Disability Inclusive Leeds Plan 2026 to 2031

Foreword
Introduction
Adults, health and social care
Children and families
Communities, environment, housing and health
City development
Strategy and resources

Foreword

I am pleased to introduce the Disability Inclusive Leeds Plan 2026 to 2031, which sets out the council’s priorities for improving disability equality and inclusion over the next 5 years. This plan has been shaped by the hard work of teams across the council, and it is informed by what disabled people in Leeds have told us over many years through their lived experiences, complaints, consultations and ongoing feedback.

During 2025 we carried out a full mapping exercise to understand what the council is already doing, where the gaps might be, and where we need to improve. We asked services across the council 3 questions:

What are the challenges?
What are they doing?
What more could they do?

This has helped us build a clear picture of advancing disability equality across Leeds City Council. It shows good work happening in many areas, but it also highlights places where change is still needed. Based on feedback from council officers and members of our Disability Hub, we now have:

a plan that maps the work already happening
a list of gaps, issues and opportunities for improvement
a strong evidence-base to guide future action and measure progress

We are also proud that this work sits alongside wider organisational progress, including Leeds City Council maintaining its Disability Confident Leader status and securing Carers Confident accreditation, demonstrating our ongoing commitment to supporting disabled people and carers in our workforce and the wider city.

The aim of this Plan is simple: to make Leeds a more inclusive and accessible city for disabled people.

Our vision is for Leeds to be a city that is fair and just, where people’s different needs, situations and ambitions are recognised and supported. We want a city where the barriers that limit what people can do are removed, and everyone is enabled to be their best.

Our purpose is to bring together and shine a light on the valuable work already happening, to strengthen connections between services, and to identify where improvements are still needed. We want to raise awareness, join up the work happening across the city, and make sure disabled people are involved in shaping the changes that matter to them.

This means improving communication, removing barriers to services, strengthening co production, improving physical and digital accessibility, and making sure disabled people are included in decisions that affect their lives.

This plan is not the end of the journey, it is the start of a more coordinated, long term approach. By understanding the challenges and working closely with disabled people, we can make lasting improvements across the council.

To make sure this plan leads to real change, we will seek to provide an annual update as part of existing reporting processes. This will allow us to track progress, see what has improved, identify any delays, and stay transparent about how the work is moving forward over the full 5 years.

Thank you to everyone who has contributed to this work so far. Your insight, honesty and lived experience continue to guide our understanding of what needs to change and why this work matters.

Thank you to Disability Hub members who received updates on the progress of this work during Hub meetings. In February 2026, we shared the main themes, areas of focus and proposed direction of travel. The discussion and comments shared helped us sense check our approach and reflect on whether we were focusing on the right issues.

I am proud to support this plan and to stand alongside disabled people across Leeds as we work to remove barriers and create a fairer, more inclusive city.

If you think there is something the council should look at in addition to this plan, or if you would like to share your experiences, get in touch by emailing leedsdisability@leeds.gov.uk.

Councillor Adrian McCluskey
Disability Champion

Introduction

The Disability Inclusive Leeds programme was created as we heard from disability networks and partners that more can be done to improve disability equality and remove the barriers disabled people face when accessing services. Although much good work is already happening, we know it is not always joined up, consistent, or visible. We needed a clearer picture of what was working well, what needed improving, and where change was most important.

The Disability Inclusive Leeds Steering Group

To support this, the Disability Inclusive Leeds Steering Group was launched in March 2025 as a time limited partnership running until April 2026. The Steering Group brought together council services, partners and organisations, with the aim of strengthening the work already happening in the city. It worked to raise awareness of support available, identify gaps, connect different pieces of work, and develop plans to remove barriers for disabled people.

What the Steering Group worked on

During its time, the Steering Group focused on 5 key activities:

Activity 1: Developing a plan to map Leeds City Council’s current and proposed work on disability equality
Activity 2: Developing a new Access Guide for Leeds City Council services
Activity 3: Co producing a new Physical and Sensory Impairment (PSI) Action Plan
Activity 4: Re launching the Access and Use Ability Group (AUAG)
Activity 5: Appointing a Senior Officer Access Champion to work alongside the Lead Member Champion for Disability

These activities were designed to strengthen co production, raise awareness, improve access, and ensure disabled people’s needs were considered across council services.

How this Plan was developed

As part of Activity 1: Mapping Leeds City Council’s current and proposed work on disability equality, the Disability Inclusive Leeds Plan has been developed to bring together all the work that services told us they are doing now, the gaps they identified, and the opportunities for improvement. The findings are based on what each service understands about the barriers faced by disabled people, informed by years of lived experience feedback, complaints and learning and knowledge from service delivery. The mapping undertaken has been comprehensive however due to the size of Leeds City Council and its commissioning and partnership across the second largest local authority area in the country, and the fast pace of change as services adapt to the financial challenge and new ways of working, it is inevitable that it is not the entirety of the work undertaken on disability equality at any given time.

The gaps and areas for improvement identified in this Plan reflect the information shared by services during 2025 to 2026. It is important to read these alongside the work already being delivered across the council, which demonstrates a strong foundation of activity to support disabled people. We highlight where there may be opportunities to strengthen current approaches, rather than confirmed commitments. Delivery will depend on priorities, resources and collaboration across services over the lifetime of the Plan, but the intention is to use this plan to guide progress and support continuous improvement over time.

Link to the Equality Assembly and the Disability Hub

The Steering Group worked alongside the Disability Hub, which is part of the council’s Equality Assembly. The Disability Hub provides a safe space for disabled people, groups and organisations to share their feedback and influence council services. This relationship helped ensure the Plan continues to be informed by lived experiences, with updates on progress, emerging themes and future direction shared through the Disability Hub during its development.

Moving into business as usual

Although the Disability Inclusive Leeds Steering Group has completed its time limited role, its workstreams will continue across services as part of their day to day responsibilities (business as usual). This Plan sets out how that work will be taken forward over the next 5 years, and updates on progress will continue to be brought to the Disability Hub so that the feedback loop continues.

How progress will be monitored

To make sure this plan leads to real change, every service involved will be asked to contribute to updates on progress as part of existing reporting mechanisms. This will allow progress to be tracked openly, highlight where more support is needed, and ensure the work remains a priority across the council.

What the next section shows

The next section sets out the findings from the mapping work, by each council directorate and service areas.

The information includes:

the key challenges and issues identified
what services are already doing to improve disability equality
what else could be done based on current activity
a summary of the gaps identified
a set of opportunities and areas for improvement

Together, this provides a clear picture of where services are now, where there are challenges, and based on current understanding, where progress can be made over the next 5 years.

How to understand gaps and areas for improvement

It is important to note that not every gap identified will result in a new action within this Plan.

Some gaps are system wide or cross cutting issues that sit beyond the control of a single service, for example poverty or wider housing inequalities. Some gaps are already being addressed through existing work, and in other cases, one opportunity or area of improvement may address several gaps at the same time.

This work is about building a clear and shared evidence base to understand barriers, identify opportunities, and support continuous improvement over time, rather than creating a new action for every gap identified.

Explaining acronyms and terms

Throughout this Plan, we use some acronyms, which are shortened words made from the first letters of longer words, for example, ‘BSL’ which stands for British Sign Language. We also use some terms that are commonly used by the council and partner organisations.

We explain what these acronyms and terms mean at the end of each section. This is to help make the Plan as clear as possible for everyone.

If you need this Plan in another format, or help understanding any part of it, email leedsdisability@leeds.gov.uk.

Adults, health and social care

Adult social care in Leeds meets its statutory duties under the Care Act 2014 to promote individual wellbeing, prevent needs for care and support, and ensure access to high-quality, sustainable services. Our approach is grounded in supporting disabled people to live independent lives, with choice and control, and to remain connected to their communities wherever possible.

Challenges

Disabled people are often impacted by wider health inequalities, for example poverty and housing, when accessing services.
When we commission and make placements in generic services (for example, homecare and care homes), these services may not have staff trained to support someone’s specific requirements.
Sufficiency of provision within the city is an ongoing challenge, for example residential or supported living placements available that do not match or meet the need of the individual. This leads to longer waiting times for appropriate places or having to place people into services outside of Leeds.
There is an impact of making placements and providing services outside of a person’s community. This includes having staff from the community to meet diverse needs and challenges in supporting social and family connections.
Accessible transport is a major complaint, there is insufficient supply of wheelchair accessible taxis, and private hire firms increasingly requiring booking through apps, meaning people who cannot use the technology or are digitally excluded are most affected. People also tell us the cost and reliability of relying on taxis and private hire limits their opportunity to get out and about.
Access to public transport is difficult in many parts of the city and free bus passes are only available off-peak which further limits freedom and choice. We recognise that this may be an area of change, with a pilot taking place in Wakefield from mid-May 2026 to test earlier access to bus passes, with any wider rollout dependent on the outcome of this work.
Negative stereotypes of what a disabled person can do may limit how support is offered, for example, employment support or activities.
Communication can be a barrier for people accessing non-specialist services, for example, availability of British Sign Language (BSL), braille.

What we are doing

The Leeds social work and social care model is one based on strength and asset-based approaches, aligned to our duties under the Care Act 2014 to promote individual wellbeing (s.1) and to prevent, reduce and delay the development of care and support needs (s.2). We undertake personalised support planning which means that people’s strengths, assets, needs and aspirations are reflected in an individualised plan – people’s protected characteristics, including any disability, are taken into account. This approach actively involves people in creating their support plans and is reflected in our updated Practice Framework. Initial conversations to assess needs are strength-based with a strong focus on early intervention, prevention and signposting to community support. Strengths-based working is integrated into our training and development programmes for social work staff.

We meet our Care Act (s.4) duty to provide Information and advice through a range of accessible channels, ensuring people can understand their rights, choices and the support available to them. Information is provided via Leeds Directory and online resources, alongside a dedicated phone service for those who are digitally excluded or require information in alternative formats. This ensures that disabled people can access timely support, make informed decisions and maintain their independence.

Occupational Therapists work in a number of ways across the city to assess people’s needs for equipment and adaptations supporting our Care Act duty to promote wellbeing and independence (s.1) and prevent escalation of need (s.2). This may for example include provision of equipment such as grab rails, bath seats, perching stools or hoists or more complex home adaptation such as ramps, wet rooms or stair or through floor lifts, empowering people to live safely and independently in their own homes wherever possible.

We are promoting the use of assistive and digital technology to support communication and independence, including tools such as text-to-voice and video communication, contributing to our preventative approach to reducing reliance on more intensive services.

We promote the use of direct payments as part of our duty to provide personal budgets and maximise choice and control for individuals (Care Act 2014 s.24-31). Direct payments enable people to arrange support in ways that best meets their needs and aspirations, offering flexibility and personalised solutions, including support for education, employment and independent living, for example, young people may use a direct payment to support them at university.

We have introduced the Accessible Information Standard self-assessment framework which is nationally recognised tool for social care providers to improve information for people with visual impairments and other communication needs.

All our service specifications for commissioned contracts reflect our Care Act duty to ensure a diverse, sustainable and high-quality market of care providers (s.5). We define, monitor and test compliance with disability legislation and the Care Act through commissioning processes and contract management. We often use the legislation in tender questions to test how providers deliver services.

All service contracts collect standardised equalities data which we use to review access, identify inequalities and drive improvements through the Equalities Assurance Framework.

Adult Social Care (ASC) work closely with the Children and Families services to meet our duties in relation to transition (Care Act 2014 s.58-66), supporting young disabled people from age 14 onwards to prepare for adulthood including coordinated assessment, planning and provision of ongoing support through jointly funded teams.

We commission specific services for a range of physical, sensory and other disabilities, including brain injury, people with mental health needs involved in the criminal justice system, and the Leeds hearing and sight loss sensory impairment service, in line with our Care Act duty to ensure sufficient and appropriate provision within the local care market (s.5).

The published Market Position Statement outlines need, provision and gaps in services, supporting our duty to shape the local care market (Care Act s.5). We undertake ongoing active market engagement with providers through forums across specialities, for example, mental health, learning disabilities and homecare, to support joint development of responsive and sustainable services.

We have commissioned and work in close partnership with a number of third sector network organisations including Leeds Older People’s Forum and Leeds Involving People, reflecting our duty to promote integration and cooperation between partners to improve outcomes for people (s.3 Care Act 2014).

Co-production is central to our approach, with active involvement from people with lived experience in shaping services and strategy, supporting the Care Act principle of involving individuals in decisions about their care and support. We have a number of very active groups of experts by experience, for example, FRESH (Forum for Race Equality in Social Care and Health).

We recognise and support unpaid carers through our Care Act duties to assess and meet carers’ needs (s.10, s.20). Working in partnership with organisations such as Carers Leeds, who offer many groups and specialisms, we ensure carers have a strong voice that directly influences strategic plans and development, while supporting them to maintain their own wellbeing.

We meet our safeguarding duties under the Care Act (s.42) by working in partnership through the Leeds Safeguarding Adults Board to protect adults with care and support needs from abuse and neglect. Our approach is grounded in Making Safeguarding Personal, ensuring that safeguarding responses are proportionate, outcome-focused and centred on the individual.

What else can we do

In line with our duties under the Care Act 2014 and our ambition to be a Disability Inclusive City, there are opportunities to further strengthen our approach:

Strengthen prevention and early intervention by expanding access to community-based support, advice and information, and assistive technology to help prevent, reduce and delay the development of care and support needs.
Support independence and community-based living by continuing to shift the balance of care towards home-based and community provision, reducing reliance on institutional settings and enabling people to remain connected to their families and communities.
Improve workforce capability and consistency across both commissioned and universal services, ensuring staff have the skills, confidence and training to meet a wide range of disability and communication needs.
Enhance inclusion beyond care services, including improving access to employment, social participation, and addressing digital exclusion, recognising that outcomes for disabled people are shaped by wider determinants of health and wellbeing.
Strengthen co-production and engagement by further embedding the voices of disabled people, carers and communities in service design, delivery and evaluation.
Improve data, insight and assurance to better understand inequalities, measure outcomes, and ensure services are responsive to the needs of different groups of disabled people.
Strengthen safeguarding and risk awareness, particularly in relation to isolation, self-neglect and barriers to accessing support, working in partnership to ensure people are protected while maintaining choice and control.

Gaps

The following key gaps continue to impact outcomes for disabled people in Leeds:

Transport barriers - Limited wheelchair-accessible taxis, reliance on digital booking systems and restrictions on concessionary travel continue to limit independence, access to services and participation in employment and community life.
Insufficient local provision - There remains a shortage of suitable residential, supported living placements and community-based provision within Leeds, leading to delays and, in some cases, placement outside of the city.
Workforce capability gaps - Staff within some universal and commissioned services do not consistently have the skills, training and confidence to meet a wide range of disability and communication needs.
Communication and accessibility barriers - Inconsistent access to British Sign Language, braille, easy-read and other formats can limit people’s ability to engage with services and make informed choices.
Negative perceptions and systemic barriers - Stereotypes and assumptions about the capabilities of disabled people can limit access to employment, education and meaningful activity.
Impact of wider inequalities - Poverty, housing issues and wider health inequalities continue to affect disabled people’s ability to access services and achieve good outcomes.

Opportunities and areas for improvement

Building on these gaps, the following represent key areas for improvement where ASC can work with partners to strengthen outcomes and deliver on our statutory duties:

Improve transport accessibility and inclusion - Work with transport partners, including the West Yorkshire Combined Authority, to address barriers relating to concessionary travel, accessible vehicles and digital exclusion, and respond to emerging learning from local pilots.
Strengthen and diversify the local care market - Continue to meet our Care Act duty to shape a sustainable and responsive market by addressing gaps in provision, particularly in homecare, supported living and community-based services.
Increase local provision and reduce out-of-area placements - Develop additional supported living and residential options within Leeds to enable people to remain closer to their communities and support networks.
Improve workforce capability across the system - Strengthen training and development across both commissioned and universal services to ensure staff are equipped to respond to a wide range of disability, sensory and communication needs.
Enhance communication accessibility across services - Increase the availability and consistency of accessible information formats, including BSL, easy-read and digital accessibility, in line with national standards.
Promote inclusion, independence and participation - Work with partners to increase opportunities for disabled people to access employment, education, community activities and social networks, recognising the importance of the wider determinants of wellbeing.

Together, these actions will support Leeds to continue to meet its statutory duties while improving outcomes, inclusion and independence for disabled people across the city.

Acronyms and terms explained

In this section, we explain any acronyms (shortened words made from the first letters of longer words) and other terms used in this section. This is to help make the information clear and easy to understand.

BSL - British Sign Language
ASC - Adult Social Care
FRESH - Forum for Race Equality in Social Care and Health
Care Act 2014 - The law that sets out how local authorities support adults with care and support needs, including promoting wellbeing and independence.
Direct payments - Payments made to individuals so they can arrange and manage their own care and support.

