Appendix: Outcomes framework
Islington as a strategic leader
| Action | Target: What will we achieve in 2021 | Outcome: How will we know we have made an impact |
|---|---|---|
| Lead the way as champions for challenging inequality, racism and injustice both as a council and through the Fairer Together Borough Partnership. | By April 2021, we will create a partnership action plan setting out areas that require collaboration with other partners to tackle inequality, racism and injustice. | Challenging inequality will be a priority across the partnership and everyone will play their part. Partners will have signed up to a joint mission statement as well as agreeing both individual and collective commitments. |
| Ensure staff, community and partners have the opportunity to input and shape the Challenging Inequality Programme. |
The Challenging Inequality Coalition to meet every six to eight weeks in 2021 and provide feedback on an annual programme report to monitor progress Work alongside coalition members and community leaders among the Black Leaders Alliance – BLACK – to engage, research and consult with Islington’s Black community. Establish routes for staff forums to feed into the programme. |
The programme will feel co-produced with a shared sense of ownership. Increased engagement and stronger relationships with community measures reviewed through a poll of the Coalition and the annual resident survey going forward (example agree/disagree that the council listens and responds to the concerns of local residents). Staff feels that the council is committed to workforce equalities according to the annual staff survey. |
| Review our use of language throughout the council to ensure that we are being inclusive in all our communication, including the use of the term ‘BAME’ | An Inclusive Language Guide will be in place to inform council communications by summer 2021. | Agreed terminology across the organisation and consistency in terms of equalities monitoring. |
| Challenge prejudice and celebrate diversity through powerful communications campaigns raising awareness of issues. For instance, by promoting the value of disabled workers and tackling stigma related to LGBTQ+ communities. | We will run a number of communications campaigns around a variety equalities issues throughout 2021. |
We will see increased awareness of equalities issues amongst staff and residents. More residents feel they get on with others from different backgrounds according to the annual resident survey Increase sense amongst staff that Islington has a workplace culture that values differences, is committed to workforce equalities according to annual staff survey. |
| Continue to celebrate our diverse community through a programme of Challenging Inequality events calendar including Black History Month, LGBT History Month, Holocaust Memorial Day and many others. | We will have a rolling programme of events throughout 2021 to continue the discussion through and beyond dedicated dates to celebrate diversity |
We will see increased awareness of equalities issues amongst staff and residents. More residents feel they get on with others from different backgrounds according to the annual resident survey. Increase sense amongst staff that Islington has a workplace culture that values differences, is committed to workforce equalities according to annual staff survey. |
Islington as an employer
| Action | Target: what will we achieve in 2021 | Outcome: How will we know we have made an impact |
|---|---|---|
| Introduce a Management and Leadership Development programme that can identify and support staff to learn new skills, gain relevant experience and achieve a recognised qualification. The offer will include a variety of programmes, including tailored support for Black, Asian and Minority Ethnic staff. | Our first cohort of 20 people will have begun our Islington Management Diploma by summer 2021. |
Staff development, talent pipeline and support to establish a workforce more representative of our community at all levels across the organisation; in particular at senior levels. Staff survey review- staff agree that there are opportunities to progress at Islington and that they have access to training. Follow-up on staff completing management or training programmes- have participants been promoted or progressed within 12-24 months of doing the course. |
| Implement an ongoing programme of coaching and mentoring, including mentoring for inclusion for staff. | 25 pairings to be identified and begin to participate in our mentoring schemes by end of 2021 | Participant survey on mentoring- how useful was it, increased understanding of equalities issues/different backgrounds. |
| Introduce a training programme for aspiring managers and emerging leaders. | We will offer a number of additional programmes alongside our Islington Management Diploma. | Follow-up on emerging leaders completing training programmes - have participants been promoted or progressed within 12-24 months of doing the course? |
| Provide staff with access to specialist trauma support and assistance for staff who have experienced discrimination and/or racism. |
Review if this exists within existing Employee Assistance Programme offer. Explore other providers for tailored/specialist support offer and associated costs. Implement early resolution process for issues raised. A less formal approach than whistleblowing or grievance processes e.g. mediation or restorative justice approach to racial microaggressions. |
