Green Paper: Diversity & Inclusion Steering Group Review...decision-making power. A proposed new delegation structure is included which shows the merging of the Diversity & Inclusion

Report by Samina Zaman, Diversity & Inclusion Steering Group Secretary 1 Green Paper - Diversity & Inclusion Steering Group Review 2018

Green Paper: Diversity & Inclusion Steering Group Review Executive summary: The Diversity & Inclusion Steering Group has been in operation since 2012. The current group is chaired by a lay member of Council. The current structure, design and purpose of the Diversity & Inclusion Steering Group does not align with King’s Vision 2029 and consequent Diversity & Inclusion priorities. In addition, it does not enable the group to exercise any executive authority to ensure Diversity & Inclusion strategic objectives are achieved. It is deemed to be a passive body, receiving update reports serving the primary purpose of sharing information. In 2018, a review of the Steering Group was initiated to consider the purpose and positioning of the group within King’s wider governance and executive management structure. Council is King's supreme governing body, comprising a mixture of independent lay members, staff members and the President of King’s College London Student Union. Council is there to govern, not to manage the University, holding the executive to account. It is supported by several standing committees, such as Academic Board, which is responsible for the academic work of the university, including teaching, assessment and research. King’s Executive management body comprise the Senior Management Team (SMT) whose responsibility it is to advise the Principal and President on executive-level decision making. The Executive are responsible for managing the university and delivering the strategy. This Green Paper sets out the proposals that have emerged from the review. The overall goal is to ensure that Diversity & Inclusion governance creates appropriate accountability, scrutiny and decision-making power. A proposed new delegation structure is included which shows the merging of the Diversity & Inclusion Steering Group and the University Self-Assessment Team, and alignment of function reporting within King’s wider governing and executive structure. Key focal points and issues • The nature of the current Diversity & Inclusion Steering Group model; what the group is and whether its processes allow it to deliver that mandate effectively, • The Diversity & Inclusion Steering Group's relationship with Council, • The Diversity & Inclusion Steering Group's relationship with the Executive, • The Diversity & Inclusion Steering Group’s relationship with central groups, • The engagement of members of King’s in the business of the Diversity & Inclusion Steering Group. The emerging proposals define the role of Diversity & Inclusion Steering Group as being a key part of the overall achievement of King's diversity and inclusion goals and providing critical advice on strategic development. They re-align the functions of the Diversity & Inclusion Steering Group, moving operational processes into the executive and professional service responsibilities. They focus on the critical role the Diversity & Inclusion Steering Group has in providing a two-way communication channel between the wider King's community and Council, via the Executive to help inform decision-making and King's diversity & inclusion strategy.


A proposed new delegation structure for authority across all decision-making activity, has been developed. This shows the alignment of reporting, and is presented below:

KEY:

Council Committees with established authority for governance decision making Committees/groups with established authority for executive decision making Diversity & Inclusion groups

Comments are welcome from staff, students, and wider members of the King’s community.

President and Principal advised by committees with generic

authority delegated for EXECUTIVE decision-making

and advice to Council

Committees with specific authority delegated for

GOVERNANCE decision-making, advice and assurance to Council

COUNCIL

SENIOR MANAGEMENT

TEAM President & Principal

EQUALITY, DIVERSITY & INCLUSION

COMMITTEE Senior Officer

• It Stops Here Taskforce •Race equality charter mark •Gender equality charter

mark •Disability Inclusion • Workplace Equality

Index

ACADEMIC BOARD

President & Principal

EQUALITY, DIVERSITY & INCLUSION ADVISORY

COMMITTEE Director of Diversity &

Inclusion

EQUALITY,

DIVERSITY & INCLUSION

EXPERT PANEL


Contents Diversity & Inclusion Steering Group Review 2018................................................................................ 4 The nature of the current Diversity & Inclusion Steering Group; what the group is and whether its mandate allows itself to deliver that effectively ....................................................................................... 8 The Diversity & Inclusion Steering Group’s relationship with Council and the Executive ........................ 9 The Diversity & Inclusion Steering Group’s relationship with central groups .......................................... 11 The engagement of members in the business of the Diversity & Inclusion Steering Group ...................... 12 Proposal for future King’s Diversity & Inclusion Committee .................................................................. 13 Draft Terms of Reference for the Equality, Diversity & Inclusion Committee ........................................ 15 Draft Terms of Reference for Equality, Diversity & Inclusion Advisory Committee ............................... 17 Draft Brief for Equality, Diversity & Inclusion expert panel ................................................................... 19 Appendices ......................................................................................................................................... 20 Glossary .............................................................................................................................................. 33


Diversity & Inclusion Steering Group Review 2018

Aims:

1. Complete a review to clarify purpose and position of King’s Diversity & Inclusion Steering Group to ensure King’s is a diverse, inclusive and fair educator and employer,

2. Establish oversight and accountability for the delivery of King’s diversity & inclusion strategic objectives, within King’s wider governance and executive management structure,

3. Ensure King’s senior decision-makers, and subsequent policies, practices and proposals, are informed by an appropriate level of equality, diversity and inclusion perspective.

Outcomes:

- Review purpose of the Diversity & Inclusion Steering Group, - Establish a community forum engaging key stakeholders, networks and groups, to inform

King’s diversity & inclusion priorities and influence decision-making processes, - Clarify position of key diversity & inclusion groups within King’s wider governance and

executive structure, in terms of reporting lines and accountability. Review Process and Timeline: The Review began in June 2018 and has been managed by the current Diversity & Inclusion Steering Group Secretary, Samina Zaman. The Review is sponsored by the Director of Diversity & Inclusion, Sarah Guerra in agreement with the Diversity & Inclusion Steering Group Chair, Angela Dean. In 2017, the Terms of Reference and membership were refreshed as an interim measure to serve the 2017-18 academic year (appendix 1). Over summer 2018, meetings were held between the Director of Diversity & Inclusion and key stakeholders, including the Diversity & Inclusion Steering Group members 2017/18 and faculty representatives. A benchmarking exercise was also conducted looking at the governance structure of other universities (appendix 3). A review of the USAT (appendix 4) has also been underway and is considered in this Green Paper too.


