Foreword
Our commitment to Equality, Diversity and Inclusion (EDI) remains
central to our ambition for Wakefield. We know that our district can only reach
its full potential when we draw on the strengths, talents and lived experiences
of all our communities. Making sure that everyone can access and benefit from
our services, feel valued, and thrive is fundamental to our role as a Council.
The 2025-26 EDI Annual Report highlights the progress we’ve made over
the past year. This has been a pivotal period for the district, marked by the
launch of the Wakefield District Plan 2025-2035. This Plan sets out our shared
long‑term vision - shaped by the insights of more than 270 people, organisations,
community groups and businesses. It marks a significant change in how we work –
bringing partners and agencies together to share one agenda, with everyone working
in the same direction.
The Plan sets out a clear ambition for a fairer, more inclusive district
where opportunities are equal, diversity is celebrated and all residents can
play an active role in shaping our future.
Alongside this, we launched our Community Cohesion Strategy, which
strengthens our commitment to creating a thriving, safe and welcoming district
for all. By bringing partners together from across all sectors, it sets out a
strong framework for building connected, resilient communities. And makes sure that
every resident feels a genuine sense of belonging.
This year has also brought its challenges. More people need our
services, and at the same time, budgets are tighter. This makes it harder to
plan for the long-term. Even so, our teams have continued to deliver high‑quality
services while exploring new and better ways of working so that everyone in our
district gets the support they need.
This report shows what we have achieved so far and what we will focus on
next year. Thank you for taking the time to read it. We are committed to
building a Wakefield that is truly for everyone.
Councillor Denise Jeffery Tony
Reeves
Leader of Wakefield Council Chief
Executive of Wakefield Council
About Wakefield
Wakefield is home to more than 367,000 people and includes busy towns, smaller
market towns and rural villages. Our economy, worth around £8 billion, is
supported by strong sectors including health and care, manufacturing, logistics
and the creative industries. Wakefield has great transport links across Yorkshire
and beyond, making it a great place to live and work.
The district’s identity continues to evolve. For nearly two centuries,
coal mining and related industries shaped daily life, employment and the
character of many communities.
When the mines closed in the late twentieth century, it brought big
social and economic changes. But the values created in those communities -
resilience, supporting one another and a strong sense of belonging - are still
an important part of Wakefield today.
At the same time, Wakefield’s population has been shaped by successive
generations who have made the district their home. This growing diversity is seen
in our schools, neighbourhoods, cultural events and voluntary organisations. Together,
these communities help make Wakefield a more vibrant and internationally
connected place.
Wakefield is home to nationally recognised attractions such as The
Hepworth Wakefield, Yorkshire Sculpture Park and the National Coal Mining
Museum. Together they showcase both our heritage and our creative strengths.
With 16 local nature reserves and extensive greenbelt, the district offers a
high quality of life for residents and visitors alike.
As the largest employer in the district, Wakefield Council plays a
central role in supporting our local communities. We employ more than 5,000
staff who deliver many local public services. These include social care,
housing, planning, highways, culture, waste and environmental services. Our work
relies on strong partnerships with organisations and groups across the district.
By working together, we support economic growth and improve outcomes for
residents. Together, we’re shaping a bold and inspiring future for Wakefield - one
where every community can flourish and every ambition has room to grow.
The Public Sector Equality Duty and our
Responsibilities and Principles
Wakefield Council and others carrying out public functions must follow
the requirements of the Equality Act 2010 and the Public Sector Equality Duty.
This requires us to have due regard to:
•
eliminate discrimination, harassment and
victimisation.
•
advance equality of opportunity between those with
‘protected characteristics’ and those without them.
•
foster good relations between those with particular
‘protected characteristics’ and those without them.
The Act reminds us that there can be no fair society if some groups and
communities remain disadvantaged because of their protected characteristics. These
are:
•
age
•
disability
•
gender reassignment
•
marriage and civil partnership
•
pregnancy and maternity
•
race
•
religion or belief
•
sex
•
sexual orientation
Under the Equality Act 2010 (Specific Duties)
Regulations, local authorities are required to set and publish specific,
measurable equality objectives at least every four years. And publish
information annually that demonstrates compliance with the Public Sector
Equality Duty. This report outlines both the objectives set by Wakefield
Council, and our progress against these.
Our Equality, Diversity and Inclusion
Objectives
Wakefield Council has five equality, diversity and inclusion objectives.
