Equality, Diversity & Inclusion at King's College London

Tag: belonging (Page 1 of 2)

It Starts With You – Mutual Mentoring and Data

EDI Consultant and Mutual Mentoring lead, Nicole Robinson, explains the link between data and King’s Mentoring Schemes, and how a better understanding of our our university can benefit all staff. 


Have you ever wondered what King’s does with your personal data? 

It is common to see information about data protection and storage, but you may wonder why we need this information from you in the first place. You may be reluctant to provide this information to your organisation. This may be especially true when we are asking you to provide personal details, such as your sexual orientation or trans history.  

One of the positive outcomes of providing your data however, no matter who you are, is that it helps us to develop evidence-based, targeted equality, diversity, and inclusion (EDI) interventions including our Mutual Mentoring and More than Mentoring schemes.  

In December 2020 King’s launched the first pilot wave of our Mutual Mentoring scheme. Mutual Mentoring aims to increase confidence across King’s in championing all areas of EDI by matching a senior leader with a volunteer who has knowledge or experience of a prioritised area of EDI. The senior leader, in turn, can offer guidance on leadership, career progression and development. The scheme is currently in the pilot stage, and there are hopes to scale it up in future. 

In the first wave of the pilot, EDI Project Officer Lauren Blackwood was matched with VP Education, Professor Nicola Phillips for six months. In reflecting on the partnership, Lauren said; 

‘We both felt safe and comfortable to talk quite frankly. I was very surprised about how authentic I felt I could be on a frequent basis. It was great to be signposted to academic materials related to my interests, and to understand why specific approaches were taken and the constraints that exist at different levels. I feel proud of my growth over the last two years, and I have gained so much from both the Mutual and More than Mentoring schemes. 

The More than Mentoring scheme is separate from the Mutual Mentoring scheme. For the last four years, the scheme has matched mentors and mentees with shared lived experience to foster deeper understanding and connection between members of the King’s community. Staff who have participated in the scheme have reported feeling more connected and supported, and many staff return to participate year-on-year, often moving from mentee to mentor. The scheme has grown each year, partly because of testimonies and encouragement from other staff. Staff like Nirmal Sampathkumar, a Post-Doctoral Researcher from IoPPN, who took part in the scheme this year. Nirmal shared his experience working with Lucy to colleagues as part of a collaborative webinar, and encouraged others to join the scheme; 

https://web.microsoftstream.com/video/af2c40dc-7d0e-4460-96af-6c7beac80c15 

We’re looking forward to opening the scheme again in the new academic year.  

To be able to run positive action initiatives, King’s must be able to evidence why they are needed, which is why King’s needs to be informed about your personal data. King’s mentoring schemes are a direct result of staff updating and providing their equal opportunities and diversity monitoring data. When these interventions are recognised by external accreditations such as the Race and Gender Equality charter marks, they also improve our ability to access funding for even more initiatives: it flows back into research, back into our staff experience, and to supporting our students.  

diagram showing the progression of how data is collected and used

How is your data collected and what is it used for?

And it starts with you.  

To submit your Equal Opportunity data today:  

  • Log into HR digital services 
  • Access My Profile (click your photo in the top left or right-hand corner of the screen)  
  • Click Equal Opportunities in the drop-down menu on the left and update the details in My Profile.  

All your personal data is anonymised will never be identifiable. Visit Equal Opportunity Data webpages to see how your data is used and protected.  

 

Ace and Agender – Turning Discomfort into Confidence

Ali Gibson (any/all pronouns) is the current Vice President Education (Health) at King’s College London, and a third-year medical student as of September. Ali’s blog talks about experiences growing up and the euphoria of finding a gender identity.


I was 16 when I first found and started using the label ‘Asexual’ to describe me, after at least two years of feeling different. Whilst my friends entered and experimented with sexual relationships, my teenage years came and went without sexual feelings and as you do, you put it down to something else; I was yet to hit puberty, or to meet the right person, when I would be magically fixed and all about the sex. It never materialised, and so I ended up internet searching ‘no sexual attraction’ and found Asexuality. Labels can be contentious but for me, finding that there was a group of people who didn’t experience sexual attractions or desires in varying forms was eye-opening. It didn’t cause a revelation of something I wasn’t already, instead it just made sense and came with a community who had all been (at least similar) boats. 

