Suggested Solutions for Improvement

Culture Pillar

Culture is often intangible and can be the hardest thing to change. The culture includes the shared assumptions, values, beliefs, and norms that govern how people behave in our organisation. Sustainable change in diversity and inclusion requires a whole organisation approach and system change that is routed in inclusive cultural principles. The starting point for this is to consider our organisation’s culture. Use our values to guide new principles, beliefs, ways of working and behaviours.

Culture Aspiration:

Values are embedded and lived, and lead to positive inclusive behaviours, shared beliefs, and ways of working. There is an inclusive and welcoming culture within our organisation where everyone is respected, can be who they are, and their voices are heard. Negative behaviour is challenged, and discrimination tackled.

Improving our Culture:

Discussion Questions

  • Have we considered and defined our organisation’s culture?
  • What are the assumptions, beliefs, and values we share?
  • Have we engaged our workforce to understand our culture and how this makes them feel?
  • Do we undertake an annual workforce engagement survey? Does this consider their perspective on our culture including inclusion principles?
  • Have we reviewed the findings of the workforce survey / consultation on culture? Have we engaged staff to gain their views on how things could be improved?

Supportive Solutions

Conduct a survey of our workforce to understand their demographics, satisfaction levels, ideas, and views on your culture.

Board and senior leaders to review and act on the results.

Engage our staff to co-create solutions to improve cultural factors that impact on inclusion.

https://www.smartsurvey.co.uk/blog/diversity-and-inclusion-survey-questions-for-employees

https://www.surveymonkey.co.uk/mp/diversity-and-inclusion-guide/

https://pwc.to/2QVyghd

Discussion Questions

  • Is there a positive relationship and openness across the organisation, including between Board and staff?
  • Do our management processes, such as progress meetings and appraisals give people time to talk about their lived experience, challenges and to offer ideas?
  • Is our culture open, supportive, and responsive to people expressing that they are experiencing bullying, harassment, or discrimination?
  • Do we ensure that people from underrepresented groups have a safe environment and supportive mechanisms that allow disclosure if needed?

Supportive Solutions

Include time and space in management processes. Support Managers with training.

Enable a speak out campaign to ensure people know they will be supported.

https://bulliesout.com/get-involved/speak-out-campaign/

https://www.speakoutrevolution.co.uk/ 

https://www.thinknpc.org/resource-hub/putting-people-with-lived-experience-in-the-lead/

https://movingtoinclusion.co.uk/our-joint-work/trariis-tackling-racism-and-racial-inequality-in-sport-review/

Discussion Questions

  • Does everyone understand our values and what is expected of their behaviours?
  • Does everyone promote these values outside of the organisation and use their behaviours to reinforce these?
  • Do we act in a timely fashion when someone fails to live up to our values or against our policies?
  • Do we monitor concerns and complaints raised and ensure resolution?

Supportive Solutions

Deliver behaviour-based briefings and training and enable discussions about values and behaviours in management processes such as appraisals.

Introduce monitoring procedures in line with anti-discriminatory related policies.

https://www.acevo.org.uk/wp-content/uploads/2019/07/Leading-with-values.pdf

https://www.testgorilla.com/blog/assess-organizational-culture/

Discussion Questions

  • Do we have policies and procedures for whistleblowing, bullying, harassment, disciplinary and grievance? Are they easy to find (i.e. website)?
  • Are these policies and procedures included in staff inductions and training?
  • Is there a culture that enables a safe space for people to talk to someone about whistle blowing, bullying, discrimination, or any other grievance?
  • Are procedures executed?
  • Do we review exit interviews with staff as they leave to consider any issues? Do we monitor any trends in attrition, particularly from certain groups of people?

Supportive Solutions

Establish or review procedures – e.g. whistleblowing, bullying and harassment, disciplinary and grievance.

Promotion of policies.

Consider previous monitoring evidence with a fresh lens.

https://www.nspcc.org.uk/globalassets/documents/about-us/nspcc-staff-whistleblowing-policy.pdf

https://www.nationalbullyinghelpline.co.uk/about.html

https://www.human-resource-solutions.co.uk/HR-Policy-Pages/Harassment-Bullying/Document_Management_Harassment.html#google_vignette

https://www.acas.org.uk/example-discipline-and-grievance-procedures

https://sportsgovernanceacademy.org.uk/resources/knowledge-base/risk-and-control/whistleblowing/

Discussion Questions

  • Do we seek to understand and support individual needs?
  • Do we understand, respect celebrate and embrace different cultural elements that can make people different?
  • Do we promote our allyships to different campaigns?
  • Do we provide opportunities for individuals to share their lived experience and share their celebration?

Supportive Solutions

Consider how your organisation can learn more about people with diverse background and promote a supportive culture that recognises difference.

Consider authentic Allyship, introducing faith based events in work calendars, and providing diversity / bias related issues training.

https://www.youtube.com/watch?v=oSO3F9z23vU  

What Is Allyship? Your Questions, Answered | CCL

Discussion Questions

  • Do we have values that have recently been reviewed?
  • Have the Board and staff been engaged in the establishment of values?
  • Do our values and their guiding principles include aspects that contribute towards equality, diversity, and inclusion? For example, do they include integrity and inclusion?
  • Do they support our equality, diversity, and inclusion outcomes?
  • Are our values visible to everyone (e.g. are they on our website or desktop savers)?

Supportive Solutions

Review of the values with Board and staff.

Creation of visual values statements for placement in communications channels.

https://www.acevo.org.uk/wp-content/uploads/2019/07/Leading-with-values.pdf

https://www.hivelearning.com/site/resource/diversity-inclusion/create-an-inclusive-culture-at-scale/

https://www.youtube.com/watch?v=oSO3F9z23vU

https://www.cipd.org/globalassets/media/knowledge/knowledge-hub/reports/building-inclusive-workplaces-report-sept-2019_tcm18-64154.pdf

Discussion Questions

  • Are our values “living” within the organisation every day?
  • Do we promote and communicate our values and expected behaviours across the organisation?
  • Do we have Codes of Conduct in place aligned with the values and behaviours of our organisation?
  • Are our values considered when we make decisions, design activities, recruit new people, provide training etc.?
  • Does everyone role model positive behaviours in line with our values, internally and externally? For example with colleagues, partners, contractors, stakeholders, clubs.
  • Do we use our values and expected behaviours as a reminder, if negative behaviours are observed?

