Representation

Working with Gypsy, Roma, and Traveller Young People

Written by Karen Self

Karen joined the NYA in late 2020 as a Youth Work Specialist. She is a JNC professionally qualified youth and community worker and qualified trainer. Karen has worked in the youth and community field for over 25 years, including managing and leading activity across a range of sectors and environments.

Karen Self, Learning and Development Manager, National Youth Agency, describes why she is so passionate about the new Gypsy, Roma and Traveller CPD course for youth workers and others working with young people looking to ensure their services are inclusive.

‘’The most important piece of advice for any youth service hoping to engage with young Gypsies, Roma and Travellers is to go out and meet and talk to the young people, their families and others in the community.’’ This statement, from our recently launched CPD course ‘Working with Gypsy, Roma, and Traveller Young People, might seem obvious if you’re a youth worker, but how well do you really understand Gypsy, Roma, and Traveller communities?

Perhaps you’re already working with Gypsy, Roma, and Traveller young people but not realise that you are because, contrary to the common misconception, some 78% of Gypsy, Roma, and Travellers in the UK live in permanent bricks and mortar housing (according to the 2011 Census)

Furthermore, do you fully appreciate the challenges the Gypsy, Roma, and Traveller communities face?

This question takes me back to my work directly with young Roma people, as well as managing teams that have worked with the local Roma community. I recall that it was essential that the team gave their absolute commitment to building trusted relationships within the community over a period of months, even years. Yes, we faced many challenges, the young people we connected with were often discriminated against by peers and members of the community, a mutual lack of cultural understanding often led to conflict with other young people, there were also worries about our intentions and our own concerns about the risk of exploitation of Roma young people by others; however, over time the work flourished, and we witnessed many successful outcomes for young people. We found that by focussing on their similarities with other young people – like football, music and dance – we were able to improve relationships and understanding amongst young people and by working with partners in the community and in the local secondary school we were able to tackle some of the more complex issues.

Our work with a group of Roma young people was successful because the lead detached youth worker was knowledgeable about the communities they worked alongside; they always strove to understand their needs and experiences and were committed to developing trusted, yet boundaried, relationships and instilled these values in their team of detached youth workers.

Would a course have improved the team’s and other professional’s knowledge and understanding? Most definitely! That’s why I’m so passionate about the two Gypsy, Roma, and Traveller CPD units the National Youth Agency has produced alongside ODET (Open Doors Education & Training).

The second course provides insights into successful activities to engage young people from the Gypsy Roma and Traveller communities, including.

The importance of youth work with the community and effective approaches to engagement, social inclusion outreach, diversity, integration, and multi-agency work all with a focus on promoting pride and the visibility of cultures.
How to identify and analyse participation barrier challenges.
Examine good practice examples in youth work settings and how to develop inclusive practice in their own settings.

Including case studies, useful templates, and a wealth of resources, the ‘Working with Gypsy, Roma and Traveller Young People’ CPD is a must for any Youth Worker or any other professional working with young people who wishes to provide meaningful, trusted, and inclusive services.

You can access the CPD Parts 1 and 2 on the National Youth Agency website at www.nya.org.uk/academy-cpd/

Normalising Difference

Written by Amrutha Anthony

Amrutha Anthony is a trainee teacher at Basingstoke SCITT (BASCITT).

Difference is daunting.

There are many differences and mine is that I am not British. I am an Indian who grew up in the UAE. This was not a problem by itself. However, I had decided to train to teach Secondary English.

I would be a foreigner teaching English to the English.

The humour was not lost on me, nor were the apprehensions.

However, I was lucky enough my main placement school is also where I’d gotten to work at as an LSA for a few months before my training began. From the very first day my school made me feel like I had always been part of the school community. From my days since I have realised why.

My school hosts a diverse community of both staff and students. Last year, 56% of the students were from ethnic groups, and English was second language to 31% of the student populace. My school’s diversity has been channelled into an attitude of inclusivity that permeates every interaction that happens here. In response to the Basingstoke & Deane Inclusions and Diversity Partnership launched in 2021, the school set up a Diversity Lead. Under her guidance, around 60 students signed up to be EARAs – Equality and Rights Advocates. They were trained to challenge and be upstanders in a gentle way. They were also responsible for training other students formally (assemblies) and informally (personal conversations). The EARAs proposed and piloted workshops for KS3 students on LGBTQ+, neurodiversity, and race. Historically, students also led a sign language workshop that proved quite popular.

School students support all forms of diversity because their own uniqueness is celebrated here. I remember being in a history class last year when they were learning about Black history in the UK. Whilst Black history in the US has become popular knowledge, the UK perspective was entirely new to me; together with the students, I soaked up this new angle in fascination. I found out later that this lesson was a result of the school wanting KS3 curriculum to reflect the histories of all its students. This commitment to year-round inclusivity made the schools Black History Month celebration so much more sincere.

My school is also twinned with a school in Cameroon, by the Portsmouth Diocese to which the school belongs. When it was safer, staff and students had gone over to volunteer; now the school supports the college through fundraising activities. On Diversity Day last year, staff and students were encouraged to come dressed in traditional attire and to take part in an evening celebration of all the ethnicities in the school. This mufti day was made meaningful when all staff and students donated a pound each to be sent off to Bamenda.