They were first published in 2022. Our five EDI objectives are:
Demonstrate visible leadership and
commitment to EDI across the district
·
visible elected member and senior management
leadership that actively champions, promotes and celebrates EDI
·
measuring and sharing EDI progress and achievements,
both within and beyond the Council
·
embedding EDI into the Council’s strategic priorities
and service planning
·
encouraging our diverse communities to play an active
role in civil society across our district
·
delivering and demonstrating zero tolerance of hate
and discrimination
·
promoting tolerance and respect across all faiths and
with those of no faith
Work with diverse communities to
foster good relations, eliminate discrimination and embed equalities in policy
and practice
·
utilise data and intelligence to inform how we
understand and respond to differing groups
·
be outward looking, working with communities and our
partners to understand the issues and challenges facing every community
·
reach out to communities of interest to co-produce
future activities
·
identify and seek to address gaps in understanding
around communities and community issues, needs and aspirations
Ensure our services are responsive,
accessible and inclusive
·
actively seek input from all affected communities into
our decision making, service planning and service delivery
·
publish Equality Impact Assessments for all major
decisions, projects and initiatives
Build a skilled and diverse workforce
that demonstrates inclusive behaviours and values
·
have a consistent approach to EDI at Wakefield Council
·
enhance our understanding of different groups within
the workforce by providing more opportunities to engage with us
·
actively recruit more people from diverse backgrounds
to improve representation within the Council
·
develop access to opportunities at the Council,
ensuring that diverse talent is retained
·
improve the data we collect so that we have a clearer
picture of our workforce and can make evidence-based decisions
Recognise and ensure that EDI is
everyone’s responsibility
·
continually challenging ourselves in our promotion of,
and effectiveness in, meeting our EDI commitments
·
supporting and developing elected members in their EDI
role at personal, community, neighbourhood, ward, and district level
Achieving our objectives
In addition, our Corporate Plan, the Wakefield District Plan and the
Wakefield Cohesion Strategy set out wider principles and ambitions linked to
equality, diversity and inclusion. These sit alongside, but
separate from the Council’s formal EDI objectives. Anyone who wants to
understand the wider strategic picture for this work can find more information
in these documents. Together, they show how inclusivity supports the Council’s
wider priorities and long‑term ambitions for the district.
Wakefield District Plan 2025–2035 (sets shared outcomes and ambitions
for the district across the partnership) Wakefield
District Plan 2025-2035
Corporate Plan 2024–2026: Building a Fairer Future sets out the
Council’s priorities and includes EDI as a core principle) Building a
Fairer Future 2024-2026
Wakefield District Community Cohesion Strategy (sets six key
partnership priorities for creating a cohesive, connected and inclusive
district) Wakefield
District Community Cohesion Strategy 2025-2028
This annual report sets out the work we have done over the past 12
months towards achieving these objectives and includes EDI workforce and
service user data.
If you would like to request an accessible version of the EDI workforce
and service user data email us at edi@wakefield.gov.uk.
Our progress
The following sections set out our key achievements against our
objectives and what we plan to do over the coming year.
Objective 1: Demonstrate visible leadership
and commitment to EDI across the District
The Council continues to play an important role in promoting equality
across the district. Senior leaders continue to champion, endorse and actively show
their commitment. By working closely with our partners, we strengthen decision‑making and make sure services are designed to help to
reduce inequality across Wakefield.
Our ambition goes further than meeting the requirements of the Public
Sector Equality Duty. We regularly monitor, evaluate and communicate our
progress - both internally and with partners - so our work is open, transparent
and accountable.
We also encourage residents from all communities to take part in local life.
We take a firm stance against hate, discrimination and prejudice. And we
promote respect among people of all faiths and those of no faith. This ongoing
commitment helps create a district where everyone feels valued, represented and
able to contribute.
Our key achievements
in 2025/26
·
For the first time, partners across the district have created
a truly shared set of ambitions for Wakefield. Through the Wakefield Together
Partnership they developed the new Wakefield District Plan 2025–2035 - a
landmark, shared vision for the next decade. With strong and visible commitment
from elected members and senior leaders, the Plan marks a new, more innovative
model of working together. It sets out 22 shared outcomes that have been co‑designed and formally agreed by all partners, showing
a clear, collective commitment to achieving our objectives. Inclusivity and
social justice are at the heart of the Plan.