Supportive Solutions

Values linked to recruitment, induction, team building, newsletters, and management process etc.

Values visible on documentation. Values front and centre in every day working.

Review, and if necessary, revise Codes of Conduct. Ensure everyone has read and acknowledged these.

Recognition given to individuals who excel in living the values.

https://cms.barnardos.org.uk/sites/default/files/2021-07/EDI%20code%20of%20conduct%20for%20staff%20and%20volunteers.pdf

https://www.futures.co.uk/10-ways-to-embed-diversity-and-inclusion-into-your-recruitment-strategy/

http://www.bristol.ac.uk/hr/resourcing/additionalguidance/equality/

Discussion Questions

  • Do we consider the skills required for cultural assessment, and development within our recruitment and development processes e.g, skills matrix, and Board CPD programme?
  • Do our leaders drive change? Is this considered in their reviews. Do we have a 360 degree with all staff at appraisal? Does this link to the CPD of leaders to upskill them to cater for this challenge?

Supportive Solutions

Consideration of culture change knowledge, skills, and behaviours within recruitment processes.

Support leaders with training/mentoring.

https://www.futures.co.uk/10-ways-to-embed-diversity-and-inclusion-into-your-recruitment-strategy/

http://www.bristol.ac.uk/hr/resourcing/additionalguidance/equality/

Discussion Questions

  • Is our recruitment search wide reaching and proactively searching for people from diverse backgrounds?
  • Is equality, diversity and inclusion embedded within our recruitment policy?
  • Does our recruitment process look at skills, mindset, attitudes, and behaviours, as well as experience and knowledge?
  • Are we open to recruit someone different to ourselves or with a different approach?
  • Do we ask people at interview about their thoughts and understanding of equality and diversity?
  • How inclusive is the language in our job adverts? Is the recruitment process accessible to those with impairments?
  • Do we include the salary range in adverts?
  • Do we eliminate the possibility of bias in our recruitment process? Do we have balanced interview panels?
  • Do we enable flexible working?

Supportive Solutions

Diversity based review of recruitment process and job specifications.

https://www.futures.co.uk/10-ways-to-embed-diversity-and-inclusion-into-your-recruitment-strategy/

http://www.bristol.ac.uk/hr/resourcing/additionalguidance/equality/

https://www.acevo.org.uk/wp-content/uploads/2019/07/Leading-with-values.pdf

https://www.hivelearning.com/site/resource/diversity-inclusion/create-an-inclusive-culture-at-scale/

Discussion Questions

  • Do we review our recruitment process and learn from this. Such as, who did the advert attract and where did they see it? Who dropped out of the process and at what stage?
  • Do we regularly review the satisfaction and views of our staff and respond to these?
  • Do we consider who isn’t a current user of our services, why this might be and respond to this?
  • Do we review insight and impact assessments as part of decision making and improvement planning?
  • Do we challenge ourselves to do things differently based on insight?
  • Do we reflect on what did not work well or what could be improved to meet the needs of people facing barriers to our service?
  • Do we consider what went well and how to replicate or scale this up to benefit more people?

Supportive Solutions

Build insight and learning review processes into operations throughout the organisation.

Consider questions within impact assessment about underrepresented groups.

Enable time for evaluation, learning and reflection.

https://network.healthwatch.co.uk/guidance/2020-09-25/equality-impact-assessment-template

https://www.bing.com/videos/search?q=equality+impact+assessment+uk&docid=608039864752489628&mid=07C626123EC8E14013BF07C626123EC8E14013BF&view=detail&FORM=VIRE

Discussion Questions

  • Have we considered and defined the culture of our delivery system / environment / community?
  • What are the assumptions, beliefs, and values shared across this system?
  • Have we engaged the workforce, deliverers, partners, members, or customers to understand this culture (and potential subcultures)? Do we know how this impacts the end user or underrepresented groups?

Supportive Solutions

Undertake a cultural assessment within participant / delivery workforce surveys.

https://www.smartsurvey.co.uk/blog/diversity-and-inclusion-survey-questions-for-employees

https://www.surveymonkey.co.uk/mp/diversity-and-inclusion-guide/

Discussion Questions

  • Do we lead by example with positive behaviours?
  • Do we offer support, guidance, reflective practice to relevant organisations in our system regarding culture, values and behaviours?
  • Do we have Code of Conducts in place? And do these consider integrity and inclusion?
  • Are we comfortable to have difficult conversations when the values, behaviours, actions of a deliverer / environment within our system have a negative impact on underrepresented groups?

Supportive Solutions

Consider inclusive values and behaviours in our work with organisations / deliverers in your system – can this be embedded in membership systems, training, SLAs, and conversations?

https://www.hivelearning.com/site/resource/diversity-inclusion/create-an-inclusive-culture-at-scale/

https://www.youtube.com/watch?v=oSO3F9z23vU

https://www.cipd.org/globalassets/media/knowledge/knowledge-hub/reports/building-inclusive-workplaces-report-sept-2019_tcm18-64154.pdf

https://www.acevo.org.uk/wp-content/uploads/2019/07/Leading-with-values.pdf

Leadership Pillar

There are a range of ways that we can demonstrate and deliver on our commitment to equality, diversity and inclusion through our leadership and governance. This includes:

  • having the relevant policies in place.
  • developing external facing statements that articulate commitment to tackling inequalities.
  • embedding equality outcomes within key strategies.
  • ensuring diversity of thought, accountability, and representation within their decision-making structures.

Leadership Aspiration:

There is a clear and aspirational direction for how we will address inequalities and proactively include everyone, ensuring we are reflective of our community / society. Equality, diversity, and inclusion approaches are embedded and resourced throughout our organisation’s vision, mission, strategy, and planning.

Improving Leadership:

Discussion Questions

  • Is our Board recruitment process formal, inclusive, open, rigorous, and transparent? Is this documented? Is it based on skills and experience?
  • Do we consider ways to extend our reach in recruitment? Do we utilise partners and broader marketing to recruit from underrepresented groups and individuals with diverse experiences and knowledge?

