The Intercultural city aims at building its policies and identity on the explicit acknowledgement that diversity can be a resource for the development of the society.

The first step is the adoption (and implementation) of strategies that facilitate positive intercultural encounters and exchanges, and promote equal and active participation of residents and communities in the development of the city, thus responding to the needs of a diverse population. The Intercultural integration policy model is based on extensive research evidence, on a range of international legal instruments, and on the collective input of the cities member of the Intercultural Cities programme that share their good practice examples on how to better manage diversity, address possible conflicts, and benefit from the diversity advantage.

This section offers examples of intercultural approaches that facilitate the development and implementation of intercultural strategies.

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Conscious Inclusion

Concept

Camden Council has adopted a process of ‘Conscious Inclusion’ to ensure all staff ‘can be their best self at work’. The approach taken involves a focus on leadership, staff, and systems in the Council. A Conscious Inclusion Statement was published with specific commitments to action in relation to all three of these factors.

Camden Council, through this initiative, states an ambition for: all staff being able to be their best self at work; staff composition reflecting the diversity of Camden; understanding, challenging, and evolving from the biases that everyone holds; valuing and celebrating difference; using differences to assist in better decisions; sharing responsibility for calling out anything that is not right; everyone coming to work with the determination to resolve and learn from the things that are not right; and not tolerating any form of discrimination, victimisation, harassment or bullying.

Foundation

The initiative is rooted in the Camden 2025 Vision and the Our Camden Plan 2018-2022, and its commitment to Camden Council being a great place to work and an inclusive organisation that encourages diversity in all respects.

Progress

Action on leadership is concerned to: develop capacity to deliver systemic change and improvement; provide sponsorship of BAME, LGBT+, and disabled staff in middle management to progress; and offer mentoring to build the representation of these groups at senior management level.

Action on staff is concerned to: support every people manager to play their role in conscious inclusion; adopt the Time to Change Employer Pledge to support mental health in the workplace; and benchmark the Council against the Stonewall index for workplace LGBT+ equality.

Action on systems is concerned to: develop understanding of the different ways people think, function and mentally process information to improve support for people to flourish; improve recruitment systems in particular in relation to people with disabilities; enable staff with carer responsibilities to return to work and to engage without disadvantage; demonstrate employment practices are among the best in London through the Mayor’s Good Work Charter accreditation; and act as strategic influencer for good practice by local businesses.


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