Specialised programmes of support provided by our Employee Assistance Programme service as and when required. Staff surveys indicating a strong response rate for feeling supported by the organisation. |
| Review and redesign our recruitment and selection processes to ensure that they are fair and transparent and help to improve diversity at all levels. | Diverse panel in place for all recruitment. Policy and selection process that reflects feedback from working groups, staff representative groups and unions with 'CARE' at its centre. |
Improved recruitment and selection practices, leading to more diverse candidates and a more diverse workforce. You said, we did mechanism to show that feedback from working groups, staff representative groups and unions has been incorporated into redesigned recruitment and selection processes |
| Ensure diversity of panels and remove grade requirement for panel members, ensuring training for recruitment panels is culturally sensitive. | Diverse panels for recruitment of all roles including act up/secondment opportunities by September 2021. | Attract and recruit more diverse candidates. Monitoring process via quarterly recruitment reports including analysis of applications received versus new starters by ethnicity. |
| Open up opportunities for staff by developing criteria for an 'internal first' policy for roles to support internal career progression. |
By September 2021 have Internal first for all recruitment and reporting process to monitor. | Review of internal recruitment data to make clear how many vacancies have been filled internally. |
| Provide training for the Corporate Management Board and senior leadership around cultural competence and inclusive leadership. | One hundred percent of the senior leadership team will have completed cultural competence and inclusive leadership training by summer 2021 | Monitor compliance to ensure all the senior leadership team and senior managers have completed the relevant training programmes by the given date. Compliance reports by Directorate for % and number of staff completing mandatory training. |
| Introduce a mandatory, rolling training programme for staff and leaders on diversity, cultural awareness, and understanding our communities and staff. | y April 2021 all senior managers have been through the programme. |
Monitor compliance to ensure all the senior leadership team and senior managers have completed the relevant training programmes by the given date. Compliance reports by Directorate for % and number of staff completing mandatory training. |
| Become a Disability Confident Employer (level 2) and ensure staff with disabilities are included in the process. |
Complete engagement with Disability Staff Forum throughout process and achieve necessary deliverables for Level Two status by July 2021. |
Awarded Level Two Disability Confident Employer status. |
Islington as a service provider
Community wealth building
| Action | Target: what will we achieve in 2021 | Outcome: How will we know we have made an impact |
|---|---|---|
| Develop a support programme for under-represented entrepreneurs and minority owners via a dedicated network and applicable training resources. | Our entrepreneur network and training resources will be in place by summer 2021. | Enable and support more people from under-represented groups to start up businesses, survive and thrive. An increase in under-represented groups starting up their own businesses clearly monitored against baseline analysis completed in 2021. |
| Through the Islington Working partnership, we will provide tailored employment support for disadvantaged groups including those from Black, Asian and Minority Ethnic communities, those with disabilities, parents and young people. | Use data to evidence numbers supported into employment and identify any additional groups impacted by COVID-19 and adjust provision to address unmet need. | 1000 people will find new work through our Islington Working partnership, including a specific target of 50% for those from a Black, Asian and Minority Ethnic backgrounds. |
| Use our emerging network of Affordable Workspaces to maximise delivery of social value and support development of local social impacts businesses. We will ensure that contracts with those who use our spaces include targets to deliver benefits for local residents e.g. providing jobs, training or support for new entrepreneurs from under-represented groups. |
Effective reporting on Affordable Workspace contracts for Outlandish, Fashion Enter, City University of London, Farmiloe Building and White Collar Factory. Two more affordable workspaces will be up and running by autumn 2021, specifically targeted towards founders from under-represented groups with social impact businesses |
Maximised delivery of social value from our Affordable Workspace contracts including employment and skills outcomes for under-represented groups. Increase in the number of founders from under-represented groups with social impact businesses in our affordable workspaces. Targets to be established in 2021. |
| Introduce and embed robust guidance and criteria on the need to actively promote equalities which will form part of our assessment in awarding contracts. | The social value guidance for our new procurement strategy will be agreed by March 2021. |
All those we commission from or in our supply chain would be able to demonstrate they met the social value requirement. Benefits secured through procurement and commissioning are clear, we can demonstrate what the added value for our communities is through the new guidance targets. |