Supportive Solutions

Review of Board recruitment policies and procedures. Consider actions to diversify Board representation / Diversity and Inclusion Action Plan.

https://www.inclusiveboards.co.uk/

How to create diverse boards_0.pdf (artscouncil.org.uk)

https://www.englandathletics.org/about-us/about-us/equality-diversity-and-inclusion/

Diversity and Inclusion Action Plan.pdf (sportengland-production-files.s3.eu-west-2.amazonaws.com)

Discussion Questions

  • Have we thought about the benefits and value of a diverse Board and leadership to our organisations?
  • Are we considering and planning how we might encourage more diversity within our Board and decision-making structures?
  • Do we have initiatives in place to improve diverse representation, such as trainee positions or targeted marketing within succession planning?
  • Do we have a Diversity and Inclusion Action Plan (DIAP) or equivalent to help support progress in this space?
  • Do we regularly review plans and data to help inform future work to address under representation?

Supportive Solutions

Board level discussion / training regarding the benefits of diverse Boards.

Develop and implement actions to improve diversity of our Board and leaders or Diversity and Inclusion Action Plan.

https://www.inclusiveboards.co.uk/

How to create diverse boards_0.pdf (artscouncil.org.uk)

https://www.englandathletics.org/about-us/about-us/equality-diversity-and-inclusion/

https://sportengland-production-files.s3.eu-west-2.amazonaws.com/s3fs-public/2021-07/Diversity%20and%20Inclusion%20Action%20Plan.pdf?VersionId=EPrN41egJM87mMGPRYbH9Wu_dNxB9CvR

Discussion Questions

  • Do we have a Board Champion for equality, diversity and inclusion and is this widely communicated?
  • Have leaders completed (relevant) training in equality, diversity and inclusion?
  • Do we have a working group that is driving this forward across the whole organisation?
  • Are leaders within our organisation making the most of opportunities to advocate internally and externally for equality, diversity, and inclusion?
  • Do job roles and specifications specifically mention equality, diversity, and inclusion?
  • Is equality, diversity, and inclusion a regular agenda item / discussion at Board and other meetings and are minutes published?
  • How do we hold our leaders accountable for driving equality, diversity, and inclusion within the organisation?
  • Is equality, diversity, and inclusion a part of the appraisal and evaluation system for Board and staff?

Supportive Solutions

Review job roles and specification.

Include equality, diversity and inclusion in role appraisals and Board evaluations.

Regular staff surveys or focus groups committed to this topic to gain insight into the status.

Conduct training needs analysis, log and plan that include equality, diversity and inclusion for leaders. Review the impact of training and share learnings.

https://activehumber.co.uk/download/5/ddfe635fe2c2fb0ee87981ca469e802d

https://www.cyclinguk.org/sites/default/files/document/2020/10/diversity_champion_role.pdf

https://www.sportresolutions.com/images/uploads/files/B_9_-_Role_Profile__Equality_Champion.pdf

Discussion Questions

  • Does our organisation undertake equality monitoring of Board, staff, volunteers, and members / participants? Are results considered within a comparison to wider demographic data across the protected characteristics?
  • Is this information used to prioritise work to address under representation and tackle inequalities?
  • Do we consult with those we currently engage with from underrepresented groups to better understand experience and shape strategy?
  • Do we consult those we do NOT currently engage with from underrepresented groups to better understand experience and shape strategy?

Supportive Solutions

Gather data and create partnerships with organisations that can provide insight or have a voice for key groups.

Increase importance on insight and build into strategic decision making. Always ask the question – do we have insight that gives confidence in this decision?

https://www.artscouncil.org.uk/sites/default/files/download-file/How%20to%20collect%20and%20use%20diversity%20data_0.pdf

https://www.ethnicity-facts-figures.service.gov.uk/style-guide/ethnic-groups

https://www.acas.org.uk/equality-and-diversity-monitoring-form-template

Discussion Questions

  • Do we know what our equality, diversity and inclusion priorities are? Are these aligned to the vision and goals of the organisation?
  • Do we have a strategic plan in place to meet our priorities?
  • Is the plan “stand – alone” or are actions embedded within our overall strategic / business plans?
  • Have we considered how these align to the strategic vision and priorities of the appropriate Sports Council?
  • Does the strategic plan include specific EDI actions linked to objectives, with specified roles responsible for delivery, a timeframe, and anticipated outcomes?

Supportive Solutions

Utilise insight to guide strategic decisions.

Working group in consultation with whole organisation to form strategic EDI priorities – facilitate a staff day annually to gain everyone’s input as part of the process.

Business / Strategic Plan regularly reviewed and include EDI priorities within it.

https://www.uksport.gov.uk/about-us/strategic-plan

http://www.uka.org.uk/wp-content/uploads/2020/11/UK-Wide-Strategy.pdf

https://www.uksport.gov.uk/news/2021/06/24/new-equality-diversity-and-inclusion-strategy

Discussion Questions

  • Is there a clear “thread” between our vision and strategic objectives for equality, diversity and inclusion and our operational plans, outcomes, and outputs?
  • Is equality, diversity and inclusion included within departmental operational planning, our work programming and performance review process (organisational and individual)?
  • Is equality, diversity and inclusion considered across policies within our staff handbook?
  • Have we undertaken an equality impact assessment of key strategies, policies, and programmes?

Supportive Solutions

Undertake an Equality Impact Assessment across our organisation.

The equality, diversity and inclusion working group consist of a cross-section of our organisation and they are empowered to embed action in their functional area of work.

https://network.healthwatch.co.uk/guidance/2020-09-25/equality-impact-assessment-template

https://www.bing.com/videos/search?q=equality+impact+assessment+uk&docid=608039864752489628&mid=07C626123EC8E14013BF07C626123EC8E14013BF&view=detail&FORM=VIRE

Discussion Questions

  • Do we communicate our vision and direction for equality, diversity, and inclusion and provide clarity on responsibilities and accountability?
  • Do we regularly review, share updates, and celebrate progress on the equality, diversity, and inclusion element of our plan internally and externally?
  • Do we recognise and promote that leaders do not need to be senior? Do we enable opportunities for all staff to shape and engage in delivering our equality, diversity, and inclusion objectives?
  • Are ‘leaders’ held to account if progression is not made towards EDI strategic objectives?