Being a single faith school, my school often faces a question from the outside about how inclusive it is of other faiths. Those on the inside, however, have the answers. Before the pandemic, my school hosted a student-led interfaith question time. The students were supported in preparing their answers by the RE department, yet they took the lead in bringing the answers to the student populace. The school also hosts an annual multi-faith trip where Year 8 students visit a gurdwara, a mosque, and a mandir. They come back with their textbook knowledge improved by a real-world awareness of how different faiths practice their beliefs. This awareness is strengthened by the practical steps the school takes to accommodate all faiths. A prime example would be the student-led Ramadan assemblies that remind students to be supportive of their fasting peers. Staff are also asked to make allowances for fasting students and the school shifts other celebrations to ensure they do not miss out. A group of Muslim students make regular use of an RE space to pray during lunchtimes and plans for a Muslim prayer space next to the chapel are soon to be realised.

It has been heart-warming to hear parents talk about how this level of support makes their children feel safe at school. In addition to racial and religious diversity, the school also supports children with additional needs. Last year this was 8% of all students. As an LSA, I had been in classes with many of these students and it was delightful to see how the other children wholeheartedly accepted the SEND children. When the SEND children behave differently or are given additional support, none of the other children bat an eyelid. I have heard a SEND child screaming outside and I have seen my class calmly continue with their work; no one wanted to look out the window or even seem surprised. This to me showed true inclusivity – not just about understanding differences and accepting them, but having differences normalised.

Here at school, it is perfectly normal for me to be different.

Here at school, it is perfectly normal for me to be teaching English.

Here at school, I can grow and learn and the only thing that affects my ability to succeed is the amount of work I put in.

I write this as a student teacher, but I write this echoing the sentiments of hundreds of children who walk in each day. I write this having been cherished and supported by all members of staff. I have only been here for about half a year, but I have never felt so accepted anywhere else. The ethos of the school guides the community in respecting the innate dignity of all human beings. The school way is to ‘walk with each other’ and this is practiced by everyone from SLT to support staff to students.

Inclusive Hiring

Written by Andrew McGeehan

Andrew (he/him) is a trainer/consultant based in Singapore that loves talking about anything DEIJ related and/or cats!

Hiring and recruitment processes need to be reviewed and updated with a lens towards affirmative and inclusive hiring. This is not something that will happen naturally – organisations need to take concrete steps to make it happen. Read on for some tips from Trident!

Pre-Vacancy:

Organisational Assessment/Analysis – one key component of inclusive and affirmative hiring is that an organisation needs to know what it is looking for. An assessment that highlights current staff demographics can help to identify gaps. This is usually done with an interest in specific identities, such as gender, nationality, race/ethnicity, and age. However, it is important to start looking at other variables as well, such as years of experience, seniority in the organisation, educational background, and salary. It’s possible to find that there is diverse array of experiences and identities in more junior staff, but that senior staff is still overrepresented by straight able-bodied men of majority racial identity. That overrepresentation could be due to those folks utilising their own networks when hiring at all levels, which usually yields people of similar mindset and identity.

The assessment will allow you to ask questions such as “why aren’t we getting applicants from neurodiverse people for senior roles?” “why are all of our out LGBTQ staff not getting promoted beyond middle management?” “how can we appeal to the broadest range of candidates with each vacancy we have?”

Job Descriptions – it’s time to take a good hard look at the way that positions are communicated to potential candidates. Research has demonstrated that certain words in JDs may encourage/discourage folks of different identities from applying. The inclusion of a non-discrimination statement may encourage folks from underrepresented identities to apply. Including information about insurance coverage, employee networks, commitments to inclusive workspaces, and flexible/hybrid working also encourage people with a variety of experiences and backgrounds to become interested. The exclusion of these items will leave people asking themselves whether or not the job is for them.

For instance, candidates who are part of the LGBTQ community would want to know upfront whether insurance policies extended to same-gender unmarried partners. Providing this information ahead of time would encourage members of this community to see themselves in that particular role; while omitting it (or not having same-gender partner benefits) would discourage this community.

Diversifying networks for referral – If the same networks are utilised repeatedly when searching for candidates, the same candidate profile will keep showing up. Ask around to identify what kinds of new networks haven’t been tapped into. Many industries have outside organisations dedicated to supporting folks of underrepresented identities. Google is a good friend here! Search for “women in STEM organisation” “LGBTQ bankers network” “people with disabilities in Education” or whatever is relevant for your organisation. Many of these orgs have job boards on their websites and that is a great way to diversify the candidates that will apply.

Simply relying on current employee networks and/or 1-2 major networks in the industry will not diversify the hiring pool. Think outside the box and post the job listing in as many locations as is feasible in order to get the greatest variety of applicants.

Once a vacancy is open and accepting candidates:

Resume/CV vetting & review – Unconscious bias in the review process is an undeniable reality that needs to be addressed. Study after study in various industries has revealed that just seeing someone’s name will alter perceptions of their hirability, competence, and experience. Unsurprisingly, women, racial/ethnic minorities, and folks who mention being LGBTQ or having disabilities in their resumes/CVs are viewed less favourably than those who don’t. Shielding first reviewers from names (and possibly educational background- there is also bias towards institutions/former workplaces with name recognition) can reduce the chances of unconscious bias playing a role in vetting candidates. Bias can also be reduced if each resume is vetted by 2 folks or candidates are grouped in a variety of ways.

For the greatest variety in an applicant pool, vetting should be done using a holistic rubric and approach. Simply creating a checklist for years of experience, educational level attained, and previous responsibilities again ensures that the pool will remain similar to staff that are already employed at the organisation. It’s important to consider broad categories as well as transferable skills. This doesn’t mean to interview every candidate, but there are many great candidates that are cut out due to rigid checklists and criteria that often cater to majority experiences.