| Undertake an audit on the use of and access to community assets for Black, Asian and Minority Ethnic groups, identify barriers to access and create opportunities to maximise community benefit as part of a rolling asset review. | A review of council assets will be completed by the end of 2021. | Baseline to be established as part of review. Increased usage of our community assets by our diverse community groups. |
Environment and regeneration
| Action | Target: what will we achieve in 2021 | Outcome: how will we know we have made an impact |
|---|---|---|
| Work with our diverse community when designing our People Friendly Streets (PFS) programme to ensure it considers the needs of all disadvantaged groups whilst maintaining our commitment to net zero by 2030. |
We will engage with the community on People Friendly Streets by surveying on all schemes introduced. We will ensure the People Friendly Streets engagement and consultation considers feedback and views from disadvantaged groups and that this improves overtime. We will ensure that the People Friendly Streets delivers accessibility improvements in addition to traffic filters such as new dropped kerbs. |
Ensure that People Friendly Streets don't adversely affect disadvantaged groups and enables them to access active travel. Ensure that we reach a representative cross section of the population in People Friendly Streets engagement and consultation activities. Key indicators will include: the percentage of People Friendly Streets schemes with a trial feedback survey - baseline 14%, target 100%; the number of schemes with physical improvements delivered such as dropped kerbs as part of the Low Traffic Neighbourhood delivery- December 2020 baseline 43%, target 80%; following formal consultation, we will measure which schemes showed improved percentages of gathering feedback from disadvantaged groups compared to the trial feedback survey. |
| Understand how leisure centres are used and develop appropriate targeted interventions, communications and outreach for under-represented groups. |
Establish a baseline: corporate target 186,687 leisure visitors Aug 19 (pre-COVID-19) figures, 77,076 Aug 20 (COVID-19 impact). Leisure membership, 11,632 (current). Work with wider community groups such as Access 2 sports and the Youth league as examples to gather wider Ethnicity data to gather community usage and outreach programmes. Develop targeted programmes and initiatives to address disproportionality. Continuing lockdown and closure of the Leisure Centres will impact significantly on our ability to progress this. |
To ensure those with the greatest health inequalities are able to access Leisure activity. Clear data set benchmarked against statistical neighbours to better understand usage figures across the leisure estate amongst under-represented groups. Baseline: corporate target 186,687 leisure visitors Aug 19 (pre-COVID-19) figures, 77,076 Aug 20 (COVID-19 impact). Leisure membership, 11,632 (current). A baseline position has been established in the Leisure Contract Recovery Plan with leisure centre usage split by age, gender and ethnicity. Baseline usage levels as of Nov 19:
|
| Provide affordable energy to those in need through our SHINE energy programme, including targeted communications to ensure proportional uptake from Black, Asian and Minority Ethnic residents. | Targeted communications to increase awareness of the SHINE energy programme amongst Black, Asian and Minority Ethnic residents completed by summer 2021 and specific targets on the number of referrals made by Black, Asian and Minority Ethnic residents. |
To provide affordable energy to the community including those from Black, Asian and Minority Ethnic backgrounds Baseline: 2,500 p/a unique households referred through SHINE services. Increase numbers of Black, Asian and Minority Ethnic households being referred through SHINE services. |
| Understand and address disproportionate use of parks and open space among ethnic groups and break down barriers to access. | Our Parks for Health project will include a focused plan for communities disproportionally impacted by COVID-19, such as Black, Asian and Minority Ethnic residents. |
Disadvantaged groups whose health has been disproportionally impacted by COVID-19 have increased access to the health benefits of parks Set baseline for:
|
| Engage with the diverse active and vibrant community and resident groups across Islington, including voluntary, faith based and cultural organisations, to raise awareness of and encourage recycling across different communities. |
Meaningful engagement with Black, Asian and Minority Ethnic community in 2021. Engagement piece with all residents to understand awareness and compliance around recycling and identify any gaps between different communities. |
Identify if inequality exists within recycling services, and identify ways to address this inequality. Engagement will lead to agreed communications and/or service proposals. |
|
Build and develop the department's pre-existing mechanisms in the Equalities and Fairness Board and Fairness Champions for addressing and tackling equality issues. Develop the framework and governance to formalise the position of the board with the directorate and the processes by which the board receives and raises equalities issues within the directorate. Ensure a governance structure so that successes/issues raised at the board can be resolved and reflect the needs of staff in the Environment directorate and where appropriate that these are reviewed by senior management and corporate bodies in order to address wider equalities issues. |
