HIVE (staff intranet) which will include resources for B.A.M.E. • Stephen Kitchman and Stuart Rowbotham established as Equalities Champions for Race on the Corporate Leadership Team • Hold an annual conversation about race each summer - run from new Corporate Equalities Steering Group |
| Timeframe | September 2022 |
| No | 3 |
|---|---|
| Objective | Bexley has fair and equal recruitment and retention policy and process that encourage B.A.M.E. applicants to join the Council and remain with it. |
| Lead | Head of Corporate HR and Organisational Learning |
| Data from 2021-22 WRES metrics (Data as at end August 21) |
From Adult Social Care 25% of those shortlisted were B.A.M.E., with 21% of those appointed being B.A.M.E. From Children’s Social Care 58% of those shortlisted were B.A.M.E, with 57% of those appointed being B.A.M.E. From Adult Social Care, 60% of the leavers were white and 13% were B.A.M.E. From Children’s Social Care, 38% of leavers were white and 53% were B.A.M.E. This is high compared to the total workforce that is B.A.M.E. at 37%, although 14% have not declared their ethnicity. |
| Indicators of Improvement: What does good look like? |
Those shortlisted and appointed in Social Care are representative of the service users they work with. |
| Specific action | Recruitment • HR to ensure that all jobs in social care are advertised • Shortlisting is undertaken by at least 2 people for each role, and is diversely representative • Interviewers are trained in a fair and transparent recruitment process including conscious and unconscious bias with appointment based on competency and equity • Interview panel is representative of B.A.M.E. colleagues and applicants are provided with feedback after the interview Missing Ethnicity • Ensure details of any missing ethnicities are captured in order to get a true comparison of ethnicity of leavers compared to the workforce Exit interviews • Managers to ensure all leavers have an exit interview to ensure the reasons for leaving are clear, ideally with B.A.M.E. representation, ensuring leavers have a safe space to fully express themselves |
| Timeframe | September 2022 |
| No | 4 |
|---|---|
| Objective | The breakdown of those accessing funded non-mandatory CPD is representative of the workforce as a whole. Access to training that enhances promotion and career progression is fair and not targeted towards white colleagues. |
| Lead | Principal Social Worker for Adult and Children's Social Care |
| Data from 2021-22 WRES metrics (Data as at end August 21) |
• 18% of those accessing non-mandatory training are from an ethnic minority group in Adult Social Care. This is in line with the total % of staff from ethnic minority groups • In Children’s Social Care, 37% of the workforce is from ethnic minority groups and they represent 38% of those attending non-mandatory CPD |
| Indicators of Improvement: What does good look like? |
The % of staff attending non-mandatory training from ethnic minority groups is in line with the % of the workforce. |
| Specific action | • Review the process and criteria for applying for paid training to ensure decisions are made transparently and equitably, possibly through a diverse panel e.g. in respect of more high-cost training programmes • Ensure that B.A.M.E. colleagues have equal access to training • Use of B:HIVE as an alternative for raising awareness of training courses • Encourage Managers to discuss in their teams forthcoming training opportunities |
| Timeframe | June 2022 |
| No | 5 |
|---|---|
| Objective | B.A.M.E. workers in social care feel that the culture of Bexley is inclusive of all staff. B.A.M.E. workers feel that their managers genuinely care and are supportive of them. They are not subjected to harassment, bullying or abuse. |
| Lead | Head of Corporate HR and Organisational Learning |
| Data from 2021-22 WRES metrics (Data as at end August 21) |
0 members of staff reported they had been subject to harassment, bullying or abuse from service users across Adult and Children’s Social Care. In Adult Social Care, no staff reported incidents by colleagues or managers. In Children’s Social Care, 1 staff had logged an incident by a colleague and 2 by a manager. |
| Indicators of Improvement: What does good look like? |
No staff report in ASC that they have been subject to harassment, bullying or abuse by services users. 3 staff in Children’s Social Care had logged incidents, which were investigated by HR. |
| Specific action | Council’s commitment to stop racism • Commitment from CLT to the Zero Tolerance policy and to the delivery of the WRES Action Plan • Bexley has introduced an overarching zero-tolerance equalities policy Guidance on our response to incidents to be finalised • The Council demonstrates support to B.A.M.E. workers when issues of racism occur in the media • Maximise use of forums to share experiences and celebrate good work • Continued promotion of Black History Month and other celebratory events, both internally and in the media Review of training • Ensure training is reviewed and proposals submitted to CLT if updated to include all types of discrimination e.g., unconscious bias, microaggression, white privilege to raise awareness and how to deal with it • Provision of mandatory training for all managers involved in recruitment processes. Review of the take-up of mandatory training and ensure it is completed and refreshed with the agreed frequency Response to incidents of racism • Establish a clear process to be followed by staff and management when incidents of racism occur including how to log, support available and timescales • Use survey results for these metrics until a process is confirmed that staff are confident to use in the future |
| Timeframe | March 2023 |
| Action Plan signed off by | Stephen Kitchman |
|---|---|
| Position/Role | Director of Children's Service |
| Date signed off | 13 May 2022 |