Interview questions & process – The interview process will tell candidates a lot about the kind of organisation they may be entering. Interview teams should meet prior to any interview. Standard questions (perhaps with some room for deviation towards the end of interview) are a must. I have been part of interview processes where each interview felt completely different; this makes it extremely difficult to compare candidates to one another. A good fusion could be having 30 minutes of standard questions and 30 minutes of candidate-specific questions.

Questions should focus on the candidates’ skills and competencies, as well as getting to know who they are (within reason). It’s important to vet questions for anything that may feel non-inclusive or use non-inclusive language. For instance, asking candidates if they are married, have kids, want to have kids, have been divorced, etc should be strictly no-gos. This is not only intrusive to the candidate, but also can feel non-inclusive for LGBTQ folks; asking about children is often only asked towards women and can set the tone that the workplace is not parent-friendly.

There are many ways to make interviews more inclusive and welcoming. One suggestion I will always give is to provide candidates questions in a written format. I’ve had interviews where I walked in the door and was given the list of questions. This allowed me to follow along, review the question if I didn’t hear it well or got confused, and pace myself with responses. It is also more inclusive for those who may have difficulties with hearing or are visual learners. Depending on the organisation, giving candidates options to have written questions in a different language may be relevant too.

Interview panels – The makeup of an interview panel will impact the way that the candidate views the organisation. Walking into an interview and seeing people who all seem to have the same identity/background will make candidates feel less confident and it will be difficult for them to see themselves in the organisation. This doesn’t mean every panel needs to have every identity represented; but a variety of perspectives will also help ensure that unconscious bias isn’t creeping into decision making and treatment of the candidates.

Panels made up of folks with similar background/ identities will respond more strongly to candidates that also share those identities. Including folks at various levels of the hierarchy, different genders, different backgrounds, and different communication styles will create situations in which the candidates will get a more well-rounded experience and be seen from various perspectives. Unconscious bias is also something that is easier to notice in others, so a mixed-identity/background panel will also be able to monitor itself for this.

Post interview process:

Decision-making panels – Similar to interview panels, decisions-makers should also represent a range of identities, roles, backgrounds, and experience levels. This again helps to ensure that decisions aren’t made based on a group with a very similar outlook or set of perspectives. When making a final decision, it can be helpful to review current staff demographics and make-up on that particular team. This can help identify gaps in identity, skill set, type of experience, or any other benefit that the new hire can bring to the team. In general, having multiple staff be part of final decision-making is a good idea- leaving it up to the full discretion of one person allows for bias, stereotypes, and personal connections to distort the process.
Follow up – Inclusive and affirmative hiring can also include follow-up conversations, such as providing detailed and specific feedback to candidates who were not selected. For candidates who are selected, sharing immediately about the opportunities they will have in the organisation, such as same-sex partner benefits, access to employee networks, a mentoring program for women, parental leave packages, and whatever else the organisation offers can be a strong way to demonstrate the commitment to inclusion and help folks to feel connected to the organisation right away.
Mindset – Throughout all the above ideas, keeping an open and inclusive mindset is key. Inclusion may feel difficult at first, because many folks are not used to thinking in this way- try not to be deterred! The benefits far outweigh the potential challenges. Remember that the intention is to find the candidates who intersect as highly qualified for the role and for whatever contributions they can further bring to the team. This additional contribution may be in the form of their identity, their unique skillset, experience in another industry, or any other number of things.

To connect this back to my opening example, I felt that candidates 1 and 2 had further contributions in terms of being able to connect with a specific demographic of student that needed it. As there were already many other staff & faculty with candidate 3’s demographics, the need wasn’t as strong there. For me, that meant the additional push factor to higher them wasn’t present in the same way that it was for the first two candidates.

To sum up, inclusive hiring doesn’t just happen. It needs to be thought about intentionally and thoroughly. There are many ways to ensure that JDs, resume vetting, interview processes and follow ups are done in ways that are affirming and welcoming to all candidates, regardless of identity. This will help to ensure that most wide-ranging candidate pool is included in searches, which will yield more diverse teams; this in turn will bring more creativity, experiences, and connection to the organisation as a whole and help it to thrive.

What does Remembrance Day mean to you?

Written by Rich Watts

Rich Watts is a qualified teacher with over 10 years’ experience in the classroom, he has an MA in Education from the University of Winchester. He has worked in several roles in schools, including Head of Faculty. Rich left the classroom in 2018 to head up the British Army Supporting Education (BASE) Programme.

When you think of Remembrance Day, what comes to mind? Traditionally, we associate it with wearing red poppies and The Cenotaph. In actuality, it means different things to different people.

So, for 2022 we have developed new, free resources that introduce students to the ways different groups commemorate Remembrance, highlighting diverse voices and experiences. The resources have been designed to encourage students to further explore the vital, unsung role of women as well as members of the LGBTQ+, Sikh and black communities.

The resources have been created for students aged 11-16 across all four nations. They present schools with a fresh and engaging approach to Remembrance Day. Students will learn what Remembrance is, why we come together to commemorate it and the diverse ways that we commemorate Remembrance. Individuals will also develop key skills and knowledge on the topics of similarities and differences.

This year’s resources have been designed to encourage students to think about the parades and memorials they will have seen – perhaps a theatre production too. Students will be encouraged to find out more about The Women of World War II Memorial. It remembers the seven million women who served, either in the armed forces or on the Home Front. And at the Imperial War Museum, visitors can see the Memorial to Black, Asian and Minority Ethnic (BAME) communities who lost their lives to conflicts in the name of Britain’s Empire and Commonwealth.

Students will be asked to think about the different varieties of poppies that are worn to mark Remembrance and their individual significance. Did you know that the Khadi poppy honours the contribution of Indian soldiers to Britain during World War I? And did you know that the purple poppy commemorates the animals that have been victims of war?