Expand the current scope of engagement across the directorate to ensure all staff have opportunity for representation, particularly the engagement with the new directorate being established in the directorate. Increase the Black, Asian and Minority Ethnic representation across the Equalities and Fairness Board. Increasing the number of Fairness Champions volunteering across the directorate Establish means for the boards output to be reported and communicated across the organisation and to establish a more formal governance structure for corporate guidance to be filtered back down through to the board. |
Improved representation on the board from across the directorate- target minimum of two attendees from each department in the directorate Increase the number of Fairness Champions volunteering in the directorate. |
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Take a zero-tolerance approach to those who commit hate crime, using all the tools at our disposal, including tenancy management, publicising those charged with hate offences and delivering on our Hate Crime Strategy plan. Ensure all victims who report hate crime receive a positive response by advising our residents of their rights and what they may expect from the police and / or council. |
Commitment to zero-tolerance approach to those who commit hate crime. Support an effective community-led Hate Crime Forum to hold statutory agencies to account, including ensuring case scrutiny and reviews. |
Victim satisfaction survey conducted by the police. Increasing the number of positive outcomes recorded by the police for hate crime offences. Setting a baseline for council action against perpetrators of hate. |
| Raise awareness and understanding of hate incidents and processes to ensure our residents have the confidence in our services to report and are clear what they may expect from the police, council services and other support available. |
A successful programme of event delivered during Hate Crime Awareness Week. Set up community hate crime reporting champions and/or third party reporting sites, working with existing community organisations and institutions such as schools, faith establishments and housing offices. Gain qualitative feedback from different community groups on easy of reporting. |
Increasing hate crime reporting levels across the range of hate categories (5% increase on the three year baseline). Increasing the number of Islington Council staff undertaking the Hate Crime Awarenesss training (online) - baseline to be set. Monitor satisfaction levels from the victim survey conducted by the police. |
Housing
| Action | Target: what will achieve in 2021 | Outcome: How will we know we have made an impact |
|---|---|---|
|
Empower staff to use their expertise and relationships with communities to tackle disproportionality across housing through our Ambassadors programme, where staff will have the opportunity to develop a department equalities action Plan and present service improvement projects that aim to tackle inequality. Ensure that the staff group working on the Ambassadors programme is diverse and inclusive. |
By March 2021, 24 staff will have completed the Ambassadors programme. The department's equalities action plan will be developed in in the coming months with proposed projects to implement the action plan presented to Housing Management Team in April 2021. Our Ambassadors programme projects are underway including exploring equality, diversity and inclusion for care leavers; study into the extent to which Tenant Residents Associations represent their local community exploring how we ensure that the vulnerable, ethnicity and elderly residents can access repairs line and report repairs without facing any barriers; sustainability and inclusion - better quality of life for mental health residents and how poor housing has a significant impact on people's health in Islington. |
Feedback survey to measure the experience of those on the Ambassadors programme. The success of the Ambassadors' projects will be measured by their project recommendations informing service improvements across Housing that will impact positively on residents. Equality and Diversity Project recommendations will be incorporated into service area action plans or sit within the department's equality action plan. |
| Increase awareness of implicit bias amongst staff and confidence in cultural competence when engaging with communities through department-wide unconscious bias training | One hundred percent of department staff will have completed unconscious bias training by summer 2021. |
Increased awareness of implicit bias that exists amongst staff Increased confidence in the cultural awareness and competence of all staff when delivering services to Islington's diverse residents. Feedback monitored through course and training evaluation. Monitor compliance to ensure department staff have completed the relevant training programmes by the given date. Review staff survey data on the whether staff agree/disagree that the department is committed to challenging inequality and improving diversity. |
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Reduce the risk of homelessness among our Black, Asian and Minority Ethnic communities through homelessness prevention surgeries at a wide range of faith and community locations to identify emerging housing issues and mitigate impacts. Reduction in the risks of homelessness reviewed through breakdown of homelessness register data by ethnicity and other related data. |