The timeline is as follows: It is key to note, King’s Academic Board is undergoing a governance review too, which presents an opportunity to better embed diversity and inclusion, particularly regarding academic matters affecting the faculties. The Academic Board review proposals are to be implemented in 2019.

Interim refresh of Diversity & Inclusion

Steering Group Terms of Reference

Benchmarking research including meetings with

key stakeholders

Recommendation to merge USAT with new committee

Develop Green Paper

Diversity & Inclusion Steering Group Review

Green Paper out to community for comments and feedback

Proposal approved

Proposal implementation

Oct 2017

June 2018

July 2018

Aug 2018

Sept 2018

Oct 2018

Nov 2018

Jan 2019

Feb 2019

https://internal.kcl.ac.uk/about/secretariat/documents/academic-board-review-green-paper-final.pdf


Key issues: • The nature of the current Diversity & Inclusion Steering Group; what the group is and whether its mandate allows itself to deliver that effectively:

i. The Diversity & Inclusion Steering Group does not hold any decision-making powers or ability to hold King’s to account for its delivery of diversity and inclusion strategy.

ii. The Diversity & Inclusion Steering Group does not have oversight of university-wide diversity & inclusion activity, or account for the functional alignment of diversity & inclusion.

iii. There is little formal oversight or accountability over how priorities are determined. • The Diversity & Inclusion Steering Group’s relationship with Council and the Executive: iv. No clear ownership or accountability of Diversity & Inclusion Steering Group at executive

level. v. No formal pathway for King’s executive decision-making body to be informed by the

diversity and inclusion perspective. This has historically happened in an ad-hoc fashion. Consequently, there is insecure assurance that diversity and inclusion issues/priorities are considered by King’s executive body, impacting their ability to inform the agenda or set direction. The only formal reporting mechanism into the executive is via the USAT, which has oversight of King’s institutional gender and race equality charter marks.

• The Diversity & Inclusion Steering Group’s relations with other central groups: vi. Local diversity & inclusion related committees e.g. in the faculties/functions, do not have a

formal reporting line into the Diversity & Inclusion Steering Group. vii. There is no single group bringing together King’s diverse staff and student voices, to

consider equality issues and diversity and inclusion priorities. • The engagement of members in the business of the Diversity & Inclusion Steering Group: viii. The roles, responsibilities and expectations of Steering Group members are unclear. ix. There are operational issues in how diversity and inclusion activity engage key

stakeholders. There has been cross over between the memberships of various Diversity & Inclusion related working groups (e.g. resulting in the same person/teams simultaneously working on different Diversity & Inclusion issues). Nonetheless, despite being members, some stakeholders have not been able to actively and effectively engage and participate in the business of diversity and inclusion.

Summary of proposal: Accountability: Principal holds ultimate accountability for Diversity & Inclusion delivery, and should formalise an Equality, Diversity & Inclusion sub-committee of SMT, of which the terms of reference would enable:

- Accountability of overall Diversity & Inclusion strategic objectives, - Clear lines of responsibility for delivery – within the Diversity & Inclusion function and

across King’s ensuring King’s executive, decision-making body are informed of King’s key priorities regarding equality, diversity and inclusion.


Responsibility: Diversity & Inclusion Director responsible for establishing strategy, ensuring Diversity & Inclusion function deliver activity and achieve goals, coordinate with other functions to achieve cross university goals. Consulted: The Equality, Diversity & Inclusion Advisory Committee (new body – page 17) discuss key issues and are regularly consulted. They may occasionally convene an expert panel (page 19) to inform meeting discussions. Informed: Wider King’s community including other parts of the governance structure and leadership.


The nature of the current Diversity & Inclusion Steering Group; what the group is and whether its mandate allows itself to deliver that effectively

King’s Diversity & Inclusion Steering Group currently includes members who are; Directors from key areas across King’s, two Senior Officers who are King’s Diversity & Inclusion Champions and representation from staff and student unions (appendix 1). There are several Diversity & Inclusion committees, working groups and diversity networks that do not formally report to or link into the Diversity & Inclusion Steering Group. Some of these groups, including the USAT and It Stops Here Taskforce are invited to share an update at the Diversity & Inclusion Steering Group, but there is no formal tracking and monitoring of progress outside of the D&I team. There is a risk of insufficient scrutiny of activity or progress across these work streams. The Diversity & Inclusion team and the Director are the main connecting links between the various, committees and working groups. This is useful in practical working terms. However, it also indicates there is insecure executive accountability, leadership and oversight overall of Diversity & Inclusion strategic objectives, evident from figure 2. King’s has set itself on a path of functional alignment which combines clear accountability for whole-of-university service delivery resting with Functional leads; and every member of professional services staff having a functional ‘home’ regardless of where they are structurally or physically located across King’s, (appendix 2). In early 2018, the VP Operations commissioned a review of the overall Diversity & Inclusion operating model. The HR Directorate, alongside colleagues in Faculties, directorates and thematic institutes with aligned responsibilities and roles, form an overarching People and Organisation function, which will work beyond the traditional boundaries of directorates, thematic institutes and faculties. Diversity & Inclusion is a sub function within the People & Organisation function. Considering these functional changes, the current nature of the Diversity & Inclusion Steering Group does not allow itself to deliver its mandate effectively.


The Diversity & Inclusion Steering Group’s relationship with Council and the Executive The Diversity & Inclusion Steering Group does not formally sit on either side of King’s governance and executive delegation of authority organogram.

