HSS E&D COMMITTEE PAPER 06/04 C
For discussion
Equality and Diversity Committee Paper
Developing Staff Networks at University of Edinburgh
Brief Description of Paper
This paper is a summary of the current standing of staff networks which exist to support staff
from minority groups. Two networks exist, the Women’s Network and the Race Equality
Network. These have been inadequately supported in the past year since the departure of the
former E&D Adviser and no longer operate as supportive networks with regular meetings. The
Committee is asked to encourage the re-development of these networks by specifying that
support will be provided by the E&D Manager and by setting an objective of having participative
groups operational within the next 6 months.
Action Requested
For discussion, suggestion and support
Resource Implications
The development of staff networks is central to the University’s draft consultation strategy that
was broadly supported at the Management Board meeting in April. To make the networks
function effectively the participation and involvement of staff is vital. It is proposed that staff
who attend official network business or meetings be allowed to do this during their working
week without feeling obliged to make up their hours. Where reasonable and practical, i.e.
avoiding disruptions for service or educational provision, managers should be asked to facilitate
and support the attendance of their staff. The networks may require minimal funding to facilitate
promotion and organisation of events and meetings.
Risk Assessment
The University has a legal duty to develop an internal consultation and involvement framework
for its staff to meet its public sector duties on race, disability and gender. The development of
staff networks as a tool for involvement is one important strand of that work. This is an area
that needs improvement and is currently an area of non-compliance.
Equality & Diversity
Engaging with its diverse range of staff, especially those from traditionally under represented
groups is important for the University to emphasise it’s commitment to Equality and Diversity.
Originator of Paper
Ian Bettison
Equality and Diversity Manager
Freedom of information
Can this paper be included in open business? Yes
If no, please indicate which of the reason below justifies the paper being withheld.
Its disclosure would substantially
prejudice a programme of research
Its disclosure would substantially
prejudice the commercial interests of
any person or organisation
Its disclosure would constitute a
breach of the Data Protection Act
Its disclosure would substantially
prejudice the effective conduct of
public affairs
Its disclosure would constitute a
breach of confidence actionable in
court
Other (please give further details)
For how long must the paper be withheld? (express either as the time which needs to pass or a
condition which needs to be met.) ……………………………………………………….
1
History of the Networks
1.1
The University of Edinburgh has two visible and established employee diversity
networks. There has been some attempts at informal networks where staff discuss LGBT
issues, these have relied on being low key and have not been supported or promoted by the
E&D function. However this group does not currently exist in a full sense and is not involved in
providing guidance or support to the University.
1.2
However neither the Race Equality Network (REN) nor the Women’s Network (WN)
meets regularly and do not currently have any activities or meetings planned. From
conversations with members involved in these two networks the lack of momentum coincided
with the departure of the previous E&D Adviser and has resulted in a feeling of the groups not
being supported by the University.
1.3
For the Race Equality Network a mailing list of nine staff exists, which is only 3% of
known BME staff at the University. The email list is not regularly used and the group has not
formally met since spring 2005. The Women’s Network (WN) last met in late 2004 and has a
mailing list of 73 women which is less than 2% of the University’s female staff.
2
Discussing a way forward?
2.1
The E&D Manager has met with members of both groups and listened to what the
Networks want to achieve, which are similar but not identical.
2.2
The WN were focused more on development for women and career progression. The
REN had a focus on involvement and representation for members from minority groups.
However both groups are keen to work on re-establishing the networks as sources of support
and advice to and representation of staff.
3
Other Staff Networks
3.1
As a leading employer the University needs to consult with and involve all staff in the
development of policy and services, especially those from minority groups who are under
represented in existing consultation frameworks. Currently there are no networks for older,
disabled or LGBT staff. While the University would not seek to force an unwelcome network
upon staff, however it is hoped that with the support of the E&D Manager further networks
could be established that enabled staff to be involved with how the University plans and
develops policies and services for staff and cover all areas of diversity.
3.2
This is especially important for disabled staff as it appears there is significant under
reporting of disability in the workforce. The groups should be encouraged to work together,
where appropriate, to ensure that any issues of multiple discrimination can be addressed.
