Q3 Update: Overview
Below are key learning and development points noted through the reporting process for Q3 –
Deliverables – Progress is being made across each of the 4 Fair Work Framework objectives. Evaluations of initial training and awareness
raising sessions have been well received with participants reporting high levels of improved knowledge and skills. Several projects have
been involved in the audit and analysis of baseline data from host partners and associated action plans are now in the process of being
developed. These will be monitored and will inform future reviews well into the future. Information and resource packs are currently being
produced for distribution in quarter 4 along with best practice guides. Good progress continues to be made in embedding and reinforcing
practices and policies for lasting change. For example, shared platforms have been established with key partners/stakeholders which will be
used well beyond the funding period; the use of ‘homework’ tasks (centred on the host partners equality policies) are reinforcing change;
the engagement of senior leaders along with the formal engagement of Trade Unions are contributing to sustainable practice; academic
partnerships are also embedding learning and knowledge.
Reach – Well over a thousand individuals have participated in awareness raising, training, design workshops and pilot sessions this quarter.
In addition, employees have been engaged through team meetings, briefings, champion networks and all-staff messages. Projects have
maintained and grown their engagement at Executive and Non-Executive level and locality coverage is now reaching almost every Local
Authority area. Several projects have started to map their spread across Scotland. Demand continues to exceed original expectations from
employers and employees. The positive response from partners has stimulated additional demand from both businesses and sectors. For
example, following well received training other businesses in the sector have picked up on the success and requested input.
Added Value – Projects are delivering additional value through innovation, engagement and other spin-offs. Examples include
theorganisation of awareness raising events and the engagement of employees and employers beyond the initial target area. Families,
friends and, in some cases, service users continue to be mentioned as receiving spin-off benefits from the project training. This occurs
particularly where the training subject matter has stimulated ongoing discussion. Partners are beginning to independently link with each
other and to share best practice. Several projects are still at the preparation stage in terms of training materials and consequently the
majority of sharing will be initiated from quarter 4 onwards.
Learning Points – Issues relating to EDI under-reporting and disclosure have been focused on by several projects. A common learning
thread has been the value of open conversations, often for the first time, in the workplace. The “impact of open conversations, addressing
conversations not many have spoken about allows the learner to get a clearer understanding of why we need to be more aware of the
challenge ethnic minorities face in the workplace and what they can do to support them”. Projects have reported improved learning where
they have been able to target participants in their own departments or sections. Project steering or reference groups have proved very
helpful in pulling out learning and adding to existing project knowledge. The growing appetite for support from employers has led to the
development of ‘on- demand’ learning and new materials and guidance.
Challenges and Issues – Several projects have identified greater than anticipated demand for discussion sessions on EDI issues including
the use of equality language in the workplace. While the projects have been able to move smoothly through their early implementation
stages some have been required to complete additional clearance procedures including securing ethical approval, adhering to detailed
procurement processes as well as Caldicot and GDPR assessments given their context. There has been little evidence of ‘push-back’ which
can sometimes run alongside EDI change programmes. Where it has been raised it has been addressed openly and negated by the quality
of the training and the high levels of participant engagement.
Sharing Information – A range of channels are now being used to share information with partners, stakeholders, sector colleagues and
other organisations. ‘Shared digital platforms’ are being used to manage and promote project progress. The social media footprint for the
programme is approaching the quarter million mark which is helping to spread awareness and encourage participation. The growing use of
partner intranets and websites to store knowledge is helping to embed sustainability. Communication plans and maps are supporting the
sharing of information. Knowledge is being shared through the use of mini libraries, resource banks, shared digital platforms, outreach
stalls, staff emails, physical posters/flyers, messages on wage slips, YouTube videos, social media ads, postcards, staff meetings, easy read
materials etc. The development of independent steering or reference groups are proving effective in the two-way dissemination of
information and learning between partners, academia, businesses and sectors. Formal sharing between projects is underway and will build
considerably over the next few months. This involves sharing of materials and knowledge, key contacts, concepts and social media
Partnership Contributions – Contributions include communication, shared digital content, baseline data, joint action plans and monitoring
approaches. For host partners releasing staff and managers for training and engagement can represents a significant organisational
commitment. This applies equally to the release of front facing staff working within pressurised services and managers working to tight
deadlines and demanding performance targets. Despite these pressures engagement has been excellent, staff have been released and
managers are actively supporting and promoting the projects. For partners involved in training or consultancy excellent progress is being
made through direct delivery, consultancy, the production and dissemination of good practice, testimonials and networking across sectors.
Partners involved in leading training and consultancy inputs are sharing knowledge and skills with partners which will help with
sustainability. Partners have been involved in shaping and designing both workshops and the materials used. In one project, partners are
making sizeable financial contributions which is allowing the project to expand its input and will ensure future sustainability. This approach
will be shared further across the programme.
Training Delivery – The involvement of employees with ‘lived experience’ is being utilised in steering/reference groups, as training leads
and in a variety of awareness raising roles. The application of listening skills, ensuring time to discuss and reflect on difficult topics, and the
use of ‘safe space’ techniques have been used widely. While most of the training continues to be online there is a move towards onsite
training and one project is in the process of piloting the use of hybrid training. A range of training materials are being used to meet the
different learning needs of participants. This includes, accessible formats, online and onsite materials as well as group and individual
coaching sessions. While coaching is often integrated into programmes, one project is using a specialist coaching approach involving
‘coachees’, mentors and sponsors. Another project has produced multiple interchangeable scenarios to ensure that the training is engaging
and fresh for both the participants and the trainers from session to session. Where videos have been produced these have enabled on
demand access. All the training has incorporated Fair Work Framework objectives.
Communications – External, in-house, social media and general media continue to play a vital role in promoting the work of individual projects alongside the Fair Work Framework. Examples of individual project output is outlined in the following pages. Throughout quarter 3, ADS have been heavily involved in promoting the WEF programme and the work of each of the projects. This has taken place over social media, national conferences, parliamentary exhibitions, ‘Cost of Living’ pop-up events linked to MSP/MP constituencies and the production and dissemination of YouTube videos.
Summary – The projects have shown strong progress along with a real sense of purpose. Project leads are energised, enthused and focused on delivering sustainable change. Partners are fully engaged and making substantial contributions.
Individual Project Updates
Voices for Change: Disability & Women, by NHS Dumfries and Galloway in partnership with Sleeping Giant and DG Voice
DIveIn Programme, by Built Environment – Smarter Transformation (BE-ST), formerly the Construction Scotland Innovation Centre, in partnership with Radiant and Brighter and Balfour Beatty
Age Inclusion for People Managers and Key Influencers, by Age Scotland in partnership with the University of Edinburgh Business School
Refugees in Social Care Careers by the Scottish Refugee Council, in partnership with Fair Deal
Leadership Programme for BAME Employees, by PATH Scotland in partnership with NHS Greater Glasgow and Clyde
Accessibility for All by Connect Three Solutions, in partnership with the Passion4Social CIC agency
Diversity Works, by Adopt an Intern in partnership with Aegon Asset Management