Figure 1: King’s Governance and Executive Delegation of Authority 2017/18 Organogram


Termly verbal and paper Diversity & Inclusion Steering Group meeting reports are presented to Council by the Diversity & Inclusion Steering Group Chair. However, there is no formal reporting line or connection into the Executive. Reports to the Executive are currently on an ad-hoc basis with reports presented via the Director of Diversity and Inclusion at SMT meetings and 121 meetings. There is currently no formal opportunity for Diversity & Inclusion needs to be considered by or input made by the Academic Board. The Academic Board review presents an opportunity for this to be addressed.

Please note, USAT is the only diversity & inclusion related group that sits within the Executive Management structure, and formally reports to SMT. The only formal reporting mechanism into the executive is via the USAT, which as outlined in the USAT Review, has oversight of King’s institutional gender and race equality charter marks (appendix 4). A joined-up approach is necessary to identify and address barriers across different characteristics and experiences; the USAT review identified the Diversity & Inclusion Steering Group and USAT is not currently joined up in this way:

Figure 2: The Diversity & Inclusion Steering Group within King’s governance & executive management structure:

KEY:

Council Committees with established authority for governance decision making Committees/groups with established authority for governance decision making Diversity & Inclusion groups Faculties & Functions


STEERING GROUP Lay member of Council

• SENIOR CHAMPIONS

•TRADE UNIONS, INCLUDING

KCLSU

UNIVERSITY SELF-ASSESSMENT TEAM

COUNCIL

Termly updates to

Council

President and Principal advised by committees with generic authority

delegated for EXECUTIVE decision-making and advice to Council

DIVERSITY & INCLUSION WORKING GROUPS E.G. IT STOPS HERE TASK FORCE,

DISABILITY WORKING GROUP


GOVERNANCE decision-making, advice and assurance to

Council

DIVERSITY & INCLUSION LEADS

DIVERSITY & INCLUSION PRACTITIONERS

ACADEMIC BOARD President & Principal

STAFF NETWORKS

LOCAL DIVERSITY & INCLUSION COMMITTEES

SENIOR MANAGEMENT TEAM


University Self-Assessment Team

Diversity & Inclusion Director /

Team

FACULTIES &

FUNCTIONS


The Diversity & Inclusion Steering Group’s relationship with central groups King’s has several Diversity & Inclusion networks. There is no formal mechanism by which, these networks can interact with the governance of the university. They provide an important channels of staff voice – providing insight and feedback on the day to day lived staff experience, vital opportunities for partnership and collaborative working as well as providing new ideas and innovative solutions. Please note, this mapping exercise does not include all diversity & inclusion committees, liaison groups, working groups, networks and self-assessment teams that exist locally (e.g. faculty-level or across departments). This would have been unachievable in the time frames and is another indicator of a lack of comprehensive oversight or accountability of activity across the diversity & inclusion function as a whole. In early 2018, a committee mapping exercise was carried out across the faculties (figure 3), which further illustrates the widespread variation across facutlies. Whilst this green paper focuses on institutional level governance, it is key to acknowledge how varied diversity & inclusion governance is at a local level. Figure 3: Diversity & Inclusion committee mapping in the faculties

King’s USAT: King’s USAT has historically been responsible for King’s Athena SWAN institutional award and accompanying action plan. Since July 2017, USAT has made a series of decisions and changes to its governance and purpose to better align with King’s diversity objectives and Vision 2029. In July 2017, USAT took on oversight and responsibility for King’s Race Equality Charter Award, as well as Athena SWAN. In May 2018, SMT made the decision to change reporting lines and chairs, shifting from reporting to Council (and chaired by a Council member and the Principal), to reporting to Senior Management Team (and chaired by Provosts Arts & Sciences and Health). In July 2018, USAT commissioned the Diversity & Inclusion Team (current secretariat for USAT) to undertake a review of the purpose and membership of the group – to continue to align USAT with Vision 2029 and AdvanceHE’s gender and race charters. The USAT review coincided with this review, and in September 2018, the Diversity & Inclusion team decided to explore the possibility of including USAT within the scope of this broader piece of work and bring the group more clearly into alignment with Diversity & Inclusion bodies and groups at King’s (appendix 4).


The engagement of members in the business of the Diversity & Inclusion Steering Group This review considered membership of the Diversity & Inclusion Steering Group against other working groups that are led by the central Diversity & Inclusion team (appendix 7). This includes groups that have an ongoing mode of operation as well as some that are fixed term, and task specific. It is evident from this mapping exercise that some individuals are members of several groups, demonstrating issues around stakeholder engagement, strategic and operational accountability. What is more, despite being members of groups, the current arrangement has meant it was difficult for stakeholders to engage and contribute to meetings and be-pro actively involved in discussions. There is generally greater representation of HR, Estates, and Students Education Directorate members compared to other business units e.g. IT and External Affairs. There is generally no/little representation of faculty members. Consequently, diversity and inclusion updates from the faculties are communicated in an ad hoc fashion, and often directly to the Director or Head of Diversity & Inclusion informally or via the Diversity & Inclusion Practitioners or Diversity & Inclusion Lead meetings.


Proposal for future King’s Diversity & Inclusion Committee

Recommendation 1: Change name to Equality, Diversity & Inclusion Committee This review recommends the current Diversity & Inclusion Steering Group undergoes a name change to illustrate its changing responsibilities and align with similar groups used by other HE institutions.

Recommendation 2: Appoint a Chair who is at Principal or Provost level & consequently a member of King’s Executive This review considered other London-based Russell Group universities, the majority of whom have an established Equality, Diversity & Inclusion Committee that advise, monitor and oversee delivery of the equality, diversity & inclusion strategy. They report to the university’s most senior committee who have overall accountability of diversity and inclusion and usually chaired by the Principal or Senior Vice-President who can make decisions regarding the delivery of diversity and inclusion activity. By having a Chair who is a Senior Vice-President and member of the Executive, it will ensure diversity and inclusion issues are directly reported to and considered by King’s Executive body.