Students can further explore subjects touched upon in the Remembrance resources. They will learn about the remarkable contribution of diverse voices standing shoulder to shoulder with Army personnel past and present, including women and members of the black and LGBTQ+ communities. It also includes a Sikh Service pack produced in association with the Defense Network and historian, Gurinder Singh Mann. It allows students to understand the varied contributions of Sikh soldiers throughout the history of the British Army.

Julian James, a design technology teacher in Wales, said: “For too long, assemblies celebrating Remembrance Day have always followed the same outdated format. To mark this year’s poignant event, the British Army is providing schools with a fresh approach to presenting such important, historical information. Its resources feature music, thought-provoking images and stimulate questioning. The Army’s lesson resources are undoubtedly a new way of keeping the tradition of Remembrance Day going, while deepening students’ knowledge of its meaning and relevance to their lives.”

Teachers can download the Remembrance Day resources for free at: https://britishar.my/remembrance

Leaders Like Us

Written by Emily Norman

Emily Norman is the Head of Curriculum and Inclusion for the Church of England’s Education Office. She was formerly a headteacher in central London, an RE consultant and SIAMS inspector.

Our plan to improve representation in school leadership – Church of England Foundation for Educational Leadership

“I really do think that it’s critical that teaching is an inclusive profession. Schools and their leadership teams should reflect their communities and their pupils and I’m absolutely determined to see improvements. I think we need inspiring teachers to represent and motivate pupils from all walks of life.”

Nadhim Zahawi, previous Secretary of State for Education (9.10.21)

This autumn, the Church of England’s Education Office is embarking upon an ambitious project to radically increase the representation of school leaders from UKME backgrounds over the next five years. It is called ‘Leaders Like Us’.

Currently, there are less than 400 headteachers in English schools from UKME backgrounds although there are close to 3 million students. That is a ratio of 1 headteacher to over 7,000 UKME students (data from Professor Paul Miller, Institute for Equity). The effect of this is that the children and young people in our education system are not seeing themselves reflected in the leadership of their schools. This affects their ability to view themselves as future teachers or school leaders, and decisions about the curriculum they study, pedagogical approaches applied in the classroom, how their behaviour and wellbeing are supported and/or managed are all made by teachers and leaders without their lived experience.

Research tells us that the impact of teacher and school leader representation on students is significant; their attainment and likelihood of progressing to tertiary education is exponentially higher. Their exclusion and suspension rates decrease. Their future aspirations are higher because ‘if you can see it, you can be it’. (A phrase used, for example to describe the impact Nichelle Nichols’ NASA campaign had on Dr Mae Jemison – the first black female astronaut in space).

And why is this so urgent and necessary?

Data released this summer about school exclusions shows that pupils from a Gypsy and Roma background (18 in every 10,000), followed by those from mixed white and black Caribbean backgrounds (12 in every 10,000) had the highest rates of exclusion in the country. This is much higher than the rates of their White British peers (5 in every 10,00). Permanent exclusions and suspensions in England, Academic Year 2020/21 – Explore education statistics – GOV.UK (explore-education-statistics.service.gov.uk)

Attainment in this country also shows similar patterns, with White British students attaining at national average in primary SATs tests (65%) and GCSE Progress 8 (50%) while black Caribbean and mixed white/ black Caribbean students achieving below average (56% and 59% respectively for SATs and 44% for Progress 8). https://www.ethnicity-facts-figures.service.gov.uk/

Knowing the significant impact that representation amongst teachers and school leaders can have, we have a moral imperative to secure significant increases that result in the 1/3 of pupils who come from UKME backgrounds seeing themselves reflected in the classroom.

Is this only about improving outcomes for pupils?

The Church of England’s vision for schools – a vision for human flourishing and ‘life in all its fullness’ – is absolutely for the pupils in our education sector. Each and every one of them. But it is also a vision for flourishing staff and adults. Our UKME teachers and leaders should have every possible opportunity to progress, achieve and thrive in our schools.

Data, however, shows that teachers from UKME backgrounds are much less likely to progress to senior positions within their schools than their white peers, becoming increasingly under-represented the further up the ladder you go. The recent NFER report highlighted these issues, showing that rather than improving over the last few years (given all the DEI initiatives taking place), there has in fact been a decline in representation: Racial equality in the teacher workforce – NFER

We must do all we can to nurture the ambition and confidence of our UKME teachers, whilst intentionally removing the barriers and obstacles in their way, so that they can develop into leadership roles that enable them to flourish. We must proactively create school cultures which enable progression, the ability to excel and shine and be seen, places of true belonging. That goes far beyond mission statements, slogans and DEI action plans; it is about living and breathing diversity and inclusion – rooted in the core belief that we belong together and until everyone is flourishing, no one truly does.

Furthermore, research shows us what we probably already know – that diverse teams drive up effectiveness, creativity and innovation within their organisations (see Why Diverse Teams Are Smarter (hbr.org)), which can only be good for the education sector. Our pupils need to be taught by diverse teams. Our schools need to be led by diverse teams. Our society needs to be transformed by diverse teams.

So what can we do about it?

We know we have to address this issue with vigour and urgency. Our ‘Leaders Like Us’ programme seeks to double the existing number of headteachers from UKME backgrounds over the next five years. It utilises the research around what we know works in the recruitment, progression and retention of UKME school leaders (from e.g. Miller 2020), as well as our extensive networks of schools (the Church of England represents 22% of the sector nationally and up to a third when combined with the Catholic sector, with whom we now deliver the NPQs) from which we aim to recruit both participants and mentors to host and support those participants.