The one thing I neglected confronting as a teenager was my gender. It would be wrong to look back now and not think I have probably questioned my gender for about the same length of time as my sexuality. It’s hard to explain what it feels like as all our references come from within the binary society we live in, but I never felt like a ‘girl’, and I never felt like a ‘boy’. Nor did I really aspire to either perception I had of what that meant. As I grew up I was proud of the fact I didn’t own any make-up, skirts or dresses, things I considered feminine, and I spent most of my childhood scraping my knees on scooters, bikes and rollerblades. I was a ‘tomboy’, and proud. But that label fades and I went through puberty to find myself confronted with being a woman, with breasts and periods and a reproductive health condition to boot. I have long hated my tight curly hair, despite much adoration from others, shaving it off at 17 under the guise of raising money (which I did do, so not all selfish). I’ve had an unnecessary complex around being able to wear a baseball cap and not look like cartoon character Crystal Tips, which has bothered me for seemingly no reason. 

At the end of January just past, having bought a baseball cap on sale, I twisted my short but significant curls up onto the back of my head and (with great skill) put on the cap. I looked at myself in the mirror and for the first time in an immeasurable amount of time saw someone who looked like me, who looked like I want to. Full of emotion I laughed in surprise at myself and this person I saw in front of me. It followed weeks of wondering if I should change my label; I was four months into my time with KCLSU in a job where there’s a short time to get things done, nevermind having to reintroduce yourself. And I knew I wasn’t unhappy being a cisgender woman (someone born biologically a woman who also identifies as a woman) – but could I be happier and more comfortable as someone non-binary? 

Ali, KCLSU Vice-President Education (Health) and soon to be third-year medical student

I took time off at the beginning of March and came back using my new name, Ali – a name I used online which had been wholly accepted by the people I met there and felt like a name and a person I had created for myself. This was the new me, the me that university had bloomed, the me that felt I had a place. I am so thankful to all of my colleagues across KCLSU and King’s who have wholeheartedly accepted my name change, some astute colleagues even picking up on it before I formally let people know. If I had to stick a pin in it, I’d say my gender is ‘Agender’ – I have none, I just don’t feel it, and I’ll keep my hair short and wear t-shirts with television references and baseball caps as long as it feels good. Where in the past I was uncomfortable with someone drawing attention to my non-femininity (bullies would jeeringly ask me, a complete stranger, whether I was male or female, a common sentiment used by transphobic people), I now actively don’t mind what pronouns someone uses for me, and find it quite liberating when someone’s assumption differs from my biological sex.

It’s taken me five, maybe seven years to get here, but meeting people who are transgender, non-binary and gender diverse has shown me the alternative, and is one of those things I wish 14-year-old me had been exposed to. Because it’s only when we break out of the binary, and share with our young people the vibrancy and inclusivity the LGBTQ+ community has to offer, that we can turn discomfort into confidence. 

Ali Gibson (any/all pronouns) is the current Vice President Education (Health) at King’s College London, and a third-year medical student as of September. Ali’s blog talks about experiences growing up and the euphoria of finding a gender identity.

The Legacy of the Windrush generation

On the 22 June 1948 the ship Empire Windrush arrived at Tilbury Docks bringing over 500 people from the Caribbean to the United Kingdom. 73 years on Sociologist & Civil Servant, Dr Vivienne Connell-Hall (PhD) reflects on the impact and legacy of the Windrush generation on Britain.


Dr Vivienne Connell-Hall

This week marks the 73rd anniversary of the SS Windrush arriving at Tilbury Docks.

When the England football manager, Gareth Southgate, and his team walked out on the pitch for their opening match of the current UEFA Euro 2020 tournament, they were already part of an ongoing controversy.  The manager had announced that his players would continue to “take the knee”.  This is the gesture that many sportsmen and sportswomen have been participating in, which is kneeling for a few seconds before the commencement of their game(s), in support of racial equality.  Started by Dr Martin Luther King and his colleagues during the civil right movement in the US and revived by Colin Kaepernick, an NFL quarterback, in 2016, it has now been fused with the BLM movement, since the murder of George Floyd.

As this event unfolded, I was reminded of the birth of the UK Black power movement of the 1960s when people such as Frank Critchlow, Darcus Howe, Olive Morris, Farrukh Dhondy and many others were forced to stand up to multiple injustices that they faced at the time (whether from the police or their neighbours), particularly when they were wrongfully charged with inciting the Mangrove “riots” and rightly acquitted by the courts.  Some of those people were among the group of immigrants who set sail on the SS Windrush in 1948, leaving their homes, their families and their loved ones, thinking that their journey would take them to the Motherland for a better life but they were not prepared for the challenges of injustice and inequality that awaited them.