Recommendation 3: Revise the responsibilities and reporting lines of the Equality, Diversity & Inclusion Committee The new Equality, Diversity & Inclusion Committee responsibilities need to align with King’s Vision 2029 and diversity and inclusion priorities. This will ensure the group can establish accountability and executive authority in a meaningful way to set the strategy, and ensure it is executed. The Committee should report to SMT.

Recommendation 4: The new Equality, Diversity & Inclusion Committee to perform the functions of USAT The new Equality, Diversity & Inclusion Committee will perform the functions of USAT. Having a separate USAT contributed to the limited decision-making powers and influence of the old Diversity & Inclusion Steering Group. One of the key recommendations from the USAT review is for the group to under-take institution-wide charter marks and oversee the action plans. USAT has traditionally only considered institutional level race and gender equality charter-marks, whereas this proposal enables the new committee to oversee all diversity & inclusion self-assessments and represent the breadth of the King’s community in terms of characteristics, and intersectional experiences.

Recommendation 5: Working groups to report to Equality, Diversity & Inclusion Committee All diversity & inclusion working groups, including but not limited to self-assessment groups and task and finish groups should report to this new, single committee. This will ensure this central body can be accountable for activity and govern the direction of the diversity & inclusion strategy.

Recommendation 6: Establish a standalone Equality, Diversity & Inclusion Advisory Committee that has a clear relationship into the Executive, which can inform, influence and feedback on matters regarding diversity & inclusion Imperial College London’s Equality, Diversity & Inclusion Strategy Group is supported by an Equality, Diversity & Inclusion Forum, whose members are drawn from staff and students across the College community. The forum serves as a listening post to discuss issues and develop proposals that can be presented to the Strategy Group. This Green Paper recommends King’s establish a similar group with a formal pathway into King’s executive decision-making structure via SMT, and a link to the governing body via Academic Board. The precise details will need consideration once the Academic Board review is finalised.

Recommendation 7: Establish a Senior Diversity & Inclusion Champion on Council UCL have a Senior Equality Champion, who is a member of council, which ensures that there is formal representation on the governing body to report on, and consider equality, diversity and inclusion issues. This Green Paper suggests that there is a Senior Diversity & Inclusion Champion who is co-chair and member of the Advisory Committee and formally reports to Council on diversity & inclusion matters.


Recommendation 8: Introduce the use of an Equality, Diversity & Inclusion expert panel An expert panel is recommended to provide the Advisory group with independent expertise, as and when required. This suggestion came via SMT members and Director of Diversity & Inclusion having seen this work well in other settings. This is not something that has been observed from the benchmark universities for this review and would be an opportunity for King’s to exercise best practice and lead by example.

Recommendation 9: Improve faculty representation in the new Equality, Diversity & Inclusion Committee The new Equality, Diversity & Inclusion Committee must ensure there is better faculty representation to inform academic, teaching and learning inclusion and accessibility issues. This was also recommended in the USAT Review. This can also be achieved through improved links with the Academic Board.

Figure 4: The new Equality, Diversity & Inclusion Committee within King’s Governance & Executive management structure

KEY:

Council Committees with established authority for governance decision making Committees/groups with established authority for executive decision making Diversity & Inclusion groups

Please find below an outline of the roles, responsibilities and membership of the proposed Equality, Diversity & Inclusion Committee, the Equality, Diversity & Inclusion Advisory Committee, and the Equality, Diversity & Inclusion expert panel.

President and Principal advised by committees with generic

authority delegated for EXECUTIVE decision-making

and advice to Council


GOVERNANCE decision-making, advice and assurance to Council

COUNCIL

SENIOR MANAGEMENT

TEAM President & Principal

EQUALITY, DIVERSITY & INCLUSION

COMMITTEE Senior Officer

• It Stops Here Taskforce •Race equality charter

mark •Gender equality charter

mark •Disability Inclusion • Workplace Equality

Index

ACADEMIC BOARD


EQUALITY, DIVERSITY & INCLUSION ADVISORY

COMMITTEE Director of Diversity &

Inclusion

EQUALITY,


EXPERT PANEL


Draft Terms of Reference for the Equality, Diversity & Inclusion Committee Purpose: The Equality, Diversity & Inclusion Committee identify and recommend overall D&I ambition and goals to SMT and once agreed, oversee and monitor the implementation of King’s Equality, Diversity and Inclusion strategic goals. The committee report to King’s SMT, and ensure decisions made by the executive are informed by the equality, diversity and inclusion perspective. Role & Responsibilities: The Equality, Diversity & Inclusion Committee has delegated accountability for setting and governing the direction of King’s equality, diversity and inclusion strategy and ensuring these align with King’s broader institutional strategy. Committee members play an important role in the College as both leaders and decision-makers. The Equality, Diversity & Inclusion Committee monitor and evaluate King’s equality, diversity and inclusion outcomes. They hold all King’s functions and business units to account for progress on activity relating, but not limited to; self-assessments, action plans and working groups. The committee inform SMT of priorities and progress and are responsible for ensuring decisions made by the executive take account of equality, diversity and inclusion.

All meeting members and operational support staff should complete suitable Diversity & Inclusion training. Objectives: The committee will,

• Oversee the development and implementation of King’s equality, diversity and inclusion activity and ensure alignment with King’s organisational strategy.

• Engage staff and students to identify university-wide priorities and enhance King’s equality, diversity and inclusion.

• Advise King’s SMT to make evidence-based, informed decisions in consideration of King’s equality, diversity and inclusion priorities.

• Monitor and oversee all King’s functions and business units performance on a range of equality, diversity and inclusion measures.

• Commission, approve and provide scrutiny to data, evidence and reports relating to equality, diversity, inclusion.

• Make decisions and recommendations on relevant initiatives, policies and procedures. • Convene sub-committees and working groups to progress business as appropriate. • Provide advice on the development of institutional responses to relevant policy and strategic

initiatives taken by government and other external bodies. • Ensure King’s equality analysis framework is embedded within King’s key decision making

processes. • Provide advice on reporting to government agencies and on submissions for accreditation and

benchmarking.

