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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To get acquainted with cities’ good practices related to the management of the Covid-19 pandemic, please visit Intercultural Cities: COVID-19 Special page.

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The Inclusive Employer

Concept

Bradford Council has over 8,000 employees and seeks to be an inclusive employer. It is working with Grant Thornton, a private sector company, to apply a tool developed and successfully implemented by Grant Thornton, the Inclusion Maturity Model, to establish the current standing of Bradford Council as an employer. The tool covers all the protected characteristics under the equal treatment legislation.

The Inclusion Maturity Model assesses an organisation on five factors: talent attraction; talent development; strategic development; culture; and external impact. The tool establishes where an organisation stands on the following scale:

  1. Emergent: The organisation is setting out on its inclusion journey and is doing what it needs to from a regulatory and legal perspective to enable inclusion for colleagues.
  2. Characteristic – Focussed: The organisation recognises that it needs to provide tailored support to under-represented groups to ‘level the playing field.
  3. Inclusive: The organisation is breaking down barriers to inclusion for all of its colleagues to enable psychological safety and to help them bring their whole selves to work.
  4. Systemic: The organisation is reflecting their inclusion culture on every touchpoint with stakeholders, suppliers and clients, leading their sector in inclusive practices.

Foundation

This initiative is rooted in Bradford Council’s Equality Objectives 2016-2020. One objective is that the Council is well run, fit for business and is fair and inclusive in its approach. This includes a focus on workforce diversity and an ambition for the workforce to more closely represent the communities served, at all levels.

Progress

The initiative is being implemented by Grant Thornton and Bradford Council in a district-based approach, with another organisation applying the model for comparative purposes, Yorkshire Building Society, and links made to the Employers Network established by the Council.

A desktop review of processes, practices and procedures against the Inclusion Maturity Model has been completed in Bradford Council. A staff survey to collect staff information and to get feedback on staff perceptions of the inclusion culture in the organisation has been conducted. An ‘As-is’ report on the findings from this work, with recommendations, has been prepared and is under consideration by Bradford Council. An Equality, Diversity and Inclusion Strategy is to be prepared, based on this report, with a steering group being convened for this purpose.


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