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The local authority believes there should be no compulsory redundancies or major changes in staff’s terms and conditions as a result of the review. If, however, voluntary redundancy or redeployment options need to be considered, trade unions would be involved, staff would be supported through the process and training would be provided.

A ‘hard’ federation is where two or more maintained schools come together under one governing body while retaining their individual identities. There are different ways federations work in practice:

  1. schools may or may not share a budget
  2. schools may or may not be led by an executive headteacher and
  3. schools may or may not join together as an academy trust.

Federations would enable schools to more easily share resources, staff, expertise and facilities in order to improve sustainability and the educational offer across the federation. They would likely operate on a locality model, and could be implemented as soon as 2020/21.


For staff, federations provide several opportunities:

  1. more Continuous Personal Development (CPD) and opportunities to learn from one another
  2. opportunities to work across schools and progress within the federation
  3. opportunities to develop different models of leadership, for example where a head of school focuses mostly on teaching and learning while an executive headteacher focuses on the ‘business side’ and
  4. greater job security through increased sustainability of the school.


For governors, a federation would mean that the schools’ individual governing bodies are disbanded and a new single over-arching governing body is formed. This would become the accountable body for all the schools involved and these roles could offer opportunities for more strategic governor roles. The local authority will work closely with governing bodies of schools affected to help them decide on the process and the best governance structures moving forward.

Parents and pupils

For parents and pupils, federations would offer opportunities to improve the quality of education in schools across the partnership through:

  1. a better, broader offer for pupils – both curricular and extra-curricular
  2. more resources and opportunity to employ specialist staff
  3. better recruitment, training and retention of teaching staff and
  4. more innovation to improve teaching and learning.

Wider community

For the wider community, federations would not result in significant changes to each individual schools identity, but will help to improve the quality of education across the federation.


The incubation period is the duration/time between contact with the infected person and the time that the first symptoms appear. The incubation period for monkeypox is between 5 and 21 days.

Monkeypox can spread if there is close contact between people

Spread of monkeypox may occur when a person comes into contact with an animal, human, or materials contaminated with the virus. The virus enters the body through broken skin (even if not visible), respiratory tract, or the mucous membranes (eyes, nose, or mouth). 

Person-to-person spread is very uncommon, but may occur through:

  • contact with clothing or linens (such as bedding or towels) used by an infected person
  • direct contact with monkeypox skin lesions or scabs
  • coughing or sneezing of an individual with a monkeypox rash

Although monkeypox is rare, there are things you can do to reduce your risk of getting it. 

This information is being reviewed carefully as we learn more about the latest cases identified in gay and bisexual men. 

  • Do not share bedding or towels with people who are unwell and may have monkeypox. 

  • Do not have close contact with people who are unwell or have symptoms of monkeypox. 

  • You should wash your hands with soap and water regularly or use an alcohol-based hand sanitiser as you may have come into contact with skin lesions or secretions which might have ended up on your hands. 



We recognise the value of reporting ethnicity pay gap data and have been publishing this as part of our Gender Pay Gap on an annual basis since 2018. We will improve the way we communicate this to our staff and the community to ensure the information is accessible and details the ethnic profile of our senior leadership.        

  1. We will undertake a detailed analysis of ethnicity pay gap data to form a comprehensive understanding of why the gap exists, the areas of the organisation where the gap is most prominent, and this will inform a range of options as to how we can close the gap and investment and time required to do so.
  2. We have reviewed the way we collect and monitor equalities data on service users. We will implement actions to improve data collection and analysis which will better inform decision making and access to services. 