Mode of operation: The committee meet every term during the academic year. Meetings are held in the following months: November, March, and July. Reporting structure: The committee report into SMT.


Sub-committees: The Equality, Diversity & Inclusion Committee are a sub-committee of SMT. King’s Equality, Diversity & Inclusion Advisory Committee, and central diversity and inclusion working groups, regularly report to the Equality, Diversity & Inclusion Committee. Suggested Membership: Chair: Senior Officer e.g. Principal Co-chair: Senior Officer (Provost level)/VOP Operations • Faculty Deans (academic/faculty representation) • Senior People Partner/Functional and Service Leads • Equality, Diversity & Inclusion Advisory Committee representatives x2 (alternate with each meeting) • Equality, Diversity & Inclusion Advisory Committee Co-chair • REF Chair • TEF Chair • Data Lead(s) for staff and students • Trade union representation or staff network representation • Student representation • HR Committee Chair Core members must nominate a deputy each, in their absence deputies who can act on their behalf. Monitoring and Review: The committee’s Terms of Reference will be reviewed on every 2 years. Committee support: Provided by King’s HR function (Diversity & Inclusion team). Meeting papers: Meeting papers to be available ad posted on the intranet.


Draft Terms of Reference for Equality, Diversity & Inclusion Advisory Committee Purpose: The Equality, Diversity & Inclusion Advisory Committee is a consultative body, which draws its membership from staff and students, networks and Diversity & Inclusion practitioners. This group uses their shared expertise, experiences and insight to discuss key issues. The group help inform King’s strategy and report to the Equality, Diversity & Inclusion Committee. Role & Responsibilities: The Equality, Diversity & Inclusion Advisory Committee is responsible for providing the Equality, Diversity & Inclusion Committee with insight into the staff, student and local community experience. Members will participate in relevant consultations and advisory groups to inform diversity and inclusion activity and may convene an expert panel to seek sector wide best practice. Members are also expected to communicate updates and embed practices in their respective areas. All meeting members and operational support staff are expected to undergo Diversity & Inclusion training. Objectives: The Advisory Committee will help;

• Inform discussions as representatives of their respective areas/interests/communities by providing shared expertise and experiences to enhance King’s equality, diversity & inclusion strategy.

• Foster cohesion and eliminate discrimination, by promoting the involvement and interaction of a diverse range of staff, students and local communities at King’s.

• Review the impact of policies, procedures and processes to enhance standards and recommend best practice.

• Engage in consultations and working groups, as and when required. • Regularly report to the Equality, Diversity & Inclusion Committee, and occasionally report to any

other college committee to facilitate discussion, action and monitoring of progress on issues of importance.

• Convene an expert panel to inform discussions with sector-wide best practice, as and when required.

Mode of operation: The Advisory Committee meets every 2 months during the academic year. Meetings are held in the following months, ahead of the Diversity & Inclusion Committee meetings: September, November, January, March, May, July. Reporting structure: The Equality, Diversity & Inclusion Advisory Committee report to the Equality, Diversity & Inclusion Committee. The Advisory Committee Chair will use insight from staff and student experiences to inform King’s committees of the diversity and inclusion perspective. As a Senior Diversity & Inclusion Champion for Council, the co-chair, is a member of the Equality, Diversity & Inclusion Committee and expected to provide regular reports on behalf of the Advisory Committee at Equality, Diversity & Inclusion Committee and Council meetings.


Sub-committees: The Equality, Diversity & Inclusion Advisory Committee may convene an expert panel to inform discussions, as and when necessary. Membership: Chair: Director of Diversity & Inclusion Co-chair: Senior Equality, Diversity & Inclusion Champion for Council (Provost level)

• Staff Network chairs • HR People Partners representation • Student representation • Central diversity & inclusion working group representation • Research staff representation • Trade Union representation • Local Diversity & Inclusion committee representation for all faculties and functions • Chaplaincy • Student and staff mental health and wellbeing representation • Student Disability Support • Student Success representation

Core members must nominate a deputy each, in their absence deputies who can act on their behalf. Monitoring and Review: The committee’s Terms of Reference will be reviewed on every 2 years. Committee support: Provided by King’s HR function (Diversity & Inclusion team).


Draft Brief for Equality, Diversity & Inclusion expert panel The Equality, Diversity & Inclusion expert panel:

• Comprise a selection of experts nominated by the Advisory Committee based on their recognisable expertise and achievements in equality, diversity & inclusion.

• Discussions are to primarily inform the Advisory Committee’s meetings. • Convene on an ad hoc basis, ad and when necessary as decided by the Advisory Committee.

If panels are held outside of the regular advisory committee format, discussions will be chaired by the Director of Diversity & Inclusion. The expert panel meetings could comprise, but are not limited to, Diversity & Inclusion practitioners in and outside of HE, academics and researchers, and representatives from regulatory bodies and equality and diversity membership organisations.


Appendices

Appendix 1: Terms of Reference for Diversity & Inclusion Steering Group (2017/18) Purpose

The Diversity and Inclusion Steering Group (DISG) is established with the institutional accountability to govern Diversity and Inclusion at King’s College London.

Terms of Reference

1. To govern the direction, development and coordinated implementation of King’s diversity and inclusion activities and ensure these align with Vision 2029, functional and faculty priorities, and other institution-wide strategies.

2. To approve King's institutional strategy for diversity and inclusion and hold faculties and functions to account for delivery of action-plans within their respective areas. In doing so, to consider key measures and indicators of diversity and inclusion at King's, with a focus on under-represented staff and student groups across the King's staff and student life cycle and experience.

3. To have oversight of the effectiveness of King’s diversity and inclusion policies, procedures and practices, monitor progress and make recommendations for change.

4. To inform stakeholders and decision-making bodies on how King College London should anticipate and respond to legislative, national and where applicable, international developments.