This isn’t to say it is just a church school programme for church school people! Like with all our programmes and networks, ‘Leaders Like Us’ is open to anyone who would like to learn and develop within a values-led environment which is built upon Christian foundations and is utterly committed to serving the common good.

The programme has four strands: access to accredited training (such as an NPQ or the excellent Aspiring Heads programme), shadowing an experienced headteacher in another context, mentoring to support progression and networking together as a cohort of leaders. It has been devised by successful UKME headteachers, drawing upon their own experience to devise a programme which is grounded in research.

Professor Paul Miller wrote in 2019: ‘Doing race equality in schools is serious business that requires courage and the moral use of power that extends beyond sympathising to taking actions.’

‘Leaders Like Us’ is our call to action for schools, dioceses and trusts all round the country to sponsor an applicant, talent-spot a future leader, apply to become a host and mentor and to commit to long-term culture change. To have the courage to go beyond sympathy and actually take action!

‘Leaders Like Us’ launches in January 2023. Applications are open now, and the deadline is 11th November 2022. www.cefel.org.uk/leaderslikeus/

Flour on my Face

Written by Siya Twani

I am a Motivational Speaker who speaks in schools and businesses, on Diversity, Equality & Inclusion, Resilience and Mental toughness.

My name is Siya and I speak in schools and businesses across the country and internationally. Like Nelson Mandela I am a man who stuck my neck out like a giraffe and spoke up against the Apartheid regime. This resulted in me being arrested, tortured, and put in prison for four years. I have a lived experience of facing, the odds, and reinvented myself by defying the regime in letting my voice be heard and recognised as co-equal. The struggle for belonging has been my life long struggle. I went to prison because I wanted to create a South Africa and a world where all of us as human beings can experience the joy of belonging, not just some but ALL OF US TOGETHER.

Our children are dual heritage. My children have struggled with belonging and acceptance or not being accepted for who you are.

My youngest son is Sipho. When he was about nine years old, Sipho and Megan were friends at primary school and one Friday after school Sipho went to play with Megan at her house. On collecting Sipho I noticed that he was covered in white powder, before I could enquire Megan said, ‘Look Siya I made Sipho white like me.’ I said, ‘That is so lovely Megan’, as she was just an innocent child, wanting a friend to look like her. All Megan’s dolls were white and so thought because all her world is white therefore Sipho as friend needed to be white. It was an innocent gesture and attempt of acceptance and inclusion. She wanted Sipho not to feel different.

Now fast forward to when we moved from Essex to Edinburgh. Now in Edinburgh one beautiful summer’s day, I decided to take my three beautiful children to a park to play on the swings at a local park. As we entered through the gate, myself and my children were subjected to racial abuse, called monkeys and told to get out of her you are dirty, you brown people. They taunted my children. They went on to say, ’You are not welcome here’, and my children broke down in tears. I approached these ignorant white kids who were never exposed to a people of different colour or background. They all ran out of the park. Three of the older teens came back to the park to apologise. I then took that opportunity to educate these young people and expand their horizons. I asked them, can you imagine what it must feel like being spat at, called names, being bullied all because I was different? Can you imagine the power of your words, attitudes, and behaviours towards my children? I went to ask them. One day how would they feel if their own children were subjected to racial trauma and abuse. They were stunned and all they did they kept apologising and their apology was accepted as I said to them. it takes a strong person to apologise for their mistakes.

I wish I could say that was the last time that my three little children were subjected to racial trauma and abuse. That incident is stuck in their minds as they often reminisce about it and how big daddy protected then form those empty-headed idiots.

In writing this blog I do not want you anyone of you as readers the impression that either myself or my children had persecution complex. It was our daily bread” our daily experience of being a dual heritage family in predominantly white village just outside of Edinburgh, called Black Hall and by the very nature of the demographics was predominantly white.

My daughter who was then 10 and my son who was then 8 were the only dual heritage children in the whole school. Again, the demon of racism that taunted me growing up in South Africa was now tormenting and terrorising my children and impacting on their mental health and wellbeing. I remember my daughter having cultural and racial identity crisis. One day she locked herself in the bathroom bleached herself because she wanted to be white like all the other kids in the school. She took the scissors and cut her hair off because it was not blond like her mums and the kids in the school. These two stories of my children’s lived experience and their struggle of belonging or not belonging is a real one to this very day. When people see my children, they don’t see white people first they say black children because they are not “pure white” like everybody else around them.

To this day my children live with this creative tension that, for white people they will never be white enough and for black people they will never be black enough. They are in no man’s land. I went to prison in South Africa so my children and my grandchildren could experience the joy of belonging and not have to go through what I went through because of racially divided South Africa. Not so long ago in this country there were signs in the 60s saying, No blacks, no Irish, no gay, no Jews and no dogs.

It was Dr Martin Luther King in his famous speech ‘I have a dream’……. who said, “I have a dream that my four little children will one day live in a nation where they will not be judged by the colour of their skin, but by the content of their character.” The question I ask myself is …why should they be judged in the first place whether they are black, white gay or not gay, trans or not, short, or tall?

The incident I related above of those young people in the park. They did not realise the impact of their words, attitudes, behaviour and the racial trauma my children suffered as the result of their ignorance. Because really, racism is a child of ignorance. They did not know how it would make my children feel for the rest of their lives. ‘Sticks and stones may break my bones, but words will never hurt me’ those words cut deep into the psyche of my children, and profoundly affected their mental health, wellbeing and sense of belonging.