Their activism of the 1960s and 1970s is widely seen as a template by their descendants, utilising some of those strategies to deal with similar issues that are still being faced some 60 years later.

As the awful events of the summer of 2020 unfolded, once again Black people took to the streets.  Like the Mangrove protestors, the descendants of those “Windrushers” – third, and in some instances, fourth generation – demonstrated that they possess the tenacity and determination to deal with new battles.  For example, the “Windrushers” dealt with hostility, direct discrimination and exclusion in all spheres of life, now we have to deal with subtle, indirect discrimination and micro-aggression, in the main.

Has nothing changed, then, I hear you ask, dear reader?  Of course, there have been significant changes. We have more anti-discrimination legislation than any country in Europe, we have Black history month, we have more Black people on TV, more MPs from diverse backgrounds in prominent roles in government, we have an Asian Mayor of London and a Windrush descendant as Mayor of Bristol.   The Windrush descendants are living a life that very few of those Caribbean passengers, who disembarked from the SS Windrush at Tilbury Docks on that June day in 1948 were able to.  But they laid the foundation for Black Britons today – from their service during WWII, the Bristol bus boycotts, signs reading “no blacks, no dogs, no Irish”, protests and challenging unfairness through the courts. Nonetheless, there are still challenges to be met, three generations on.  When England’s Black footballers walked out on the pitch for their first game in the Euro 2020 tournament, supported by their team-mates and manager, they were facing one such challenge, asking that racial justice be further advanced.  They were booed, booed by their own supporters in the friendlies leading up to the start of the tournament but the boos grew less at this game.  So what did the team do?  They won the match 1-0, the only goal scored by a Windrush descendant.

So as the Windrush commemoration starts we ask the question, what is their legacy?  I say, they have bequeathed their descendants the right to be Black Britons and not perpetually be regarded as “immigrants” and perseverance (among other things), even when the tasks seem insurmountable and the goal distant.  We may get weary, and some days it may feel like we are on our own, but we keep going and the goal of racial justice is within reach. That is the legacy of the “Windrushers”.

Anti-racism Reflections – what does our report card look like?

In this blog, Director of Equality, Diversity and Inclusion, Sarah Guerra, reflects on the progress we’ve made in making King’s an actively anti-racist university, a year on from the murder of George Floyd. 


This last week I have been able to return to fitness classes at the gym (4 in one week to get my sluggish body moving again – go me!).  Most of my classes have been taught by Fiona – who has been motivating us by saying ‘success is finishing the class wanting to come back.’

This has really struck me as I reflect as an Equality, Diversity and Inclusion (EDI) practitioner on the anniversary of George Floyd’s tragic, very public and utterly preventable murder.

It is a cliché to say it has been two years like no other. A global pandemic that has seen us all in the UK, as far as possible, confined to our homes. A period where collective and social responsibility has meant that social contact has been fraught with danger. And then, if the pandemic was not already intense enough, we add to that the recognition by many that we have a similar level of dangerous toxicity in the form of racism.

2020 and 2021 has been a time when the world seemed to be collectively galvanised to address racism in a way that I have never seen before. I am still curious as to why the death of George Floyd, whilst horrific, was so catalytic.

What was distinctive about this event that motivated people so differently?

The systemic racism that enables everyday violence and exclusion of people of colour – particularly Black people – was not news to those of us that make up the Black, Asian and Ethnic Minority community or, in fact, the global majority!

It is something that those of us who experience racism have been highlighting forever and an issue that many professionals and activists have been seeking to address for a long time. Whatever it was – something about the confluence of events and experiences in 2020 and 2021 – it led many more people in the world to realise and accept that as a global community we were moving too slowly to combat the toxic, pervasive, all-consuming virus that is racism.

That eruption of world feeling was felt very strongly here at King’s. On June 9th 2020 , we held a powerful leadership summit where we made a commitment to being an anti-racist university. This, alongside the growing access to educational resources and increased attention, created a window of opportunity for a change in pace in achieving anti-racism outcomes. At least, that is how it has felt to me.

Now, in my 4th year at King’s as Director of Equality, Diversity and Inclusion, I experience almost daily a mixture of conflicting feelings that fluctuate between pride and shame, pragmatism and ambition, fear and frustration. I am proud that we, collectively at King’s, are taking our equality, diversity and inclusion ambitions and particularly, our commitment to being anti-racist, seriously. Yet, I am frustrated with the pace of change. I am vexed that the good work we do often rests in siloes and isn’t something enough people are aware of or involved in.

