Anti-racism delivery plan 2026-2030

7 Strengthening the Conditions to Support Delivery: Our Immediate Next Steps

We recognise the importance of establishing the conditions necessary to support systemic anti-racism; this includes coordinated structures, shared accountability, a framework for measuring impact on outcomes, and for a practical commitment to continuous learning. The next steps described below translate our vision and strategic priorities into the immediate concrete actions required to deliver them.

We will continue to deliver on the commitments set out in the Plan throughout 2026, while we build the foundational structures necessary for long-term change. This ensures that 2026 is one of both implementation and infrastructure-building.

1. Applying a coalition approach

We are convening a coalition of partners to support delivery and co-design a governance model. The coalition will provide a structured forum for regular collective engagement, collaborative problem-solving, informed challenge, and alignment across sectors. It will bring together community insight, lived-experience expertise, analytical perspectives, and system leadership to support implementation and remove barriers to delivery.

We are establishing the coalition and agreeing initial principles and ways of working.

2. Delivering the commitments across government

The commitments outlined in this Plan will continue to be delivered throughout 2026 and beyond. Cross-portfolio engagement and discussion will form how to integrate anti-racism outcomes into planning cycles and to prepare for making sure programmes start to use the shared measurement approach as it is developed.

Engagement with policy areas across the Scottish Government has commenced.

3. Building anti-racism leadership capacity and capability

We are identifying and creating opportunities for cohorts of leaders across the Scottish Government to come together, strengthen their racial literacy, and build the confidence and capability to lead anti-racism effectively. This includes considering a range of approaches to support reflective practice, shared learning, and collective ownership of anti-racism culture and decision-making.

Pilots for two small cohorts of leaders will be delivered from Spring to Autumn 2026 and will help inform the design of longer-term approaches.

4. Establishing governance and accountability arrangements

A governance structure will be established that clarifies roles, responsibilities, and expectations for reporting and scrutiny. This will include clear routes for lived-experience input, drawing directly on the expertise of people who have personally experienced racism, as well as broader community insight gathered from collective perspectives across communities and partners. It will also include ministerial oversight, alongside mechanisms to monitor progress, escalate concerns, and support consistent accountability across government.

We will finalise a governance model by Autumn 2026 and bring it into operation before the end of the year.

5. Building a shared measurement framework

Working with the Anti-Racism Observatory for Scotland (AROS), analysts, policy teams, and the coalition, we will co-design a measurement framework that defines outcomes, baselines, and evidence sources. This framework will enable consistent reporting across policy areas and support a clearer understanding of progress, gaps, and priorities for future action.

The co-design process will begin in Summer 2026, with initial baselines and indicators identified by end of 2026 to support reporting.

6. Embedding lived experience in delivery

We will put in place structured, trauma-informed ways of working to ensure lived experience expertise shapes decision-making throughout delivery. These mechanisms will help facilitate early identification of risks and issues, guide prioritisation, and create clear accountability so communities can see how their contribution informs decisions and outcomes.

We will agree initial mechanisms with coalition partners by Autumn 2026 and embed this within the governance structure soon thereafter.

7. Supporting longer-term implementation and alignment across government

We will work with policy areas to embed planning and delivery of future commitments within programme planning and performance processes, strengthen racial literacy and capability, and support teams to identify meaningful outcomes and report progress in a consistent and transparent way.

This will be an ongoing process from 2026 onwards, with initial capability-building support and outcome-setting & reporting guidance finalised by end of 2026.

8. Maintaining adaptability and continuous improvement

We will ensure governance, engagement and coalition arrangements support ongoing reflection and iterative improvement. As evidence, analysis, and community insight develop, we will refine approaches and actions to ensure the Plan remains responsive, relevant, and effective.

This will be built into the governance approach towards the end of 2026.

9. Informing expectations for public-sector practice

Building upon the governance, measurement and lived experience structures put in place, we will consider how learning from this Delivery Plan, the Equality and Human Rights Mainstreaming Strategy, and the work of AROS and third-sector partners can inform expectations for wider public sector practice. This includes exploring how public bodies can be supported to embed anti-racism consistently and sustainably across their services, systems, and decision-making.

We will engage with public bodies across 2026 to agree the key areas we will focus on together and outline specific actions that will follow in 2027.