“I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” ― Maya Angelou

My passion is to educate, empower and expand young people’s horizons about Diversity & Inclusion That is why I speak in schools and delivery inclusion and diversity workshops and promoting mutual respect. Celebrating diversity and not seeing diversity as a threat but as a strength that unites all human beings. Because there’s only one Race …The human Race.

In my culture we do not have the concept of stranger danger. Every is potential friend or a friend you haven’t met yet. The word for community in Zulu is Umphakathi meaning we are together on the inside. No one is excluded or marginalised, picked on, we all experience the sense of belonging to one another.

In the stage play and movie HIGH SCHOOL Musical : After Gabriella and Troy successfully perform their song (“Breaking Free”), Ms. Darbus gives them the lead roles, making Sharpay and Ryan understudies. Both teams win their respective competitions, and the entire school gathers in the gym to celebrate (“We’re All In This Together”). Chad asks Taylor out, and Sharpay makes peace with Gabriella. We need to be curious, embrace, celebrate diversity and respect differences and not see differences as threat but as a strength.

This is what drives me into schools because as Nelson Mandela said, “Education is the most powerful weapon with which we can change the world”.

As a passionate, engaging educator I have moral obligation to educate, empower and enthuse young people to make this world a better place to live in.

Instead of putting flour on my face… let’s put flowers in each child’s life so they can thrive.

“No one is born hating another person because of the color of his skin, or his background, or his religion. People must learn to hate, and if they can learn to hate, they can be taught to love, for love comes more naturally to the human heart than its opposite.” – Nelson Mandela

Tackling unconscious bias within UK schools

Written by Sonia Elmer-Soman

Sonia Elmer-Soman has a background in both law and education. She is a qualified law lecturer and has many years’ experience working as a legal practitioner in two prestigious law firms in the City and now within a reputable law firm local to her home town in Essex. She is also a qualified primary school teacher and is a guest writer for professional journals.

This blog was written for the National Association of Primary Education (‘NAPE’) and Primary First.

What is Unconscious Bias?

If statistics are to be believed, the Gov.uk paper on School teacher Workforce – Ethnicity Facts and Figures (2019) revealed that 85.7% of all teachers in state funded schools in England were white British. 3.8% of teachers were from the White Other ethnic group, the second highest percentage after the white British group and 92.7% of head teachers were white British whilst only 65.4% of pupils are from a white British background.

Whether we like it or not, we all exhibit unconscious bias in some way whether deciding which friend to honour a dinner date with when we’ve double-booked or making application shortlists that reflect our own cultural experiences. Unconscious bias is about patterns of behaviour that affect our everyday decision making and which are influenced by shared background, culture, and personal experiences.

Surely it is time to address the implications of unconscious bias within UK state schools? Of interest is how biases drive high turnover and high attrition among black Asian and minority ethnic (BAME) teachers, in a system where BAME pupils do not see themselves represented in the ‘school community’ and the ‘school community’ does not reflect how wider society or ‘Global Britain’ looks today.

Experiences of BAME teachers

Tereshchenko, Mills and Bradbury (2020) shows us that the proportion of students and teachers from minority ethnic groups is disparate, meaning that BAME students and teachers may not see teaching as a viable option without role models to inspire. Research participants stated that they regularly experienced:
being ‘passed over’ in senior promotions and hitting a glass ceiling which may not have been obvious at the outset. ‘I look at the people at my school that have been promoted or given opportunities to learn and they’re all white British’;
a ‘culture of toxicity which took the form of micro-aggressions, covert bias and injustices’. ‘It matters what the culture of the school is, how they view ethnic minorities and if one walks around a school on interview and they don’t see diversity reflected in the pupils or staff’, then they would be ‘more likely to opt for a school which had encouraged and supported this’;
a revolving door resulting in BAME teachers having to move to more diverse and disadvantaged/SEN schools in London in order to advance their careers;
feeling that ‘wider social inequalities are mirrored and reproduced in school power hierarchies which underpin and drive BAME teachers’ unequal career progression’.

Examples of Unconscious Bias

However, it is not just in education where we see unconscious bias being played out. Channel 4’s Hollyoaks aired a powerful episode on the subject.

In one scene, Martine, a black woman, attends a cancer diagnostic appointment and is first to arrive at the surgery. Tara, a white British woman, arrives after Martine for the very same reason. The receptionist informs the two women that the appointment has been double booked and that only one of them can see the Doctor that day. Tara begins to cry. Martine awaits the decision in silence. The receptionist chooses Tara and tells Martine ‘Tara is clearly upset’ and ‘Have some sympathy’.

It is not unusual for NHS staff to have to make these decisions against the backdrop of a system which is overwhelmed and underfunded. However, Statistics show black women are twice as likely to be diagnosed with late-stage breast cancer due to systematic racism and misinformation (Morris, 2021). When Martine questions the receptionist, she is told to ‘ take a step back and stop being aggressive’. The writers skilfully make the point that the word ‘aggressive’ like intimidating are so often used against black people and people of colour who have ever dared to stand up for themselves. Seconds later, Martine tries to explain that ‘I have a lump too. I am terrified too’, but the scene ends with Martine standing outside in the cold whilst the two women make their way inside the surgery.

This will not have been the only problematic person or challenging situation Martine will have faced that day. For instance, where could she be in her job she wonders, if ‘it weren’t for so many barriers’. ‘The micro-aggressions are so subtle and covert it is hard to prove’. There is a sense throughout the episode that Martine must be’ strong’ and toughen up. Any injustice she feels must be borne with unflinching humility.

Parm Sandhu was the most senior Asian woman in the Metropolitan Police Force and the only non-white female to have been promoted to Chief Superintendent in the history of the Force. Her book entitled ‘Black and Blue – One Woman’s Story of policing and prejudice’ she tells of a challenging thirty year rise through the ranks of the Force where she faced racial and gender discrimination and spurious claims of misconduct after whistleblowing.