Supportive Solutions

Culture of responsibility and accountability, and celebration of achievements.

Internal communication plans such as briefings, podcasts, newsletters, staff meetings, inductions to include clear messaging on equality, diversity, and inclusion.

Job roles state shared responsibilities for equality, diversity, and inclusion.

Management processes to empower staff to “lead”.

https://www.uksport.gov.uk/about-us/strategic-plan

http://www.uka.org.uk/wp-content/uploads/2020/11/UK-Wide-Strategy.pdf

https://www.uksport.gov.uk/news/2021/06/24/new-equality-diversity-and-inclusion-strategy

Discussion Questions

  • Do we promote and influence improved equality, diversity, and inclusion across our structures (councils, committees, working groups, regions, counties, and clubs)?
  • Do we have mechanisms to support change e.g., templates, training, or other means of leveraging / supporting change?
  • Do we have a set of requirements? (Monitoring, equality policy, positive action around recruitment and representation?)

Supportive Solutions

Governance review throughout our structure such as regional associations or sub committees.

https://network.healthwatch.co.uk/guidance/2020-09-25/equality-impact-assessment-template

https://www.bing.com/videos/search?q=equality+impact+assessment+uk&docid=608039864752489628&mid=07C626123EC8E14013BF07C626123EC8E14013BF&view=detail&FORM=VIRE

Experience Pillar

This pillar considers how our organisation makes a difference to the experience of everyone who accesses our provision, delivery system, and our environment. Such as, but not exclusively, our community activities, our events, our clubs, our facilities, our volunteers, our talent pathway, and direct support such as Sports Science. Driven by understanding the barriers underrepresented groups face, positive initiatives and interventions are used to address inequalities and create sustainable change. This understanding is used to improve the customer experience for those who are finding it harder to access, enjoy and achieve through sport and physical activity.

Experience Aspiration:

A high-quality experience is provided through delivery, programmes, and projects no matter what an individual’s background. Positive action, initiatives and interventions are used to address inequalities and create inclusive opportunities with sustainable impact.

Improving the Experience:

Discussion Questions

  • Do we collect data e.g. protected characteristics, educational and socio-economic background, geographic location? Do we collate this data or view the data available from a third party? How and when?
  • Do we review this? Who reviews and how do they use this to inform decision making?
  • Do the Board or senior leaders review gaps, underrepresentation and consider solutions?
  • Has this been reviewed within the last 4 years?

Supportive Solutions

Data gap analysis to work out who we are missing.

Gather data relevant to us from a variety of appropriate sources.

Ensure data and insight is reviewed at the highest level and linked to our decision making.

https://evaluationframework.sportengland.org/

https://www.northyorkshiresport.co.uk/data-and-insight

https://www.wesport.org.uk/getting-active/insight-and-data/

https://activekent.org/support-resources/insight-2/

https://www.sport.wales/research-and-insight/school-sport-survey/breakdown-demographics/

Welsh Activity Tracker Factsheets: https://www.sport.wales/research-and-insight/comres-research/wales-activity-tracker-survey-8-april-2023/

Discussion Questions

  • Do we collect data e.g. protected characteristics, educational and socio-economic background, geographic location? Do we collate this data or view the data available from a third party? How and when?
  • Do we review this? Who reviews and how do they use this to inform decision making?
  • Do the Board or senior leaders review gaps, underrepresentation and consider solutions?
  • Has this been reviewed within the last 4 years?

Supportive Solutions

Data gap analysis to work out who we are missing.

Gather data relevant to us from a variety of sources.

Ensure data and insight is reviewed at the highest level and linked to our decision making.

https://evaluationframework.sportengland.org/

https://www.northyorkshiresport.co.uk/data-and-insight

https://www.wesport.org.uk/getting-active/insight-and-data/

https://activekent.org/support-resources/insight-2/

Discussion Questions

  • What monitoring, evaluation and learning from projects are we doing?
  • Have we considered how actively we listen and reach out to key communities to ensure they are heard? Are our methods inclusive?
  • Do we use qualitative and quantitative insights to inform and influence our delivery and key stakeholders?
  • Has this been reviewed recently?
  • Is this approach embedded in all programmes, projects, and delivery?

Supportive Solutions

Review / improve / establish feedback processes as part of monitoring and evaluation.

Consider qualitative and consultation throughout programme design, delivery, and evaluation.

Review the insight that we have, to inform strategic decisions.

https://www.voiceinsportfoundation.org/

https://www.voiceinsport.com/

https://www.effectiveservices.org/insights/the-ces-guide-to-inclusive-consultations

https://www.disabilityjustice.org.uk/take-action/access-to-public-engagement-and-consultations/

https://blog.hubspot.com/service/strategies-to-obtain-customer-feedback

Discussion Questions

  • Do we understand what a positive experience is? And what it includes?
  • Have we adapted our offer and considered the feedback from all diverse customers / members / workforce? Are we inclusive by design?
  • Do we understand how to change what happens to satisfy this positive experience?
  • Do we promote this positive experience in our images, language and marketing?

Supportive Solutions

Consider a research project: review / gather insight on what a positive participant experience is especially for our underrepresented groups. Include non-participants in our review.

Use this insight to promote the experience that our participants want to have. Use as a benchmark and monitor how this is improving.

https://evaluationframework.sportengland.org/

https://www.northyorkshiresport.co.uk/data-and-insight

https://www.wesport.org.uk/getting-active/insight-and-data/

https://activekent.org/support-resources/insight-2/

https://www.sportengland.org/guidance-and-support/measuring-impact

https://www.youthsporttrust.org/media/kr0doqcy/inclusion-2020-infographic-april-2021.pdf

Discussion Questions

  • Have we reviewed existing research and engaged with specific diverse groups of people to understand the common barriers?
  • Have we undertaken research for specific diverse groups of people and related our insight to our local area, our provision, or our sport?
  • Have we considered the barriers faced by underrepresented diverse  groups of people who have expressed an interest / have a latent demand or are  not engaging in your services?
  • Have we promoted solutions and provided training for our staff to encourage ongoing discussions to remove these barriers?

Supportive Solutions

Consult with specific diverse groups of people about the barriers they may face in accessing provision. Include non-participants in our consultation.