Restart our homelessness surgeries online in 2021 since engagement has been suspended by COVID-19 In 2021, we will match data on secure tenancies with the housing register data to see if the letting of new tenancies reflect the diversity of applicants on the housing register who are eligible to bid for properties. |
Increased engagement with Black, Asian and Minority Ethnic communities to understand and reduce the risks of homelessness. We will be able to see if the numbers of lettings to Islington Council tenants, reflects the diversity of those applicants who have been selected as eligible to bid for vacant properties. |
| To review lettings data to identify any potential impacts on protected characteristics. | To carry out an annual review of lettings data to consider impacts on protected characteristics beginning in 2021. | Through our annual review we will have continued assurance that our allocations scheme is legally compliant and its implementation does not impact on a particular protected group. |
| Grow our own more diverse workforce by encouraging women to apply for repairs apprenticeships to improve the gender balance within the in-house service. | Outreach work with schools and residents plus DIY and trade-specific taster sessions for female residents. |
Improved gender balance within the in-house repairs manual workforce that better reflects resident diversity profiles. Monitor existing female apprentices successfully progressing their apprenticeships. |
| Develop and deliver a comprehensive Equalities Events programme throughout the year informed by the community and staff engagement. |
We will have a rolling programme of events throughout 2021 which promote inclusion, learning and community engagement. We will (where possible) measure feedback from events (eg attendees, organiser or speakers) to measure success of events in promoting inclusion and community engagement. |
Increased awareness of equalities issues amongst staff and residents. Increase agreement amongst staff that our Islington has a workplace culture that values differences, is committed to workforce equalities and that staff understand why we should explore these issues according to annual staff survey. More residents feel they get on with others from different backgrounds according to the annual residents' survey (completed corporately). |
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Work intensively with entrenched rough sleeps to address their complex needs and remove them from the street. Engage and support street based drug users to access treatment and address the harm caused to / by them. |
Programme of engagement with entrenched rough sleepers. Set baseline for the number of street based drug users accessing treatment |
A decrease in the number of rough sleepers seen in regular street counts. Trend to be monitored following each street count. Increase in the number of drug users being supported to change their behaviour and receive support (baseline to be set). |
| Action | Target: what will we achieve in 2021 | Outcome: How will we know we have made an impact |
|---|---|---|
| Ensure that the information we put out is accessible to all residents, e.g. available in residents' preferred language, easily readable and digitally inclusive. | By the end of 2021 we will have engaged with stakeholders to develop, produce and agree information about services that is accessible and inclusive, leading to improved service delivery. |
Information is accessible in a variety of formats. Residents feel better informed about what is available and hold increased feelings of choice and control over their own life. Service user feedback survey to show increased feelings of choice and control. Service user survey to indicate whether residents feel better informed around adult social care |
| Create opportunities for meaningful, inclusive co-production and resident feedback by ensuring that resident forums are fully representative of our communities and improving feedback channels to ensure our strategies take into account diverse needs. |
By autumn 2021, we have used information about the groups that are marginalised to ensure existing forums are more representative of our diverse community. We have a "you said, we did, we will do together" mechanism in place. |
Transformation strategies are shaped and developed with forums to take account of diverse needs. Co-production activities are consistently inclusive of protected characterises and socio-economic factors, reflecting, representing and involving our diverse population. Clear data set on representativeness of user forums: protected characteristics and socio-economic factors are represented. |
| We want to ensure that all communities are receiving equal access to adult social care services and that we have the data to understand inequalities. We will improve data collection and analysis, including monitoring resident experience through the annual survey and end of service questionnaires. | By early 2021 we will have analysed baseline data. Equality KPIs will be included in the adult social care performance dashboard and progress is managed through relevant governance groups. |
An improved evidence base allowing us to better identify inequalities. Data is being used to continuously inform planning and delivery across the department, to enable early intervention and prevention and address equality issues.