In her nail-biting account, Sandhu observes how persons of colour get the jobs and perform as well as, if not better in some cases than, their white British counterparts, but when they come to knock on that door for promotion or to raise a concern, the path is fraught with complexity and struggle and the rules are very different depending on who knocks.

So, could unconscious bias have played a part in the situation with Megan Markle? In her infamous interview with Oprah Winfrey, Megan spoke of the need to avoid polarising people and she found it hard being blamed for something ‘not only that I didn’t do’, but ‘that actually happened to me’. Megan’s quote ‘If you love me, you don’t need to hate her [Kate] and if you love her, you don’t need to hate me’ is the money sentence and will likely resonate. Megan felt she was often compared to Kate, with Kate usually coming off better because when one is faced with fewer battles to fight, they can concentrate on the battles worth fighting. One is far less likely to miss-step when not constantly on a back-foot.

What can Senior Leadership Teams and Ofsted do to improve recruitment and retention of BAME staff?

1. Diversification of the workforce only occurs if there is an ambition and an appetite to make it happen.
2. Look around your school. How many teachers or teaching assistants of colour do you see? Who sits on your leadership team and at the table of the Board of Governors?
3. When advertising for teachers, try to advertise in two different demographics and avoid language as ‘will suit someone from the local area’, but rather you could advertise in such a way as to actively source and welcome applicants from the BAME community.
4. Consider whether opportunities for training are open to persons of colour. What does that training look like?
5. Is there a pattern as to whom you choose for advancement. As one of the participants in the earlier research paper commented ‘First level the playing field and then let’s talk about merit’.
6. Move out of your comfort zone. Spend time with people from different cultures and backgrounds and see things from a different perspective. Less diversity means conformity of thought and exclusion.
7. Ofsted could revise their reports avoiding language relating to demographic as being eg ‘mostly white British with lower than average children with EAL, a statement of need or pupil premium’ and they could also score schools according to if they have made some attempt to recruit and retain BAME staff.
8. Provide opportunities to raise concerns with a diverse team. Use Gary Klein’s “premortem”. Imagine a decision or conflict leads to disaster and detail how it might have happened. Thus, search for overlooked problems.
9. Be comfortable talking about matters involving race. Avoid language as ‘She is more English than us’ or ‘I don’t see colour’ as this only serves to invalidate a person’s background.
10. Think about what social media platforms you share with your staff. Can you remain objective and professional if Facebook (staff) friends are commenting on every aspect of your personal life.

Conclusion

Schools roll out PREVENT training to staff, but do we really understand that those young people influenced into radicalisation are those who are in search of belonging and identity. However, we ‘prevent’ a sense of belonging when our institutions are not geared up to providing role models as part of a pupil’s lived daily reality. We are very good at teaching pupils about tolerance, equality and diversity, but we don’t show them what that looks like within the school environment.

In the wake of the George Floyd Killing, there was much emphasis on social media about ‘learning from it’ and ‘moving on’. Prima facie, this is an ideal but, in reality, how do you ‘learn’ and ‘move on’ if those uncomfortable conversations about colonialism, slavery and trade are not discussed in any meaningful way? This can leave young, vulnerable people grieving and in a situation which is inexplicable to them.

When we only look to recruit and retain those who conform to our own set of values and perspectives, we risk losing skills within the profession but also, we can inadvertently develop some negative and harmful cultures out of complacency, which can threaten the integrity of structural practices. If leaders only create other leaders in the image of themselves with replicas of models that already exist, what real steps have we taken to progress diversity and integration?

Senior Leadership Teams have a key role to play in making diversification of the workforce happen and in shaping the culture, vision and ethos of the school (see Benjamin Aishnine, who is Head of Equality, Inclusion and Culture at the British Medical Association and Racial Literacy at Integrity coaching).

References:

Aishnine, B. (2021) Aishnine. [Online] Available at: https://www.aishnine.com/

HM Government (2019) School teacher workforce. [Online]. Available at: https://www.ethnicity-facts-figures.service.gov.uk/workforce-and-business/workforce-diversity/school-teacher-workforce/latest

Integrity Coaching (2022) Coaching & Leadership Development. [Online]. Available at: https://www.integritycoaching.co.uk/

Morris, N. (2021) ‘We are not listened to’: Why Black women are twice as likely to be diagnosed with late-stage cancer’, 27 April, Metro [Online]. Available at: https://metro.co.uk/2021/04/27/black-women-are-twice-as-likely-to-be-diagnosed-with-late-stage-cancer-14475521/

Sandhu, P. (2021) Black and Blue: One Woman’s Story of Policing and Prejudice. Atlantic books.

Tereshchenko, A; Mills, M; Bradbury, A; (2020) Making progress? Employment and retention of BAME teachers in England. UCL Institute of Education: London, UK

What DEI Metrics are you using to measure the impact of your strategic actions?

Written by Hannah Wilson

Founder of Diverse Educators

We are data rich when it comes to the students in our schools, but we are data poor when it comes to our staff.

Any organisation leaning into a DEI strategy and action plan needs to consider the data that they have, and the data that they need to have, to inform the why, the how and the what of their approach.

I find that the CQ framework helps us to think about the cyclical steps we need to take to gather, interpret and act on our DEI data:

CQ Drive: Why do we need to gather DEI data? Are our intentions clearly being communicated?
CQ Knowledge: What do we need to know about our workforce and workplace? How psychologically safe do employees feel?
CQ Strategy: How will we gather meaningful data? How will this data be handled and shared?
CQ Action: How will this data be used to inform our next steps? How will this data make our workplace more inclusive?