Utilise this insight to inform strategic decisions and design of programmes.

Use campaigns / communication methods/ training to raise awareness of the barriers and ongoing solutions across our delivery system / environments.

https://www.voiceinsport.com/

https://www.voiceinsportfoundation.org/

https://www.effectiveservices.org/insights/the-ces-guide-to-inclusive-consultations

https://www.disabilityjustice.org.uk/take-action/access-to-public-engagement-and-consultations/

https://womeninsport.org/our-work/campaigning/

https://www.sportengland.org/funds-and-campaigns/this-girl-can

https://www.insidethegames.biz/articles/1105130/wegrowathletics-campaign

https://www.womeninfootball.co.uk/news/2021/09/14/big-names-getonside-with-major-new-campaign-to-promote-gender-equality-in-football/

https://www.stonewall.org.uk/our-work/campaigns/rainbow-laces

Discussion Questions

  • Have we discussed this as an organisation with all staff?
  • Have we identified which groups are excluded from / do not engage with our sport or delivery?
  • Do we have equality, diversity and inclusion outcomes that relate to tackling inequalities, reaching specific diverse groups of people, and improving the experience for these underrepresented groups?
  • Have we communicated our intent and role in tackling inequalities?
  • Are we confident that we are taking the positive steps required to consider the needs of specific diverse groups of people and to develop opportunities for everyone to participate?

Supportive Solutions

Use insight to shape discussions and decisions.

Work with partners to understand potential collaborations.

Have clarity on what is not in scope but awareness of who else might be doing that part.

Top tips:

  • Enable regular time to talk.
  • Be brave in what we aspire to do and our role.
  • Focus

https://www.womeninsport.org/our-work/partnerships/

http://www.sportingequals.org.uk/programmes/projects/equally-active.html

Please also add a link here to the TRARIIS Tell Your Story Document on the new MTI website.

Please also add a link here to the Transgender Inclusion on the new MTI website.

Discussion Questions

  • Do we design and adapt programmes / projects / delivery to be more inclusive with solutions that enable all to take part and access provision, notably underrepresented communities?
  • Do we allocate resources to positive action projects?
  • Do we work with experts / specific diverse groups of people / underrepresented communities to co-produce positive action projects / interventions?
  • Are we delivering positive action projects?

Supportive Solutions

Let insight inform design of projects / interventions.

Co-create solutions with experts, specific diverse groups of people / users, and underrepresented communities.

Create action and project plans.

Top Tip:

  • We may be able to apply for additional sources of funding for positive intervention projects. Think about what we need and do not be limited by existing resources.

https://sportengland-production-files.s3.eu-west-2.amazonaws.com/s3fs-public/2021-07/Diversity%20and%20Inclusion%20Action%20Plan.pdf?VersionId=EPrN41egJM87mMGPRYbH9Wu_dNxB9CvR

https://www.activityalliance.org.uk/how-we-help/resources/66-access-for-all-opening-doors

https://sportscotland.org.uk/media/6926/getting-your-facilities-fit-for-sport-final-june-2021.pdf

https://equalityinsport.org/docs/LEAP%20Sports%20Scotland%20Resources%202020.pdf

https://sportscotland.org.uk/equality-diversity-and-inclusion/equality-diversity-and-inclusion-toolbox/inclusive-design/learn-from-others/learning-examples/promoting-inclusive-practice-in-sports-clubs/

LEISURE SECTOR UNITES TO LAUNCH EMPLOYABILITY LEISURE GUIDANCE | Aspire Instructability

Discussion Questions

  • Do we have a depth of understanding through research and local community driven insight?
  • Do our initiatives take intersectionality into account?
  • Do we overlay barriers?
  • Do we consider the hardest to reach?
  • Do we consider solutions and prioritise resources for the hardest to reach groups of people?

Supportive Solutions

Use insight to shape discussions and decisions.

Use a person-centered approach and work with multiple equality partners and communities of interest to overlay barriers.

https://www.womenssportsfoundation.org/

http://www.sportingequals.org.uk/

https://www.activityalliance.org.uk/

http://www.sportni.net/get-active/older-people/

https://www.youthsporttrust.org/about/equality-diversity-and-inclusion

https://pridesports.org.uk/

https://genderedintelligence.co.uk/

http://thessa.org.uk/opportunities-in-sport/equality-diversity-groups

https://wcva.cymru/projects/bme-sport-cymru/

https://equalityhumanrights.com/

https://disabilitysportwales.com/

https://scottishdisabilitysport.com/

https://leapsports.org/

Discussion Questions

  • Have we defined the “delivery” environment that is within our control?
  • Have we reviewed how open, accessible, and inclusive we are? Are we aware of who is underrepresented?
  • Have we considered what we can do to make improvements?
  • Is inclusion a consideration within our monitor
  • ing, evaluation and learning processes?
  • Do we support our delivery environments and associated workforce to consider our values, culture, and behaviours to be more inclusive?

Supportive Solutions

Audit our delivery environments with an all-inclusive lens. Consider customer feedback and commission an independent review from experienced experts.

Provide training and support with the creation of improvement action plans for delivery environments.

https://blog.hubspot.com/service/strategies-to-obtain-customer-feedback

https://www.open.ac.uk/equality-diversity/content/free-learning-materials

https://www.acas.org.uk/online-training

https://pawb.cymru/

Discussion Questions

  • Do we have mechanisms in place to listen to customers / workforce etc.?
  • Do we respond positively to feedback even if it is negative?
  • Is feedback available from all our specific diverse groups of people/ underrepresented communities? Are there any gaps in your information?
  • Does it feed into our decision making?
  • Are we embedding and building on this work in your mainstream offer?
  • Are we honest about our failures and do we take the opportunity to learn from them?

Supportive Solutions

Proactively seek feedback and ensure the processes for feedback are open and inclusive.

Promote that we have listened and how we have used this insight in action. This encourages more people to contribute.

https://blog.hubspot.com/service/strategies-to-obtain-customer-feedback

Discussion Questions

  • Does our impact assessment, monitoring and evaluation consider effective inclusion?
  • Are we measuring the effectiveness of improvements and interventions?
  • Who reviews and how does this create reflection and learning?
  • Are we embedding and building on this work in our mainstream offer?