Children and families

Challenges

Our work is guided by local and national frameworks, policies, and statutory duties which include the Children Act 2014, Working Together to Safeguard 2023 (updated 2026), Children’s Social Work Procedures, the SEND Code of Practice 2015, SEN regulations 2014, Children and Families Act 2014, the Equality Act 2010, Personal Budget Regulations 2014, Education Act 1996 and the 12 Wishes; as well as relevant strategies and action plans across the directorate. Supporting disabled children is a central theme in our 12 Wishes – specifically Wish 12: Leeds is an inclusive city for disabled children and young people with special educational needs and disabilities.

Disabled children who meet CHAD (Children’s Health and Disability) criteria as set out in children and families procedures are allocated a social worker and/or an Occupational Therapist to support them. Access to the CHAD service is equal across all of Leeds. We know that we have a current challenge in equity provision of short breaks across the locality.

We have a panel called RADAR (Resource Allocation Decision and Review Panel), which allocates resources to support disabled children and their families. Access to RADAR can be through Early Help or through an allocated social worker. We have received feedback that some parents do not feel they have a consistent experience and this has formed part of a review.

Within our children’s homes we know that many disabled children have complex and multiple needs, including neurodivergence, learning disabilities and mental health needs. Communication barriers can limit a child’s ability to express views and influence decisions. We also know that transitions into and within and out of children’s homes can be particularly challenging for disabled children.

Within our children’s homes it is important that all children and in particular disabled children have continuity of expertise. We also know that access to specialist advice and or training for staff could be an issue.

The physical fabric of children’s homes have variability in that some are older properties with physical and environmental accessibility limitations; and can have constrains around layout and space.

Within our short breaks service, we have completed a review and identified a number of areas of improvements, including:

an easier system to navigate
better/faster access to medical training from the nursing team
more provision during school holidays and longer sessions
support with transport or finding creative ways to access existing transport
more collaborative opportunities to share experience and skills between professionals/providers
short breaks provision for C and YP with more complex needs (medical and/or behaviour that challenges)
acknowledgement of the rising number of C and YP that need 1-2-1 support and good planning to access Targeted Short Breaks and Fun Activities provisions.

In April 2025 we launched 7 new family hubs across the city to provide early help support for children and families across the city. Key roles are signposting, guidance and support and one to one family support work. Part of this service is the provision of a SEND coordinator in each of the family hubs to offer guidance, training and support to both families and professionals working with children with SEND.

We have a statutory duty to provide information about SEND (Special Educational Needs and Disabilities) services to 0-25 year-olds and their parents / carers. This is required to be in a single place – which in Leeds is our Leeds Local Offer. We have recently updated and improved this website based on feedback from parents and accessibility guidance and continue to do this on an ongoing basis. We know that not all parents have digital access and / or English as their first language and so there are some further improvements to be made.

It is a statutory requirement to ensure that we involve children and young people and their families in the development of the Leeds Local Offer and the provision of services, therefore we need to have a wide range of approaches to ensure that children and young people with SEND and their families are aware of and can influence service provision and support.

The role of the SENDIASS (Special Educational Needs and Disabilities Information Advice and Support Service) is to empower and inform families, providing legally accurate advice and helping navigate processes and take part in decision making. We know that we sometimes face challenges in language and literacy and learning disability/SEND of parents and the intersectionality of this; as well as families who are in crisis and overwhelmed. The service recognises that we need to provide our service in multiple formats and platforms and at different levels of accessibility.

The SENSAP (Special Educational Needs Statutory Assessment and Provision) service administers the EHC (Education, Health and Care) assessment and review process for children and young people with or being assessed for an Education Health and Care Plan. Not all children and young people with an EHC have a disability. There is a shortage of Educational Psychologists both nationally and in Leeds which has an impact on timeliness of our assessments. Leeds has seen a 37% increase in requests for EHC assessments. This is 15% above the national average and has put significant strain on our capacity to respond in a timely way to ensure our children with SEND are supported.

We have a DAHIT (Deaf and Hearing Impairment Team) service to support deaf children and young people and their families. We know that access to the curriculum through an inclusive learning environment, the right technology and equipment and the appropriate staff training is key. We also know that deaf children require differentiated access through BSL (British Sign Language), Sign Supported English, or auditory-oral approaches.

What we are doing

To address the feedback from parents regarding the RADAR panel, we have a plan of training and development for lead professionals across Early Help. SEND coordinators now attend the RADAR panel to offer additional ongoing support and advice to parents. We also have created a RADAR one minute guide to support parents with understanding and expectations.

We have redesigned the targeted short breaks so that all new targeted short breaks providers will be CQC or Ofsted regulated to ensure children with intimate/personal care needs can attend; provision will be delivered in localities; breaks will be a minimum of 4 hours; breaks will be delivered at weekends and in school holidays; all providers will take children with more complex needs. We are in the process of commissioning a new service to replace the existing ones, which will commence on 1st September 2026.

We are addressing the challenges within our children’s homes in a number of ways:

individualised care planning focuses on reasonable adjustments and communication needs
use of advocacy, visual tools and alternative communication to support children’s voices
multi-agency working with health, education and SEND services
training in autism, trauma informed practice, mental health and behaviour support and specialist input when required
reflective supervision and management oversight
environmental risk assessments and reasonable adjustments where possible
adaptations such as lighting, noise reduction and visual supports
accessibility considered in new or refurbished homes

To support the development of the skills and knowledge of practitioners we have recently developed and launched a comprehensive offer of learning and development for practitioners to ensure they have the skills and knowledge to support children and young people with SEND and we will continue to enhance our training and development programme based on feedback, quality assurance and anticipated future needs.

There is a plan in place to raise awareness of services within Family Hubs within the community. We are offering monthly SEND drop-in services in all of the 7 Family Hubs based in the community which can be accessed by families and professionals. The clusters and SEND coordinators are now all trained to deliver a parenting course to support parents of children with autism called CYGNET.

To address access to information about services contained on our Leeds Local Offer, we host an annual marketplace called Leeds Local Offer Live, host monthly drop-ins across Leeds; have an active Facebook public page which is widely promoted and accessed. We have also developed a hardcopy information booklet for families and staff working with families to support them. We also attend SEND support group coffee mornings for parents.

The voice of the child with SEND and their parents/families is crucial to inform the work we do and how we support. We have effective mechanisms in place to engage with and consult with children and young people and carers, including SEND Youth council, SEND summit, Specialist resource and partnership provisions, Parent Carer Support Groups and the parent carer forum.

Going forward, the Voice and Influence team are working with SENDIASS and with the Parent Carer Forum to develop information videos. The team will also be working with the new SEND coordinators in the new Family Hubs to join up the local and city offer. All issues raised are discussed at the Voice Influence and Transparency working group, which is a subgroup of the SEND and AP partnership board. Issues are recorded on an issue tracker which is published on the Leeds Local Offer website and also discussed with the relevant team to ensure ongoing improvements and to address concerns and issues. Case studies are published on the Leeds Local Offer, describing examples of where feedback has influenced practice.

SENDIASS tailors its service based on access needs. The service is available in various formats, including webpages (reading age of 8); in depth guides with support; information videos on YouTube with sign language being developed; in person, virtual and by phone formats. Training is also provided both informally and formally.

To address system pressures, Leeds is working with external providers to process EHC assessments in a timely manner. We are also actively recruiting Educational Psychologists and externally commissioning Educational Psychologists assessments in the meantime. We are also moving towards a digital system.

We are embedding a robust quality assurance framework across Education, Health and Care Plans (EHCPs), including moderation, exemplars, and inclusive mainstream provision guidance. We are also strengthening early collaboration with health and social care professionals to ensure timely, holistic input into EHCPs and annual reviews, particularly at key transition points in the child’s life and education.

In response to the SEND and AP improvement plan and the following Change Programme partnerships, Leeds has developed Inclusive Mainstream Practice (IMP), aligning with the Every Child Achieving and Thriving White Paper vision that children with SEND should attend their local mainstream school with their needs met by well trained staff. IMP sets out Leeds’ evidence informed approach to inclusive mainstream education, providing guidance, strategies and resources in one accessible place. IMP outlines what mainstream settings should ordinarily provide within their notional SEND budgets, supports schools to plan additional help where progress is limited, helps parents understand school based support, and promotes a needs led approach rather than reliance on diagnosis. It is publicly available via the Leeds Local Offer. The web based guidance follows a graduated approach, combining universal provision for all pupils with targeted strategies linked to the 4 areas of need in the SEND Code of Practice. It includes a curated resource bank and an online audit tool to support school improvement. IMP is underpinned by strong national evidence supporting inclusive education. Co production has strengthened relationships with schools, with high engagement levels, positive feedback, and growing uptake of training and audit tools. We know we need to raise the profile of IMP in Leeds to ensure strong engagement and consistent use of the audit tool.

For Deaf and Hearing-Impaired children, we are supporting them with the appropriate equipment to offer hearing impaired children the tools and technology to enable them to be educated alongside their peers in mainstream school. In addition, the DAHIT team provides training to school staff.

What else can we do

SENSAP has identified several opportunity areas in service provision for disabled children and young people, particularly around communication and early engagement with partners. To address these, they will be co-producing a communication charter, simplifying all written communications, and expanding the use of accessible, multi-channel updates tailored to diverse needs, including language accessibility and digital inclusion. Over the next 5 years, they will also embed a restorative complaints process, strengthen early collaboration with health and social care, and implement AI tools to streamline assessments and ensure timely, person-centred support.

We are also developing a communication plan with a focus on reviewing how children and young people with SEND are made aware of, and can access and influence, information about the Leeds Local Offer.

Within short breaks we know from the review that the uptake of targeted short breaks was lower amongst families in the south of the city, so the Short Breaks Board will ensure that families are identified, and barriers removed to accessing the new short breaks. We also want to improve the uptake of direct payments to families and address any barriers. A review of the pay points for PAs and their training and development will be a key part of this.

Within our children’s homes we know that our next steps are to:

strengthen consistent use of accessible communication approaches
increase opportunities for disabled children to influence service development
improve transition planning across services
develop a more joined-up disability inclusion training offer
improve access to specialist consultation
embed disability inclusion more clearly in leadership and quality assurance
review residential properties through a disability inclusion lens
improve consistency in identifying and funding reasonable adjustments
strengthen inclusive design in future capital planning

To ensure the IMP is engaged with, understood and used, we will be establishing a Steering Group to provide strategic oversight of the Inclusive Mainstream Practice (IMP) Guidance. This will offer constructive challenge and support, ensuring that local authority decision-making is evidence-informed and aligned with best practice. The group will promote meaningful co-production between the local authority, partners and stakeholders. The steering group will assess the effectiveness of the IMP improvement plan using a combination of quantitative and qualitative measures.

Gaps

Short breaks provision - Variability in availability and accessibility across localities, including for children with more complex needs.
Inconsistent RADAR experience - Parents report lack of clarity and consistency in how the process operates.
Family hub awareness and access - Further work needed to ensure all families can access support consistently across the city.
Digital and communication barriers - Some families struggle to access information due to digital access, language, literacy or accessibility needs.
Complex SEND navigation - Families may find it difficult to navigate services and processes without additional support.
EHC assessment delays - Increased demand and a shortage of Educational Psychologists is impacting timescales.
Workforce skills and support - Ongoing need for training, confidence and access to specialist advice to support disabled children effectively.
Transitions and continuity of support - Transitions between services, including children’s homes, can be challenging.
Participation and voice - Communication barriers can limit disabled children’s ability to influence decisions.
Physical environment limitations - Some buildings and settings have accessibility constraints due to age or layout.

Opportunities and areas for improvement

Expand and improve short breaks provision - Increase availability and ensure access for children with a wider range of needs.
Improve communication and accessibility - Co-produce clearer information and provide accessible, multi-channel formats.
Strengthen RADAR processes - Improve consistency, transparency and understanding for families.
Enhance early help and family hub offer - Increase awareness and improve accessibility of support.
Improve EHC assessment timeliness - Continue recruitment, commissioning and system improvements.
Strengthen workforce skills and confidence - Expand training and access to specialist advice.
Improve participation and co-production - Strengthen how disabled children and families influence services.
Improve transitions and coordination - Strengthen planning across services and key life stages.
Enhance inclusive environments - Improve accessibility in children’s homes and settings where possible.

Acronyms and terms explained

SEND - Special Educational Needs and Disabilities
SEN - Special Educational Needs
CHAD - Children’s Health and Disability
RADAR - Resource Allocation Decision and Review Panel
C and YP - Children and Young People
SENDIASS - Special Educational Needs and Disabilities Information Advice and Support Service
SENSAP - Special Educational Needs Statutory Assessment and Provision
EHC / EHCP - Education, Health and Care (Plan)
DAHIT - Deaf and Hearing Impairment Team
BSL - British Sign Language
IMP - Inclusive Mainstream Practice
AP - Alternative Provision
CQC - Care Quality Commission
CYGNET - Parenting programme for parents of children with autism (designed to support understanding and behaviour)
PAL - Performance and Learning System (internal training platform at Leeds City Council)
AtW - Access to Work

Communities, environment, housing and health – housing

Challenges

Key issues in supporting disabled people

Disclosure and recording of Needs - Support is dependent on residents disclosing individual needs and these being recorded on systems for reasonable adjustments to be considered.
Multi-Agency Coordination - Supporting disabled residents often requires coordination with multiple agencies (for example, social workers, mental health organisations) to ensure that needs are effectively met, which can create barriers, for example, information sharing, agencies working to different statutory duties.
Staff Awareness - in order to effectively meet individual needs, it is important that staff have awareness of a range of different disabilities and their impacts on a resident’s ability to access services.

Issues disabled people may face when accessing services

Communication Barriers – issues with accessing standard communication routes, for example, telephone contact, written correspondence, access to buildings, and communication not being clear and easy to understand.
Supply of Accessible and Adapted Homes - Homes may not meet the needs of disabled people and residents either need adaptations or a move to an alternative home in order for their housing needs to be met.
Tenant Satisfaction Measures (TSMs) – Disabled tenants report similar levels of satisfaction to non-disabled tenants for most TSMs, with the exception of being kept informed on things that matter where disabled tenants were 4% less satisfied.
Complaint Handling - Disabled tenants report lower satisfaction with complaints handling, suggesting that the process may not be fully inclusive or responsive to their needs.

What we are doing

Policy and procedure enhancements

Have introduced an Individual Needs Policy, setting out how we will support residents with individual needs and make reasonable adjustments to ensure access to services.
Updated key operational procedures to ensure that we are meeting individual needs, for example, Income Recovery Procedures and review of Equality and Proportionality procedures where Housing Leeds is considering taking tenancy enforcement action.
Resident engagement (Equality Impact Assessments) as part of policy and procedural changes.

Proactive identification and support

Information on disabilities and individual needs is collected as part of housing applications and at start of council tenancy and reviewed as part of routine tenancy contact and home visits.
Referrals are made to ensure appropriate support, for example, via Leeds Housing Options Tenancy Support Team / Housing Officers (Income), specialist support providers.
A proactive approach is taken to setting up Multi-agency meetings to ensure that individual needs are met.
Reviewing Advocacy and Authority to Discuss Policy to strengthen how residents are supported by others to access services.

Accessible housing and facilities

Development of Extra Care Schemes for over-55s with care needs: wheelchair accessible, assisted bathing, scooter charging, wet floor showers.
Enhancements to the M4(2) standard for new build homes to plan for future adaptation needs.
Occupational Therapy (OT) assessments undertaken to ensure appropriate adaptations.
Dementia-friendly design incorporated into extra care scheme.

Staff training and awareness

Training in disability awareness, for example, dementia-friendly practices, learning disabilities, and mental health awareness.
Mental health support, training for awareness, mental health first aiders available.

Inclusive communication and engagement

Individual Needs Policy sets out approach to reasonable adjustments to meet communication and engagement needs, such as Information provided in alternative formats when needed.
Tenant Voice Panel includes 130 out of 430 tenants who identify as having a disability or impairment.
Equality analysis conducted during consultations to ensure disabled tenants’ views are considered.
Engagement with groups like the Leeds Autism Board during policy development.

Accessible services and activities

Housing team works with partners to deliver bespoke activities (for example, Memory Lane, NHS Cancer support, intergenerational work).
Resident-led disability awareness sessions (such as, stories about living with Cerebral Palsy, MS, brain injuries).
Offer Reasonable Adjustments such as access arrangements/timescales for repairs service.
Undertake Person Centred Fire Risk Assessments for vulnerable tenants living in certain housing settings to ensure their fire safety.
Accessibility features in mobile offices (ramps, grab rails, free Wi-Fi).

Complaint handling and inclusion

Complaints with equality-related elements are shared with the Housing Manager for Customer Care and Inclusion to ensure fair and informed responses.

What else can we do

Recording of individual needs

Improvements needed to how we record individual need on systems – to record reasonable adjustments and to periodically review information held.