Reporting structure

1.Termly Reports to the Senior Executive Team via the Director of D&I, including an update on Athena SWAN and REM from USAT.

2. Termly Reports to Council via the Chair after each meeting.

3. Receives termly updates from Faculties and progress reports from relevant working groups, when required.

Members’ roles and responsibilities

Chair – Responsible for convening termly DISG meetings, setting the agenda and leading the meeting. The chair represents the DISG in council and provides timely reports on DISG activity.

Ex-officio – Meeting membership by virtue of holding some office/position or being an elected official. Ex-officio members provide advice, influence and help make strategic decisions.

Secretary – Supports the Chair to ensure the DISG is fully functioning and is responsible for all logistical arrangements.

From time to time, additional members will be invited to discuss and report on specific areas of work as and when the agenda is relevant to them. This means that the DISG will have a membership that at all times reflects the work and opinions of academic faculties, professional services, KCLSU and the student body. Meeting invitations will be by virtue of reporting timely updates on projects, as deemed appropriate by the Chair.

Mode of operation


The group will meet termly - usually in the first week of October, February and June.

Membership

Chair Member of Council Ex-officio Senior Vice President (Quality, Strategy & Innovation)

Provost/Senior Vice President (Arts and Sciences) Vice President/Vice-Principal (Education) Provost/Senior Vice President (Health) Senior Vice President (Operations) Dean of King’s College London Director of Social Mobility and Student Success Director of Diversity and Inclusion Director of Analytics Director of HR Assoicate Director (Disability, Support and Inclusion) Head of Student Accommodation (Estates and Facilities) King’s Learning Institute Manager Union representative KCLSU VP Welfare & Community KCLSU Liberation Officer DISG Secretary


Appendix 2: King’s Senior Management and functional chart


Appendix 3: Summary - benchmarking Diversity & Inclusion Governance in Higher Education Please note, not all universities provide details of their diversity & inclusion committee and this exercise is a summary of information that was publicly available. University Governance details Brunel University

The Executive Board and Council have overall responsibility for legal compliance and for championing the Equality and Diversity Strategy across their areas of influence. The Equal Opportunities and Human Resources Committee has overall responsibility for the ongoing development and monitoring of the Equality and Diversity Strategy.

City University

City’s has a range of staff networks who have a number of roles including, Acting as a consultative body for the University in the shaping of policies and its activities. Unclear whether there is an overarching D&I Committee/Steering Group

Imperial The Equality, Diversity & Inclusion Strategy Group is chaired by the Provost. Membership includes the Deans of each Faculty. The Strategy Group is supported by the Equality, Diversity & Inclusion Forum, made up of members from across the college.

London School of Economics

The work of the Equality Diversity Inclusion (EDI) Office is supervised and informed by the EDI Advisory Board, which meets each term. The Board brings together stakeholders at the School and is chaired by the Director of LSE.

Monash University

The Diversity and Inclusion Committee, is an advisory committee reporting to the Vice-Chancellor's Executive Committee. The following committees and advisory groups report to the Diversity and Inclusion Committee: • Athena SWAN Steering Committee (also known as ‘Self-Assessment Team’) • White Ribbon Steering Committee • Diverse Genders and Sexualities Advisory Group • Monash University Diversity and Inclusion Network

Queen Mary, University of London

The Equality and Diversity Steering Group (EDSG) provides Queen Mary with a strategic overview on equality and diversity and inclusion matters. The group is chaired by the Principal who reports to the Queen Mary Senior Executive (QMSE). The EDSG aims to ensure that QMUL implements its equality objectives, advances equality of opportunity and meets its legal requirements under the Equality Act 2010.

University College London

The Equalities and Diversity Committee used to be one of s one of several formal Standing Committees of the Academic Committee, who have the delegated authority of academic governance by Council. There have been some recent changes so that the D&I team now report to the VC.

https://www.monash.edu/about/structure/committees/vcec/diversity-and-inclusion-committee


Appendix 4: USAT Review August 2018 Following the wider governance changes, King’s USAT commissioned a review of its function and membership. On behalf of USAT, the D&I team decided to bring the two groups together, a proposal that was tested and agreed by senior members of USAT.

1.0 Introduction University Self-Assessment Team, or USAT for short, is charged with oversight of King's Athena SWAN and Race Equality submissions. The charters take into account staff (Academic & PS) and student (UG & PG) experience. King's faces significant barriers to gender and race equality, reflecting the HE sector and wider society. Gender and race inequities manifest across staff and student experiences at The College. Notably: King's faces a 5.7%p attainment gap between BME UG students and their white peers; of the professoriate, 26% are women and just 8% BME; bullying, harassment and discrimination remains an issue for women, trans people, and ethnic minorities here at King's. The Athena SWAN and Race Equality charters are the frameworks through which King's understands and assesses our journey towards gender and race equality, addressing barriers to progress in a systematic, strategic manner. Following governance changes, USAT has commissioned a review of the group's function and membership. This review has been led by the Diversity & Inclusion Team and seeks to ensure that USAT is equipped to serve a clear purpose, and that the membership is aligned to represent and deliver this purpose across the College to effect sustainable change around gender and race equality. The membership of the delegate bodies of USAT (see Table 3a for info) are beyond the scope of this review. The outcomes of this review will be presented to USAT for discussion and approval September 2018. Table 1 situates USAT in King's governance and management structures. Table 3a: Governance Structure of USAT

Governance Structure as applicable to USAT (August 2018) Senior Management Team

🔺🔺 University Self-Assessment Team

🔻🔻 Race Equality Writing Group (Task & Finish); Childcare Working Group; Athena SWAN Writing

Group (Task & Finish) 2.0 The function of USAT Both Athena SWAN (AS) and Race Equality Charter (REC) require an institution to undertake a self-assessment led by a group of staff and students:

"Having an effective self-assessment team will be key to the success of an application to ECU’s Athena SWAN Charter. The submission will require significant reflective analysis, which should be driven as far as possible by the

full team (rather than it being reliant on a few or single individuals)." (Athena SWAN Handbook; 2015).