4
Action needed to develop staff groups
4.1
Any staff network needs to be run by staff for staff. However it is vital that HR and the
Equality and Diversity Manager are able to support the development, promotion and running of
any network.
4.2
Any network needs to be visible and promoted as being independent of the University
which will attract greater numbers of members of staff to be involved
4.3
Promotion and Development of Networks
The networks should be encouraged to promote their group using internal and external media.
The E&D Manager will work with Communication and Marketing to promote the aims and
membership of the networks. Where possible networks should be encouraged and assisted to
develop their own identity. This might include; a logo for the network, creating its own web site,
and use of an email discussion group. Posters and leaflets can be produced to promote the
group and any meetings/events.
4.4
Managing the Networks
Each network should be encouraged to have a formally constituted committee with officers
elected by members. Membership should be determined by the networks themselves. For
example whether they should be open to all staff, only those from a particular group or those
with a strong interest in an issue, will affect the experience of the members and the dynamic of
the group. Given the groups would represent the University’s staff, it would be expected to
support and uphold the University’s commitment to Equality and Diversity and behavioural
standards.
4.5







Individual groups will be free to decide their own;Terms of reference
Aims
Constitution
Frequency of meetings
Reporting of feedback and Communication Strategy
Promotion of group
Confidentiality of meetings and anonymity of membership
4.6
The E&D Manager proposes funding the groups with £500 to assist in the development
of groups and cover set up and initial running costs. It is expected that these groups will need
annual funding whilst they exist.
4.7
Membership and Involvement of Staff
All staff should be able to be participate in the University’s staff networks. To achieve this it is
recommended that meetings are widely publicised and that staff feel confident enough to ask
their manager to facilitate and support their attendance where reasonably practical. It is
suggested that the groups would not meet more than 4-6 times per year and a regular
committee meeting might take 2-3 hours. Other meetings, such as developmental events and
liaison with external networks may have to be run outside of core working hours, due to the
availability of external speakers, particularly if they are providing their services free of charge.
However this does have implications for staff with caring responsibilities so should be
minimised where possible.
4.8
Because of their own right to privacy, members of staff should not feel obliged to
inform their line manager of their involvement in a network. However it would be wise to
discuss involvement if they are to become part of any committee or if they feel their absence
might affect the operational capacity of their team. This is particularly important for staff with
fixed hours of work, for example where their attendance is related to service delivery. To avoid
prolonged impact on specific teams, staff could be asked to consider taking on committee
positions for a maximum of three years and agree only to serve one network at a time.
4.9
To re-enforce the University’s commitment to staff involvement the SVP/VP of E&D
should write to departmental managers and heads of school to explain the rationale behind the
networks and asking for their support in meeting our moral and legal obligations to engage with
and fully involve staff.
5
Involvement and Consultation
5.1
Involvement will take different forms for the networks. Where appropriate, networks will
be consulted formally on a policy of procedural change that may affect staff adversely, asked
for comment of development of E&D strategy and approached for advice on a wide range of
E&D issues.
5.2
Each network should be formally represented at the University’s E&D Committee and
be asked to produce an update of progress and issues facing staff.
5.3
The group should not feel it is limited to discussing one single area of diversity. Its
feedback will be taken on board on a range of issues, including operational/academic issues. It
is hoped that by supporting the groups there will be a positive working relationship with the
E&D VP, Manager and Committee. However the networks should not be viewed as University
owned, indeed where necessary the group maintains the right to lobby for changes to process
and practice that are anti-diversity. While the networks represent University staff, they might
also link in with other staff networks, or external groups working on diversity with which they
share a common aim.
6
Summary
6.1
Re-vitalising and establishing and supporting networks for staff from minority groups
must become a priority for the University. In the past there has not been sufficient consultation
to meet existing legal responsibilities. This needs to change because of the impending
legislation on positive duties for Disability and Gender and because the University is aware of
duty as an employer to consult with all staff on issues that affect them. Supporting and
enabling staff networks is essential if the University is going to be able to meet its legal duties
as an employer and if it is serious about understanding the different issues and meeting the
diverse needs of staff from minority backgrounds within the University.