How to address

Review our procedures for recording individual need and ensure that staff are trained on the updated procedures.
Roll out staff training of the Individual Needs Policy to ensure that consideration of individual needs is embedded.

Complaint handling satisfaction

Disabled tenants report lower satisfaction with how complaints are handled.

How to address

Continue to work with the Housing Manager for Customer Care and Inclusion to ensure learning from complaints is embedded and to support investigating officers to give appropriate consideration to individual needs.

Gaps

Reliance on disclosure - Support often depends on tenants sharing their needs, risking unmet needs for those unable or unwilling to disclose.
Complaint handling - Disabled tenants report lower satisfaction with complaint processes.
Multi-agency coordination - Support for disabled tenants can be slow and complex.
Communication barriers - Accessible formats depend on disclosure.

Opportunities and areas for improvement

Proactive identification - All contact with tenants seen as an opportunity to identify needs, train staff to spot hidden disabilities and start supportive conversations.
Improve complaints process - Monitoring of equality related complaints via Housing Manager – Customer Care and Inclusion
Strengthen multi-agency working - Streamline coordination to reduce delays.
Expand inclusive communication - Broaden proactive use of alternative formats.

Acronyms and terms explained

TSMs - Tenant Satisfaction Measures
M4(2) - Building regulation for accessible/adaptable dwellings under Part M of the Building Regulations
OT - Occupational Therapy/Occupational Therapist
MS - Multiple Sclerosis

Communities, environment, housing and health – environmental services

Challenges

Assisted refuse collections - Inconsistencies in identifying residents who require assisted collections and ensuring the service is delivered reliably.
Bins left on streets - Instances where residents fail to return their bins to their properties, creating potential obstructions for pedestrians and other pavement users.
Bulky household waste collection - The current service does not prioritise disabled residents, who may face greater difficulty disposing of large items.
Access to Household Waste and Recycling Centres (HWRCs) - Existing sites present accessibility challenges and are not consistently user-friendly for all residents.

What we are doing

Assisted refuse collections

Regular reminders issued to crews to prioritise assisted collections.
Performance expectations embedded within staff appraisals and monitored through supervision.

Bins on streets

Safe working instructions require crews to return bins to an appropriate and safe position.
Ongoing reminders provided to operational staff.
Public Space Protection Orders (PSPOs) implemented in several wards, making it an offence in certain circumstances to leave bins on the street.
Targeted enforcement activity where issues persist.
Public communications campaign delivered through the Street Charter to raise awareness of the impact of bins left on streets.

What else can we do

Improve HWRC Accessibility - The planned redevelopment of the Kirkstall site will incorporate enhanced accessibility features. Review accessibility at all other sites. Promote available support to enable disabled residents to access the facilities.
Promote Bulky Waste Services - Explore opportunities to better promote the bulky household waste collection service, particularly to disabled residents.
Support the Leeds Street Charter - Continue delivering improvements aligned with the Leeds Street Charter (approved in 2026), focusing on reducing street-based barriers and improving accessibility for disabled people.

Gaps

Assisted Collections - Inconsistent processes for identifying and supporting residents who require assistance.
Bins on Streets - Continued obstruction issues where bins are not returned appropriately after collection.
Bulky Waste Collection - Limited provision to prioritise or support disabled residents.
HWRC Accessibility - Variation in accessibility standards across sites, creating barriers for some users.

Opportunities and areas for improvement

Redevelopment of Kirkstall HWRC - Ensure accessibility is a core consideration within site redesign.
Enhance Bulky Waste Service - Improve awareness and accessibility of the service for disabled residents.
Strengthen Assisted Collections - Introduce more proactive identification, monitoring, and quality assurance.
Increase Public Awareness - Continue targeted campaigns to reduce bins left on streets, in line with the Street Charter.

Acronyms and terms explained

HWRC - Household Waste and Recycling Centre (a site where residents can take larger household waste and recycling items).
PSPO - Public Space Protection Order (rules used to address issues in public spaces, such as antisocial behaviour or obstructions).
Assisted Refuse Collection - A service where support is provided to help residents who are unable to move their bins.
Street Charter - A Leeds City Council approach to improving accessibility and safety on streets by reducing physical barriers such as bins, parked vehicles and other obstructions.

Communities, environment, housing and health – taxi and private hire licensing

Challenges

A lack of available wheelchair accessible vehicles to transport wheelchair users from areas outside the City Centre.
Limited number of wheelchair accessible vehicles available from private hire operators and the hackney trade, to meet customer demand.
Journey refusal for people who have assistance dogs.
License holders lack of understanding on how to assist a disabled person or assistance dog user.

What we are doing

Education of drivers through training and bulletin updates, which provide license holders with a better understanding of a disabled person’s needs.
Equality and Disability training for new and current drivers, which includes cultural sensitivity in relation to assistance dogs amongst some drivers.
Taking compliance and enforcement action where license holders fail to knowingly comply with licensing condition and the laws around disabled passengers.
The department works with a number of user groups, including Leeds Older Peoples Forum and the Access Committee for Leeds on a wide range of topics.
We are supporting Leeds Older Peoples Forum, who have secured funding to produce an e learning training package for all our licensed drivers and operators. This will include how to assist disabled people and people with dementia. This is scheduled to be rolled out in Autumn 2026.
Independent survey of un-met demand for hackney carriage wheelchair accessible to provide an objective view on provision to be scheduled in late 2026-27.

What else can we do

Address the lack of available wheelchair accessible vehicles for disabled people.
Address the lack of incentive for a wheelchair vehicle to leave the city centre and drive 15 plus miles to pick up disabled people and transport them a short distance for a low fare (simply not cost effective) which is a national issue.

Gaps

Wheelchair accessible vehicles - Shortage of vehicles, especially outside the city centre.
Limited operator provision - Few private hire and hackney vehicles meet accessibility needs.
Journey refusals - Assistance dog users still face refusals.
Driver awareness - Some licence holders lack understanding of disability needs and legal duties.

Opportunities and areas for improvement

Increase accessible fleet - Explore incentives for operators to provide wheelchair-accessible vehicles.
Address cost barriers - Consider subsidy or support schemes for long-distance, low-fare journeys.
Strengthen training - Expand disability and cultural sensitivity training for all drivers.
Enhance enforcement - Continue compliance action for breaches and refusals.
Collaborate with user groups - Maintain engagement with forums to shape inclusive policies.

Acronyms and terms explained

Hackney carriage - A licensed taxi that can be hailed on the street or hired at a taxi rank.
Private hire - A licensed vehicle that must be pre-booked in advance through an operator.
Wheelchair accessible vehicle - A vehicle designed to safely accommodate wheelchair users.

Communities, environment, housing and health – climate, energy and green spaces

Challenges

Paths: Accessing Leeds parks requires level or gently sloping step free paths that are accessible to people walking and wheeling in width and gradient. These are expensive to install and require ongoing maintenance to remain accessible. Where there have been resources to improve footpaths, they have been carried out to this standard where it is feasible. The Leeds Quality Parks assessments include a score for ‘equal access for all’ in all community parks providing a baseline for planned improvements. The large amount of footpaths and parks across the city, the maintenance this requires versus the resource to maintain and improve them makes it not feasible to have them all accessible.
Entrances: An ongoing challenge is finding ways to stop unwanted vehicles like quads and motorbikes entering our sites whilst ensuring people who use mobility scooters, wheelchairs, pushchairs etc are able to enter. We work closely with the LCC Access Officer for expertise and advice. This does mean there are a number of different access options available to us that can be individual to each site and can be an issue for disabled people.
Toilets: The availability of public toilets would make our sites much more accessible, and toilets are often requested by the public, but the council does not have the considerable resources required to maintain them at most sites. Vandalism is a major issue, and the cost of ongoing repairs makes them unaffordable.
Play: New play areas should include some accessible and inclusive equipment for all children such as level access roundabouts. There is an issue with the bearings being insufficient and often these roundabouts become slow moving and unusable. We continue to work with suppliers to look at the latest and improved models. Basket swings and seesaws with backrests are often installed. The challenge is the cost of the accessible equipment reducing the overall offer of equipment within a budget.
Meeting the needs of disabled children may be a challenge in public parks and play areas as some specialist equipment such as wheelchair accessible swings need staff present and play areas that are not accessible 24- 7. Wheelchair accessible swings are often raised as a requirement for disabled children. These prove to be highly successful in schools.
The maintenance of sensory areas and sand play restricts the availability of these opportunities. Although we do have some good examples in the city.

What we are doing

‘Access for All’ is highlighted as a priority in the Parks and Green Spaces Strategy and there are specific actions relating to disabled access.
We are always seeking to secure funding to make improvements to our green spaces from a variety of sources and, where successful, access improvements are usually made as part of funded schemes, for example
- The brief and consultations around the designs of Temple Newsam playbarn and Lotherton playground were very focussed on accessibility and produced designs that should provide something for all children and families who would like to use them.
- Where improvements to local parks are funded through S106 they usually include access improvements such as new/improved paths, bench installation, the installation of accessible play equipment and the like.
Where funding is available for parks improvements pathways are improved to BS8300 accessible standards.
Where funding is available for new play areas usually through S106 funding and grants, these include some accessible equipment.
Play Sufficiency has been a focus for Leeds, and the service is working with child friendly Leeds and LCC planning colleagues focusing on play sufficiency. The Green Spaces Service is developing a playful green space plan which includes play sufficiency audits for all children. This is for officers to carry out and with the possibility of children carrying out play sufficiency audits.
The Green Spaces Play Plan will also include an improved consultation tool to capture the play needs of all children ensuring accessible and inclusive play areas and equipment.
We have engaged with CFL SEND parents group to ensure signage is appropriate for SEND children and young people with their feedback informing the information on welcome signs.
Leeds Children’s Deaf Society have worked with the service to fundraise and purchase playful BSL activity panels in 10 parks across the city.
Play panels and communication boards are included in new and improved play areas for SEND children. These are in Deepdale Play area in Boston Spa and Gipton Square, Gipton.
Temple Newsam play area was developed for SEND children and their families with interpretation and equipment designed for and with children and families, this play area is due to be updated soon.

What else can we do

We are working on mapping the gaps identified through undertaking access audits of key sites and making improvements where funding allows.
We have improved our public consultation process recently, specifically reaching out to SEND groups for feedback on draft playground designs.
A gap and certainly an ambition would be to have a destination play area for disabled children and their families and would be a great asset for the city as Temple Newsam was when it was first developed nearly 15 years ago with Physcap Children's Charity. Lotherton’s new play area should support this.
In new and improved play areas, inclusive equipment will be installed as standard for all children to play together.

Gaps

Accessible paths - Many park footpaths are not wheelchair accessible, high cost and maintenance limit coverage.
Inclusive entrances - Balancing security with access for wheelchairs and scooters remains challenging.
Public toilets - Lack of toilets reduces accessibility; vandalism and maintenance costs are barriers.
Inclusive play equipment - Limited accessible equipment due to cost; some items (such as wheelchair swings) need staff supervision.
Sensory and sand play - Maintenance issues restrict availability of sensory play areas.
Destination play area - No flagship inclusive play space for disabled children and families.

Opportunities and areas for improvement

Access audits - Map gaps and prioritise improvements where funding allows.
Enhanced consultation - Continue engaging SEND groups in playground design feedback.
Destination play area - Look into developing a major inclusive play space for disabled children and families.
Inclusive equipment as standard - Install accessible play items in all new and improved play areas.
Secure funding - Use S106 and grants to improve paths, entrances, and play facilities.
Improve signage and communication - Build on work with SEND parents and BSL and visual panels for better accessibility.

Acronyms and terms explained

LCC - Leeds City Council
S106 - Section 106 funding (developer contributions for community improvements)
BS8300 - British Standard for designing accessible and inclusive environments
CFL - Child Friendly Leeds
SEND - Special Educational Needs and Disabilities
BSL - British Sign Language

Communities, environment, housing and health – safer stronger communities

Challenges

Communication barriers

Some disabled people may face challenges in accessing or understanding information about how to report antisocial behaviour and Hate Crime. Some examples include people with:

sensory impairments (such as hearing or visual)
learning disabilities
neurodivergent conditions

While Leeds.gov.uk offers online reporting and phone options, not all formats are fully accessible to everyone. In some cases, some disabled people access the council’s Community Hubs for support, and they have a single point of contact for active cases.

Physical accessibility

Although Leeds City Council buildings are generally accessible, some residents may still struggle to attend in-person meetings or interviews due to mobility issues or lack of accessible transport. We always offer in home visits or at a preferred location to all our customers where it is risk assessed as appropriate.

Complex needs and vulnerability

Disabled people experiencing Antisocial Behaviour (ASB) and Hate Crime may also have complex care needs, making it harder for them to engage with formal processes or advocate for themselves. This can lead to underreporting or delays in intervention. Training has been given by our Service Delivery Manager to a lot of organisations to make sure they understand and report any signs of cuckooing in the community as it can often be disabled members of the community that are targeted.

Digital exclusion

Some disabled people may lack access to digital devices or the internet, limiting their ability to report ASB and Hate Crime or access updates. This is particularly relevant for older disabled people or those with cognitive impairments.

What we are doing

Accessible drop-in sessions - Monthly drop-ins at accessible council Hubs allow residents to report ASB and Hate Crime and receive support in person.
Proactive community engagement - We conduct door-knocking and letter drops in areas with low reporting rates to ensure residents are aware of our services and feel confident accessing them.
Tailored support and referrals - When vulnerabilities or disabilities are identified, we refer people to appropriate support services. We also ensure that communication preferences are recorded and respected.
Equality impact assessments - Before any legal or enforcement action, we complete a Public Sector Equality Duty (PSED) assessment and proportionality review to ensure fair and inclusive decision-making.
Staff training and awareness - Equality, Diversity, and Inclusion (EDI) training is mandatory and regularly refreshed. It is also a standing agenda item in team meetings to embed inclusive practice.
Partnership working - We collaborate with housing, adult social care, and third sector organisations to ensure a joined up approach to supporting disabled residents affected by ASB and hate crime. This includes supporting delivery of the Hate Crime Strategy through partnership boards and groups, including the Police, Stop Hate UK, and Third-Party Reporting Centres.

What else can we do

Limited accessible communication formats: Not all service information is available in Easy Read, British Sign Language (BSL), or audio formats.
Digital exclusion: Some disabled residents are unable to access online reporting tools due to lack of digital literacy or assistive technology.
Inconsistent data collection: We do not consistently capture disability-related data during ASB and Hate Crime case reporting, which limits our ability to tailor services.
Limited co-production: We have not yet formally engaged disabled people in shaping how ASB services are delivered.

Planned Actions

Improve accessible information: Develop Easy Read guides, BSL videos, and audio versions of key service information.
Enhance digital inclusion: Work with digital inclusion partners to support disabled residents in accessing online services, including training and device access.
Strengthen data collection: Introduce optional self-identification questions during ASB and Hate Crime reporting to better understand the needs of disabled service users.
Consultation: link in with the council’s Disability and Wellbeing Network (DAWN); and the council Equality Assembly Hubs particularly the Disability Hub to look at ways of improvements to ASB and Hate Crime service delivery.
Staff development: Expand training to include disability-specific modules, including hidden disabilities and trauma-informed approaches.
Monitoring and evaluation: Introduce regular reviews of accessibility and inclusion within the ASB service.

Gaps

Accessible communication - Service information not consistently available in Easy Read, BSL, or audio formats.
Digital exclusion - Some disabled people cannot access online reporting tools or updates.
Data collection - Disability-related data not consistently captured during ASB and Hate Crime reporting.
Co-production - Limited engagement of disabled people in shaping ASB service delivery.

Opportunities and areas for improvement

Improve accessible information - Develop Easy Read guides, BSL videos, and audio versions of key service details.
Enhance digital inclusion - Work with partners to provide training and device access for disabled residents.
Strengthen data collection - Add optional self-identification questions during reporting.
Formal consultation - Engage with the Disability and Wellbeing Network and the council’s Disability Hub to co-design service improvements.
Expand staff training - Include modules on hidden disabilities and trauma-informed approaches.
Monitor accessibility - Introduce regular reviews of inclusion within ASB services.

Acronyms and terms explained

ASB - Antisocial Behaviour
PSED - Public Sector Equality Duty
EDI - Equality, Diversity, and Inclusion
BSL - British Sign Language
DAWN -Disability and Wellbeing Network

Communities, environment, housing and health – community hubs and libraries

Challenges

Building accessibility: Some older library buildings do not meet modern accessibility standards. Issues include narrow doorways, heavy doors, lack of ramps or lifts, and toilets that are either inaccessible or not available for public use.
Parking: Limited or no parking spaces at some sites makes access harder for people with mobility needs.
Mobility scooters: These can be charged using the (cleaners only) plug due to the power usage.
Noise and overstimulation: Hubs and libraries can be noisy and busy, which may be overwhelming for neurodivergent people or those who need quiet spaces. There are no dedicated quiet areas.
Cluttered spaces: Some sites feel crowded, making navigation difficult for people with mobility or sensory needs.
Feedback: Disabled users often give feedback informally. There is no structured way to collect and use their experiences to improve services.
Staff adjustments: Support for neurodivergent or disabled staff can feel reactive rather than planned.
Reporting issues: There is a system for feedback and complaints, but issues are handled individually rather than feeding into wider service improvements.