USAT should be aligned closely to both the AS and REC frameworks, and King's existing governance structures, to ensure charter mark success for both the College awards and those of faculties. A joined-up approach is necessary to identify and address common issues and barriers to gender and race equality across the College. USAT is not currently understood to be joined up in this way:

"Further clarity on how departments or faculties are represented on the SAT." (King's Athena SWAN Feedback; 2016).


The long-term delivery of related action plans is contingent to charter mark success; rather than success being defined simply by the outcome of the award (Bronze/Silver/Gold). King's delivery against action plans has been identified as an area for further development internally. USAT should be equipped and enabled to develop SMART action plans to advance gender and race equality for staff and students at King's. Furthermore, USAT should be well placed to deliver and evaluate these plans, encouraging faculty and function action and buy-in where relevant. King's does not currently plan or govern charter submissions in any strategic or consistent manner. Table 3b illustrates the irregular workload pattern that this generates across the College. Awards are to be renewed every three years, at which point another self-assessment is completed. This lack of planning has impacts on the organisation's ability to support and resource simultaneous applications, and as such poses risk to success. Table 3b: King’s Athena SWAN Submission Planning

Year of Submission Unit of Submission 2018 Department of Chemistry (Bronze); School of Nursing and Midwifery

(Silver renewal); IoPPN (Silver renewal). 2019 The Policy Institute (Bronze); Department of Mathematics (Bronze);

Department of History (Silver); School for Global Affairs (Bronze); KBS (Bronze); King’s Race Equality Charter (Bronze renewal).

2020 School of Palliative Care (Silver renewal). It's common for SATs at other institutions to serve this planning and oversight function. Notable examples include UCL's 50:50 Gender Equality Group, for whom "oversight of progress of Athena SWAN applications in UCL departments" and "responsibility for university Athena SWAN submissions and implementation of action plans" are included in their Terms of Reference.

http://www.ucl.ac.uk/hr/equalities/gender/5050.php


To maximize charter mark success, the primary function of USAT should be to undertake institution-wide charter submissions and manage relevant action plans, including the consultation and engagement of faculties and functions with this work. The secondary function of this group should be the good governance and leadership of Athena SWAN and Race Equality Charter activity throughout the College, both by way of the existing action plans and by planning the College's submission cycle. It is worthy of note that the primary function of USAT established above is a variable workload over time. Institutional Athena SWAN and Race Equality charter awards are due for renewal every three years, resulting in a significant increase in workload in the year preceding renewal as USAT undertakes a self-assessment and the establishes a task-and-finish Writing Group to support each submission. Outside of these times the group's focus should be upon delivering and evaluating action plans. Table 3c illustrates both the institution submission cycle, of which there are two (one for AS, one for REC). Table 3c: Institution submission cycle

Year X Year X+1 Year X+2 Year X+3 Year X+4 USAT creates a Writing Group who have responsibility for undertaking a self-assessment and creation of a charter mark submission, including an action plan for the next 3 years. This application is consulted and communicated widely with staff and students across King's.

Immediately after submission USAT begins to deliver the new action plan. USAT receives feedback on the submission 6 months post-submission. The award’s 3 year lifespan begins. If successful, an award is conferred and communicated. The writing group is disbanded. If unsuccessful King's is offered a 1-year extension and must undertake a second self-assessment, returning to Year X.

USAT continues to deliver and evaluate the action plan as created and submitted in Year X.

USAT continues to deliver and evaluate the action plan as created and submitted in Year X.

USAT continues to deliver and evaluate the action plan as created and submitted in Year X. Following Year X+4 the cycle returns to Year X


With regards to practically clarifying and communicating the function, role, and responsibility of USAT the following steps can be taken:

1. The creation of a brief Role Description that outlines the responsibilities of USAT members (and of those on Writing Groups). Action: AP.

2. USAT being represented at King's Athena SWAN Network meetings, sharing The College's ambitions, vision, direction of travel, and approaches to this area of work. Action: EW/RL.

3. Core USAT members nominate a deputy each; in their absence deputies will be similarly responsible for contributing to and delivering against action plans and submissions. Action: All.

Actions 1 – 3 will not only contribute to a renewed sense of purpose for USAT members and a joined-up approach with the AS Network but will be recognised as good practice when measured against charter frameworks. 3.0 Membership of USAT The existing membership of USAT can be found as Appendix 5. This section introduces key considerations that should be made when reviewing USAT membership and recommending a reviewed membership (Appendix 6). USAT membership should closely reflect the function and purpose established above. Inasmuch, USAT members may add value to the group on three axes:

• Experience and expertise in the area(s) of gender and race equality for staff and/or students. • The ability to commission, resource and lead action on the issues raised across the College. • The ability to deliver and evaluate institution-wide action plans and contribute to submissions.

Beyond the above, there are additional considerations to be made:

• The group is responsible for interests of both staff and students. Therefore the membership should include staff and students, and those working in their interests.

• The group should consult and engage across the College, therefore it is reasonable to expect faculties and functions to be represented to some extent – both to input into College-wide discussion and to lead action in their respective localities.

• Both charters require USAT to demonstrate how it represents the breadth of the King’s community, both in terms of characteristics (such as gender, race, age, disability, parents & carers etc.) and in terms of experiences (part-time, Academic/PS, parenting leave experience).