Ongoing reduction of marginalised groups, residents feel more connected minimising impacts of social exclusion. Equal access to adult social care is reviewed and analysed via data collections. |
| Work with relevant parts of the council including the Communities Team to understand the communities we work with, our diverse population and their needs, and use this intelligence to inform our decision-making, particularly around communication. | By June 2021 we will have the data to understand who we need to communicate with and our challenging inequalities approach will be embedded into our communications plans. |
Involvement mechanisms and feedback channels enable regular engagement and participation in a meaningful cycle of continuous improvement, development and commissioning. Feedback is acted on. We understand cultural needs and know the community particularly our diverse population in the borough. Output: Resident profile data is clearly to hand; surveys or community workshops with residents demonstrate engagement with communities, e.g. through "You said, we did" feedback mechanism. |
| Senior leaders use the developing adult social care Quality Assurance framework and all quality assurance activity in the department to drive an accountable equality, diversity and inclusion culture. | By the end of 2021, the adult social care quality Assurance framework is in place that aims to continuously advance equality, inclusion and anti-discriminatory practice in its work with residents and providers.Equality Impact Assessments in place for existing projects. |
Commissioned providers have signed up to the commitments the council have agreed through the Challenging Inequality Programme. Quality Assurance framework and contract monitoring for commissioned providers refreshed and implemented. All new or amended/reviewed adult social care policies will deliver evident advancements in equality, diversity and inclusion matters as part of our Quality Assurance framework by the end of 2021. Adult social care and commissioned services progressively become exemplar or rated as Outstanding in meeting diversity of need by the Care Quality Commission. There is clear development of an accountable equality, diversity and inclusion adult social care culture. Staff feedback shows positive change. |
| We know that COVID-19 has affected some more than others. We will ensure that all of our COVID-19 recovery plans pay particular attention to groups who have faced a disproportionate impact. | All COVID-19 recovery plans will include specific reference to the effects on disadvantaged groups |
Plans address the disproportionate impact of COVID-19 and other factors on people with protected characteristics. Ongoing reduction of marginalised groups, residents feel more connected minimising impacts of social exclusion. |
| Work with partners and through our Safeguarding Adults Board to address issues and barriers to service users with protected characteristics, aiming to improve both actual safety as well as feelings of safety and sense of belonging within their homes and communities. |
We will have an understanding of any themes emerging relating to equalities concerns through reporting from our Safeguarding Adults Board. Strong links will be established between the service user carer sub group of the Safeguarding Adults Board and they will have been supported to consider aspects relating to equalities and safeguarding concerns. |
Service users with protected characteristics feel an improved sense of belonging and feel safer in the communities within which they live. If not already collected, service user engagement on sense of belonging and feelings of safety particular to adult social care. Corporate resident engagement survey section "Islington as a Place" shows residents feel safe and part of the communities in which they live. |
| Action | Target: what will we achieve in 2021 | Outcome: how will we know we have made an impact |
|---|---|---|
| Ensure that minority groups and disadvantaged families with young children are aware of and have access to our integrated health and education offer through Early Years services. | Increase engagement of families, particularly from target groups, in using integrated health and education Early Years services. In the first instance we will improve data collection to establish baseline targets. | An increase in the number of families receiving Early years Services and the number of children taking part in activities. |
| Increase promotion of Library Services to ensure that adults, children and young people can take up the offer of free WIFI and printing ensuring that digital services can be accessed by those who need it most. | Analysis of current library users undertaken and data plotted against borough profile. Under-representation identified and steps identified to address this. Work with other services to identify target groups. | Increased take up of Library Services evidenced by an increase in library membership and an increase in visitors to improve access to digital services. |
| Address the disproportionate number of Black Caribbean, Black African and Mixed parentage children in the care system by implementing a placement board to better understand why children enter the care system, including a detailed breakdown by ethnicity | Our placement board will be up and running by summer 2021 and we will subsequently produce a plan for targeted service delivery following analysis of any over representation, themes and trends. | A reduction in the overall numbers of children becoming looked after, particularly among Black Caribbean, Black African and Mixed parentage children. |