What we are doing

Physical accessibility

All hubs and libraries aim to meet core accessibility standards where possible, with level access ramps, accessible toilets and hearing loops in most locations. However, some older buildings have physical limitations, and alternative adjustments or support are put in place where full accessibility cannot currently be achieved.
Some sites have automatic doors and car parking.
Refurbishment work will improve accessibility to all toilets and services. In particular we are installing colostomy shelves in toilets now in response to feedback from a local stoma support group.
Changing places toilet is available at Merrion.
Accessible space to move around bookshelves.
Radar keys provided for accessible facilities.

Inclusive customer service

Staff regularly support disabled customers, including help with form-filling and online access.
All public computers have accessibility tools (screen narrator, font resizing, Windows ease-of-access settings).
Information and materials are available in alternative formats on request (braille, large print, other languages).
Interpretation services offered by phone and face-to-face where needed.
Convo is available in all community hubs and libraries.
Assistance dogs are welcome.

Staff awareness and workplace inclusion

Ongoing engagement with internal networks such as DAWN.
Mental Health First Aiders available.
Networking groups for staff inclusion.
EDI impact assessments carried out.

Community programming

Accessible sessions hosted in libraries and hubs.
Outreach and digital inclusion sessions for digitally excluded residents.
Peer support and specialist groups, such as:
- ADHD support group
- DASSI (parents of children with learning disabilities)
- SEN TASTIC sessions for carers of family members with SEN
Host meaningful work placements for disabled people.

Engagement and visibility

Promote national disability awareness campaigns through displays, digital screens, and community boards.
Contribute to wider Equality, Diversity and Inclusion (EDI) strategy development.

Resources and services

Large print books, talking books, and digital formats (adjustable text size, background colour, reading speed) for books, audiobooks, newspapers, magazines, and comics.
Collections with information for people and families about disabilities and long-term conditions.
Referral to other services such as Telecare and Adult Social Care for home adaptations.
Disability employment support through DWP for neurodiverse customers and those with health conditions.
Community hubs and libraries act as safe spaces, rest areas, and some function as health hubs.
Lanyards available for hidden disabilities.

What else can we do

Co-production and consultation: Create a formal framework to involve disabled users in service design and development, including working with the council’s Equality Assembly Hubs, with particular engagement with the Disability Hub where issues specifically affect disabled people.
Sensory accessibility: Improve noise issues, lighting, and layout to make spaces more comfortable.
Partnership working: Work with local organisations, other council services, and customers including engagement with the council’s Equality Assembly Hubs, with particular focus on the Disability Hub where work relates directly to disabled people, to co-produce parts of the next 3-year strategy.
Accessibility audits: Carry out light-touch audits across sites, linked to refurbishment schedules.
Training: Strengthen equality, diversity, and inclusion training for all staff, from managers to front-line teams.
Building improvements: Continue refurbishing accessible toilets (including stoma shelves) and ensure sites meet accessibility standards with ramps and level access.
Technology: Provide specialist IT equipment and software, and train staff to use it.
Accessible Information: Make site literature, such as leaflets, accessible for neurodivergent service users.

Gaps

Building accessibility - Older sites lack ramps, lifts, and accessible toilets, and there can be delays in carrying out repairs when equipment requires maintenance.
Parking limitations - Few or no spaces for people with mobility needs.
Sensory accessibility - No quiet areas; noise and clutter can overwhelm neurodivergent users, and some workplace environments do not support clear separation between busy and quiet spaces - there is generally a quiet space in all our buildings. If the breakout areas are busy officers can book a room out for quiet space.
Feedback process - Disabled users’ input is informal, no structured co-production.
Staff adjustments - Support for disabled or neurodivergent staff feels reactive.
Accessible information - Literature and signage not always suitable for neurodivergent service users.

Opportunities and areas for improvement

Formal co-production - Create a framework to involve disabled users in service design, including engagement with the council’s Equality Assembly Hubs (such as the Disability Hub).
Sensory-friendly spaces - Improve noise issues, lighting, and layout for comfort.
Accessibility audits - Link audits to refurbishment schedules for continuous improvement.
Staff training - Strengthen EDI training across all roles.
Building upgrades - Continue refurbishing toilets (including stoma shelves) and ensure ramps and level access.
Technology support - Provide specialist IT equipment and train staff to use it.
Accessible information - Adapt leaflets and site literature for neurodivergent service users.

Acronyms and terms explained

DAWN - Disability and Wellbeing Network
EDI - Equality, Diversity and Inclusion
ADHD - Attention Deficit Hyperactivity Disorder
DASSI - Disabled and Additional Support Needs Support Initiative (parents’ group)
SEN - Special Educational Needs
DWP - Department for Work and Pensions

City development – Active Leeds

Challenges

Lack of low sensory sessions and swimming sessions and lessons for disabled people and children across leisure centres.
Cost of memberships.
Inaccessible equipment/access issues at some sites.
Unclear carers policy.

What we are doing

Roll out of additional low sensory sessions to cover all leisure centre sites.
Assessment of membership pricing policy to assess whether to ensure discounted rates for disabled people are fit for purpose.
Revamp of gym spaces to ensure accessibility and appropriate equipment.
Assessment of carers policy to ensure this is being utilised correctly.
Expansion of disability swimming lessons across more sites.
Continued delivery of comprehensive targeted health programmes across the service.
Meeting with SEND youth groups for mystery shopper feedback.
Linking with the LCC’s Disability Hub to get feedback on the new designs for Fearnville Wellbeing Centre.
Additional adjustments are being made for disabled staff in the service to attend NPLQ and EFAW qualification courses, alongside issuing larger monitors, keyboards, large print documents and other reasonable adjustments/modifications.

What else can we do

Ensure all content on Active Leeds website and App conforms to accessibility legislation. Active Leeds marketing campaigns need to continue to showcase underrepresented groups.
Roll out of the Accessercise app across the service improving disabled people’s journeys across Active Leeds gyms.
Accessibility audits have been carried out on 5 Active Leeds Sites – Fearnville, Kirkstall, Morley, Scott Hall and Wetherby – as part of UK Active’s Active Standard – these can be found here: Access Audits. These audits also include an action plan for any improvements which can possibly be made. Remaining sites are also to be audited before the end of 2026, with actions to be added to corporate Access Improvement plan.
All staff to undertake (depending on their designation);
- Equality in the Workplace – Assigned to appraising managers
- Equality in the Workplace for All – Assigned to front line staff who have access to PAL’s Equality, Diversity, Cohesion and Inclusion
- Training – Assigned to staff who don’t have access to PAL’s
Active Leeds “hub” to continue to house desirable training videos in Equality, Mental Health Awareness and Neurodiversity, which staff can be assigned as appropriate.
The roll out of the new Active Leeds strategy to underpin all the above areas, with equality at its core. The Active Leeds EDCI working group to drive this work area through the delivery of the Active Leeds EDCI Priorities Plan.

Gaps

Low sensory sessions - Limited availability across leisure centres.
Membership cost - Pricing may not be affordable for disabled people.
Inaccessible equipment - Some sites lack suitable gym equipment and access features.
Unclear carers policy - Lack of clarity on how carers can support users

Opportunities and areas for improvement

Website and app accessibility - Ensure compliance with accessibility legislation and improve inclusive marketing.
Accessorise app rollout - Support disabled users’ gym experience through digital tools.
Accessibility audits - Complete audits for all sites and implement improvements via the corporate Access Improvement Plan.
Expand low sensory sessions and swimming lessons/sessions - Continue rollout across all centres.
Inclusive training - Assign Equality, Mental Health Awareness, and Neurodiversity modules to all staff.
Revamp gym spaces - Ensure accessible layouts and equipment.
Strengthen carers policy - Clarify and promote carers’ support options.
Embed equality in strategy - Deliver Active Leeds EDCI Priorities Plan through the new strategy.

Acronyms and terms explained

SEND - Special Educational Needs and Disabilities
LCC - Leeds City Council
NPLQ - National Pool Lifeguard Qualification
EFAW - Emergency First Aid at Work
PAL - Performance and Learning System (internal training platform at Leeds City Council)
EDCI - Equality, Diversity, Cohesion and Inclusion

City development – council housing

Challenges

Accessibility in housing design

A minimum of 30% of properties are delivered to M4(2) (accessible/adaptable) standards, with 2% meeting M4(3) (wheelchair user dwellings), in line with current planning policy.
Our aspiration is to deliver up to 98% of properties to M4(2) standard wherever feasible. However, this may not always be achievable due to site constraints, such as levels affecting houses (requiring M4(1)), or if apartment schemes do not include lifts, meaning upper-floor units must be classified as M4(1).
Building regulations Approved Document M: access to and use of buildings, volume 1: Category 3: Wheelchair user dwellings. Leeds Council build M4 (3) properties to the higher standard within the document, Wheelchair Accessible which includes step-free access, accessible parking, and adapted kitchen/bathroom facilities from day one.
Level access, wider corridors, rise-and-fall kitchens, and plug sockets at higher levels are included in M4(3) homes.
Future proofing – various features are included to make future adaptations easier and more cost effective to deliver, for example, fused spurs to accommodate potential assisted entry systems and stair lifts.

Challenges

Higher construction costs for M4(2) and M4(3) homes and site efficiency – potential for additional costs or fewer homes.
Design limitations, for example shower trays not suitable for carers in extra care buildings but specification changes are planned.
Balancing cost and inclusivity in housing projects. Where 2 storey apartment blocks are provided, lifts may not always be provided, reducing access.

What we are doing

Adaptations for tenants

Tracking hoists, through-floor lift infrastructure, stairlift provisions, and level access showers.
Occupational Health Assessments guide adaptations.

Extra care facilities

Dementia-friendly design principles, both internally and externally.
Robust lifts to accommodate increasing use of mobility scooters, accessible communal bathrooms, scooter charging stations.
Ensuring that where apartment balconies are provided, an adequate turning circle is incorporated for wheelchair users.

Public consultations

Accessible venues, online leaflets with QR codes, alternative feedback methods.

Continuous improvement

Specification reviews based on feedback. For example, changing the position of the WC in M4(3) properties to accommodate the future installation of wash and dry toilets and many incorporating the West Yorkshire Task Force’s Dementia ready design principles into general needs housing and apartments.

What else can we do

Design improvements

Ongoing collaboration with Housing Management and Health and Housing.
Consideration of Braille and other accessible formats for communications.

Public open space (POS) design

Inclusive pathways and picnic areas.
Revised planting plans to prevent future accessibility issues.
Collaboration with Parks for inclusive design features.

Gaps

Limited wheelchair-accessible homes - Only 2% of properties meet M4(3) standard; most are M4(2) adaptable but not fully accessible.
Design limitations - Features like shower trays unsuitable for carers; lifts not always included in two-storey blocks.
Cost vs inclusivity - Higher construction costs for accessible homes reduce overall housing numbers.
Communication accessibility - Limited use of Braille and alternative formats for tenant information.

Opportunities and areas for improvement

Increase M4(3) provision - Explore ways to boost wheelchair-accessible housing within new developments.
Improve design standards - Revise specifications for extra care buildings and communal spaces.
Inclusive public spaces - Add accessible pathways, picnic areas, and planting plans to prevent future barriers.
Collaborate for accessibility - Work with Parks and Countryside and Health and Housing teams for integrated inclusive design.
Accessible communications - Introduce Braille and other formats for tenant engagement.

Acronyms and terms explained

M4(2) - Building regulation for accessible/adaptable dwellings under Part M of the Building Regulations
M4(3) - Building regulation for wheelchair-accessible dwellings under Part M of the Building Regulations
POS - Public Open Space

City development – planning services

Challenges

The Planning service includes different remits which form part of the statutory Planning and Building Control function. As an overall service area there is internal guidance to set out how equality must be considered as part of the planning process, this considers all the protected characteristics in the context of the Equality Act Public Sector Equality Duty and strives to have good practise.

Planning service

Encourage good practise. Community consultation is a key strand of engaging and allowing meaningful participation in the planning process. The Statement of Community Involvement (SCI) sets out good practise to ensure that all the protected characteristics are considered this can include online material being in HTML format to be accessible by screen readers. Proactive and focused consultation reaching out to groups is seen as important. Various bespoke events are also held where this is feasible.
Online-only reporting mechanisms may not be as accessible for all. However reasonable adjustment in terms of assistance is offered if that need is requested.
Where there is a need for more direct service contact options (for example, phone or in person), these can sometimes be provided but are limited due to resource constraints. This can affect the ability to anticipate and meet needs such as accessible formats or alternative communication methods.

Building control

Building Control enforces Part M Building Regulations which deal with access to and use of buildings, ensuring that buildings are accessible and usable by everyone, including disabled people, and those using prams and wheeled devices such as mobility scooters and rollators.
Assistance is given if requested when applying for building control consent by filling in online forms or other queries re the process.
Assistance is available when filling in exemption certificates for people who are applying for an exemption. An exemption certificate exempts the applicant from a building control fee if the works are solely for the benefit of a disabled occupant for example to allow them to remain living in the dwelling by providing an adapted bedroom and adjoining wet room.

What we are doing

Planning service

Developed and implemented guidance note for Request for reasonable adjustments in the planning process.
Providing large print plans and letters upon request.
Ensuring accessible arrangements for Plans Panel meetings, including Personal Emergency Evacuation Plans (PEEPs).
Accepting sensitive representations anonymously while safeguarding personal data in planning decisions.
Identifying any access requirements for customers attending Appeal Inquiries and Hearings ahead of the sitting days.
Providing electronic online access of Appeal Inquiry evidence, as well as hard copies in the venue to provide a variety of mediums that can be accessed.
Having a Statement of Community Involvement (SCI) to encourage and promote effective and meaningful public consultation and ensuring its implementation.

Building control

Been seen as an open service going beyond min standards of access in meeting our PSED. Being willing to meet and talk to people to assist them to understand the process.
Relaunch of the Access and Use-Ability Group, now under the remit of Building Control. Building Control will chair the group initially, with the intention that a member will chair it in due course. The group will continue to recruit to achieve a pan disability diverse membership.
Hold additional session with the Deaf community providing BSL interpretation.
Set up a Changing Places steering Group to share information on new proposals and existing provision.
Promoting free training for council staff to meet the needs of people who have augmentative and alternative communication needs and cannot speak to communicate.
Support Events so that their facilities are accessible and inclusive including Summer concerts, Light Night, Ice Cube and any ad hoc events.
Support Leeds Pride with their event to ensure it is accessible.
Support Leeds Festival to ensure it is accessible.
Support Green spaces team to help them in achieving accessible play spaces and leisure opportunities for everyone.
Respond to complaints in relation to access to buildings in the city by educating service providers on their duties under the Equality Act and how the guidance in Part M is a reasonable provision.

What else can we do

Improve training and application of user-centred design. This affects how well digital services meet the needs of disabled users.
Local Plan Consultation-Improve service delivery as a result of feedback from consultation. Take into consideration feedback and concerns and how the process could be improved.
In relation to Building Control exemptions, put clearer information on the website to give further clarity and examples.
In terms of reasonable adjustment and the Equality Act add more information on the website.

Gaps

Digital accessibility - Online-only reporting and forms can exclude users without assistive tech or digital skills.
Limited direct contact options - Phone or in-person support is available but constrained by resources.
User-centred design - Digital services need better alignment with disabled users’ needs.
Clarity on exemptions and adjustments - Website lacks clear examples and guidance for Building Control exemptions and reasonable adjustments.
Consultation feedback loop - Improvements needed in how Local Plan consultation feedback informs service delivery.

Opportunities and areas for improvement

Improve digital accessibility - Apply user-centred design principles to online services.
Enhance guidance online - Add clearer information and examples for exemptions and adjustments.
Strengthen consultation process - Use feedback to refine Local Plan engagement and service delivery.
Expand training - Increase staff awareness and skills in inclusive design and accessibility.
Promote reasonable adjustments - Make processes and options more visible and easier to understand.

Acronyms and terms explained

SCI - Statement of Community Involvement
HTML - HyperText Markup Language (used to structure web content so it can be read by browsers and assistive technologies such as screen readers)
PEEP - Personal Emergency Evacuation Plan
PSED - Public Sector Equality Duty
BSL - British Sign Language

City development – market service

Challenges

Leeds Market has 13 entrances with automatic doors and access can be gained via entrances on Vicar Lane, George Street, New York Street and off the back of the outdoor market. The indoor and outdoor market are completely surface level for ease of getting around the building. The market kitchen is a big open space with ease of access to a public dining area which is suitable for wheelchair access.