Targeted interventions

  1. We understand that we have many different communities in our borough who each have their own cultural beliefs and nuanced needs. As we implement our action plan to respond to the Black, Asian and Minority Ethnic Inequalities Commission’s recommendations we will ensure that interventions are tailored and consider the specific needs of each community.
  2. We will ensure, where appropriate, decision making is supported by an analysis of the impact on each of the borough’s Black, Asian and Minority Ethnic communities
  3. We will work closely with our partners and community organisations to understand the needs of our different communities.
  4. Where we engage residents in the co-design of services and commissioning projects, we will ensure all voices from the community are represented.
  5. We will ensure that all consultations reach out to the borough’s different communities.
  6. We will enable anonymised application process in LBTH e-recruitment system and ensure all recruitment panels are diverse.We will regularly provide a refresher on recruitment practice for all managers in order for them to have a licence to practice.
  7. We will develop a talent and succession pool, as part of implementation of the People and Wellbeing Strategy, which will include a focus on how Black, Asian and Minority Ethnic staff can be developed for success in progression.
  8. We will support Black, Asian and Minority Ethnic staff to attend range of national, regional and local leadership training programmes. We will continue to work with our staff BAME Network to encourage and support our Black, Asian and Minority Ethnic staff to increase take up of our leadership development offer.
  9. We will deliver a Cultural Leadership Programme which equips leaders and managers with a range of tools, skill and knowledge to ensure LBTH becomes culturally competent. This includes development of Black, Asian and Minority Ethnic mentoring and coaching.
  10. We will deliver an Anti-Racism Education programme for staff which will be a series of events/workshops and interventions that educate, challenge, and grow inclusivity and recognising difference.


  1. As part of the council’s strategic plan, which sets the aims and objectives for the organisation and is the main business planning document, we will include a commitment to measure the top 5 per cent of earners who are from Black, Asian and minority ethnic backgrounds.
  2. We have set a target to ensure 35 per cent of the top 5 per cent of earners are from Black, Asian and minority ethnic backgrounds in 2021/2022. This will be reviewed annually as part of the council’s target setting policy to ensure we continue to grow representation at our most senior levels and delivers year on year improvement.
  3. Following detailed analysis of gender and ethnicity pay gap we will develop strategy to address issues identified including how this can support greater representation at senior level.


We recognise the ability and responsibility we hold to shape and influence the equality principles of organisations throughout our procurement policies. We do business with organisations with differing resources and capacity. We do not want to discourage any organisation from bidding for our contracts and will ask each organisation to provide a proportionate response which is making every possible effort to comply with our anti-racist commitments.

  1. Organisations who are awarded a contract by the council must sign up to the Tower Hamlets Anti-Racist Pledge. We will include a requirement for organisations to demonstrate how they will be anti-racist in all our contract specifications and as part of the selection process. During the life of the contract we will monitor this through our contract monitoring and require contractors to demonstrate the efforts they have made to improve their diversity and realise the commitments in their pledge

  2. We will hold information sessions for all organisations bidding for a council contract to ensure they are aware of the equality and diversity principles the council expects to see demonstrated if they are successful in bidding for the contract. Training and support will be given to them through this session to ensure they fully understand the requirements placed on them.

  3. We will ensure council officers involved in tender submissions are comprehensively trained to identify, understand, and score the anti-racist principles organisations must demonstrate.

Awareness and communication

We will publish our pledge on the council website and communicate this through our social media channels, newsletters, short videos in different community languages. We will communicate to our staff and members through internal communication channels including attending meetings and events to raise awareness and support to delivery our pledge commitments. 

The progress against the pledge will form a key part of our Corporate Equality Board and Strategic Plan.

Additional commitments

  1. We will review data and insights from our community to ensure we identify new communities and we are able to meet their needs.
  2. We will work with London Councils on the tackling racial equality in London Programme.
  3. We will support a voluntary and community sector race equality network to ensure race equality is driven by the community. 
  4. We will establish a local recognition scheme to foster a shared anti-racist culture and drive improvements in organisations equality and diversity policies, and champion best practice.
  5. We will deliver an  innovative and powerful anti-racist curriculum  project with schools in Tower Hamlets which will  ‘decolonise’ the curriculum and establish the difference between non-racism and racism, and what that means in a school setting. This will include a discussion with the Senior Leadership Team of each school to audit how the curriculum is delivered and give practical advice around changes and reforms to embed broader perspectives.

As system leaders we will work with our partners to drive this agenda to ensure collectively we can make a difference.

Signed pledge

By signing this pledge on behalf of my organisation, I pledge that we will address the issues identified, monitor our progress on an annual basis, and agree to be held accountable for the
delivery of our actions.

Organisation: London Borough of Tower Hamlets   

Name and role: John Biggs, Executive Mayor

John Biggs' signature


Data Controller and Purpose

The information you provide will be used by the London Borough of Tower Hamlets’ communications service to process your personal data in order to send you information about the council and its services. The information may be sent via email or text message.

