Agenda item

( A report by James Gilbert, Assistant Director-Corporate)

The committee received a comprehensive update from the Group Manager – Organisational Development on the revised Equality, Diversity and Inclusion (EDI) Strategy, attached as Appendix A within the report, for the South and East Lincolnshire Councils Partnership (SELCP) for 2025-2028 following feedback from the Overview and Scrutiny Committee on 29th May 2025.

Members were advised that the strategy had been developed in consultation as part of a key recommendation from the Local Government Association’s Peer Challenge Process. The strategy included a high level action plan, attached as Appendix B within the report, the aim being to implement the strategy effectively.

The purpose of the strategy was to ensure that Council services were accessible, inclusive, and reflective of the diverse communities served. The Group Manager – Organisational Development highlighted that the Committee’s previous feedback had been instrumental in shaping the revised version. In particular, members had raised points around:

·         Language and Accessibility: The strategy had been rewritten in plain English to improve clarity and ensure it was accessible to a wider audience.

·         Broadened Scope of Inclusion: The revised document now better reflected local socio-economic challenges, including economic hardship and political disengagement, particularly within the Boston area.

·         Data Integrity: Demographic data had been reviewed for accuracy. While the figures were confirmed to be correct, terminology had been refined to avoid potential misinterpretation.

The Group Manager- Organisational Development emphasised that the updated strategy and action plan reflected the Council’s ongoing commitment to fostering an inclusive environment for both its workforce and the wider community. The action plan included practical steps to support implementation, such as training, policy review, and community engagement initiatives.

The Committee was invited to consider the revised documents and provide further feedback ahead of their submission to Cabinet for approval.

Members welcomed the revised report and reflected on the improvements made since the initial draft was reviewed in May, acknowledging the clearer language, broader scope, and refined data presentation..

Members discussed the  importance of effective communication in ensuring the strategy reached and resonated with all parts of the community.  It was acknowledged that while the policy was well-intentioned and comprehensive, its impact would depend heavily on how successfully it was communicated and understood by residents. There was a shared view that improved communication could significantly enhance engagement, particularly within Boston’s diverse population.

The Committee discussed the broader issue of community integration and the barriers that some residents face in accessing services or participating in civic life. Members noted that political disengagement remained a concern in certain areas and suggested that engagement might be more effective in places with a town or parish council structure, where the link between elected representatives and the community tends to be stronger.

The Chairman took the opportunity to remind members of the ongoing consultation on the establishment of a Parish / Town Council for Boston, encouraging participation and promotion of the consultation within their wards.

The Group Manager – Organisational Development provided further insight into the Council’s efforts to address political disengagement.  She highlighted recent outreach work by the Democratic Services Team in local schools , where pupils had been introduced to the principles of local democracy through mock elections and party-based activities. This initiative aimed to raise awareness and understanding of political processes from an early age, with the hope that such engagement would extend into families and the wider community. The officer also referred to the action plan’s commitment to supporting community engagement through training and the development of inclusive practices. It was noted that the strategy was not only about compliance but about fostering a culture of openness, participation, and respect.

The Chairman thanked the Group Manager – Organisational Development for the work undertaken to revise the strategy in response to the Committee’s earlier feedback. He expressed confidence that the revised  policy now aligned with the aspirations of the partnership and would provide a strong foundation for future work.

Resolved:

That the report be noted.

[The Group Manager – Organisational Development left the meeting following consideration of the above item at 6.53pm.]