Organisational Change for Gender Equity in Practice

Transcription

1 Organisational Change for Gender Equity in Practice The experience of the Y Respect Gender Project at YMCA Victoria Scott Holmes Healthy Workplaces Senior Advisor, YMCA Victoria

2 Acknowledgments Acknowledge the first people of this land Acknowledge the first people of this work

3 What I m going to cover today Introduce the Y Respect Gender Project Who, what and why What are the possibilities for primary prevention in the workplace? Logic model and evaluation of Y Respect Gender What we had a go at doing What we achieved and learnt

4 Action Plan: Strategic direction: Lead and Achieve Change - Particular objectives 1 and 3 Strategic Direction: Invest in workforce development - Objective 5

5 Y Respect Gender Project Primary prevention project funded by VicHealth for 3 years from Feb Feb 2015 as part of their Creating Healthy Workplaces Program Externally evaluated by The Australian Research Centre in Sex, Health and Society (ARCSHS) A pilot project exploring the role of workplaces in addressing the social determinants of men s violence against women

6 YMCA Victoria Operating since 1853 Works across over 150 sites in Melbourne, regional Victoria, South Australia, NSW and ACT Recreation centres, swimming lessons, children s services, health advocacy, stadium sports, camping, youth work, disability services, accommodation Around 6000 staff and 2000 volunteers Approx. 70% female workforce Head office based in Fairfield

7 Refresher: What is Primary Prevention trying to achieve? Prevent the violence before it occurs, by Changing the social and personal norms and attitudes (social determinants) that create the context in which violence happens, by Implementing change programs and actions that involve groups of people (universal approach) in different places (settings approach)

8 What are the social and personal norms and attitudes we want to address? Unequal power between women and men (gender inequality) Patriarchal systems / male entitlement Rigid adherence to gender stereotypes Gender essentialism (sex = gender) Production and policing of what it means to be male and what it means to be female Tolerance of violence just how it is boys will be boys

9 What are the possibilities for Primary Prevention in the workplace? 1. Utilising what goes on in workplaces to address the social determinants as they exist generally across society 2. Addressing the specific ways that workplaces reinforce the social determinants

10 1. Utilising what goes on in workplaces to address the social determinants as they exist generally across society Building equitable and respectful relationships between women and men Elimination of sexist language and behaviours Challenging essentialist attitudes that lead to gender stereotyping Improved ability to notice and respond to sexism Better knowledge of the way gender is produced and policed Better knowledge about masculinity and violence

11 2. Addressing the specific ways that workplaces reinforce the social determinants Discrimination and sexism in recruitment and promotion Gendered models of leadership Discriminatory workplace practices, such as around leave, flexibility, remuneration Lack of representation of women in decision making arrangements C-suite and Board Workplace environment issues posters, music Support of women and men experiencing family violence

12 Logic Model and Evaluation WHO Healthy Workplaces: A model for action VicHealth Preventing violence against women: A framework for action

13 These frameworks led to: Whole of organisation approach people (staff and volunteers), operations, leadership, diversity (improving representation) and culture (including capacity to advocate in the community) Top down, bottom up Systems change and sustainability Constructivist evaluation

14 So what did we actually do?! Lots of awareness raising activities! Articles in newsletters Presentations at internal forums and meetings Leveraging off public events IWD and WR Marketing materials Roadshow around our facilities

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16 So what did we actually do?! Building knowledge and skills Training and workshops with various staff groups on topics specifically related to the project Training and workshops on related issues, such as diversity and inclusion Development of Managers Guidebook

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18 So what did we actually do?! Building leadership capacity One-on-one sessions with specific managers Engagement with leadership groups Encourage leaders to attend WR events Arrange for leaders to attend VicHealth training Involve leaders in Project Team

19 So what did we actually do?! Empowering change in specific facilities through a facilitated action learning approach 4 pilot sites (3 recreation centres, 1 childcare centre) Extra training for staff Liaison with pilot site managers Encouraging partnerships with other stakeholders

20 Serviette developed at Ashburton Recreation Centre as part of their involvement with White Ribbon Day

21 So what did we actually do?! Encouraging changes to systems and policy Gender audit of senior leadership patterns Gender audit of policies Minor amendments to some policies Project goals embedded in business plan via People and Culture plan Lack of gender diversity included as part of risk register

22 So what did we actually do?! Influencing whole of organisation culture Dedicated project worker Inclusion of gender equality and respectful relationship information in some position descriptions Information as part of induction program Awareness raising about environmental issues Video available for video screens at centres

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24 What we achieved Greater understanding of the issues Improved awareness of the project Stronger leadership capacity Beginnings of workplace culture change in some locations Small system changes Stronger cultural acceptance of conversations about gender and men s violence against women

25 What we learnt Importance of strong communication Value of a dedicated worker Facilitated action based learning with smaller work units gets better results Value of creating space for conversations Importance of building leadership capacity Whole of organisation approach Slow and challenging work needing long term commitment

26 Conclusion Organisational change for gender equity is possible One of the more (most?) challenging area for change VicHealth reports on this project and the other Creating Healthy Workplaces Projects will appear over next 12 months