·
We developed a new Wakefield District Cohesion
Strategy. More than 40 organisations from across the district came together
to define what cohesion means, and to set shared priorities for the next three
years. The Strategy is built around six key outcomes, allowing us to measure
progress and share updates on EDI progress with partners of all sizes.
·
We created a new multi-agency partnership group
to help prevent, manage and reduce community tensions. The group has put
effective systems in place to share intelligence from local and regional
sources. Using the intelligence, it assesses any potential impact on the district, and takes appropriate action when needed. These
new arrangements have been highly effective, helping partners share information
quickly and respond to local, national and international events that may cause
tension. The group also reinforces our zero tolerance of hate and
discrimination, supporting us to promote the values of tolerance and respect.
·
We worked with more than 400 children, young people,
families and partner agencies to co-produce a new Wakefield District
Children and Young People’s Plan 2025-2028. The plan sets out our
ambitions for children across the district. It represents children and young
people from all our communities and across all protected characteristics,
making sure everyone has the same opportunities for a bright future.
·
We have had ongoing support from the Council’s EDI
Board which sets the overall direction of our work and monitors progress
against our actions and objectives. The Board is chaired by the Chief Executive
and includes representation from service areas, staff networks and guest
speakers. It is a key way of making sure EDI is built into
the Council’s strategic priorities and service planning.
·
We introduced a new Neighbourhood Working Model. This brings together residents, local
agencies, the voluntary sector and elected members in each ward, giving
communities a real voice and an active role in decision‑making at neighbourhood
level.
·
We delivered a Reclaim the Night event in
multiple locations across Wakefield in November 2025. This was a significant
initiative aimed at raising awareness and action against violence against women
and girls, led by the Council and West Yorkshire Combined Authority.
·
We delivered targeted sessions for
young people during Hate Crime Awareness Week in October. They focused
on supporting LGBTQIA+ young people, exploring the impact of transgender-related
hate crime and reinforcing our zero-tolerance approach to hate crimes.
·
We continued to work successfully
with the Home Office, the Refugee Council, Migration Yorkshire and many local
partners to support people fleeing conflict in Ukraine, Afghanistan and Syria.
Together, we provide a joined‑up approach to resettlement and help people
settle into their new communities.
Next steps
·
We will use the Wakefield Together Partnership and new
multi-agency group to share intelligence and monitor community tensions. These partnership
arrangements will allow leaders to work collaboratively with communities to address
concerns, and promote cohesive neighbourhoods.
·
We will review our Hate Crime Partnership
Board membership. Making sure we have the right lead partners for each type of
hate crime represented on the Board (Disability, LGBTQIA+, Transgender, Race,
Religion).
·
We will review our governance arrangements around
equality, diversity and inclusion. This will support us to achieve our
corporate objectives and the outcomes of the Wakefield District Plan and
Community Cohesion Strategy.
·
We will continue to develop the new Neighbourhood
Working Model for partnership working at ward and neighbourhood level. The new
model will give residents an active role in local-decision making and will provide
communities with greater control over the things that matter to them.
Objective 2: Work with diverse communities
to foster good relations, eliminate discrimination and embed equalities in policy
and practice
We work closely with our communities and partners to strengthen
relationships, build trust and create a more inclusive district. By engaging
with people from all backgrounds and listening to their experiences, we can
shape services and policies that meet the needs of all residents. Through this
continued collaboration, we aim to make equality, fairness and respect part of
everyday practice and felt across every neighbourhood.
Our key achievements
in 2025/26
·
We developed the new Wakefield District Cohesion
Strategy. This sets out what cohesion means, identifies gaps and provides a
shared vision and key outcomes that will help all communities thrive.
·
We celebrated Refugee Week 2025 with a vibrant
programme of events focused on integration, inclusivity, and cross‑cultural
understanding. More than 40 activities took place across the district, bringing
together around 400 participants. The week provided an opportunity to share
experiences, build meaningful connections, promote integration, and celebrate
our rich diversity.
·
Our
Arts, Culture and Leisure services have worked closely with a wide range of
community groups to co-produce local activities. This has included
delivering creative session for SEND children with the Wakefield Parent Carer
Forum. A Voice and Participation project with Gypsy and Traveller communities. Partnership
work with Disability Sport Yorkshire to run an inclusivity event at Thornes
Park. And partnering with Age UK to host a ‘Forever Funky’ cultural event.
