Case Studies The creation and impact of a staff BME Network

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1 Case Studies The creation and impact of a staff BME Network Harnessing BAME talent: A guide for UK employers challenge toolkit

2 challenge toolkit Be inclusive BME Network The creation & impact of a staff BME Network The Anglia Ruskin BME Network Steering Group consists Dr Sally Everett, Dr Apurba Kundu and Mr Austin Brown (not pictured) Anglia Ruskin University (ARU) is currently celebrating its 25th year as a university although its origins go back to the It has core campuses in Cambridge, Chelmsford, Peterborough and London, with almost two dozen associate colleges located across the UK and overseas. With over 2,000 staff in the region, and almost 40,000 students worldwide, ARU is one of the largest higher education providers in the east of England. 01

3 Priorities At ARU we are aiming to promote an understanding of the challenges facing BME staff and find solutions to any disparities in their employment experience, from applying and hiring, through to career progression and senior representation. These priorities were identified as the result of research undertaken by the ARU BME Network Steering Committee and consultation with its members. Our initiative In May 2016, two senior academic managers proposed the creation of a BME Network for staff, and invited colleagues to attend two launch events. At the events they presented their research on the relative underrepresentation of BME staff in UK Higher Education and ARU, and discussed the aims and objectives of BME staff groups at other UK universities. Subsequent consultation activities provided the basis for the BME Network s terms of reference, including primary and secondary aims and related actions: Primary Aim: To promote equality through active involvement and consultation on our university s strategy, policies and guidance on race equality. Actions: Lobby colleagues to progress issues facing BME staff in ARU Support the collection and publishing of comparative data on BME staff Organise networking events Mentor and coach aspiring BME leaders Secondary Aim: To promote equality through active engagement with communities beyond the BME network membership Actions: Engage and support BME student societies and the greater BME student community Engage with other Anglia Ruskin Staff Networks and Trades Unions Engage and participate in research into BME issues for higher education staff and/or wider society Support and participate in BME-related charity and voluntary projects 02

4 The Network elected a Steering Committee tasked with carrying out the above aims, who met with the Vice Chancellor in May 2017 to discuss the BME Network, focusing on the primary aim above. This lead to further research, a survey and network meetings to understand better the employment experience and career progression of BME colleagues at ARU, to inform a report for the university s senior operational group. In November 2017, the Steering Group presented their findings and recommended actions to the senior management. The actions included: Promoting diversity in applications Instituting an anonymised application process Including staff networks in information for new staff Assigning a senior BME colleague as second mentor for new BME academic appointments Including a BME staff member on appointment and promotion panels Publishing detailed BME staff data in a timely and consistent manner Sponsoring BME staff to undertake external professional development programmes Instigating an institutional BME staff development programme Raising personal and institutional awareness of the benefits and challenges of inclusivity Applying for the Equality Challenge Unit (ECU) Race Equality Charter Mark Assigning a senior manager with responsibility for increasing staff diversity with clear targets The impact The direct impact and outcomes of creating the first networking group for BME colleagues at ARU have been significant. The senior management accepted both the spirit and details of the recommendations. As a direct result, the Vice Chancellor has agreed to commit ARU to working towards the ECU Race Equality Charter Mark, and the additional recommendations contained in the report will be considered when formulating the university s new People Strategy. The BME Network itself will continue to review recruitment, progression and representation data on an annual basis. 03

5 The BME Network has also had an indirect impact. Following its creation, the university s HR Services also supported those staff who wished to create a Disability Network. Together with the BME Network, Women s Network, Lesbian, Gay, Bisexual and Trans (LGBT) Network, and Part-time and Flexible Working (PTFW) Network, the university now has a comprehensive suite of inclusivity networks, often working in collaboration, to encourage and support staff. Challenges As with any new network, challenges have included encouraging eligible members to join, keeping the profile of the network high and, for the members of the Steering Committee, finding sufficient time to commit to this voluntary, additional responsibility. Hints and tips The encouragement and support of the Vice Chancellor has been invaluable. The support of HR has also been very helpful in raising the profile of the Network amongst all staff, facilitating communications with its members, and financially sponsoring events. HR also supports the Steering Committee members; for example, by sponsoring attendance at relevant external events. Reactions so far The Anglia Ruskin BME Network has, through the activities of its founders and members provided invaluable support to individuals and the wider university, through offering both guidance and support. Personally, I have greatly valued the voice and viewpoints they have shared, to help shape how our university can best respond and create an environment in which all members can thrive and develop their own careers and support others. Professor Iain Martin, Vice Chancellor We are delighted to see the progress made by our BME Network in such a short space of time. They have already made an impact by ensuring that BME issues are high on our corporate agenda including specified actions in our institutional operational plan. Our inclusivity networks are a key vehicle by which we champion inclusive practice and we will continue to work closely with them to enhance and improve the working lives of all BME staff, and potential staff, at Anglia Ruskin. Rachael Cornwall, Head of Engagement and Development, HR Services 04