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Mainstreaming equality: lessons learned from ECU’s mainstreaming programmes

Mainstreaming equality: lessons learned from ECU’s mainstreaming programmes. 24 October 2012 Kath Bridger BSV Associates Ltd. Background. Initial publication – April 2011 HEI programme May 2011 – January 2012 FE programme September 2011 – April 2012

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Mainstreaming equality: lessons learned from ECU’s mainstreaming programmes

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  1. Mainstreaming equality: lessons learned from ECU’s mainstreaming programmes 24 October 2012 Kath Bridger BSV Associates Ltd

  2. Background • Initial publication – April 2011 • HEI programme May 2011 – January 2012 • FE programmeSeptember 2011 – April 2012 • June 2012 onwards – Mainstreaming equality through governance and management BSV Associates Ltd 2

  3. Background • Support institutions in meeting the mainstreaming aspirations of the public sector equality duty (PSED) of the Equality Act 2010 • Develop institutions’ understanding of and ability to mainstream equality across all functions BSV Associates Ltd 3

  4. Background • Equality Act 2010 – the need to meet legislative requirements • PSED – the general duty from April 2011- Eliminate unlawful discrimination- Advance equality of opportunity- Foster good relations BSV Associates Ltd 4

  5. Background • Specific duties from May 2012- Mainstreaming - Equality outcomes - Assessment and review- Employment information- Gender pay gap information- Equal pay statement- Procurement- Publication duty- Scottish ministers duty BSV Associates Ltd 5

  6. The concept of mainstreaming BSV Associates Ltd 6

  7. The concept of mainstreaming … • Phrases we use …. • Embedding • A journey • Taking account of equality and diversity without thinking about it • Putting equality at the heart of an institution BSV Associates Ltd 7

  8. Compliance and beyond • If we meet all the specific duties will we be mainstreaming? • If we are mainstreaming will we meet all the specific duties? BSV Associates Ltd 8

  9. Compliance and beyond DANGER! Beware the tick box approach  BSV Associates Ltd 9

  10. Mainstreaming … “It has led to a reassessment of the levels of buy in and the recognition that compliance is no longer enough” BSV Associates Ltd 10

  11. Mainstreaming …. • Systems; processes; procedures; structures • Attitudes; behaviour • A process of both systemic and cultural change BSV Associates Ltd 11

  12. Mainstreaming … • Legislation is a catalyst for change • An opportunity to:- examine our approach- turn the intangible into the tangible- create and demonstrate positive, beneficial change BSV Associates Ltd 12

  13. We’re not starting from scratch! BSV Associates Ltd 13

  14. Turning the vision into reality BSV Associates Ltd 14

  15. Developing a mainstreaming approach • Institutional – strategy and policy • Functional – policy, procedure and systems • Individual – practice and behaviour and leadership BSV Associates Ltd 15

  16. Developing a mainstreaming approach “It has shifted away from being seen as just a set of processes to something that also shifts behaviours and attitudes. The two need to work together – process and people” BSV Associates Ltd 16

  17. A common understanding • What is it, what’s it got to do with me? • It’s someone else’s job • How can it benefit what I do? (because I do what I do well!) BSV Associates Ltd 17

  18. A common understanding • Dialogue and debate • Open and honest • Critical reflection • Shared vision BSV Associates Ltd 18

  19. A common understanding “[It was] essential to have a clear vision of where you want to be and not allow yourself to be distracted” BSV Associates Ltd 19

  20. An evidence based approach “success has happened because we had a sound basis of evidence” BSV Associates Ltd 20

  21. An evidenced based approach • Quantitative • Qualitative • Need / gaps • Progress and impact BSV Associates Ltd 21

  22. An evidence based approach “[anecdotes] demonstrate patterns of behaviour that need changing” BSV Associates Ltd 22

  23. An evidence based approach • A rationale for change • Business case • Development of equality outcomes BSV Associates Ltd 23

  24. Don’t shoot the messenger! “The person delivering the message can be an impediment through association” BSV Associates Ltd 24

  25. Effective communication • Getting people to think differently about equality and diversity • Consider:- Who delivers the message?- How is the message delivered? BSV Associates Ltd 25

  26. Effective communication “… people no longer associate me with the equality and diversity aspect of our work and no link it to quality improvement” BSV Associates Ltd 26

  27. Know your audience! “The way we were able to present this work means that managers could start to see that it is integral to mainstreaming, for example getting the best out of our staff and enhancing their performance” BSV Associates Ltd 27

  28. Language and terminology • Understand your stakeholders • Examine the language used – make it relevant and meaningful • Tailor messages to audience BSV Associates Ltd 28

  29. Engaging “We have managed to engage with and get buy in from some departments … and develop an understanding that those dealing directly with students are important in the mainstreaming process” BSV Associates Ltd 29

  30. Support and engagement • Crucial to success – the creation of a critical mass • Prioritise your target audiences • Advocates – visible supporters and promoters • Champions – flag bearers and leaders BSV Associates Ltd 30

  31. Support from the top “The board are championing this because a board member has been involved” BSV Associates Ltd 31

  32. A committed team • Institution wide • Led from the top • Get the right people on the team BSV Associates Ltd 32

  33. A committed team “The expansion of the team shows how the initial development spreads, developing champions and further buy in … this has increased impact” BSV Associates Ltd 33

  34. Infiltration! • “[We were able to get] buy in from staff involved in reviewing the admissions process. Rather than measures to address equality and inclusion being an afterthought, this was placed at the centre” BSV Associates Ltd 34

  35. Strategic opportunism • Build on what’s already going on • Take advantage of other initiatives and developments • Link strategically with core process and practice BSV Associates Ltd 35

  36. Joining the dots • “We have seen how the various aspects of our equalities work can be used in concert to mainstream equality as opposed to attempting to mainstream equality by embedding different equality-related actions” BSV Associates Ltd 36

  37. A flexible approach to planning • Treat planning as an iterative process • Include simultaneous actions at different levels to create a tipping point for change • Anticipate challenges and barriers • Learn from all equality related events / incidents BSV Associates Ltd 37

  38. The role of policy, systems and processes • Use what we already have to its best advantage, eg single equality scheme • Review / ensure fit for purpose • Repackaging / introducing an equality element • EIA is our friend! BSV Associates Ltd 38

  39. The role of staff development • People deliver our systems and processes • They therefore need to understand:- their role- their responsibilities- the approach and its benefits • Embedding institutional values and expectations BSV Associates Ltd 39

  40. Working towards mainstreaming • An evidence based case for change • Whole institution responsibility • Integrated strategically and visibly • Holistic, not ‘bolt on’ • Takes account of and understands the impact of decision making BSV Associates Ltd 40

  41. Working towards mainstreaming Ensuring equality considerations are an integral part of day to day working, studying and socialising in our institutions Treating everyone with dignity and respect BSV Associates Ltd 41

  42. Resources / Contacts kath@bsvassociates.co.uk www.bsvassociates.co.uk Freya.douglas@ecu.ac.uk www.ecu.ac.uk BSV Associates Ltd 42

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