·
We
produced our annual Joint Service Needs Assessment which provides extensive
data and insights from our residents and partners to support the commissioning
of evidence-based health and prevention services. This information is shared
with all partners to help plan services that are responsive and accessible.
·
We hosted the West Yorkshire Children with
Accessible Needs Network at Pontefract Castle in June 2025. This event
showcased our EDI and access development work with a range of partners.
·
In July 2025, the 16+ Forum of Care Leavers organised
a charity football match between a team of care leavers and a local West
Yorkshire Police team. The match was part of ongoing work to build positive
relationships and promote wellbeing.
·
Our social media channels promoted community
cohesion. Celebrating important dates for our communities including
Christmas, St Georges Day, Ramadan, Pride, Remembrance Day, Easter, Eid and
International Women’s and Men’s Days. Our approach is to create thoughtful, engaging
posts that encourage interest and help inform our audiences.
·
We continued to deliver our five-year Health
Determinants Research Collaboration programme. The programme strengthens
research capacity and capability across the Council. And supports an
intelligence and evidence-led approach to policy development and decision-making.
·
We delivered a Christmas event at Wakefield
Museum for SEND families in December 2025. One of the parents attending
commented that it was “great to see Santa and especially when he was signing in
British Sign Language”.
Next steps
·
We will co-produce actions to take forward the
Cohesion Strategy and start delivering outcomes with local groups and
organisations across the district.
·
We will continue to build the needs of children and
young people into our policy and practice. We will use our engagement forums (such
as the Children and Young People’s Board and Build Our Future Summits) alongside
the data from the 2026 Wakefield District Children and Young People Health
Survey.
·
We will develop and deliver a joint workshop between
Museums and Castles staff and artist Michelle Duxbury, at the Accessible
Museums conference in Leeds in April 2026. The workshop will showcase creative
accessibility in the ‘Cynthia Kenny: A city framed’ exhibition at Wakefield
Museum and will allow us to embed best practice across the Museums and Castles
service.
Objective 3: Ensure our services are responsive,
accessible and inclusive
Making sure that our services are easy to access and are responsive to
the needs of all residents remains a core part of our equality duty. We want
every resident - including those with protected characteristics - to have a
consistent, positive experience when engaging with the Council.
We continue to review and adapt how we design and deliver services, so
they reflect the different ways people live, communicate and seek support. By
improving accessibility, reducing barriers and listening to the experiences of
our communities, we can make sure our services remain inclusive, effective and
shaped around the needs of the people who rely on them.
Our key achievements
in 2025/26
·
We worked closely with the voluntary and community
sector and local neighbourhoods. This work has included the distribution of around
£2m of Community Grants funding to support local projects. With this
funding we helped create 16 play areas. Supported 11 youth sports and dance
projects. Set up three chair-based exercise classes. And produced 1,000 Senior
Citizen Support Group guides to help older residents find activities in the
district.
·
We continued to work with staff to complete and
publish Equality Impact Assessments for all major projects and
initiatives, making sure decisions, practices and policies are responsive,
equitable and fair.
·
We continued to demonstrate the highest standards
in governance. Progress against the Council’s EDI plans and actions are reported
to the Council’s Cabinet, Ethics and Governance Committee, Overview and
Scrutiny Committee and EDI Board.
·
The Museums and Castles service hosted an “Access
for All” session on behalf of Museum Development North. It showcased our
work on community engagement and how we are creating an accessible and
inclusive service. The event gave us the chance to present real examples of our
work and to share good practice with others.
· We organised training sessions for colleagues across the Council, Health Services, and the voluntary sector to help them understand the health needs of people who are often marginalised or excluded. Community representatives and expert speakers took part, including people with lived experience of homelessness, poverty, rural isolation, and members of Gypsy and Traveller communities. This shared approach to staff learning strengthens engagement and participation and supports the delivery of consistent, responsive services across the district.
·
We developed a new, bespoke website for Wakefield
Museums and Castles. This includes access information for all
of the service’s locations in the district.
·
We hosted a Wakefield Inclusion Summit in
partnership with No Isolation. The summit explored practical strategies to
improve school inclusion and attendance.
·
We increased youth engagement by
involving more young people with special educational needs and disabilities.
Five additional young people joined the Museums Youth Forum, helping the group
better reflect the wider community. The Youth Forum directly influences the
planning and programming of our Museums service.