Based on the above, this review identifies two key areas in which USAT might develop and change: HR is currently disproportionately represented by USAT membership. As part of HR's ongoing transformation journey, an intra-function People and Organisation governance structure has been established; this initiative seeks to develop the way HR/P&O are organised and make decisions. It is reasonable to suggest that with this development a reduced HR presence will be required at USAT. A lack of academics and faculty representation amongst USAT has been flagged as cause for concern by faculty AS leads – citing a lack of a joined-up approach and the ability to escalate issues beyond faculty-level, and to respond consistently in turn. It’s clear there are multiple considerations to be made when determining the membership of the group. Whilst in terms of representation a large group might appeal, USAT should also factor how a large group (20+ heads) might affect the group’s ability to effectively discuss and decide on issues. Furthermore, it may be impossible to represent every section of King's community in a relatively small group. Whilst specific characteristics and experiences may be prioritised for representation on USAT (based on the issues raised and a history of under-representation), a more diverse range of characteristics and experiences would be expected to be observed over time. A further action USAT could consider would be formal recognition of Academics’ contribution to the group (0.1FTE). This recognition is widely considered best practice across the sector, enabling academic and research staff to dedicate time to the leadership and administrative duties involved in committee membership, rather than doing this in addition to their existing roles. USAT should note the in kind cost of this action, and the impact this might have on faculties. 4.0 Recommendations


1. USAT discuss the purpose and function of the group, and actions 1-3, as detailed above (Section 2.0) and approve as necessary.

2. USAT discuss the membership as reviewed (Appendix 6) and approve as necessary. 3. USAT discuss formally recognising academic participation/membership with 0.1FTE.


Appendix 5: Existing USAT Membership

University Self-Assessment Team (Athena SWAN & Race Equality Charter)

MEMBERSHIP 2018 Co-Chairs: Robert Lechler (Senior Vice President and Provost, Health) and Evelyn Welch (Senior Vice President and Provost, Arts & Sciences). Secretary: Alex Prestage (Diversity & Inclusion Consultant). Members: Syreeta Allen (Head of Student Outcomes), Richard Barnard (Director of Administration & Institute Secretary, IoPPN), Rob Butler (Head of People Data & Analytics), Laura Clayton (Director of Planning and Service Transformation), Brent Dempster (Director of Human Resources), Sarah Guerra (Director of Diversity & Inclusion), Anna Lees (Director of Organisation Development), Paloma Lisboa (Director of Residences), Helena Mattingley (Head of Diversity & Inclusion), Catherine Williamson (Professor of Women’s Health, Chair of Childcare Working Group), [Three KCLSU Officer Places]. 15 members. [Updated 01.05.2018]


Appendix 6: Proposed USAT Membership

University Self-Assessment Team (Athena SWAN & Race Equality Charter)

PROPOSED MEMBERSHIP Co-Chairs: Robert Lechler (Senior Vice President and Provost, Health) and Evelyn Welch (Senior Vice President and Provost, Arts & Sciences). Secretary: Alex Prestage (Diversity & Inclusion Consultant). Members: Syreeta Allen (Head of Student Outcomes, Co-Chair Race Equality Writing Group), Richard Salter (Director of Analytics), Laura Clayton (Director of Planning and Service Transformation), Sue Foster (Director of HR Transformation & Technology), Sarah Guerra (Director of Diversity & Inclusion), Paloma Lisboa (Director of Residences), Catherine Williamson (Professor of Women’s Health, Chair of Childcare Working Group), [Nine Faculty Representatives, one per academic faculty], [One KCLSU Officer Place]. 20 members.


Appendix 7: Membership lists of central Diversity & Inclusion related groups (long term and fixed term) KEY:

Members on more than one group Represents a fixed term group (task oriented) Represents a long-term group

Role Area D&I Steering

Group It Stops

Here Disability Inclusion Stonewall USAT

Lay member of Council Council x Dean Chaplaincy x Project Manager / LGBTQ+ Staff Network Executive Chair Estates x Associate Director of Advice and Guidance Estates x Head of Campus Operations Health Faculties Estates x Head of Student Accommodation Estates x x x Director of Internal and Change Communications (interim)

External Relations x

Professor of Women's Health, Co-chair Childcare Working Group FoLSM x Information Analyst HR x Employment Relations & Policy Adviser HR x OD Consultant HR x Director of HR Remuneration and Policy HR x Director of People Services HR x x Director of Diversity & Inclusion HR x x x x x Senior People Partner HR x x Director of OD HR x Head of People Data and Analytics x Director of HR HR x x Assistant Director of OD HR x FOO Institute of Psychology, Psychiatry and Neuroscience IoPPN x Professor of Tobacco Addiction IoPPN x Director of IT Services IT x


Vice President for Education (Arts & Sciences) KCLSU x Rahma Hussain KCLSU x KCLSU VP Welfare & Community KCLSU x x x Vice President Postgraduate 2018-2019 KCLSU x KCLSU Community & Engagement Director KCLSU x Associate Dean and Professor of Criminology & Criminal Justice

The Dickson Poon School of Law x

Chief Procurement Officer Procurement x Associate Director (Disability Support and Inclusion) SED x x Head of Student Outcomes SED x King’s Learning Institute Manager SED x Director of Widening Participation SED x Head of Student Conduct & Appeals SED x Provost/Senior Vice President (Health)

Senior Executive x x

Provost/Senior Vice President (Arts and Sciences)

Senior Executive

x x Vice President/Vice Principal (Education)

Senior Executive x

Senior Vice President (Operations)

Senior Executive x

Senior Vice President (Quality, Strategy & Innovation)

Senior Executive

x President & Principal Senior Executive x Director of Protocol Senior Executive x Director of Planning and Service Transformation SPA x Director of Analytics SPA x Union representative Trade union x Please refer to glossary on page 32 for acronyms.


Glossary D&I – Diversity & Inclusion FoLSM – Faculty of Life Sciences and Medicine FOO – Faculty Operating Officer HR - Human Resources IoPPN - Institute of Psychiatry, Psychology and Neuroscience IT – Information Technology KCLSU – King’s College London Student Union OD – Organisational Development SED – Students Education Directorate SMT- Senior Management Team (Executive body) SPA - Strategy, Planning, Analytics USAT – University Self-Assessment Team

Documents

Green Paper: Diversity & Inclusion Steering Group Review...decision-making power. A proposed new delegation structure is included which shows the merging of the Diversity & Inclusion