Five-step approach to an impactful DEI programme

1. Have the conversation

Leaders can sometimes shy away from DEI work because emotions run high and people may feel hurt and angry. This can create a lack of confidence to engage in discussions. Setting some “ground rules” for your discussions can keep people feeling safe and heard. We’d suggest starting with basic rules around empathic and respectful listening, but also with an acknowledgment that racism, sexism, homophobia, and other forms of oppression exist and that people’s lived experience of oppression is real and without question. This helps to avoid “debate” and instead focuses the conversation on positive action. You could also highlight that each person’s social power and privilege shape their standpoint and encourage people to reflect on how their personal identities and experiences affect the discussion. Take time to consider how you’ll prioritise the voices and safety of those with less social power and how you’ll challenge discriminatory words and actions in a positive and constructive way. Guidance on having DEI discussions can be found online.

2. Refer to the Equality Act 2010

The Equality Act brings together and replaces over 100 separate pieces of legislation, proving a legal framework to “protect rights and advance equality for all”. The Act outlines nine “protected characteristics”: age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion and belief, sex, and sexual orientation. It sets out a legal obligation “not to discriminate, harass or victimise” on the basis of the above characteristics. Your organisation’s DEI policies should meet the requirements of the Act as a minimum, and be made available and accessible to all staff, volunteers and users of your service. You can help everyone to understand not only their responsibilities but also their rights.

3. Understand the broader picture

Equalities legislation underpins a broader picture of the complexity of people’s identities and experiences, and of how social power operates. As social awareness has increased, the language and emphasis has changed. In recent decades, diversity was the focus and meant recognising and valuing difference. Similarly, equality was prioritised, which meant giving everyone the same. However, today we speak about equity, which means giving or doing what is needed to level the playing field so that everyone can participate equally. We also talk about inclusion: engaging and involving everyone, and ensuring they belong. Current discussions on DEI move beyond tackling individual prejudices, instead foregrounding the concept of structural oppression – dismantling the systems of social power that lead to discriminatory views and actions. We also now recognise Intersectionality – the understanding that people may occupy several social categories at once, which shapes their experience and worldview. An individual can be socially privileged through their gender identity or social class, for example, but be oppressed because of their ethnicity, disability and sexuality. This complexity goes beyond the basic legislation and should be considered as part of your policies and procedures.

4. Embed DEI work

A whole-organisation approach to change includes involving the Board and senior leaders in setting policies and targets, developing plans and monitoring progress. We suggest that organisations adopt DEI at governance level as a distinct, ongoing work strand. You could consider hiring external consultants to help you develop this. It’s best to set a baseline – understanding where you are starting from. You could conduct an audit of your current practices and their impact by undertaking staff and stakeholder surveys, guided interviews, and wider community engagement. You can then produce your plan and monitor your progress. It’s important to demonstrate accountability: eg via publishing minutes; two-way conversations with a DEI staff group and/or service user group; and using communications channels such as your social media accounts, blog, website and annual report. This is all part of having the conversation and making DEI issues acceptable to talk about within your organisational culture.

5. Work in partnership

You don’t have to do this alone! There are many resources available, online and offline, to help you develop and implement a DEI programme. You may also be able to learn from other community organisations who are doing the same thing. If you’re looking for training or consultancy in this area, “equalities-led” community organisations in your area may offer this. For example, you could approach local Black-led organisations, Disabled people’s organisations or LGBTQ+ groups. They are the experts in DEI work and could help co-create, monitor and evaluate your DEI plan. However, don’t ask them to work for free – they are usually smaller organisations lacking funding, and run by people with less social power. If you aren’t able to pay, they may accept a “skills swap” – perhaps you’re able to offer your expertise, facilities or other resources in return. There is value on both sides when “place-based” organisations partner with “communities of identity”.There can be a complacency about DEI in the community sector, thinking that “We’re nice people…we’re friendly and welcoming…” is enough. Implementing a DEI programme demonstrates that you’re doing your very best for your community: ensuring you aren’t inadvertently excluding nor discriminating, and helping to change things at a wider level. The biggest barrier is often not knowing how to get started or how to move ahead.

We hope we’ve given you some useful tips.