Supportive Solutions

Review / revise methods for impact assessment – ensure our methodology is inclusive of the varied needs of diverse communities.

Establish an outcome evaluation framework that considers the impact we are trying to achieve.

Schedule time for reflection and learning and feedback into strategic decision making, design and staff briefings.

https://network.healthwatch.co.uk/guidance/2020-09-25/equality-impact-assessment-template

https://www.bing.com/videos/search?q=equality+impact+assessment+uk&docid=608039864752489628&mid=07C626123EC8E14013BF07C626123EC8E14013BF&view=detail&FORM=VIRE

https://evaluationframework.sportengland.org/

Discussion Questions

  • Have we put in place success measures / markers?
  • Are we seeing success?
  • Do we have confidence that our positive action projects are reaching specific groups of diverse people and people / underrepresented communities?
  • Are we able to see that there is a change being made, benefiting individuals? Is this change sustainable? How can we make it sustainable?
  • How can we replicate / scale up?

Supportive Solutions

Establish an outcome evaluation framework that considers the impact we are trying to achieve.

Promote your key learnings in case studies, training, news stories etc.

Further invest in what is working.

Top tip:

  • Think about the impact we are trying to achieve not just numbers.
  • Approach of trial and error seen more as a positive rather than a negative – if we learn!

https://network.healthwatch.co.uk/guidance/2020-09-25/equality-impact-assessment-template

https://www.bing.com/videos/search?q=equality+impact+assessment+uk&docid=608039864752489628&mid=07C626123EC8E14013BF07C626123EC8E14013BF&view=detail&FORM=VIRE

https://evaluationframework.sportengland.org/

Relationship Pillar

Whilst it is important to achieve equality and diversity and improve inclusion internally within our organisation and delivery environments, it is essential that we all influence change for inclusion and tackle inequalities across our wider delivery system, partnerships, and sector as a whole. No one organisation can do this alone. This requires a supportive and collaborative approach, but also one of accountability and influence.

Relationships Aspiration:

The organisation tactically identifies important relationships and their sphere of influence. We work in partnership to influence change and unlock solutions to tackle inequalities. The organisation acts as a role model to influence others in their wider network and will peer support other organisations to improve in equality, diversity, and inclusion.

Improving through Relationships:

Discussion Questions

  • What defines our sphere of influence? Is this based on clubs / organisations / partners / coaches / volunteers? Do they have a membership, memo of understanding or formal relationship with us or is this based on a locality?
  • Do we have an up-to-date established list / audit that enables us to understand how best to support / influence within this sphere?
  • Would it be useful for us to have a stakeholder engagement strategy?
  • How do we communicate with stakeholders?
  • What touch points do we have with these organisations / people?
  • Do we have conversations regarding equality, diversity, and inclusion with them? Is equality, diversity, and inclusion a priority in our relationship / conversation / work with them?
  • Do we have programmes / initiatives to support them?

Supportive Solutions

Identify our sphere of influence and understand their needs regarding equality, diversity, and inclusion.

Delivery of tactics / initiatives to support this sphere of influence.

https://www.linkedin.com/pulse/7-steps-creating-positive-sphere-influence-around-change-ban-weston/

https://www.istructe.org/resources/blog/spheres-of-influence-and-diversity-and-inclusion/

https://www.sustainweb.org/about/diversity-equality-inclusion/

Discussion Questions

  • Do we promote our equality, diversity, and inclusion policy across our sphere of influence?
  • Do we set expectations as to what is acceptable or not acceptable aligned to our values, and do we promote this in our work across our sphere of influence?
  • Do we feel comfortable to raise concerns with organisations in our sphere of influence?
  • Do we follow through on our discrimination, bullying and harassment policies and procedures involving organisations / individuals in our sphere of influence?

Supportive Solutions

Review of policies and procedures.

Communication plan / campaigns to promote policies and procedures and values across the sphere of influence.

Staff training is used to give the workforce confidence to challenge and implement procedures.

https://www.linkedin.com/pulse/7-steps-creating-positive-sphere-influence-around-change-ban-weston/

https://www.open.ac.uk/equality-diversity/content/free-learning-materials

https://www.acas.org.uk/online-training

https://womeninsport.org/our-work/campaigning/

https://www.sportengland.org/funds-and-campaigns/this-girl-can

https://www.insidethegames.biz/articles/1105130/wegrowathletics-campaign

https://www.womeninfootball.co.uk/news/2021/09/14/big-names-getonside-with-major-new-campaign-to-promote-gender-equality-in-football/

https://www.stonewall.org.uk/our-work/campaigns/rainbow-laces 

Discussion Questions

  • Do we provide regular learning and development opportunities regarding equality, diversity, and inclusion across our sphere of influence?
  • Is this effectively building confidence and competence?
  • Have we refreshed this/ built on this to consider the ongoing needs of organisations /people in our sphere of influence?
  • Does it complement our strategic outcomes for equality, diversity, and inclusion?

Supportive Solutions

Conduct a training needs analysis for all staff and workforce in your sphere of influence.

Promote existing learning opportunities or create bespoke learning and development opportunities across sphere of influence.

Create opportunities for peer learning.

Encourage learning into practice through ongoing support.

https://www.linkedin.com/pulse/7-steps-creating-positive-sphere-influence-around-change-ban-weston/

https://www.open.ac.uk/equality-diversity/content/free-learning-materials

https://www.acas.org.uk/online-training

Discussion Questions

  • Do we understand the stakeholders who can support our work around equality, diversity, and inclusion?
  • Have we mapped out all the possible partners and stakeholders (nationally and locally) who we can work with and how they can help?
  • Have we prioritized our stakeholders?
  • Have we reached out our stakeholders?