·
The multi-agency Community Safety Partnership
delivered focussed sessions for young people during Hate Crime Awareness
Week in October. The sessions highlighted the experiences of LGBTQIA+ young
people and explored issues related to transgender hate crime. The work helped break
down barriers between professional services and young people.
·
We listened to the voices of residents of all ages
and put them at the heart of service-led partnership plans, such as the Children
and Young People’s Plan 2025-28. This approach made sure residents’ ideas and
views are at the front and centre of partnership work across the district.
Next steps
·
We are looking at new ways to support people. We
will create a stronger partnership safeguarding framework with a clear
escalation route. This new approach will be developed during 2026/27.
·
We will develop an Unpaid Carers Strategy. This will
include setting up a multi‑agency working group to involve carers from diverse
and under‑represented communities. The aim is to make sure carers can influence
how services are designed and can access the support they need.
·
We will use funding from The Exhibitions Group to
improve accessibility at Wakefield Museum. For the 2026 Plastic Fantastic?
exhibition we will create high quality tactile interpretation and British Sign
Language resources. We will co-produce this with people who have lived
experience, making sure the interpretation is genuinely accessible and shaped
by the communities who will benefit from it.
·
We will open a new independent specialist school in
Wakefield during the 2026/27 academic year. This new school will provide 90–120
specialist places for children and young people with special educational needs
and disabilities, giving families access to high-quality education closer to
home.
·
We will continue to develop our Interpretation and
Translation Service making sure residents can access services in a language they
can understand.
·
We will establish an Adult Social Care co-production
group including service users. Their lived experience will help us to design
and deliver Adult Social Care services.
Objective 4: Build a skilled and diverse
workforce that demonstrates inclusive behaviours and values
We
aim to be an employer of choice - a place where people feel valued, supported,
and are able to thrive. Our workforce is central to
everything we do, and it’s through their commitment, knowledge and expertise
that we deliver services local residents depend on.
By
creating an inclusive workplace, we can attract people with a wide range of
skills, experiences, and backgrounds. A workforce that reflects our communities
makes us stronger. It helps us build a more inclusive and resilient
organisation that can respond effectively to the needs of all residents.
Our values sit at the heart of our
policies and practices, helping us to attract and retain talented individuals.
This is especially important in areas where skills are in high demand and, as
in social care, staff shortages are a national issue. A strong reputation for
supporting and developing staff allows us to bring in the best people and build
a stable, capable workforce.
Our key achievements
in 2025/26
·
We developed a new staff Wellbeing Strategy
2026-2031. It is focussed on our commitment to support every employee as an
individual and build an increasingly supportive place to work.
·
We continued to support our vibrant staff networks
- the Disability and Health Staff Network, Be Proud (the LGBTQIA+ network),
Global Majority Race Equality Network, Carers Forum, Christian Fellowship,
Armed Forces Network, Early Careers Network, Part-time Workers Forum and
Women’s Wellbeing Network. These different groups provide insight and lived experience perspectives that inform learning, policies
and practice. For example, Be Proud have been involved with developing an Adult
Social Care Team Managers’ Workshop regarding transgender and non-binary awareness
and inclusion.
·
We introduced a new senior sponsorship model
for our internal staff networks. Members of the Corporate Management Team now
act as visible allies for each network. This raises the profile of the networks
and helps ensure they are closely linked to organisational priorities and
inclusive decision‑making.
·
We updated key people policies to support
consistent EDI practice. This includes refreshing the Dignity at Work
Statement and relaunching the Reasonable Adjustment Guidance.
·
We strengthened our anti-harassment processes
ahead of the new legal requirement for employers to take all reasonable steps
to prevent harassment which will come into effect in October 2026. We
introduced additional reporting routes, promoted learning on sexual harassment,
and made the Sexual Harassment at Work module available to all staff.
·
We continued our strategic involvement in the Wakefield
Safeguarding Children Partnership. This is a well-established and highly
effective way to respond to the muti-agency safeguarding learning and
development of needs of the children and family’s workforce. This involves
developing, coordinating and delivering learning opportunities such as
multi-agency training, conferences, masterclasses and safeguarding resources.
·
We continued to promote our nationally recognised Apprenticeship
Scheme. The ‘Get In, Go Far’ Apprenticeship team attended 23 school-based
recruitment events in 2025. 41% of
successful applicants tell us they have a disability, showing that our
recruitment process removes barriers and enables disabled people to succeed.
