Underpinning knowledge
The toolkitWhy inequality matters
Underpinning knowledge outlines the key ideas and concepts that all partners should understand, to make sure we all play our part in developing inclusive communities. Both within and between some communities, inequalities exist. Whether that is in terms of income, housing or quality of experience of public services, or whether they relate to differences in educational outcomes, knowledge or levels of empowerment, there is no doubt that social inequalities are at the root of many of the divisions and much of the tensions that exist in communities.
People face inequality for many reasons, this could be as a result of where they live, their personal characteristics, such as a disability, or reduced opportunities as a result of discrimination and prejudice, and this impacts on how people live their lives.
Targeted approaches seek to develop the confidence, skills and awareness of groups of people to participate in public life, to enable them to overcome the barriers to involvement that can perpetuate inequalities.
Targeted work with groups should not reinforce exclusion and disadvantage. We should also chart a clear journey between targeted activities for under-represented groups and universal and open activities, which all residents can access in order to not exacerbate existing divides and tensions.
Understanding communities
An understanding of communities; how different people experience life in the places they live and who they are, are key to how we all approach working with local communities.
There are several different elements to how communities may be defined. If we are to effectively involve communities, we need to be clear about how and where they exist.
Communities in Kirklees may be:
- Geographical communities which are defined by place. These could be ward or district committee boundaries, which might be used to define a geographical community, town or village.
- Communities of interest which are defined by a common demographic characteristic or social interest. Such as, young people or lesbian, gay, bisexual, transgender, queer (or questioning) (LGBTQ+) people who might be defined as a community of interest.
- Communities of circumstance which are defined by a shared set of circumstances. Such as, benefits claimants who might be defined as a community of circumstance.
However, it is important to be aware that these types of communities are not mutually exclusive. A community or an individual may combine more than one of the above elements. Learning about intersectionality and how it affects all of us, both in our work and personal lives, allows us to respectfully communicate with peers and better understand people's lives.
Intersectionality is an important concept to understand and bear in mind when thinking about inclusion. Understanding and recognising the complexity and nuances of people's lives, remembering that people and communities are not exclusively defined by being part of one group and may choose to self-identify differently. Protected characteristics provide a useful framework for understanding diversity, but the world isn't experienced based on one single characteristic.
Kirklees has diverse communities living in varying geographies. Communities tell us this is important to keep in view when considering how you contribute to developing inclusive communities in your organisation. For example: what do we mean by neighbourhood, or what do we mean by consultation?
There are many ways of ensuring your organisation understands Kirklees communities:
- Data: Who? how many? what?
- Intelligence: What statutory and other research-based intelligence we have.
- Insight: This includes analysis of data and intelligence but also qualitative information such as: stories, case studies, people's views and opinions, gathered through conversations, meetings and surveys.
Community data sites
Community profiles are useful tools that can provide a shared understanding of the community and can support the planning and delivery of support and services. A good profile actively involves local people and groups, to build a picture of the community and usually includes a combination of:
- Where is the community?
- What areas are there?
- Who is in the community?
- What community networks are there?
- What are their needs?
- What are their assets and strengths?
- Who are the local leaders? Who are the local councillors?
Examples of community profiles
We could not talk about inclusive communities without giving space to talk about community networks. Community networks vary in purpose, attendance and formality, but all offer valuable space for organisations and individuals to share and be part of the learning and insights that communities have. These often form place-based and action-orientated responses to local issues. This space we refer to is known as as the 'space of opportunity'.
How do Kirklees organisations make the most of the 'space of opportunity' that these networks are creating, and how do we nurture and develop more of these spaces? We all need to:
- Understand when to step in and when to step out of the way.
- Identify which groups would or wouldn't welcome council, health and other institutions input and support.
- How to 'show up' and behave professionally at these meetings, to try and build equal, supportive and trusting relationships.
- Develop trust and nurture relationships, rather than create formal structures, systems or assurances.
- Understand which groups exist at a place, neighbourhood or hyper-local level.
The value of formal and informal networks has influenced the rationale for the framework and forms an essential part of local community infrastructure in Kirklees. We talk more about community networks and the learning from our work with them during the pandemic, within this framework, using that experience to underpin our five inclusive approaches.
Practice base
The majority of disciplines have their own evidenced practice-base and we are not asking organisations to change that. What we want to do is raise awareness of some well-established practice bases that we use in Kirklees, across organisations, partnerships and with local people, which support the implementation of the ICF.
When working with individuals, communities and families, we also use a variety of approaches, whether that is case work, group work or community development, not one size fits all. Relationships are key to helping us feel like we belong and can make valued contributions to our own lives and those of others'. It can be difficult sometimes, to connect to people when we do not understand our own or others' background or culture.
Cultural competence is the ability to understand; to interact effectively, with and across diverse cultures. It is not only about respecting and appreciating the cultural contexts of people's lives, but also about understanding the impact of how we deliver the support and services, across diverse communities and how we can effectively address the inequalities experienced by Kirklees communities.