Supportive Solutions

Review of stakeholder mapping:

  • List of stakeholders.
  • Detail of partnerships and possible local support.
  • Demonstrating transactional relationship of partnership that benefits specific diverse groups and underrepresented communities.

https://miro.com/blog/stakeholder-mapping/

https://www.youtube.com/watch?v=OkyVirNorAc

https://womeninsport.org/research-and-advice/our-publications/

https://www.equitysport.org/

https://www.sportengland.org/funds-and-campaigns/equality-and-diversity

https://sportengland-production-files.s3.eu-west-2.amazonaws.com/s3fs-public/2021-07/TIF%20-%20our%20story%20so%20far.pdf?VersionId=fy3lAYnIVkJSpNLtRqSuo3q8Nk56gEOI

Discussion Questions

  • Do we use the stakeholder mapping effectively to prioritise stakeholders and partners that can help us to reach our target audiences?
  • Do we work in partnership to do this? Have we brokered key relationships? Is this mutually beneficial?
  • Do we understand the challenge(s) that we are trying to source a solution for through collaborative working?
  • Are we adaptable and solution focused to meet the needs of the groups of people identified by partners?
  • Are we co-creating solutions?
  • Do we work well together? How can this be improved? Can we do more collaboration?

Supportive Solutions

Prioritise partners / establish clarity on a collaborative relationship that focuses on solutions that help the target audiences.

Spend time on relationship development with priority stakeholders and understand how we can work together.

Involve partners in tactics to reach specific diverse communities and underrepresented groups, ask for their advice.

Enable initiatives based on co-creation and collaboration.

https://www.activeblackcountry.co.uk/about-us/stakeholder-engagement/

https://www.sportandrecreation.org.uk/pages/governance-library-stakeholder-engagement

http://www.britishjudo.org.uk/wp-content/uploads/2017/10/Membership-Engagement-Strategy.pdf

https://www.womeninsport.org/wp-content/uploads/2020/02/Insight-Pack-Marketing-FINAL-designed-V3.pdf

Discussion Questions

  • Do we promote our equality, diversity, and inclusion policy to partners, and does it inform how we work together?
  • Do we have defined values, and do we promote these in our work with partners?
  • How do we feel about raising concerns with partners? Do we do this? How can we increase our confidence to do this?

Supportive Solutions

Review SLAs and contracts to consider the promotion of your values and equality, diversity, and inclusion policy.

Provide training and support for staff that includes having tricky conversations, managing conflict, and calling out discrimination.

Empower staff to feel confident to speak out and ensure internal processes enable partners to be challenged (Business 2 Business).

https://www.bolton.gov.uk/downloads/file/717/integrating-equality-and-diversity-into-procurement

Discussion Questions

  • Are we curious to learn?
  • Do we seek to understand their successes and promote these?
  • How do we filter learning into our own practice and delivery / systems?

Supportive Solutions

Explore external learning opportunities related to equality, diversity, and inclusion.

Create and engage in peer-to-peer learning.

Promote learning through networks.

https://www.open.ac.uk/equality-diversity/content/free-learning-materials

https://www.acas.org.uk/online-training

https://womeninsport.org/our-work/campaigning/

https://www.sportengland.org/funds-and-campaigns/this-girl-can

https://www.insidethegames.biz/articles/1105130/wegrowathletics-campaign

https://www.womeninfootball.co.uk/news/2021/09/14/big-names-getonside-with-major-new-campaign-to-promote-gender-equality-in-football/

Communication Pillar

It is essential that organisations effectively communicate commitment, policies, procedures and plans for equality, diversity, and inclusion internally and externally. All members of society should be able to see themselves as included and important to the organisation. This can take time to build, but an organisation can take steps regularly to build a marketing and communications narrative that demonstrates diversity and inclusion.

Communications Aspiration:

Marketing and communications are used proactively to tackle underrepresentation. The organisation communicates to everyone, and everyone can identify themselves in relation to the organisation or activity.

Improving Communications:

Discussion Questions

  • Is our equality statement, and Equality, Diversity, and Inclusion Policy on our website?
  • Are external stakeholders aware of our policy and able to access it easily?
  • How do we ensure internal and external stakeholders are aware of the policy?
  • What other policies do we have that demonstrate our commitment to equality, diversity, and inclusion? (e.g. whistleblowing, bullying and harassment).
  • Do we promote and champion equality, diversity, and inclusion across our sphere of influence? Is this messaging frequent?

Supportive Solutions

Equality statement and Equality, Diversity, and Inclusion policy promoted to stakeholders, on social media, website etc.

Create or review our marketing and communications plan to include key messaging on this commitment.

Top tip: Consider the frequency of communications, so that it is not a one off and forgotten. Also consider how we communicate with differing groups.

https://www.uksport.gov.uk/our-work/leadership-development-and-governance/equality

LTA video communication of their commitment – https://youtu.be/JHFwFmvXx5U

Discussion Questions

  • Do we have a library of photos and content for the jobs and activity that relates to our organisation that is made up of diverse communities and individuals? Are these authentic and relatable?
  • Does our communication portray positive equality, diversity, and inclusion messaging?

Supportive Solutions

Review our marketing and communications materials from the last 6 months – look for gaps in representation.

Develop a suite of new images and content that we can utilise within our website and social media that includes underrepresented groups. Ensure these are used throughout delivery environments within your control.

If appropriate support our sphere of influence to access suitable imagery for their own marketing materials.

https://www.linkedin.com/pulse/7-steps-creating-positive-sphere-influence-around-change-ban-weston/

https://www.istructe.org/resources/blog/spheres-of-influence-and-diversity-and-inclusion/

https://www.clickz.com/is-your-brand-marketing-truly-inclusive/266635/

Discussion Questions

  • Do we have a marketing and communications strategy / plan?
  • Does this include specific objectives, tactics, actions, and measures for equality and diversity?
  • Do we promote the key concepts and what we are trying to achieve in equality, diversity, and inclusion?

Supportive Solutions

Refresh or establish our Marketing and Communications strategy / plan to include objectives, activity, actions and measures for equality and diversity.

https://www.impactplus.com/blog/inclusive-marketing-examples

https://www.sportenglandclubmatters.com/pluginfile.php/37968/mod_resource/content/3/Improving%20your%20communications_A%20guide%20for%20clubs%20and%20groups%20%281%29.pdf 

https://www.sportenglandclubmatters.com/pluginfile.php/38279/mod_resource/content/1/Online%20Presence%20Toolkit_Final%20%281%29.pdf

Discussion Questions

  • Do we understand how to reach our target audience?
  • Do we use different routes to market and accessible materials? Do we know the trusted routes and marketing sources of underrepresented groups?
  • Do we tactically use marketing materials, campaigns, and resources to promote diversity and inclusion?
  • Do we know what marketing and communications is working and what is not?
  • Are positive action projects and interventions supported by effective marketing and communications?