·
We improved our use of workforce data. By
integrating workforce data with feedback from staff networks and engagement
activity, we have developed a more rounded understanding of employees’
lived experience. This has directly informed the review of internal policies
and procedures, supporting more inclusive and evidence based
decision making.
·
We continued to embed the Social Care Workforce
Race Equality Standard Improvement Programme into workforce development
across our Adult Social Care service.
·
We continued delivery of the successful Preparing
for Leadership programme for ethnic minority colleagues.
·
We developed targeted engagement plans to promote
the Council as an employer and attract a more representative workforce,
including outreach to local community settings and places of worship.
·
We were awarded the Ministry of Defence Employer
Recognition Scheme Gold Award. This national award recognises the work we
do to support serving personnel, reservists, veterans, military families and
Cadet Force Adult Volunteers.
·
We introduced a new Accessibility Passport for
those with a disability or health condition. We hosted engagement sessions and
webinars to help managers and colleagues feel confident about talking about and
recording workplace adjustments in a consistent, person-centred way.
·
We created an EDI calendar on the intranet that
showcases multiple events and dates of interest throughout the year. These
events are designed to make sure all staff have a sense of belonging and provide
a strong basis for engagement between the organisation and different groups.
Next Steps
·
We will develop and launch a new People Strategy in
2026.
·
We will conduct a comprehensive staff survey in 2026 supported
by detailed evaluation and actions.
·
We will continue preparing for the UK Employment
Rights Bill (2025). This will require large employers to publish Equality
Action Plans. Our approach will help identify and share best practice ahead of
the 2027 legislative requirements.
·
We will launch the Proud to Be You campaign in Spring
2026 to encourage colleagues to update their personal data and improve the
accuracy of our workforce profile. This will give us a better insight into
workforce data allowing us to monitor trends and support service plans.
·
We will continue to collaborate with staff networks
when planning wellbeing events and inclusion activity, and
make sure lived‑experience guides future workforce initiatives.
Objective 5: Recognise and ensure that
EDI is everyone’s responsibility
We recognise the wide-ranging benefits that representation and equality
bring to the district. This commitment runs through our work with partners and
our teams. Every interaction we have - with colleagues, residents or partners -
shapes people’s experience of public services. By working inclusively, we help
make sure decisions are fair, services reach those who need them most, and
workplaces reflect the communities we serve.
When everyone takes responsibility for EDI, it becomes part of everyday
behaviour rather than an add‑on or policy requirement. This shared ownership strengthens
trust, improves outcomes and supports a culture where all voices are valued.
Ultimately, delivering equitable services is only possible when inclusion is a
collective commitment, not the responsibility of a few.
Our key achievements
in 2025/26
·
We continued to support well-established partnership
arrangements that follow best practice in multi-agency working. For
example, the new Wakefield District Plan and Community Cohesion Strategy are
partnership developed and led, representing a new way for agencies and partners
to deliver shared goals. The principles of equality and social justice underpin
these plans, demonstrating a system level commitment to ensuring EDI is
everyone’s responsibility.
·
We continued to use our EDI Board to help make
our services fair for everyone. The Board is led by our Chief Executive, which
shows that equality is a priority for the Council and is supported at the
highest level.
·
We continued to promote EDI awareness across the Council.
An EDI calendar supports a yearlong cycle of promotional events, with communication
campaigns promoting awareness and responsibilities. Examples include
International Women’s Day, men’s health, religious festivals, support for
carers, and Neurodiversity Week.
·
We successfully helped Elected Members and their communities
to secure funding by helping to embed EDI commitments into their
applications. Our guidance strengthens funding applications and brings
additional investment into local neighbourhoods.
·
We introduced a Freedom to Speak Up Guardian.
This is a safe, confidential way to speak up and be heard if something isn’t
right. It will help us learn, improve and make positive changes across our
organisation.
Next steps
·
We will review our governance arrangements to make
sure the principles of equality and accessibility for residents and staff are
at the forefront of service planning.
·
We will strengthen everyday responsibility by reviewing
our approach to routine decision‑making.
·
We will review our corporate approach to learning and
development, including EDI training and support.
·
We will learn from those who speak up on things that
aren’t right through our Freedom to Speak Up Guardian.