We are aware of improvements required via our social media or customers emailing into us and where possible these issues are actioned straight away.
We have recently carried out a focus group with the DAWN network as we put together our next 5-year strategy and have included their ideas for improvement to their market experience within this strategy document.

What we are doing

We have refurbished the public male and female accessible toilets in consultation with the council’s Access Officer to ensure they are fit for purpose and meet the latest regulations.
We have a changing places toilet facility on site and promote this across our socials and have it listed on the changing places website.
We won a Scope award for our accessible events that we host in the market, and we work to ensure that we maintain this so that they are accessible to all.
We installed several wheelchair accessible picnic benches within the market kitchen area to allow wheelchair users to comfortably sit at a table with friends and family without the need to move chairs out the way and these have proved very popular with customers.
The market is widely accessible as it is on one level and has wide access doors. The market kitchen is a big wide-open space and is well used by groups of disabled people and carers.
We offer retail units to schools, such as Swarthmore, giving disabled children the opportunity to take part. They come in and trade from a unit selling goods and produce they have made, and it gives them an opportunity to interact with the public. Feedback from staff and parents has been fantastic and due to the accessibility of the market we see a high level of people with a variety of disabilities use the market.
We promote our facilities and accessible toilets across our social media and get a very positive response as we want people to know what is on site to support them with their shopping.
Current refurbishment of the most historic retail units in the market has seen the access improved by the floor levels being dropped so there is a point in each unit that has level access. Where shop fronts are installed instead of roller shutters, we have ensured that doors are wide enough to get a wheelchair through.

What else can we do

During 2025, we held focus groups when putting our next 5-year strategy (2026-2031) together and we received amazing feedback from the Council’s DAWN network.
Improvements - we will look to introduce a choice of different chairs for customers in the market kitchen. Some people require chairs with arms to help them get up from the chair and also some higher chairs for those that are not able to sit on a low-level chair.
Improve information on the market website to promote how to access the market from the bus and train station, where the blue badge parking (also known as disabled parking) is near to the market. This will also include what toilet facilities are on site and show images of these along with our quiet space. This is to support people who need to make a planned visit as it makes it easier for them.

Gaps

Seating options - Lack of chairs with arms and higher chairs for customers who need extra support.
Travel and access information - Website does not clearly show how to access the market from bus/train stations, disabled parking, or facilities.
Planning for visits - Limited visual information (for example images of toilets and quiet spaces) to help disabled visitors prepare.

Opportunities and areas for improvement

Improve seating - Introduce chairs with arms and higher chairs in the market kitchen, where possible.
Enhance website accessibility info - Add clear directions, parking details, and images of facilities and quiet spaces.
Continue co-production - Maintain engagement with the Council’s DAWN network and the Council’s Equality Assembly Hubs, particularly the Disability Hub, to support ongoing feedback and improvement.
Promote accessibility features - Showcase Changing Places facility and inclusive design improvements more widely.

Acronyms and terms explained

DAWN network – A Leeds City Council staff network that supports disabled employees and promotes inclusion across the organisation.
Changing Places toilet – A fully accessible toilet with specialist equipment (such as a hoist and changing bench) designed for people with complex disabilities.
Blue Badge parking – Parking spaces for disabled people that allow them to park closer to their destination.

City development – employment and skills

Challenges

The Get Britain Working White Paper recognises the significance of ill health to rising numbers of economically inactive people. To address this requires a collaborative approach across local and national government, the NHS, and employment services, grounded in ‘place’ and local leadership.

Over 100,000 working age people in West Yorkshire are economically inactive due to long-term sickness and Leeds accounts for 32,000 of those.

West Yorkshire Combined Authority consulted with over 500 people (including Leeds City Council Employment and Skills (E and S) and Economic Development) to develop a Work, Health, and Skills Plan to meet needs and work towards having the healthiest residents and workforce in England by 2040.

Key issues for both service delivery and customer access include:

Transport – being able to travel to get the required support can be challenging especially with a disability so we meet the customer where they are, both geographically and in terms of their employment/health journey.
Employer awareness and understanding and Intersection between caring and ill health/disability - through our Business Engagement Team and Employer Networks for example SEND Employment Forum, Leeds Anchor Network, Leeds Inclusive Employer Network and Community Anchors Network we ensure employers have access to best practice advice and guidance, particularly around inclusive recruitment, reasonable adjustments, wellbeing culture and policy, career support and Access to Work.
Worsening health/disability due to time out of the workplace – as part of the Work and Health Steering Group we work closely with all partners including DWP, ICB and VCSE on early identification and prevention, combining where possible health and employment interventions.
Impact of multiple health conditions/disability – and also the connection between physical and mental health with one often intensifying the other in, for example, Musculoskeletal (MSK) conditions. We have commissioned 17 different VCSE organisations to support people with a diverse range of health conditions/disabilities including MSK/Mental Health/Neurodiversity and Cardiovascular/respiratory disease.
Young people Mental Health conditions – working internally with Children’s Services and also alongside WYCA to develop employment programmes which target young people. Piloting a tool which predicts likelihood of ADHD in young people and then provides appropriate support.
Complexity of work and health system – Whilst there are multiple support agencies in the city – this can be confusing. We are working with the W and H Steering Group to simplify the offer through a one front door approach, making processes more inclusive and accessible.
Importance of attending groups to connect with people with similar experiences – we are conducting a review of Peer Support Networks in the city looking at their availability, spread, connectivity and effectiveness.
Digital exclusion – this can prevent customers from accessing services, but we work closely with 100% Digital to widen access and deliver/signpost services in a way which doesn’t rely purely on digital. 100% Digital have been commissioned by WYCA to incentivize engagement of economically inactive residents with health conditions through the targeted provision of resources, data and training.

West Yorkshire was selected as a “Trailblazer” and “Health and Growth Accelerator” site and received funding to pilot activity designed to address economic inactivity due to ill health and feed into the national response. As result, E and S working with partners has received funding to address need and deliver improved outcomes for this cohort. Funding is available until March 2027.

Building a thriving and inclusive labour market is essential for growing the economy, improving national health, and creating an environment where everyone has the chance to participate and progress in the workforce.

The ongoing work by E and S contributes directly to our ambitions to enable all our residents to benefit from a strong economy in a compassionate city and in particular, the council plan 2026 to 2030 outcomes for everyone in Leeds to do well at learning and have the skills they need for life and earn enough to support themselves and their families.

These activities also contribute to the Leeds Inclusive Growth Strategy and the Health and Wellbeing Plan to increase labour market activity and productivity through a more representative workforce and improved workplace health.

What we are doing

The Leeds Work and Health Steering Group has been formed to provide aligned decision-making across E and S, Integrated Care Board (ICB), Department of Work and Pensions (DWP), Voluntary, Community and Social Enterprises (VCSE) and West Yorkshire Combined Authority.
The group oversees strategic direction of Work and Health in the city and also of associated funding programmes which currently includes Trailblazer (DWP), Accelerator (ICB) and Connect to Work (DWP) all of which aim to improve employment outcomes for disabled people and long-term health conditions.
DWP Trailblazer initiatives include:
- Employment Hub – E and S delivers tailored 1-2-1 employment support to a wide range of residents. In 24/25 1819 supported residents (14%) had declared they are disabled. This figure is likely to increase during 25/26 as national priorities have determined a target of 40% for economically inactive residents, 22% of whom are disabled or have health conditions.
- Work and Health VCSE Grant Programme – E and S has commissioned 17 VCSE organisations to engage and progress towards work mainly (80%) economically inactive residents with a range of health conditions and who are disabled, linked to Mental Health, Musculoskeletal, Cardiovascular/Respiratory and Learning Disabilities. The contract target is to support 400 people towards work before End March 26 but the combined target across all 17 organisations is 546.
- Peer Networks – E and S is conducting a review to ensure that there are peer networks in place to support people with a variety of needs including those linked to disabilities and health conditions.
- Employer Incentives – Colleagues within Economy and Skills Business Support will be leading on a scheme across West Yorkshire to fund businesses to employ young people who are disabled or have health conditions.
DWP Connect to Work is a national scheme which uses tested methodologies to work intensively with residents with the most complex circumstances, who are disabled or have health conditions, for example, homeless and alcohol/drug users. The scheme involves working closely with engaged employers to create flexible opportunities and roles matching individual circumstances, where people are disabled or have health conditions. E and S will both deliver and commission services within this programme. At peak there will be 1300 residents supported per year, the majority of which will be commissioned through WYCA. Delivery will likely commence in the new year and could run until March 2030.
Working with partners to explore the potential use of the EFSim tool to support earlier identification of attention and concentration needs in young people. This could help inform support and provide practical strategies to help manage areas such as executive function and time management.
Working with partners in a Health and Growth Accelerator project to help people with 3+ long term health conditions to stay in work using a Multi-Disciplinary Team approach involving employment expertise to reduce unplanned admissions, improve job retention and reduce the increased residents who are economically inactive due to ill-health.
Contributing to the development of the Get West Yorkshire Working Plan – which will build on the Work and Health Plan to become West Yorkshire’s approach to having the healthiest residents and workforce in the country by 2040.
Developing an inclusive approach to the employment of Care Experienced young people through partnership working and by developing and piloting work experience programmes through the Business Anchor Network and within City Development.
The Ofsted Outstanding-rated Adult Learning programmes supports learners across a number of informal learning opportunities which promote wellbeing, reduce isolation and connect people to local services and onward opportunities. 596 learners (22%) supported during 24/25 declared they are disabled and these are accommodated through adapted and differentiated learning and by treating each learner as an individual.
The SEND Next Choices programme delivers a year-round programme of activity designed to ensure that people ( primarily young people ) with Special Educational Needs and Disabilities (SEND), alongside their parents, carers, support workers and teachers, are well informed about the career pathways available to them as they transition into adult life. The programme works in partnership with education providers, employers and support organisations to develop, coordinate and promote inclusive events and opportunities across the city. A key element of the programme is a dedicated workstream focused on employer engagement, supporting businesses to adopt inclusive recruitment and employment practices so that they are better equipped to create accessible opportunities and support SEND individuals to progress into and sustain meaningful employment.
The Employment and Skills major events programme has been redesigned to ensure that people with Special Educational Needs and Disabilities (SEND) can fully access and benefit from these opportunities. Careers in Leeds will showcase the wide range of careers available across the city and will have a dedicated SEND zone and tailored focus sessions. The Leeds Apprenticeship Fair will also be delivered in a way that ensures the event is fully inclusive and accessible for this cohort.
The EEST Employment and Skills service deliver careers sessions in Leeds schools, SILC’s and colleges. This includes SEND specific careers guidance and signposting.
The Employment and Skills Service supports individuals across Leeds through 1:1 employability support and skills courses delivered within local communities at 3rd sector organisations and partner locations. During April 2024 to March 2025, 12,592 people have accessed the service, 13% with a declared disability. 2,627 people have been supported into work, 8% with a declared disability. 4,049 people have improved their skills, 20% with a declared disability.

What else can we do

The Economy and Skills Equality Priorities up until 2029 are a broad set of measures which focus on residents most in need of support.
The priority that links directly to disability is: Increase the number of people with improved skills or moving into work who have a disability or long-term health condition, including a focus on those experiencing mental ill health.
West Yorkshire has been allocated 26/27 Trailblazer funding and continued partnership working, negotiation and collaboration with WYCA will continue to bring needed and proportionate resource into the city to move more disabled residents closer to the workplace.
The Employment Hub’s ability to target disabled residents will increase through closer links with organisations which are delivering the W and H VCSE Grant programme which has a focus around economically inactive residents with the most prevalent health conditions and who are disabled.
This combined with future programme funding will enable partnerships to strengthen and pathways into employment to be embedded for residents who are disabled or have health conditions.
The Connect to Work Programme is a 3-to-5-year programme which will provide disabled residents greater choice around employment which best meets their health needs and circumstances.
E and S are leading on behalf of West Yorkshire a WYCA-funded employer incentive scheme which will provide flexible employers signed up to the Fair Work Charter payment for short term contracts for young people who are disabled or have a range of health conditions, expected to be primarily mental health-related.
Through delivery of the Future Talent Plan the service will continue to deliver programmes that meet the government’s priorities around economic growth and maintain a focus on improving employment outcomes for people who are disabled or have health conditions.
A dashboard is being developed which demonstrates our progress against all measures and this will be discussed quarterly at the Economy and Skills Senior Management Team Meeting.
Discussion will centre around how projects, programmes and elements of the service can be more inclusive, targeted and further reduce the disability employment rate gap.
We will ensure we are using lived experience in programme design and ongoing evaluation to ensure programmes are impactful and relevant. This will include relevant representatives on programme steering groups and boards.
The Work and Health Steering Group will play a major role in aligning thinking and strategic direction around health and employment to increase efficiency and opportunity and reduce barriers for residents who are disabled or have health conditions.

Gaps

Transport barriers - Difficulty travelling to access support, especially for disabled residents.
Employer awareness - Need for greater understanding of inclusive recruitment and reasonable adjustments.
Complex health/employment system - Multiple agencies create confusion; processes need simplification.
Digital exclusion - Lack of access to devices or skills prevents engagement.
Mental health and young people - Rising need for targeted employment programmes and early support.
Peer support availability - Limited connectivity and effectiveness of networks for disabled residents.
Disability employment gap - Lower rates of employment and skills progression for disabled people.

Opportunities and areas for improvement

Expand targeted programmes - Deliver Trailblazer, Accelerator, and Connect to Work initiatives to support disabled residents.
Increase employer incentives - Fund businesses to employ young people who are disabled or have health conditions.
Strengthen partnerships - Align health and employment interventions through the Work and Health Steering Group.
Improve digital inclusion - Work with 100% Digital and partners to provide resources and training.
Embed lived experience - Involve disabled residents in programme design and evaluation.
Develop dashboards - Track progress on reducing the disability employment gap.
Enhance early identification - Explore the use of tools such as EFSim to support earlier understanding of attention and concentration needs, and to provide practical support strategies.
Promote inclusive recruitment - Through SEND Employment Forum and employer networks.
Create flexible pathways - Offer employment options tailored to health needs and circumstances.

Acronyms and terms explained

E and S – Employment and Skills
WYCA - West Yorkshire Combined Authority
NHS - National Health Service
DWP - Department for Work and Pensions
ICB - Integrated Care Board
VCSE - Voluntary, Community and Social Enterprise
MSK - Musculoskeletal
SEND - Special Educational Needs and Disabilities
W and H - Work and Health
DfE - Department for Education
SI - Supported Internship

City development – museums and galleries

Challenges

Disabled people may find accessing Museums and Galleries spaces, places and programmes a challenge.

Physical, sensory and emotional access could be improved at all venues, and we have access audits in place that demonstrate what would need to be done. However, due to the historic nature of the spaces, some of these adjustments are highly costly, impractical or contravene our listed status (6/8 of the Leeds Museums and Galleries buildings are listed). We balance these elements to create positive and inclusive visitor experiences.

We recognise that we have a long way to go in supporting different needs of staff. Some of this will happen gently over time as the workforce shifts to become more representative, some we need to address through increased training and support for managers to continue to shift the organisational culture.

What we are doing

We will try to facilitate access to our spaces, buildings and collections in the best way possible for the person who would like to visit or work with us. We do this formally through adapting of policies and practices with disabled people, and informally through long-term work with groups and individuals.

General visitors

Our access information is published online in advance of a visit, including visual stories, access audits and sensory guides produced with disabled and neurodivergent people. There is contact information for people to ask us about provision to make an informed choice, or share access needs for extra adjustments, such as, turning off soundscapes and not run machinery if someone is sensitive to noise, allowing small emotional support animals on leads, raising lighting levels temporarily, or providing digital access. Access audits are reviewed bi-annually and updated on a 5-year cycle.
Reasonable adjustments that are always in place include: accessible parking and walking routes, lift and ramp access (where possible), large print signage and interpretation, hearing loops, and accessible toilets. Visitors can collect magnifying glasses, LED torches, Makaton flashcards and ear defenders from reception desks, should they be required. Leeds City Museum (2016) and Abbey House (2024) have Changing Places toilets on site, Temple Newsam and Lotherton have them on the estate.
Carers entrance is free to charged venues, and we work with a number of partners to provide free or low-cost access, such as Max Card (for families with children who are looked after or disabled), and refugee agencies.
We co-curate exhibitions, programmes and spaces with the communities of Leeds, using a working ethos of ‘nothing about us without us’, such as sensory rooms and home education workshops. Formally, we complete LCC EDI monitoring and impact assessments to log decision making.
We have strong inclusive and accessible guidance about exhibition content, interpretive text and design. The guidance considers the content of text (trigger warnings, representation, language used, reading age), the methods (how to co-curate well, Makaton, sensory practice and maps), clear access best practice (font size, shape, layout, positioning), and other formats (film and audio with transcripts, subtitles and BSL).
We have annual visitor experience surveys of all our venues conducted by an external company. The survey monitors a number of protected characteristics (gender, age, disability, ethnicity, sexual orientation). This means we have demographic data about a sample of our visitors over a 15-year period, enabling us to see and address long term trends, including access. We also collect daily feedback through comment cards and books, staff verbal reports, formal evaluation forms and compliments or complaints emails.
Our external funders, such as arts council England (ACE), require quarterly and annual monitoring based on agreed KPIs. A number of these formally address accessibility and inclusion. We match the quantitative data with qualitative case studies, interviews and feedback. We are also subject to sector-wide scrutiny through VAQUAS (Visitor England Quality Assessment), and VocalEyes (via arts council England). We are part of the arts council England ‘All In’ access pilot.