Supportive Solutions

Align marketing and communications tactics to positive action / interventions that enable a greater reach. Ensure these are available and impact across our delivery environments.

Offer supportive advice and guidance across our sphere of influence to support their marketing (if appropriate).

https://www.linkedin.com/pulse/7-steps-creating-positive-sphere-influence-around-change-ban-weston/

https://www.charitycomms.org.uk/using-language-to-be-an-inclusive-brand

https://uxdesign.cc/a-10-step-approach-to-inclusive-branding-using-the-bbc-as-an-example-a05835b7a73

https://www.sightsavers.org/perspectives/2018/04/make-your-work-accessible/

https://www.learningforinvolvement.org.uk/wp-content/uploads/2021/09/A-guide-to-creating-inclusive-content-and-language.pdf

https://mkcollege.ac.uk/wp-content/uploads/2021/07/MK-College-Inclusive-Language-Guide.pdf

https://gcs.civilservice.gov.uk/guidance/digital-communication/planning-creating-and-publishing-accessible-social-media-campaigns/

https://www.activityalliance.org.uk/how-we-help/resources/60-inclusive-communications-guide

Discussion Questions

  • Do we review marketing and communications activity with the lens of diversity and inclusion?
  • Do we conduct a brand awareness survey?
  • Does this include questions regarding stakeholder’s perceptions of how inclusive and diverse we are as an organisation / activity?

Supportive Solutions

Conduct a brand awareness survey which includes questions regarding their view of how inclusive and diverse our organisation is.

Create brand policy and guidelines that consider accessibility and our image as an inclusive and diverse organisation.

https://www.surveymonkey.co.uk/templates/brand-awareness-survey-template/

Discussion Questions

  • Are we aware of inappropriate / unacceptable terminology?
  • Is marketing and communications activity sensitive to consider terminology, and how it might offend certain groups of people?

Supportive Solutions

Review our marketing and communications materials from the last 6 months – in terms of language and messaging.

Create / review brand policy and guidelines with consideration of terminology.

Provide training for our staff.

Top Tip:

Ask experts with experience to support our review of marketing and communications materials to understand their perception of our terminology used.

https://www.clickz.com/is-your-brand-marketing-truly-inclusive/266635/

https://www.disabilityjustice.org.uk/take-action/access-to-public-engagement-and-consultations/

https://www.charitycomms.org.uk/using-language-to-be-an-inclusive-brand

https://uxdesign.cc/a-10-step-approach-to-inclusive-branding-using-the-bbc-as-an-example-a05835b7a73

https://www.sightsavers.org/perspectives/2018/04/make-your-work-accessible/

https://www.learningforinvolvement.org.uk/wp-content/uploads/2021/09/A-guide-to-creating-inclusive-content-and-language.pdf

https://mkcollege.ac.uk/wp-content/uploads/2021/07/MK-College-Inclusive-Language-Guide.pdf

https://gcs.civilservice.gov.uk/guidance/digital-communication/planning-creating-and-publishing-accessible-social-media-campaigns/

https://www.activityalliance.org.uk/how-we-help/resources/60-inclusive-communications-guide

https://movingtoinclusion.co.uk/wp-content/uploads/2023/11/Sport-Wales-Inclusive-Language-Guide-Summer-23.pdf 

https://movingtoinclusion.co.uk/wp-content/uploads/2023/11/RYA-Guidance-Inclusive-Language.pdf

https://movingtoinclusion.co.uk/wp-content/uploads/2023/11/LGBTI-Terminology-Guide.pdf

https://movingtoinclusion.co.uk/wp-content/uploads/2023/11/ECB-Inclusive-Language-Guide.pdf

https://movingtoinclusion.co.uk/wp-content/uploads/2023/11/disability-fundamentals-terminology.docx

https://movingtoinclusion.co.uk/wp-content/uploads/2023/11/Disability-Appropriate-language-to-use.pdf

Discussion Questions

  • Are web and email accessibility functions turned on?
  • When creating accessible content for comms, are we following digital accessibility guidelines?
  • Do we consider digital exclusion? And solutions to address this?
  • Do we consider our marketing and communications materials in different languages and formats?

Supportive Solutions

Access training on inclusive and accessible communications.

Create / review brand policy and guidelines and marketing and communications tactics with consideration of accessibility and inclusion.

Top tip:

  • Access support from specific communities of interest / equality partners who can help us.
  • Be proactive solutions related to the specific underrepresented groups / communities we are trying to reach.

https://www.charitycomms.org.uk/using-language-to-be-an-inclusive-brand

https://uxdesign.cc/a-10-step-approach-to-inclusive-branding-using-the-bbc-as-an-example-a05835b7a73

https://www.sightsavers.org/perspectives/2018/04/make-your-work-accessible/

https://www.learningforinvolvement.org.uk/wp-content/uploads/2021/09/A-guide-to-creating-inclusive-content-and-language.pdf

https://mkcollege.ac.uk/wp-content/uploads/2021/07/MK-College-Inclusive-Language-Guide.pdf

https://gcs.civilservice.gov.uk/guidance/digital-communication/planning-creating-and-publishing-accessible-social-media-campaigns/

https://www.activityalliance.org.uk/how-we-help/resources/60-inclusive-communications-guide

https://www.accesssport.org.uk/

https://www.sportinmind.org/

Discussion Questions

  • Do we collate case studies, stories, and conduct impact assessments?
  • Do we promote these within our marketing and communications activities?
  • Do we promote allyships and show them in the context of our organisation? What does it mean to us / what are we doing to support this community to take part?

Supportive Solutions

Gather and share case studies and promote role models.

Promote allyships through festivals, black history month and combine with learning, case studies or marketing.

https://www.derby.ac.uk/about/equality-and-diversity/role-models-allies/

https://www.bbc.co.uk/sport/58967765

https://www.uksport.gov.uk/news/2022/01/20/return-of-the-female-coaches-leadership-programme

https://equalityinsport.org/wp-content/uploads/2013/08/Positive-action-in-sport.pdf

https://www.youtube.com/watch?v=sZBUmq4EEf0

https://www.youtube.com/watch?v=EJW3wjy9gSI