The service is provided jointly with Granicus under the council’s instruction and Tower Hamlets Council is the data controller. View their privacy policy.

We have personal data from you, which may include your name, age, address and contact details and. We will use this to provide you with the latest council news, as well as offers and competitions and other information about what is happening in the borough, in accordance with your expressed preferences.

We process your data in accordance with the General Data Protection Regulation (GDPR). If you have any concerns the council’s data protection officer can be contacted on DPO@towerhamlets.gov.uk.

Condition For processing personal data

With your consent, it is necessary for us to process your personal data, which may include your name, address, contact details, under the GDPR. 

A delay in you providing the information requested may result in a delay in providing appropriate services. 

How long do we keep your information?

We will only hold your information for as long as you subscribe to our services. You can unsubscribe at any time.

We may also anonymise some personal data you provide to us to ensure that you cannot be identified and use this for statistical analysis of data to allow the council to effectively target and plan the provision of services.

Information sharing

Your data will be shared with Granicus, in order to send you the information you have chosen to receive. We will never share it with any other organisation.

The council has a duty to protect public funds and may use personal information and data-matching techniques to detect and prevent fraud, and ensure public money is targeted and spent in the most appropriate and cost-effective way. Information may be shared with internal services and external bodies like the Audit Commission, Department for Work and Pensions, other local authorities, HM Revenue and Customs, and the Police. This activity is carried out under social protection law. 

We have a duty to improve the health of the population we serve. To help with this, we use data and information from a range of sources including hospitals to understand more about the nature and causes of disease and ill-health in the area. This data would normally be anonymised and never used to make decisions on a specific individual or family. 

Data Transfer to non EEA territory

We will not transfer your data outside of the EEA.

Automated decision making and profiling

No automated decision making or profiling will be carried out using your data.

Your rights

You can find out more about your rights on our Data Protection page and this includes details of your rights about automated decisions, such as the ranking of Housing Applications, and how to complain to the Information Commissioner. 

The Metropolitan Police Business Crime Hub has issued some useful guidance about ensuring your business does not become a victim of crime during these challenging times.



At Queen Mary University of London, our Mission is to become the most inclusive university of our kind anywhere by 2030. Our Strategy 2030 espouses our values and these are translated into practice through a comprehensive People, Culture (PCI) and Enabling Plan. In 2019, Queen Mary commissioned and completed an independent Inclusion Audit to understand the barriers and challenges faced by our ethnic minority communities.

In response to these findings, and as a stated goal under the PCI Enabling Plan, Queen Mary established the Race Equality Action Group (REAG) in 2020 comprising staff and students from across all levels of the University, to oversee and direct our work on promoting race equality.

REAG are leading the development of a Race Equality Strategy and Action Plan to further address identified issues, including developing innovative ways to capture qualitative data and understand the lived experiences of our Black, Asian, and Minority Ethnic (BAME)  staff and student communities. Our approach is both values-led and evidence-based, in order to deliver the greatest impact.

We have been developing the quality, robustness and transparency of our data via PowerBI dashboards. These dashboards enable our organisation to monitor and measure BAME staff and student representation (across levels) and includes service user (student) data. These dashboards help us to identify and address areas for action.

The EDI Team publish race equality data in our Annual Report and produce a separate, voluntary Ethnicity Pay Gap Report on an annual basis, which is aligned to statutory Gender Pay Gap reporting.

Targeted interventions

71 per cent of Queen Mary’s home domiciled students are BAME; almost half are first in their family to participate in HE; a third are from East London (12 per cent from LBTH) – up from 26 per cent in 17/18; we are proud to attract our students and staff from local boroughs. Queen Mary is international, proudly so; we recruit our staff and students from around the globe with over 160 nationalities represented across our organisation, increasing the diversity of the local boroughs.

Inclusive is one of our five core strategic values and inclusion is part of our fabric and identity. Our values feature in our leadership and governance, informing our decisions around race equality and beyond.

Our People, Culture & Inclusion Enabling Plan is intersectional by default – addressing complex interactions and forms of disadvantage that staff, students and local people may experience.

Queen Mary have adopted the Race Equality Charter principles and build these into our core missions – Education and Research – and as an employer and anchor institution. We are committed to undertaking further analysis and tailoring interventions, with investment in a new post – EDI Manager – to lead our Race Equality Strategy from 2021.