DEI Metrics in a school / trust thus need to include:

Baseline data
Benchmarking data
Progress data
Qualitative data
Quantitative data
Stakeholder engagement data
Stakeholder feedback data
Recruitment, retention and promotion data
Salary data

We need to remember that this data is about human beings.I once heard a school leader say, we need to focus on the ‘names not the numbers’ in our data trackers in schools. Each piece of data is thus a story, a story about a person.

So this data needs to be handled with care. DEI data is asking people to share their identity, their lived experience and to disclose personal details. This can only happen in a culture of intentional trust and psychological safety.

Moreover, the data needs to be handled in an intersectional way. We need to look at trends within groups but also across groups, for example, pay progression for men v women, pay progression for white v black employees, pay progression for white men v white women v black men v black women.

Recruitment and retention data is a great place to start:

Who are we attracting?
Who are we longlisting?
Who are we shortlisting?
Who are we interviewing?
Who are we recruiting?
Who are we promoting?
Who are we retaining?
Who are we losing?

Some other questions for us to discuss before we create and send out a staff survey.

How do we measure diversity?

Conventional measurements rely on counting the number of people within an organisation who belong to each of the protected characteristic groups, as identified by them.

How do we gauge how people feel about the culture of their workplace?

Employee feedback is one of the most useful data sources for measuring inclusion, especially when leaders can use a “pulse,” a quick survey, to check in with employees without adding to distractions. The challenge, however, is in first establishing the right metrics and then asking the right questions.

How do we frame a DEI survey?

To create a DEI survey that captures employee attention and gets engagement, there are a number of factors to consider:

Creating Inclusive Demographic Questions
Making the DEI Survey Anonymous
Making Questions Non-Required
Being Forthcoming With Intent
Using Expert Resources

What is a DEI dashboard?

A diversity, equity, and inclusion dashboard is an interface that provides companies with a visual representation of their current diversity, equity, and inclusion practices.

How do you create goals for DEI initiatives?

Define goals using benchmarking data
Measure outcomes, not just output
Focus on retention, not just recruitment
Review inclusion, not just diversity
Use surveys to measure inclusion

How do you measure DEI effectiveness?

Resources/ funds allocated to DEI strategy
Number of diverse employees across the organisation
Percentage of diverse employees in leadership positions
Investment into development programmes for diverse employees
Gap in pay between different demographic groups
Length of time diverse employees stay with the organisation
Feedback in exit interviews from diverse workforce
Number of incident reports e.g. microaggressions

To help you think about the data you are, and could be, using we are hosting a series of free DEI Metrics webinars with some of our collaborative partners, so that you can find out more about their tools to help you measure DEI in your school/ trust.

3 teams, 3 platforms, 3 solutions:

On Fri 21st October 12.00-1.00pm we will be joined by the Edurio team
On Mon 7th November 12.00-1.00pm we will be joined by The GEC team
On Thu 24th November 12.00-1.00pm we will be joined the Flair Impact team

I’m not weird, I’m neurodivergent – masking as a ND teacher

Written by Catrina Lowri

Catrina Lowri is the founder of Neuroteachers and a neurodivergent teacher, trainer, and coach. As well as having 22 years’ experience of working in education, she also speaks as a dyslexic and bipolar woman, who had her own unique journey through the education system.

Early in my teaching career, I got good at masking. I felt I needed to do this because, at that time (late 90’s/ early 00’s) there was little understanding of neurodiversity. I’m dyslexic. I hid this because I’d get questions like ‘But how can you teach spelling and reading?’ I’m also bipolar. I didn’t know this at the time, even though I’d been in a secure ward. I wouldn’t get diagnosed until I was 10 years into my career. At the beginning I hid this unknown mental health issue because of the shame I felt. I learnt to mask so I could survive working in schools designed for neurotypicals.

The term ‘masking’ originates from the autistic community, but my straw poll of ND friends and family tells me that we all do it. This involves studying the neurotypical people around you and acting like them, whilst also hiding our ND in plain sight. It can be incredibly damaging. Masking takes a huge amount of energy. There is a possibility of fatigue. This can lead to burnout. Dropping the mask in such a fashion can be traumatic.

For more information, please read my blog here https://www.neuroteachers.com/post/it-s-like-her-shoes-don-t-fit-a-story-about-the-consequences-of-autistic-masking

Even though I have understood masking for years, I didn’t consider that it applied to me until, after 19 years of success, it all unravelled.

Carrying the mask requires perfect conditions; I control my sleep, have cut out all alcohol and caffeine. I draw boundaries around my working life so I can fully concentrate on it. This means I don’t indulge in trivial social interactions because I just can’t. If I do, I burn through the energy I need to do my job, which is what I’m paid for. Teaching is a social job. I use what little ‘social’ I must, to build relationships with the children and their families.

That doesn’t mean I don’t make friends at work, I do, I just need them to understand that I can’t/ won’t take part in the following activities.

Banter, small talk, watercooler chat
Group jokes/ threads about your pets/kids or memes shared via email or the office chat facility
Any Christmas do\ Secret Santa\ carolling\ staff pantomime
Going to a pub/ café for lunch during school hours

It’s not unreasonable to ask that I have 20 minutes out of the day, to sit quietly in the office and eat my lunch, without having to interact with anyone. I need decompression time to deal with the demands of your neurotypical world.

I’m not being weird or stuck up. I’m not a recluse or a nutter. I’m neurodivergent and I need to be allowed to remove the mask for a short while, so that I can do my job.