Booked groups, such as school or community groups

Our learning programmes work on a long-term basis with SEND (special education needs and disabilities) and wellbeing or nurture groups within mainstream settings, SILCs (specialist inclusive learning centres), PRUs (pupil referral units), the Virtual School (children who are looked after) disabled families, and adults with learning needs. These relationships formally and informally shape our wider schools and family work.
Our community programmes co-curate exhibitions and displays, and contemporary collect objects, with different communities within Leeds for stronger representation across the city, such as Overlooked at Leeds City Museum, or D/deaf work at Leeds Industrial Museum.
We ask groups upon booking about needs and sensitivities. The question is phrased to elicit adjustments, rather than a medicalised response. In group settings we can handle more objects for touch tours and sensory stimulation, visually describe objects and settings, use Makaton (in house) or bring in a BSL interpreter, or use different craft materials (if material or texture sensitivity needs to be considered). We will work with the group to find accessible solutions that work for them.
LMG manages MyLearning.org, a national teaching resource website of arts and cultural content. It provides educators, and the general public, with deeper levels of information about collections across the UK. We admit representational bias, and have diverse content including on LGBT+ histories, gender politics, disability and ethnically diverse. It also provides a method for sharing the outputs of some of our programmes.
For booked groups, we make sure that we are evaluating in a way that means the most to the people we are working with. We have evaluation frameworks in place for major audience groups, for example, schools and families, to ensure we know we are measuring what matters and collecting the right kind of data that we need. If we are working on a long-term basis, we jointly set evaluative goals, which may include wellbeing and mental health.

Staff

We have a formal, internal LMG Workforce Development Plan which sets out our inclusive recruitment practices, commitment to staff training, support and wellbeing, and developmental processes. Our inclusive recruitment practice has been informed by our Careers for All and community work. This involves inclusive advert wording, filmed pre-application guidance, accessible assessment processes (not just formal interviews), questions sent prior to interviews, visual stories for assessment processes, recognising unconscious bias, the ability to have a support worker with you, having notes in the interview and feedback for all (including those unsuccessful at shortlisting).
Careers for All is a programme supporting people, especially young adults aged 14-24, with neurodiversity and disability to have meaningful work experience opportunities and insights into the next steps after their formal education. Project Placements provide 4-5 entry level opportunities p/a (30 day paid at living wage) for people who want to make a career in the museum sector, and 80% p/a specifically aim to engage disabled people. This is changing representation in our workforce, and across the arts and cultural sector.
We have a formal annual and bi-annual training programme for staff covering practical aspects of the visitor experience (welcome host) and specific accessibility work, such as working with neurodivergent adults and training in Makaton, or sighted guide training.
Disabled staff access individualised support tailored for their needs alongside their managers and supervisors, which alters as their support needs change. We have supported individuals through home working, flexible hours and rota patterns, changes in working location, accessing Access to Work funding for commuting, and additional software and hardware.

What else can we do

Increased staff training and support around trauma sensitive and informed approaches through the Workforce Development Plan (funded by arts council England).

Increased physical and sensory accessibility at venues, including Abbey House Museum (external funding to be sought).

Gaps

Physical and sensory accessibility - Historic, listed buildings limit adjustments; costly improvements needed for venues like Abbey House.
Emotional accessibility - Trauma-informed approaches not fully embedded in visitor experience or staff support.
Staff support and representation - Workforce diversity improving but still limited; need for more inclusive culture and tailored support.
Programme accessibility - Some sensory and neurodiverse needs require further adaptation in exhibitions and activities.

Opportunities and areas for improvement

Increase staff training - Expand trauma-sensitive and neurodiversity training through the Workforce Development Plan.
Enhance venue accessibility - Seek external funding for physical and sensory improvements at key sites.
Strengthen co-curation - Continue ‘nothing about us without us’ approach for exhibitions and programmes.
Improve inclusive recruitment - Build on Careers for All and Project Placements to increase disabled representation.
Expand assistive resources - Maintain and grow provision of sensory guides, BSL interpretation, and Makaton support.

Acronyms and terms explained

LCC - Leeds City Council
EDI - Equality, Diversity and Inclusion
KPIs - Key Performance Indicators
VAQUAS - Visitor Attraction Quality Assurance Scheme
BSL - British Sign Language
SEND - Special Educational Needs and Disabilities
SILC - Specialist Inclusive Learning Centre
PRU - Pupil Referral Unit
LMG - Leeds Museums and Galleries
ACE - Arts Council England
AtW - Access to Work

City development – culture programmes

Challenges

With the right support, we believe the following areas can be strengthened to enhance our overall offer.

Keeping the website compliant with all access needs
Staff knowledge and capacity
Utilising the EDI data collected to identify gaps in applicants and successful applications

What we are doing

Offering grant advice sessions for any potential applicants, these are offered in person, online or as a phone call to support the needs of the applicant.
As part of their registration for a session, we ask if they have any access needs and what support we could offer.
On our grants page, we provide an Accessible Guidance section. If the application form is not accessible to an applicant, we ask that they contact us. We will then work with the applicant to find a way to support their application that meets their needs.
Attending events and meetings online and in person.
As part of the grant award, we encourage applicants to allocate funding toward making their events accessible, including hosting any in-person activities in venues that meet accessibility standards.
We actively support colleagues through reasonable adjustment passports, ensuring an inclusive and accessible working environment for everyone.
Gathering data on past applicants and successful grantees to inform and refine the targeted promotion of future grant opportunities.
Exploring training options for the team.
We currently fund several organisations delivering activity for disability including Pyramid of Arts, Made with Music and have funded projects working with Valentina’s Swirl delivering carnival workshops with adults with learning disabilities.
Of the organisations we fund with venues, we require they are accessible for all.
We monitor our annually funded organisations and project funded awards to ensure they are delivering activity with disabled communities.
All government funded websites must comply with current accessibility legislation. We are committed to ensuring our website meets these standards.

What else can we do

Captioning of Teams meetings/advice sessions, this option will be included in future sessions.
Updating the easy read, audio description and BSL video for future grant rounds, will need additional funding or support from equalities colleagues for this.
Website compliancy. We have instructed our developers to review both Leeds Inspired and LCC Culture Programmes sites to ensure they are compliant. If they are not, we will incorporate any changes into future development of the sites in line with current guidance.

Gaps

Website accessibility - Need to ensure compliance with government digital accessibility standards.
Use of EDI data - Data collected on applicants not fully utilised to identify gaps and improve outreach.

Opportunities and areas for improvement

Improve website compliance - Review and update Leeds Inspired and Culture Programmes sites to meet accessibility legislation.
Enhance advice sessions - Add captioning for Teams meetings and advice sessions.
Accessible resources - Update Easy Read guides and BSL videos for future grant rounds.
Targeted promotion - Use EDI data to refine outreach and increase applications from disabled people and groups.
Staff training - Explore and implement training options to strengthen accessibility knowledge.
Encourage inclusive events - Continue requiring grant recipients to allocate funding for accessibility measures.

Acronyms and terms explained

EDI - Equality, Diversity and Inclusion
BSL - British Sign Language
LCC - Leeds City Council

Accessible Guidance - Information provided in formats that are easier to understand or access for different needs (for example Easy Read, audio or visual formats).

City development - highways and transportation

Challenges

Transport policy considerations – including cycling standards, for example, floating bus stops, Copenhagen crossings, shared space - aware of concerns from disability groups regarding these matters and actively engaging with disability groups to understand how to best avoid impacts/ minimise impacts.
Increased use of illegal e-bikes/e-scooters in Leeds especially in the pedestrianised city centre zone, cycling on footways and red-light violation. This is a general concern but does also impact disabled people.
Planning policy considerations such as Transport SPD and Accessibility SPD including shared space policies, for example, new streets with no footway provision.
Conflicting demands on available highway space, such as wider pavements that allow for benches and reduce overcrowding, need to provide loading and need to segregate cycling infrastructure impacting on our ability to provide Blue Badge parking bays in busy locations.
Conflicting access needs. For example Wormald Row – used for disabled people for parking/ pick up/ drop off but the junction design and high vehicle use are a barrier to disabled pedestrians. Amending the design would mean removing or re-locating some Blue Badge parking spaces.
Disabled parking process and dropped kerbs - In 2025 we have been working on 560 access related requests made by disabled and older residents. This follows the delivery of an online application process which has significantly increased the number of requests.
Delivery of schemes – consultation process, scheme design, EDCI process and construction including temporary TM, etc.
Footway maintenance, overhanging vegetation and obstructions, for example, pavement parking / bins, A-frames etc.
Accessibility audits as part of LCWIP (Local Cycling and Walking Infrastructure Plan) and prioritisation of funding.
Specific design requirements – for example longfall / crossfall / footway widths / dropped kerbs and tactile paving / paving design, for example, colour or shade differentiation / UTMC design – tactile and sound indicators, guardrail policy, etc.
Specific need for training around the location of new pedestrian crossings and the design/ location of new display equipment.
Street lighting policy – impacts of turning lights off/lighting type/provision.

What we are doing

Government ban on use of bus stop boarders. LCC are reviewing designs and consideration of examples that have already been constructed on site.
Working in Partnership with WY Police, Safer Leeds, City Centre Management, Delivery Companies, for example, Deliveroo to educate and enforce. Seizure of illegal e-bikes, city centre PSPO, rider code of conduct, etc. Consideration being given to new PSPO and TRO to ban all cycling in the core pedestrianised area, excluding mobility scooters/bikes.
Delivery and resourcing of a new online application process for requests for accessibility enhancements, for example, disabled parking bays, dropped kerbs, footway improvements.
Consideration of issues falling under the purview of Highways and Transportation relating to a Street Charter approach. NB the totality of the street charter covers many different service areas.
EDCI Screening/EIA training for all H and T staff to look at scheme design and other works that impact people with protected characteristics including disabled people.
Connecting Leeds worked on engagement on Healthy Streets projects in Armley and Cross Gates. The new approach to consultations resulted in better and more equal representation from local residents (such as proportionate female representation). As a result, the project identified some specific improvements to address the safety of women and girls (lighting of Armley Moor) and also accessibility improvements on the Poole estate. The estate has:
- 255 people aged 65+
- 160 of these live in single person households
- 147 disabled residents whose daily activities are ‘limited a lot’ and further 169 whose daily activities are limited a little
Recent major schemes improved the accessibility attractiveness of the footbridge over Armley Gyratory, contributing to higher usage and better perception of personal safety. Higher footfall, reducing the feeling of isolation and open aspect are important for groups who may have particular concerns over personal safety – disabled people, women and girls and LGBT+ communities. Improved accessibility and enabling cycling increases the variety of users and natural surveillance. Benches and rest places were introduced to compensate for longer inclines on access ramps.
We engaged with Wheels for Wellbeing and the Pocklington Trust to improve inclusivity of new cycling infrastructure and are working with WYCA to remove barriers to access to bus stops across West Yorkshire (relevance is that women and older people are more likely to make regular bus journeys). Expanding this work to crossings.
Access barrier policy in draft format.

What else can we do

Leeds City Council’s Street Charter is now in place, with ongoing work to support its implementation across Highways and Transportation and other services such as refuse, parking services, and parks and countryside, to improve accessibility in the public spaces.
Need for updated standard details and national guidance for key design features such as treatment of cycle infrastructure around bus stops/Copenhagen style crossings and where to use them / parameters for use of shared space, etc.
Ongoing review and work needed to manage the rise of illegal e-bikes/motorbikes/e-scooters and the negative impact they have on pedestrian safety and perceptions of safety with a particular impact on disabled people.
Reduction of street clutter policies.
Production and roll out of food delivery charter with gig economy companies / food outlets.
Delivery of cycling ban in City Centre Core Shopping area is ongoing work.

Gaps

Inclusive design standards - Concerns around floating bus stops, Copenhagen crossings, and shared spaces impacting disabled users.
Illegal e-bikes/e-scooters - Rising use creates safety risks, especially in pedestrian zones.
Conflicting access needs - Balancing Blue Badge parking, loading, and cycling infrastructure in limited space.
Disabled parking and kerbs - High volume of requests for bays and dropped kerbs; process improvements needed.
Street clutter and obstructions - Pavement parking, bins, and A-frames hinder accessibility.
Lighting and safety - Street lighting policies can affect perceptions of safety for disabled people.

Opportunities and areas for improvement

Implement Street Charter – Support delivery of the Leeds Street Charter across services to improve accessibility and reduce barriers in public spaces.
Update design standards - Develop clear guidance for cycle infrastructure, crossings, and shared spaces.
Manage illegal vehicles - Strengthen enforcement and education to reduce e-bike/e-scooter misuse.
Reduce street clutter - Implement policies to keep pavements clear for accessibility.
Expand accessibility audits - Prioritise funding for audits under LCWIP and integrate findings into schemes.
Improve consultation and training - Continue EDCI and EIA training for staff and engage disability groups in scheme design.

Acronyms and terms explained

SPD - Supplementary Planning Document (guidance used to support planning policies)
EDCI - Equality, Diversity, Cohesion and Integration
EIA - Equality Impact Assessment (a process to assess how decisions affect different groups)
LCWIP - Local Cycling and Walking Infrastructure Plan
WYCA - West Yorkshire Combined Authority
TRO - Traffic Regulation Order (a legal order used to manage traffic, for example restricting access or movement)
PSPO - Public Space Protection Order (rules used to address specific issues in public areas, for example antisocial behaviour)
UTMC - Urban Traffic Management and Control (systems used to manage traffic signals and road networks)
H and T - Highways and Transportation
LCC - Leeds City Council
Floating bus stops - Bus stops where the cycle lane runs between the pavement and the bus stop, separating cyclists and buses.
Copenhagen crossings - A type of raised crossing designed to give priority to pedestrians and cyclists.
Shared space - Areas where there is no clear separation between pedestrians, cyclists and vehicles.
Dropped kerb - A lowered section of pavement to allow easier access for wheelchairs, prams and mobility aids.
Tactile paving - Textured paving used to help visually impaired people navigate streets safely.
Blue Badge - A permit that allows disabled people to park closer to their destination.
Street Charter - A Leeds City Council approach to improving accessibility and safety on streets by reducing physical barriers such as bins, parked vehicles and other obstructions.

City development - city centre management

Challenges

Public realm – The public realm in the city centre should be of high quality, ‘people first’, clean, safe and welcoming.

Place management – The management of the public realm is as important as the delivery of major improvement schemes (if not more important). If the city isn’t clean and well managed, or if people feel unsafe, this has an impact for everyone. Some specific issues that can impact on people’s experience of Leeds City Centre include delivery riders, loud busking or preaching, and temporary structures. We have received feedback for example that fast-moving delivery riders can make people feel unsafe, especially people with a disability. Loud busking and preaching can have an impact on people’s experience as the volume of amplification can be overwhelming. In addition, temporary structures such as gazebos may be obstructive and present a challenge for people navigating the city centre. This is reflected in wider work through the Leeds Street Charter, which highlights the impact of street obstructions on accessibility for disabled people.

Wayfinding – If wayfinding is inconsistent or minimal, this can present a challenge to disabled people coming into and moving around the city centre. Navigation is key to people’s confidence when visiting a place. The city centre is expanding, and some areas may be less well signposted than others and so could impact people’s ability to navigate the city centre. There is also the challenge of ensuring wayfinding remains up to date.

Different formats for wayfinding are important as accessibility involves different requirements for users. Some need braille, some prefer digital, and some prefer physical printed copies. We also considered the colour contrast working well for people with colour blindness, and our wayfinding plinths use an optimal height for wheelchair users to see the map information.

Due to the loss of the visitor centre, we are more reliant on city centre locations hosting our maps as collection points, for example, shopping centres, transport hubs, tourist attractions etc.

Street cafes – City Centre Management licences over 140 street cafes in the city centre. The layout of a street cafe needs to be carefully considered so that access to the pavements and public spaces is not restricted for disabled people, especially for blind people who may be following the building line or the kerb to navigate the space using a cane.