Cultural competence can be improved through training, experiences and education. For our staff and leaders to have cultural competence, they need:
- Understanding of our own culture, it is difficult to understand another's culture if you are not familiar with your own.
- A willingness and opportunity to learn and experience cultural practices and views of others.
- An open and positive attitude toward cultural differences and a readiness to accept and respect those differences.
We need all our staff, regardless of their professional discipline, to be able to work with cultural competence and confidence.
By routinely prioritising cultural competence learning, education and experience opportunities for our staff, we will not only support relationships between individuals and communities to be more inclusive, but we will also ensure that our staff and leaders recognise when we need to challenge institutional discrimination.
Examples of when cultural competence can lead to initiatives that tackle institutional discrimination
Strengths-based approaches (SBA) are approaches that have, as their starting point, the strengths in either people, place or communities. It is often used by adult health and care services, as it resonates well when working with people to make informed decisions for themselves. A good source of further information and training support can be found in The Social Care Institute for Excellence (SCIE) Strengths-based approaches
Trauma-informed approaches (TIAs) ensure that the ways in which people are supported, considers the impact of past experiences and how those experiences influence attitudes and behaviours now. Fundamental to this approach is a switch in the starting points of professionals working with people from, "what did you do?" to, "what happened to you?". These approaches are used across several disciplines and the evidence base is broad.
- Trauma-informed approaches - NPC
- Adversity and Trauma resources: West Yorkshire Health & Care Partnership
There are some emerging resources regarding how trauma-informed practice can support the notion of belonging as an active intervention.
Restorative practice is a way of working that puts the focus on building authentic relationships that provide both challenge and support, reducing the likelihood of conflict to arise in the first place, as well as dealing with conflict if it does. Restorative practice has its roots in restorative justice, with a focus on repairing the harm done through criminal activity to both parties.
Restorative Approach Checklist
Whether you are thinking about your service planning, beginning a new project, developing a strategy or simply reviewing the way you approach something in your work, there are a number of prompts that might help you to adopt a restorative approach.
Whatever it is you're working on, think about how you might ensure that it:
- Puts a focus on relationships, whether it's between managers and employees, between colleagues, between partners or between employee and service users or citizens:
- Who are the people involved or impacted by this piece of work, and how might relationships be strengthened?
- Are there opportunities to promote stronger connections?
- Do interactions promote care and respect?
- Supports a 'with' approach:
- From the very beginning, does it incorporate curious listening to those impacted in order to really understand what is needed?
- Does it empower people to make decisions based on their own needs?
- Does it encourage accountability?
- Where decisions are made by people in a position of power, have others had an opportunity to be listened to and their views considered?
- Are expectations clearly communicated and does it allow for clarifying expectations?
- Does it allow for everyone to be involved, whatever their connection to it might be?
- Is there anything stopping certain people being involved?
- Includes ways to learn, grow and improve:
- Does it promote reflection?
- Does it allow for identifying what went well and what didn't go so well?
- Does it allow for acknowledging when mistakes have been made?
- Does it allow for safe and respectful challenge?
- Are there opportunities and mechanisms for feedback, sharing lived experience and are these accessible? Are these encouraged? Will these be heard, and acknowledged? Will people be kept informed of outcomes, including changes?
- Have connections with other parts of the system been identified and nurtured, so that learning can be shared and accountability understood?
Asset-based community development (ABCD) is a community led way of working that focuses on community strengths and assets, rather than on deficits and problems. It has a strong focus on sustainability, being rooted in communities not services. In Kirklees we have several ABCD related approaches adopted by a variety of organisations.
Kirklees Council have a small Local Area Co-ordination team who work alongside communities and can provide access to the network, providing support to organisations who want to find out more.
Personalisation shifts thinking about how care and health services are delivered that start with the individual's strengths, preferences and placing them centrally in deciding what care they receive and how its delivered. Personalisation is about choice in how their needs are met.
Person-centred approaches are where people are treated as a person first and foremost. Any services are based on the person's needs, being both respectful and responsive to them as a person.
Anti-oppressive practice is a way of working that recognises the power and influence groups have, one of our five inclusive approaches in the framework focuses on equalising. Founded on reflective questions that recognise these power imbalances, anti-oppressive practice is one way to go about addressing that imbalance. For instance:
- How can we make our services as accessible as possible?
- How can we respect the local communities we deliver our work in?
- How do we create spaces where people feel safe but can also be challenged?
Kirklees has some great initiatives, working across communities and organisations that are rooted in this approach. Iroko is one example. Another interesting piece of work is the West Yorkshire and Harrogate Health and Care Partnership (WYHCP) Root Out Racism campaign .
All of these approaches can be cross-referenced in general, to the adoption of the five inclusive approaches and the supporting information can help you explore more about an approach you are interested in.