In 2020, Senate the University’s body responsible for academic governance, adopted the IHRA definition of antisemitism and have worked closely with our students and their representatives to tackle reports of antisemitic behaviour on campus and on-line.

In 2021, the School of Electronic Engineering and Computer Sciences partnered with Google DeepMind to recruit a Post-Doctoral Fellow of Machine Learning to increase opportunities for Black researchers to engage with, and enjoy improved representation in, the academic discipline and industry. We will continue to design and develop tailored interventions in partnership with business, industry and not-for-profits to extend such future opportunities.

Queen Mary recognise that language around race is complex and rarely universal or uncontested. REAG and the EDI Team are finalising the University’s first Language & Terminology guide, with a view to recognising the nuances of language and coming to a consensus about what terms to use in which circumstances that largely meets the needs of our diverse communities.


As mentioned, Queen Mary’s Mission is to become the most inclusive university of our kind anywhere by 2030. To realise this ambition, in 2019 we established KPIs around race and gender equality. Our KPIs aim for greater, more equitable representation of BAME colleagues (particularly at middle and senior levels for staff) and the elimination of the student BAME attainment gap.

By 2030, we are committed to at least 40 per cent BAME representation in junior, middle and senior roles. BAME people are over-represented in our junior roles and under-represented in our most senior, currently.

We have designed a new leadership framework to help promote inclusive leadership and provide a fair and equitable model to facilitate succession planning, so that we can identify talent early and develop our future leaders, to enhance representation at all levels of the University’s structures and meet our targets for BAME representation.

Each School, Institute and Directorate at Queen Mary annually reports on their performance against these metrics to our Equality, Diversity & Inclusion Steering Group chaired by the Vice Principal for People, Culture & Inclusion, who is a member of the University’s Senior Executive Team. Oversight of progress of the University’s EDI agenda, and performance against our institutional KPIs, resides with the University’s Council.


Queen Mary recognises our opportunity to influence the Borough through our buying and procurement power. In line with our values, we have procurement policies and procedures with which our contractors and partners need to comply. We regularly review and improve these policies to enhance our social responsibility

Contractors and partners are required to confirm their commitment in relation to equality issues, including Modern Slavery and Bullying & Harassment in order to work with Queen Mary. We are committed to continuous improvement in this space.

Awareness and communication 

This Pledge will be promoted and communicated via our Race Equality Action Group (REAG), the Professional Services Equality, Diversity and Inclusion Steering Group (PSEDISG) and the Equality, Diversity and Inclusion Steering Group (EDISG).

We will also communicate progress on actions within the Pledge through regular communications to the wider University community.

Additional commitments

  • Our People, Culture and Inclusion Enabling Plan has a core workstream addressing race equality and key issues identified by staff surveys, in support of our commitment to inclusion and our 2030 Strategy.
  • We will deliver our Education and Student Success Enabling Plan, with a major workstream on the development of an inclusive curriculum, with a particular focus on addressing the student ethnicity attainment gap at Queen Mary.
  • We will design and deliver a programme of training and development to our staff to communicate our commitment to race equality and inclusion for all.
  • We have an ongoing commitment to promote and sponsor women and BAME staff to attend the Aurora Leadership Programme, the Springboard Development Programme and the B-MEntor Mentoring Schemes.

We are exploring innovative strategies to address the talent pipeline to encourage more BAME students to progress from undergraduate to postgraduate studies, to enhance their career opportunities, either in academia, or in other sectors. We use many of our immensely successful BAME alumni to act as mentors to our students for this purpose and continue to grow our network of both national and international alumni to support this successful and valued activity. 

Signed pledge

By signing this pledge on behalf of my organisation, I pledge that we will address the issues identified, monitor our progress on an annual basis, and agree to be held accountable for the
delivery of our actions.

Organisation: Queen Marie University of London

Name and role: Sheila Gupta, Vice Principal – People, Culture and Inclusion

Signed: Sheila Gupta signature

  • Yes, if you are housebound, you can get a Covid-19 booster at home
  • If you had your first or second dose at home, wait to be contacted for your booster appointment
  • If you only recently became housebound, contact your GP to let them know you need a home visit
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