Events – Events, whether the Christmas market or small-scale promotional events, need to be designed with accessibility in mind so that everyone can enjoy access to them.

What we are doing

Public realm – We advocate for schemes to include widened pavements, high quality materials, trees, pedestrianised spaces and accessible street furniture.

Place management – With other services we manage the streets and spaces to ensure they are clean, safe and welcoming for everyone. A ‘Briggate Action Plan’ is being developed to tackle some of the issues that we know impact people’s enjoyment and experience of our city centre. Consultation on the Briggate Action Plan was carried out in January 2026, and it received over 2,000 responses, overwhelmingly in support of the proposals contained within it.

The Briggate Action Plan proposes to:

prohibit cycling in the main pedestrianised shopping area in Leeds city centre
extend the hours during which that space is pedestrianised
prohibit pedlars from the same area, plus prohibiting pedlars around key events such as Light Night

A new (Public Space Protection Order) PSPO is needed in order to deliver these prohibitions.

In addition, the existing PSPO together with the employment of a small team of 2 3GS officers allows us to manage issues that may impact on people’s experience of Leeds City Centre. Officers have been given powers to enforce regarding amplified sound where this is causing annoyance. Under the same PSPO we have implemented rules around temporary structures where people must apply for permission, and we have outlined set types of structures that may be allowed, including dimensions. Therefore, we are not seeing unauthorised temporary structures, for example, large gazebos being used on our main High Street areas anymore. This work aligns with the Leeds Street Charter, which sets out a shared approach to reducing barriers in the public realm and improving accessibility for all.

Wayfinding – We include walking distances on our wayfinding signage to assist users. With the expansion of the city centre, we are regularly looking to expand our city centre wayfinding provision, which currently comprises over 150 on-street signs. Printed maps are provided to hotels and key venues, and the online map is kept up to date. Additionally, we have recently expanded our wayfinding resources to include an accessible Leeds map, in a print and digital format which helps disabled people to locate accessible toilets, changing places toilets and blue badge parking. A Braille map was also recently developed and issued.

Street cafes – We work to ensure that the 145 street cafes in Leeds city centre are accessible. We encourage accessible types of seating where possible. We also ensure that street cafe layouts leave at least 2 metres of pavement in quiet footfall spaces, and 3m in busy areas, this ensures there is space to manoeuvre the outside of the cafe. Where there is a kerb/ steps, we ask businesses to provide ramps. We also ask for barriers to include a tapping rail so the blind people who use a cane or an assistance dog can navigate around the seating area.

Events – For events we manage, for example, Thors tipi on City Square and the Christmas Market on City Square, we assess ways to increase accessibility, this could be a change of layout or looking for better options for temporary toilet facilities. In addition, we will ensure we use accessibility compliant cable matting where this is required.

When considering bookings for promotional spaces, we outline specific rules, for example, the amount of space that must be left around the event, expected levels of noise, and management of installation times to be the least disruptive.

What else can we do

Wayfinding – We will continue to look to expand our network of wayfinding signage as the city centre expands.

Place Management – The Briggate Action Plan: subject to the relevant approvals this will result in new legislation being enacted in Autumn 2026. Working with other services, a continual review of the public realm including streets, spaces and parks to ensure they are well managed and accessible.

Public Realm - We will continue to work with relevant services to influence design and features of new areas of public realm in the city centre to ensure they are accessible.

Surveying – Every 2 years we carry out public perception surveys regarding peoples’ experience of the city centre; this will continue to be important for informing future work. In addition, we carry out surveys regarding events such as the Christmas Market, which can be used to further develop the market and increase accessibility.

Gaps

Public realm accessibility - Need for continuous review to ensure streets and spaces remain clean, safe, and inclusive.
Place management issues – A range of ‘High Street’ issues such as fast-moving delivery riders, loud busking/preaching, and temporary structures can create barriers for disabled people.
Wayfinding – Wayfinding signage (and printed and online plans) have been provided for most of the city centre, but parts of the city centre and the wider District of Leeds do not have comprehensive pedestrian wayfinding signage in place. Furthermore, for the signage that is in place, these need to be kept fully up to date to maintain the confidence of visitors.
Street cafe layouts – While the street cafe licensing process is well managed, there is an ongoing risk of obstruction of pavements if the street cafes are not continually monitored.
Event accessibility - Scope to monitor and review event delivery such that events are as accessible as possible

Opportunities and areas for improvement

Expand wayfinding network - Increase the scope and number of wayfinding units and maintain up-to-date maps in multiple formats.
Improve public realm design - Influence new schemes to ensure accessibility and inclusive features are appropriately considered.
Strengthen place management – Deliver the Briggate Action Plan.
Enhance street cafe accessibility – Ensure that street cafes are delivered in line with the accessibility requirements and continue to monitor these on-street.
Increase event accessibility – Continually review and improve event accessibility.
Leverage feedback - Use public perception and event surveys to inform future accessibility improvements.
Implement Street Charter principles - Work with partners to apply the Leeds Street Charter approach across public realm, place management and events to reduce barriers and improve accessibility.

Acronyms and terms explained

DAWN - A Leeds City Council staff network that supports disabled employees and promotes inclusion across the organisation.
PSPO - Public Space Protection Order (rules used to address specific issues in public areas, for example anti social behaviour or obstructions).
3GS - A team that works in the city centre to manage street issues and improve safety, cleanliness and the overall experience.
Public realm - Public outdoor spaces such as streets, pavements and squares that everyone can use.
Wayfinding - Signs, maps and information that help people find their way around an area.
Street cafe - Outdoor seating provided by businesses on the pavement.
Temporary structures - Short-term installations such as gazebos, stalls or event setups used in public spaces.
Blue Badge parking - Parking spaces for disabled people that allow them to park closer to their destination.
Tapping rail - A low rail that helps blind or visually impaired people detect obstacles using a cane or assistance dog.
Street Charter - A Leeds City Council approach to improving accessibility and safety on streets by reducing physical barriers such as bins, parked vehicles and other obstructions.

Strategy and resources – Integrated Digital Service (IDS)

Challenges

Integrated Digital Service (IDS) is Leeds City Council’s (LCC) digital and IT service, responsible for managing systems, software, devices, and digital support for staff and partner organisations, including accessibility and assistive technology provision. As assistive technology is broad and requires expert knowledge, IDS partners with other areas of LCC, experienced suppliers as well as the Access to Work scheme. Access to Work is a publicly funded employment support programme for disabled people and its role is to guide the suppliers in identifying the best technology to support individuals. This approach works however there are some challenges:

Access to Work has long lead times (circa 6 months) and a one size fits all approach for making recommendations. Furthermore, some of the recommendations made do not take account of Information Governance or GDPR compliance.
Standard technology is not always suitable due to accessibility features not being widely available. As a result, it can be difficult to integrate or adapt to individual needs. The feedback from assistive users is that whilst introduction of some technology can help them, it is often a compromise as assistive solutions do not resolve all issues and may create others.
Compatibility – There are more than 600 software applications in use and managed by IDS across LCC. Many of these applications are not compatible with assistive technology software.
Subject matter experts such as Assistive Technology Assessors, Technical staff and Trainers are limited and difficult to access.

What we are doing

The IDS Assistive Technology service is approximately 13 years old. When it started, its reach was limited to less than 100 people. Through regular engagement, it has continued to grow year on year, and it has now quadrupled. It is signposted on Insite, advertised through the Disability and Wellbeing Network (DAWN) and promoted by Occupational Health.

IDS meet with the main third-party supplier and attend the DAWN meetings to discuss common issues, identify trends and opportunities. The service offering is reviewed regularly, and technical advancements are considered to ensure continuous improvement.

IDS also ensures that assistive technology requirements are considered as part of any new programme of work or change. As part of the Windows 11 upgrade, an extensive range of assistive tools have been included into the new operating system by Microsoft. In addition, IDS has successfully rationalised our AT offering and most of the software can now be self-installed through a download.

IDS maintain different touch points, for example, email, phone, online forms, to ensure people of all ability can access the service. Also, the team are keen to gather feedback after every interaction, so customer surveys help to identify areas of improvement.

Finally, auditing of software usage takes place to review whether applications deployed to assist people are making a difference for them or could be used to help others.

What else can we do

IDS has partnered with Microsoft and have access to the Microsoft Digital Accessibility Subgroup as a result. The subgroup brings several public sector organisations with similar challenges and goals together. The group helps to inform Microsoft on common issues and is a forum for participants to share best practices. As a group, we are working on solutions to support the workforce by making standard toolsets accessible to people of all abilities. In addition to this, we can look to ensure assistive technology considerations are embedded in all new programmes and upgrades while further promoting the IDS Assistive Technology service through multiple channels and networks to increase awareness and access.

Gaps

Technology limitations - Assistive tools often only partially meet needs and can create new issues.
Access to Work delays - Long lead times (6 months) and generic recommendations that may not always align with organisational or GDPR requirements.
Compatibility challenges - Over 600 software applications in use; many not compatible with assistive technology.
Limited subject matter expertise - Few specialists available to advise on complex assistive technology needs.
Manual updates – Some assistive software still requires manual installation or updating, which can cause disruption and require additional resource.

Opportunities and areas for improvement

Remote update capability - Develop systems for seamless, remote software updates to reduce disruption where possible.
Strengthen partnerships - Continue collaboration with Microsoft Digital Accessibility Subgroup to share best practice and influence toolset accessibility.
Expand proactive integration - Ensure assistive technology considerations are embedded in all new programmes and upgrades.
Improve feedback loops - Use customer surveys and audits to refine solutions and share learning across teams.
Increase awareness and access - Promote IDS Assistive Technology service through multiple channels and networks.

Acronyms and terms explained

IDS - Integrated Digital Service
LCC - Leeds City Council
GDPR - General Data Protection Regulation (rules for how personal data must be handled and protected)
Access to Work - A UK government scheme that provides support and funding to help disabled people in the workplace
AT - Assistive Technology - Tools or software that help disabled people carry out tasks more easily (for example screen readers or speech-to-text software)
Insite - Leeds City Council’s internal staff intranet, used to share information, guidance and updates.
Occupational Health - A service that supports employee health and wellbeing at work

Strategy and resources – democratic services

Challenges

The council’s formal Committees, Boards and Panels take place as part of the council’s governance and decision-making processes. Information about meetings, including agendas, reports and decisions, is publicly available on the council’s website View meetings, agendas and minutes (Leeds City Council).

Ensuring the council’s formal Committees, Boards and Panels are as accessible for as many people as possible sometimes remains a challenge. Whilst we have introduced measures such as hybrid options and accessibility checks, the needs of attendees can vary. This means we look to address emerging issues and support attendees at meetings wherever possible.

What we are doing

We have taken steps to make public meetings more inclusive and accessible. We have introduced live streaming so people can follow meetings remotely, which helps those who may find it difficult to attend in person. This service also includes optional subtitles and captions for anyone who needs them.

We have also added clear wording to public agendas to invite attendees to share any specific access requirements in advance with colleagues in Facilities Management. This ensures we can make appropriate arrangements, such as supporting Personal Emergency Evacuation Plans (PEEPs), so everyone can participate safely and comfortably.

What else can we do

We are committed to continue making the council’s formal Committees, Boards and Panels as accessible and inclusive as possible. This means providing clear accessibility information upfront on agendas and websites in a timely manner, improving hybrid options such as live streaming and captioning.

Gaps

Opportunities to strengthen proactive accessibility - Accessibility arrangements are often informed by attendees sharing their needs in advance.
Variability in physical access across venues - While live streaming supports remote attendance, there can be variation in accessibility across different meeting venues.
Limited structured feedback methods - There is currently no consistent approach to gathering feedback from disabled attendees to inform ongoing accessibility improvements.

Opportunities and areas for improvement

Enhance proactive accessibility - Continue to improve accessibility information on agendas and websites.
Improve feedback opportunities - Work with colleagues from relevant services as appropriate to explore options for gathering feedback on accessibility from meeting attendees.
Promote awareness of accessibility features - Work with colleagues to take advantage of improved technology in respect of accessibility features (for example live captions and remote attendance options) more widely to support participation.

Acronyms and terms explained

PEEP - Personal Emergency Evacuation Plan

Strategy and resources – Civic Enterprise Leeds (CEL)

Challenges

Within Civic Enterprise Leeds (CEL) for the most part we are mainly the delivery arm for clients, based on their specification/contracts etc, we don’t design the services.

This can be seen in:

Catering Leeds – where we provide catering services within existing dining areas which belong to the client and are designed based around their needs/preferences. This is true for schools, adult social care sites and early years sites too.
Cleaning Services – where we provide cleaning services within the existing buildings which are owned by the client, for example, schools, housing premises such as multi storey flats.
Leeds Building Services – where we deliver housing repairs or undertake building works in line with their developed plans. We have a team dedicated to installing bathroom/kitchens/external works for disabled tenants.

Within other services where we are responsible for service design, such as:

Facilities Management – where we have reception staff, porters, security guards etc. Service provision is hugely dependent on budget but of course, our service still works with accessibility in mind. This can be seen through the re-design of Merrion, ensuring sufficient riser desks, small meeting rooms for quiet working, utilising appropriate seating for private conversations/less noise – essentially factoring in the individual needs of staff to ensure the adapted building can meet their needs. We support services through personal evacuation plans across the whole estate. Lifts are adapted to support individuals with hearing/sight impairments. We have invested in Changing Places toilets and spaces. Speech enhancement is in place in meetings rooms, for example, Merrion and Civic. Building management in our venues will be able to provide a hearing loop if requested.
Fleet Services – provision in this area is designed by the service but needs to align with the service level agreement in terms of service delivery, training and costings. We ensure our training courses are accessible to staff who are dyslexic or neurodivergent, which is arranged on a case-by-case basis, to ensure adaptations made are suitable.

We provide Driver Certificate of Professional Competence (CPC) and Midas equivalent accredited training in the use of minibuses to transport people which ensures other services, schools and youth groups can safely use wheelchair tail lifts effectively, and secure wheelchairs using passenger safety solutions.

Where our vehicle fleet impacts disability, we work closely with services such as Passenger Transport, to ensure that any vehicles purchased meet the needs of a diverse range of service users, with a focus on accessibility, reliability, safety, comfort and flexibility. By producing detailed vehicle specifications in tandem with services and undertaking a formal procurement and tendering exercise this ensures that any vehicles purchased have been evaluated in line with formal tendering processes to ensure all services receive high quality vehicles that meet or exceed service user needs.

Passenger Transport – In addition to working with Fleet, Passenger Transport also have 6 fully trained officers in the Midas equivalent accredited training and a Transport Health and Safety Team who deliver best practice and provide advice and assistance to staff, including at Special Educational Needs and Adult Social Care sites and when required to parents and carers. Further staff training is delivered via a rolling programme and includes Passenger Assistant Training (PAT’s) basic first aid, EpiPen, seizure and suction training and Team Teach, Level 1. In addition, the Makaton Language Programme has been delivered to a number of officers.

The key issues that we face in supporting disabled people in terms of our service delivery are within Facilities Management where we have some FM buildings which are older and as a result are not as accessible.

Issues disabled people have in accessing our services would be determined by our ‘clients’, for LBS, this would be resolved with a clear directive on approach which would be issued by Housing. Resources of vehicles and staff numbers can be an issue within Passenger Transport because of funding, but we work closely with relevant partners on these.

What we are doing

We are currently working on the following:

Facilities Management continues to work with accessibility in mind, and this is factored into all service decisions which impact staff, service users and visitors who attend FM maintained building including feedback received about existing provision. Equality Diversity, Cohesion and Integration (EDCI) Impact Assessments are undertaken as appropriate.
Fleet Services driver training courses are accessible to staff who are dyslexic or neurodivergent, which is arranged on a case-by-case basis, to ensure adjustments made are suitable.
Fleet Services continue to provide Driver Certificate of Professional Competence (CPC) and Midas equivalent accredited training in the use of minibuses to transport people which ensures other services, schools and youth groups can safely use wheelchair tail lifts effectively, secure wheelchairs using passenger safety solutions.
Fleet Services work closely with services such as Passenger Transport, to ensure that any vehicles purchased meet the needs of a diverse range of service users, with a focus on accessibility, reliability, safety, comfort and flexibility. By producing detailed vehicle specifications in tandem with services and undertaking a formal procurement and tendering exercise this ensures that any vehicles purchased have been evaluated in line with formal tendering processes to ensure all services receive high quality vehicles that meet or exceed service user needs. This forms part of the Fleet Replacement Programme which is currently underway.
In addition to working with Fleet, Passenger Transport also have 6 fully trained officers in the Midas equivalent accredited training and a Transport Health and Safety Team who deliver best practice and provide advice and assistance to staff, including at Special Educational Needs and Adult Social Care sites and when required to parents and carers. Further staff training is delivered via a rolling programme and includes Passenger Assistant Training (PAT’s) basic first aid, EpiPen, seizure and suction training and Team Teach, Level 1. In addition, the Makaton Language Programme has been delivered to a number of officers.
Deliver adaptations in our workplaces to meet the specific needs of disabled staff working with the LCC Access Officer and HR / Access to work. Examples being the installation of colostomy shelves and hoists in toilets and moving of door entry controls to be set at a lower height.
Responding to requests from disabled staff to try and deliver blue badge/reserved parking to meet their needs.

