Taking down the ropesImproving our approach to diversity
What do we mean by diversity?• No-one should feel that they cannot enjoy  what we have to offer or feel unwelcome or  unco...
Why bother?• Because of our 2020 strategy: ”everyone feels like a  member”; our supporters and potential supporters look  ...
Our story so far• Whole is less than the sum of our parts –  effort not joined up and investment under  delivering• Ambigu...
The state of play :             “For ever, for Surbiton”• With a few exceptions at properties, we do not reflect the diver...
……and how does that compare with            others?• Compared ourselves with BBC, BT, EH, V&A,  Glasgow Museums• We have p...
What gives us confidence we can         tackle this now?• Shift in gender balance at senior staff levels in last 10  years...
So what’s our direction of travel?• We now have unequivocal commitment from trustees and  executive team• See it as part o...
What would success look like?• The Trust reflects more closely the make-up of  the communities in which we work, at our  i...
What are we tackling first?• Do existing things differently rather than  doing additional things• Diversity Task and Finis...
What are we tackling first?•   People•   Volunteering•   Governance•   Communications•   Visitor experience – Outdoors, NT...
Work stream : People
Objectives for work stream As most of the organisation’s decisions are taken by staffwe want to:    Create greater diver...
Proposed activities, timescales and               responsibilitiesProposed activity                                       ...
Proposed activities, timescales and             responsibilitiesProposed activity                                       Ti...
How will we know if we’re             succeeding? Profile of our work force changes       Better reflects make up the su...
Work stream : Volunteering
Objectives for workstream• To increase the diversity of our volunteers• For all training for volunteer managers to include...
Proposed activities, timescales and            responsibilities• Bid to Nesta innvoation in giving programme for support w...
Work stream : Governance
Objectives for workstream• For governance volunteers’ to appreciate the  importance of diversity• For all governance group...
Proposed activities, timescales and             responsibilities•   Awareness raising discussions at Appointments Committe...
How will we know if we’re                    succeeding?•   Grief from some members and support from others – e.g. picture...
Work stream : Communications
Communications    Objectives for communications• The existing audience strategy will drive  diversity (aimed at Supporters...
Communications    Proposed activities, timescales and             responsibilities• Research into unwelcoming cues – to  u...
Communications  How will we know if we’re succeeding?• Membership profile continues to evolve to  include Supporters and P...
Our asks of you• How can you help ‘take down the ropes’ in  your part of the Trust? No-one should feel  that they cannot e...
Diversity
Diversity
Diversity
Diversity
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Diversity

  1. 1. Taking down the ropesImproving our approach to diversity
  2. 2. What do we mean by diversity?• No-one should feel that they cannot enjoy what we have to offer or feel unwelcome or uncomfortable because of their background or personal characteristics• Includes gender, belief, disability, age, ethnicity, sexual orientation and socio- economic status
  3. 3. Why bother?• Because of our 2020 strategy: ”everyone feels like a member”; our supporters and potential supporters look like the national population – not like our members• Because it’s the right thing to do: our core purpose is about for ever for everyone, for the benefit of the nation• Because it will deliver long term benefit: a more diverse visitor base = a more diverse supporter base = more money, more talent, more volunteers, more advocates, richer and more rounded understanding and decision making in the organisation• Because we know being relevant matters: and that means evolving in step with the nation and being perceived as doing so
  4. 4. Our story so far• Whole is less than the sum of our parts – effort not joined up and investment under delivering• Ambiguous commitment from the top• Only really about ‘hard to reach’ audiences and individual properties• Lack of strategic approach. Generally small scale, community project based work driven by passionate individuals and grant funding
  5. 5. The state of play : “For ever, for Surbiton”• With a few exceptions at properties, we do not reflect the diversity of the communities we operate in except in gender terms• General perception is we exist for white, middle class, older people – and a MOSAIC profile of our current membership reflects this• We do not have a diverse governance community• Gender balance is good generally (apart from in governance)• …but we have tackled some physical access issues for people with disabilities due to equality legislation• We do not know if we have significant issues relating to religion, belief or sexual orientation – we do not gather this information. But we suspect not• Socio economic background and ethnicity are a challenge in all aspects of our work
  6. 6. ……and how does that compare with others?• Compared ourselves with BBC, BT, EH, V&A, Glasgow Museums• We have performed relatively better in community involvement than in other areas of our activity……• …but in general we trail the others – lack of a strategic approach, an action plan and monitoring in particular
  7. 7. What gives us confidence we can tackle this now?• Shift in gender balance at senior staff levels in last 10 years• Rapid growth in family membership• Some recent changes in Regional Advisory Board membership• The opportunities presented by GOACN• The growth in internships/similar programmes• The successful delivery of projects like London Voices, Whose Story?• The work of properties like the Back to Backs, Seaton Delavel
  8. 8. So what’s our direction of travel?• We now have unequivocal commitment from trustees and executive team• See it as part of the day job – not something confined to projects and initiatives• Tie in with our overall audience development push of trying to reach those who are close to us but not close enough. Profile of our supporters and potential supporters is like the UK population as a whole - not like our members – in terms of age, socio-economics and ethnicity• Tackle those areas which will help us make most progress fastest• Don’t do a big programme and don’t tackle everything