| We see that disproportionate numbers of Black, Asian and Minority Ethnic young people are stopped and searched. Through our engagement workshops and other initiatives with police officers and young people we will work to tackle this issue and reduce mistrust of the police overall. |
Continuation of the delivery of our disproportionality action plan (formulated following the City University research). Continue our programme of engagement workshop sessions with senior police officers and young people throughout 2021. |
police from specific backgrounds. Reduced numbers of young people from Black, Asian and Minority Ethnic groups entering the youth justice system and being sent to custody. |
| Reduce school exclusions and ensure that Black and disadvantaged children | Analysis of the most recent data in relation to school exclusions to address issues in relation to the over-representation of certain cohorts and to ensure that robust action plans are in place to address this disproportionality. | Fixed and permanent school exclusions will curtail, particularly for those groups of young people who are over-represented e.g. Black Caribbean and White British boys. |
| Deliver our Challenging Inequalities in Education plan which provides a clear and detailed overview of the actions that will be taken to improve outcomes for all groups of children, but particularly those who are underperforming and where inequalities exist. | Our data analysis tells us that outcomes in our schools for many groups remain low and performance over time remains inconsistent, particularly Somali, Mixed White and Black Caribbean, Turkish and White UK children. Schools that are experiencing particular challenges in improving the performance of these groups of children will be provided with additional support by the School Improvement arm. | Attainment and performance at all levels will improve for these groups and this will be subject to regular monitoring and scrutiny. |
| To deliver our multi-agency Somali community plan in order to ensure that the partnership can respond appropriately and accordingly to this group who have reported that they feel marginalised and vulnerable in a number of areas including youth and criminal justice, education and employment. | Throughout 2021, regular Somali task force meetings will take place in order to monitor and review the actions that have been set for the partnership and for specific parts of the community. |
The numbers of young people criminally exploited will reduce and there will be less children becoming victims of Modern Slavery. There will be more children and families from the community engaging with early help services. |
Public Health
| Action | Target: what will we achieve in 2021 | Outcome: how will we know we have made an impact |
|---|---|---|
| Better understand the disproportionate health effects of COVID-19 on Black, Asian and Minority Ethnic communities by implementing local collection of ethnicity data for example at death registration, going above the national requirement. |
Greater understanding of the impact of COVID-19 on communities in the borough that are used to inform service planning and communications.
We will:
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Effective communication campaigns. Measured for impact by: greater adherence to COVID-19 safe guidelines, good levels of vaccine uptake and increasing use of primary care over time |
| Ensure our Diabetes Prevention Programme and other early intervention/ prevention services are accessible to high risk Black, Asian and Minority Ethnic communities by producing a breakdown of service usage data by ethnicity and working with providers to ensure these programmes effectively and appropriately engage target groups. | Assessment of the percentage of people engaging with the Diabetes Prevention Programme and other Public Health prevention initiatives over the last 24 months in order to set a baseline. A target will have been set with progress monitored for increased percentage people from different Black, Asian and Minority Ethnic Groups entering and completing the Diabetes Prevention Programme and other Public Health prevention initiatives. |
Improvements in the reach of Public Health prevention programmes to all affected communities and improved levels of health and wellbeing as a result. An increased percentage of people from different Black, Asian and Minority Ethnic Groups engaging successfully with services, such as the Diabetes Prevention Programme and other prevention and early intervention Public Health services. |
| Improve understanding of the need for high quality data on protected characteristics across the health and care system through workshops and a review of the inequalities commitments across the council to consider how PH might be able to support this work. | Audit of data quality / data gaps complete. A development plan of the council-wide work will be in progress. | Improvements in data quality and increased consistency in reporting against protected characteristics. More robust data to enable service planning which meets the needs of all communities. |