What else can we do

Continue to strengthen early engagement with client services (such as Children and Families and Housing) to proactively identify and plan for barriers experienced by disabled people, including accessibility requirements and reasonable adjustments. Where CEL has responsibility for service design, continue to share good practice and learning across services to influence accessibility and inclusion within.

When hiring out the banqueting hall, continue to make sure events provide step-free access to the stage by using the ramp, include BSL interpreters where appropriate, and position the stage alongside the AV screen for better visibility. Continue to use and promote the guidance for inclusive events developed by the Access Officer. Ensure hearing loops and PA systems are tested and working for people using hearing enhancement technology, and that venues are welcoming to people with assistance dogs, for example by providing water bowls.

Gaps

Older FM buildings - Some facilities remain less accessible due to age and design limitations.
Reactive approach in client-led services - Accessibility improvements often depend on client specifications rather than CEL’s proactive design.
Resource constraints - Limited vehicles and staff for Passenger Transport can affect service flexibility.
Training gaps - Accessibility training for staff is delivered but could be more consistently applied across services to support inclusive practice.

Opportunities and areas for improvement

Enhance FM accessibility - Continue incorporating accessibility features in refurbishments (for example, riser desks, quiet spaces, Changing Places toilets) where possible.
Fleet and transport upgrades - Maintain thorough procurement standards for accessible vehicles under the Fleet Replacement Programme.
Expand staff training - Build on existing programmes (PAT, Makaton, first aid) to include broader disability awareness and inclusive communication, where relevant to service roles.
Improve proactive engagement - Work closely with clients to embed accessibility considerations earlier in service design.
Strengthen assistive support - Ensure adaptations for neurodivergent staff and passengers are identified and applied consistently.
Improve accessibility of events and venues - Embed inclusive event standards, including accessible layouts, communication support and assistive technology.

Acronyms and terms explained

CEL - Civic Enterprise Leeds
LBS - Leeds Building Services
FM - Facilities Management
CPC - Certificate of Professional Competence
MiDAS - Minibus Driver Awareness Scheme
PAT - Passenger Assistant Training
EDCI - Equality, Diversity, Cohesion and Inclusion
LCC - Leeds City Council
AV - Audio Visual (equipment used for sound and display in venues)
PA system - Public Address system (used to amplify sound for audiences)

Strategy and resources – Human Resources (HR)

Challenges

Human Resources (HR) face multiple challenges in supporting disabled people, focusing on accessibility, knowledge, health and safety, engagement, and strategic planning. Flexible working arrangements and reasonable adjustments play a vital role in enhancing the experience for disabled people throughout the employment lifecycle from recruitment, through induction, training, and development in a career pathway, by improving accessibility and wellbeing. The council emphasises its legal and ethical duties to promote equality and inclusion for disabled people as a Disability Confident Leader.

Key issues HR face in supporting disabled people

Accessibility and reasonable adjustments

HR must ensure all services, communications, and workspaces are accessible. This includes providing flexible working arrangements, special leave, and workplace adaptations. These adjustments are critical for improving the employment experience from recruitment through career development.

Knowledge and training for HR and managers

It is essential to maintain awareness of legal obligations and best practices for supporting disabled employees. HR must be well-informed about disabled people's needs and legal obligations, with ongoing training to maintain awareness to give informed and expert advice to managers and employees. This includes understanding the Equality Act 2010 and promoting the social model of disability.

Health, safety, and wellbeing

Collaboration with Occupational Health, Assistive Technology teams, and Access to Work is necessary to safeguard disabled employees’ health and wellbeing.

Engagement and co-production

HR is expected to collaborate closely with disabled individuals, carers, and organisations such as the Business Disability Forum to co-design services and policies.

Strategic inclusion and data gaps

While Leeds City Council holds Disability Confident Leader status, gaps remain in workforce data reporting—such as representation across pay bands, retention, and promotion rates for disabled employees. There is also limited transparency on recruitment success rates and structured mechanisms for capturing lived experiences.

Issues disabled people face in accessing HR services

Consistency of reasonable adjustments

Although policies exist, there is no prescriptive timescale for implementing adjustments, which can lead to delays—especially when external agencies like Access to Work are involved.

Limited visibility of disability-specific metrics

Current reporting lacks detailed data on disabled employees’ progression and experiences, making it harder to identify and address barriers effectively.

Cultural and communication barriers

While staff networks exist, there is insufficient evidence of structured qualitative feedback mechanisms to uncover hidden cultural barriers or ensure disabled voices shape service design.

Recruitment and promotion transparency

Despite inclusive recruitment initiatives and interview guarantee schemes, there is limited published data on outcomes for disabled candidates.

Council’s current commitments

Disability Confident Leader accreditation validated by the Business Disability Forum.
Carer Confident level accreditation with Carers UK.
Mindful Employer.
Interview guarantee scheme for disabled applicants meeting essential criteria.
Training on unconscious bias, reasonable adjustments, social model of disability, Equality Diversity and Inclusion and inclusive recruitment.
Co-production approach through programmes like Disability Inclusive Leeds and Everyone’s Included Strategy.
‘Be Well@Work’ Initiative.
Mental Health First Aid Training and Wellbeing Champions.

These points highlight the importance of a comprehensive approach to supporting disabled people in HR service delivery.

What we are doing

A summary of HR initiatives at Leeds City Council to ensure services are accessible to disabled people:

EDI Vision and Action Plan 2025

The Equality, Diversity and Inclusion (EDI) vision and action plan 2025–2030 sets Equalities Improvement Priorities for the council as both employer and service provider. Disability inclusion is a key focus, with actions to remove barriers and foster inclusive culture.

Disability and carers staff survey and staff survey 2025

Insights from the Disability and Carers Staff Network contribute to strategy and policy formation, highlighting disabled employees, and working carers’ needs around reasonable adjustments, flexible working provisions, career development opportunities, and wellbeing support.

The 2025 staff survey results (via the annual EDI report) will further shape people strategies and policies like reasonable adjustments and workforce wellbeing (embedded in Directorate EDI Action Plans).

Refreshing guidance and training on reasonable adjustments

HR is updating the EDI vision and action plan, reaffirming the duty to make reasonable adjustments across employment to promote equity and remove barriers for disabled colleagues.
The Workforce EDI team offers training for all managers and HR to implement practical steps to remove barriers in the workplace for disabled employees and working carers. Sessions cover the social model of disability, due regard, and our public sector equality duty under the Equality Act 2010, identifying needs, using Reasonable Adjustment Passports, Reasonable measures, consulting with services like Access to Work, and applying flexible working principles.

Flexible working policy

A robust flexible working framework supports disabled employees and those with long term health conditions, including hybrid working and flexitime arrangements, to help balance work and health needs.

Neurodiversity guide

The Neurodiversity peer support group in collaboration with the workforce EDI Team have developed a Neurodiversity Awareness guide and training for staff and managers, designed to foster understanding and tailored support.
Neurodiversity Awareness sessions are provided by Adult Social Care (free for internal/external frontline staff) to help staff understand, support, and adapt services for neurodivergent individuals.

Inclusive recruitment guidance

Disability in Recruitment Guide - The Recruitment application guidance outlines disabled employee’s specific support:
- Guaranteed interviews for candidates declaring a disability and meeting essential criteria.
- Accessible application formats and an open invitation to request adjustments at any stage.
“Be Your Best” Recruitment Essentials - Embedded in Leeds’ People Strategy 2020–2025, “Be Your Best” recruitment essentials reinforce inclusive values and standardised processes that welcome diverse candidates and uphold dignity and fairness.

Be well@work Initiative

The Be well @ work programme by building on the work of mental health first aid and wellbeing champions, delivers mental health and wellbeing support tailored to disability and long-term conditions, with resources, training, and alignment with Mindful Employer principles. Training includes:
- Leading with empathy
- Coaching approaches for return-to-work conversations
- Building positive and psychologically safe workplace cultures.
Wellbeing Connect and Citywide Offer - Wellbeing Connect, through the Public Health Resource Centre, offers accessible support across mental health, physical wellbeing, and specialist services, integrated city-wide and sensitive to the needs of disabled people.
Disability Confident Leader Commitment - Leeds City Council retains Disability Confident Leader (Level 3) accreditation, ensuring inclusive recruitment, workplace adjustments, and leadership in disability inclusion across public and partner sectors. These initiatives collectively:
- Empower managers and HR professionals to apply adjustments, accommodate neurodiversity, and introduce flexible working.
- Support staff wellbeing through mental health and coaching skills.
- Reinforce inclusive service and recruitment practices aligned with the council’s Disability Confident leadership role.

What else can we do

Leeds City Council’s HR and Workforce EDI Teams recognise there is more to do in supporting disabled employees and citizens. While recent reports highlight strong foundations, such as the council’s Disability Confident Leader and Carer’s Confident status and accreditation, they also point to areas needing ongoing action. Over the next 5 years, HR could focus on addressing the following key gaps and opportunities:

Limited reporting on disability representation and workplace outcomes

Although the 2024–25 Equality, Diversity and Inclusion Annual Report covers broad progress, it lacks detailed metrics on disabled employee representation across pay bands, senior roles, retention, and promotions.

Reasonable adjustments and accessibility experiences

The council’s Disability Confident Leader badge demonstrates commitment, but data on the uptake, quality, and consistency of reasonable adjustments, including workplace adaptations and assistive technology, is not published.

Recruitment processes and promotion opportunities

While inclusive recruitment is promoted, transparency is lacking on the success rates of disabled candidates through recruitment and promotion pipelines. The SC-WRES report shows other gaps (for example, race) but disability-specific recruitment progression is not highlighted.

Employee experience and inclusion voice

The Disability and Wellbeing, Healthy Minds, Carers and Super Families staff networks act as a safe space for disabled employees and working carers to freely associate with others with similar identities and lived experiences. As a staff network partnership, they have a voice among other underrepresented staff network groups, but while these groups have access to senior leadership, and influence change through formal mechanisms like the Diversity Staff Forum, more could be done to uncover and understand the hidden cultural barriers many disabled people face. More needs to be done to create a culture of trust where disabled people feel safe to share their disabled identities without fear of negative stigma or discrimination. Disclosure rates for disabled employees are lower than those in the community and the network would benefit from a broader representation of disabled voices in the council.

The council seeks city-wide improvements, but it is unclear how HR integrates disabled staff insights to shape frontline service design and accessibility in operations.

Five-year HR strategy to address these gaps

Enhanced workforce data tracking (years 1–2)

Introduce a disability-focused internal “Workforce Disability Equality Standard” to monitor representation, grade diversity, and retention.
Publish an annual snapshot in the Equality and Diversity report, breaking down staff by disability status across grade, department, and length of service.

Targeted recruitment and career progression

Set and track internal disability representation targets for recruitment and promotions.
Ensure consistency in application of the guaranteed interview schemes and analyse dropout/refusal rates by disability status to identify and remove barriers.

Systematic access and adjustment reviews

Conduct regular audits across all workplaces and job roles to assess physical and technological accessibility.
Monitor reasonable adjustment requests across the council to benchmark, and evaluate timeliness, consistency of approach and effectiveness.
Launch a feedback mechanism for employees’ post-adjustment to refine support.

Strengthening culture and inclusion voice

Broaden the membership of the Disability related Staff Networks, to encourage wider voice, representation, and greater intersectionality.
Further promote our “reverse mentoring” offer where disabled staff coach senior leaders across HR and all services.
Roll out mandatory disability awareness training for managers, focusing on inclusive leadership, inclusive recruitment, and reasonable adjustments.

Embedding accessibility into service delivery

Ensure all council-wide service reviews include disabled staff perspectives within due regard and Equality Impact Assessments.
Develop a framework for involving disabled employees in co-designing accessible services, events, and community schemes through consultation of the staff networks.
Ensure all events, meetings follow best practice for accessible events for disabled people.

Accountability, transparency and public reporting

Publish a 5-year plan with annual progress reports, aligned with the 2025–30 Equality Diversity and Inclusion Action Plan.

By filling these gaps with data-driven, culture-strengthening, and service-integrated actions, Leeds City Council can truly lead in inclusive employment for disabled people. The proposed 5-year HR strategy will:

Ensure visible progress in disability equity across hiring, representation, and retention.
Create empowered career pathways for current and future disabled staff.
Embed lived experience into every level, from internal policy to frontline service delivery.
Maintain authentic transparency and accountability, demonstrating that commitment is matched with results.

This approach not only supports existing staff but positions Leeds City Council as a leader in workplace inclusion, setting a benchmark for public sector employers.

Gaps

Inconsistency in disabled people’s experience of reasonable adjustments - Disabled colleagues can face avoidable barriers when reasonable adjustments are delayed or inconsistently applied.
Limited disability workforce data - Lack of detailed reporting on representation, retention, promotion, and recruitment outcomes for disabled employees.
Hidden cultural barriers - Disabled staff may not feel safe to disclose conditions and ask for support, meaning there is limited qualitative data on the lived experience of disabled staff in the organisation.
Limited clarity in recruitment and promotion outcomes - No published data on disabled applicant success rates or progression through recruitment stages.
Gaps in alignment between HR and service design - Limited evidence of disabled staff insights being integrated into wider service design and organisational accessibility.

Opportunities and areas for improvement

Explore approaches to improving the collection and monitoring of disability workforce data – to better understand representation, progression and retention across grades and services.
Strengthen recruitment transparency – As a Disability Confident Employer, monitor due regard, guaranteed interview scheme use, recruitment experiences, and promotion outcomes for disabled candidates.
Improve reasonable adjustments process – Benefits of regular audits, monitor timeliness, and gather post adjustment feedback.
Broaden staff network representation - Increase membership of Disability and Wellbeing Network and expand reverse mentoring for senior leaders.
Mandatory disability awareness training - Focus on inclusive leadership, adjustments, and accessible recruitment.
Integrate lived experience - Involve disabled staff in service reviews, EIA processes, event planning, and new service design.
Publish annual progress - Align reporting with the 2025–30 Equality, Diversity and Inclusion Action Plan for visibility and accountability.

Acronyms and terms explained

HR - Human Resources
EDI - Equality, Diversity and Inclusion
ASC - Adult Social Care
GDPR - General Data Protection Regulation (rules for how personal data must be handled and protected)
EIA - Equality Impact Assessment (a process to identify how decisions may affect different groups of people)
Access to Work - A UK government scheme that provides support and funding to help disabled people in the workplace
Occupational Health - A service that supports employee health, wellbeing and ability to work
Reasonable adjustments - Changes made to remove barriers for disabled people in the workplace (for example flexible working, equipment or adjustments to working arrangements)
Co-production - Working in partnership with people who use services to design and improve them.

Disability Inclusive Leeds Plan 2026 to 2031

Contents

Foreword

Introduction

The Disability Inclusive Leeds Steering Group

What the Steering Group worked on

How this Plan was developed

Link to the Equality Assembly and the Disability Hub

Moving into business as usual

How progress will be monitored

What the next section shows

How to understand gaps and areas for improvement

Explaining acronyms and terms

Adults, health and social care

Challenges

What we are doing

What else can we do

Gaps

Opportunities and areas for improvement

Acronyms and terms explained

Children and families

Challenges

What we are doing

What else can we do

Gaps

Opportunities and areas for improvement

Acronyms and terms explained

Communities, environment, housing and health – housing

Challenges

Key issues in supporting disabled people

Issues disabled people may face when accessing services

What we are doing

Policy and procedure enhancements

Proactive identification and support

Accessible housing and facilities

Staff training and awareness

Inclusive communication and engagement

Accessible services and activities

Complaint handling and inclusion

What else can we do

Recording of individual needs

How to address

Complaint handling satisfaction

How to address

Gaps

Opportunities and areas for improvement

Acronyms and terms explained

Communities, environment, housing and health – environmental services

Challenges

What we are doing

Assisted refuse collections

Bins on streets

What else can we do

Gaps

Opportunities and areas for improvement

Acronyms and terms explained

Communities, environment, housing and health – taxi and private hire licensing

Challenges

What we are doing

What else can we do

Gaps

Opportunities and areas for improvement

Acronyms and terms explained

Communities, environment, housing and health – climate, energy and green spaces

Challenges

What we are doing

What else can we do

Gaps

Opportunities and areas for improvement

Acronyms and terms explained

Communities, environment, housing and health – safer stronger communities

Challenges

Communication barriers

Physical accessibility

Complex needs and vulnerability

Digital exclusion

What we are doing

What else can we do

Planned Actions

Gaps