  9. 9. What would success look like?• The Trust reflects more closely the make-up of the communities in which we work, at our individual places and across the nations as a whole• We make progress towards having a profile in our work that reflects the MOSAIC profile of the UK population
  10. 10. What are we tackling first?• Do existing things differently rather than doing additional things• Diversity Task and Finish group engaged trustees/exec team• Diversity Group to steer and monitor implementation with Tina Lewis, People Director, as sponsor
  11. 11. What are we tackling first?• People• Volunteering• Governance• Communications• Visitor experience – Outdoors, NTCities
  12. 12. Work stream : People
  13. 13. Objectives for work stream As most of the organisation’s decisions are taken by staffwe want to:  Create greater diversity amongst our employees  Review our current ‘people MI’  Better understand the current characteristics of our staff  Agree how we share and use this insight Review our current people processes  Identify where we can remove barriers  Become a more diverse organisation
  14. 14. Proposed activities, timescales and responsibilitiesProposed activity Timescal Who eBrief People Team on the diversity ambitions and include in Completed by TLthe People Plan Oct 2012Review of current People MI Sept 2012 CatherineUnderstand and ensure we capture the right information in MYplace /ongoing BrownAgree how we promote MI about the characteristics of our staffReview and redesign our recruitment processes to attract a Nov 2012 Louisemore diverse work force HeppinstallConsider how we can better promote what we do on accessAdopt easier ways to apply for rolesContinue to deliver and learn from the Passport for the Ongoing CatherineFuture Brown/ Establish further learning sites in line with regional business plans – Clairee.g. Yorkshire/North East Poulton
  15. 15. Proposed activities, timescales and responsibilitiesProposed activity Timescale WhoEnsure current People policies support our diversity End of Q3 Martinambitions Nugent Adopt relevant changesReview our development programmes to ensure they End of Q3 Janesupport our diversity ambitions Blackburn
  16. 16. How will we know if we’re succeeding? Profile of our work force changes  Better reflects make up the supporter profile Employer brand perceptions improve/change  Change in EVP insight/data Organisation is perceived to be a diverse organisation Diversity is not seen as something different/a project
  17. 17. Work stream : Volunteering
  18. 18. Objectives for workstream• To increase the diversity of our volunteers• For all training for volunteer managers to include working with different volunteer audiences• To invest in recording systems to more accurately record our current volunteers base (suspect we currently underreport on diversity due to over reliance on volunteer survey)• To focus on growing diversity through family volunteering and internships
  19. 19. Proposed activities, timescales and responsibilities• Bid to Nesta innvoation in giving programme for support with family volunteering – in particular development of a digital platform and promotion• Work with 18 feet agency to refine offer for family volunteering• Engage all VCI consultants in family volunteering• Continue growing twice yearly recruitment events for internships• Produce specific internship collateral• Develop a specific strategy for diversifying the range of applicants for internships
  20. 20. Work stream : Governance
  21. 21. Objectives for workstream• For governance volunteers’ to appreciate the importance of diversity• For all governance groups to commit to broadening diversity and for this to happen• For governance bodies to think about diversity when making decisions and/or giving advice and for this to make an observable difference
  22. 22. Proposed activities, timescales and responsibilities• Awareness raising discussions at Appointments Committee, Board and Council – done• Appointments Committee Chairman to write to RABs and panels re importance of diversity – RABs done, panels to follow• Present Mosaic analysis to Appointments Committee and establish a ‘direction of travel’ (Autumn 2012)• Present the importance of diversity at 2012 AGM and 2012/13 Annual Report• Review our governance volunteer selection processes with People Team – to identify and remove barriers and to find better ways of attracting broader range of candidates (January 2012)• Develop database of potential governance volunteers from broader range of backgrounds and encourage them to apply for vacancies (December 2012)• NC (elections) to include diversity is a priority criterion for 2013 elections• Encourage authors to include reference to diversity in papers coming to Board and Council (now)• Arrange guest speaker/trainer for Board of Trustees• Arrange Board, Council updates during 2013 with data and follow up reports to RAB and panel chairmen
  23. 23. How will we know if we’re succeeding?• Grief from some members and support from others – e.g. pictures used for Autumn magazine• Better recruitment processes resulting in greater diversity in applications• Observable change in diversity of governance volunteer groups during 2014 (possibly earlier)• Latter change reflected in progress along our direction of travel• Diversity gets talked about at the Exec Team, Board, Council etc when diversity is not on the agenda• Momentum grows – criticism saying that we should be doing more• Exec Team and Board decisions better reflect the needs and desires of different sections of society
  24. 24. Work stream : Communications
  25. 25. Communications Objectives for communications• The existing audience strategy will drive diversity (aimed at Supporters and Potentials)• Additional effort should focus on ensuring no ‘unwelcoming cues’ in first contact with NT
  26. 26. Communications Proposed activities, timescales and responsibilities• Research into unwelcoming cues – to understand ‘tone of voice’ and ‘older image’ issues• Identify ‘first contact’ channels and hold regular reviews (website should be starting point as it reflects all aspects of the NT)• Report through B and M channels
  27. 27. Communications How will we know if we’re succeeding?• Membership profile continues to evolve to include Supporters and Potentials• Staff and volunteers understand and embrace diversity as the norm
  28. 28. Our asks of you• How can you help ‘take down the ropes’ in your part of the Trust? No-one should feel that they cannot enjoy what we have to offer or feel unwelcome or uncomfortable because of their background or personal characteristics• How will you share this approach?

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