I know that there is a widespread lack of trust, general suspicion and dissatisfaction amongst many, particularly those from Black, Asian and Minority Ethnic backgrounds. People tell me that they don’t believe there is a real commitment to King’s being anti-racist. They tell me that progress is too slow or non-existent. This is very understandable but also upsetting and demoralising.

I find myself questioning and second guessing myself? Have I sold out? Am I institutionalised? Am I too lenient on those around me in senior leadership? Am I out of touch? Do I even know what I am talking about? Am I letting people down, particularly people of colour? I know it’s not about me and that no one person can make the difference needed by themselves, but as the lead professional in this space, I feel the weight of responsibility and take our lack of progress and the resulting community feeling very strongly.

What I have witnessed here at King’s tells me that we are an organisation of enormous heart and ambition, but that our complexity and desire to be collaborative also makes us slow and ponderous. That can be perceived as resistance.

I have worked with many organisations to get leadership to pay attention and act, being forced frustratingly frequently to prove the point that race, and other inequality exists; laboriously and repetitively identifying the evidence of inequality and its impact. I know many individuals, practitioners and networks still face this daily, and maybe it is what many at King’s are experiencing.

As we continue this battle against racism, it is more important than ever that we all proactively support and prioritise our personal wellbeing, especially in this week that might be particularly traumatising for the Black community. You can find some links to wellbeing support here, these resources having been researched for Black people and for non-Black allies.

However, for me it is still – disturbingly – refreshing and frankly surprising when those in power at King’s don’t require repeated proof. Where instead they are willing to examine and tackle the roots of all inequality, and they take on the work themselves – something which in 2020/1 seems to have shifted us significantly forward. For example, every area of professional services has taken forward activity to tackle racism, and every faculty has an EDI committee and set of priorities. You can find out more about the breadth of our anti-racism work here.

So, as an experienced practitioner, I judge there to be something qualitatively different here at King’s to what I have experienced before. But, I also realise how intangible and ephemeral that is; that it may be invisible and to some extent makes no difference to those suffering on a daily basis. I also recognise that many people have become so frustrated and fed up that they refuse to make any more allowances for our slow progress.

This is where Fiona’s ‘success is finishing the class wanting to come back’ really strikes me. In each conversation we have and activity we run around race equality and developing anti- racism, I feel the need to strike a balance between identifying the issues and empowering those around me to take action, by building their confidence, capability and commitment. This is a fine judgement to make, though.  How hard do I push? How strong do I make my language? I want them to ‘want to come back’. I want them to grow and engage – I don’t want them to withdraw. When I first started here at King’s, one of our most senior leaders told me I had to judge all my actions carefully so that I wasn’t rejected by the ‘immune system’ of the organisation. I found this both useful and telling – was this advice given to white/male people starting too, I wondered? The reality though is this is the line I walk as a practitioner – as a bi woman of colour, each and every minute.

The anniversary of George Floyd’s death gives me and us a good point to reflect and consider: have we made all the progress it was possible to make this year in being anti-racist, in our ambition to be intersectional by default? I doubt it, but what has stopped us? What are we doing that is working and what we should magnify? What can we do better and faster in this coming year?

I am keen for all members of the King’s community to engage with those questions and send us in your reflections and ideas. So, please do take some time to reflect – perhaps the inordinately long time of 9 minutes and 29 second that Derek Chauvin had his knee on George Floyd’s neck – and let us have your thoughts and views. You can share any thoughts and reflections you have with us via email, at diversity@kcl.ac.uk.

 

 

Bias or No Bias? The EDI Question

This blog is part of a series from Director of Equality, Diversity and Inclusion, Sarah Guerra, where she will be addressing the whole picture’ of EDI, why it is important, and how we go about making effective, systemic change.


Often EDI is reduced to conversations about unconscious bias training, which was seen as a panacea when it first arrived. Like much in the EDI arena, it is a useful tool and mechanism, but is not in itself a complete solution to complex and interconnected structural issues.   

The purpose of providing Bias training is to create awareness, in individuals and groups of employees, about the concept and reality of implicit bias.  

Implicit attitudes are positive and negative evaluations that are much less accessible to our conscious awareness and/or control. Essentially, they are thoughts and beliefs that shape what we think and how we act, which we are unaware of.  

Bringing in the perspectives of others and creating self-awareness helps to highlight thinking and/or behaviour that is done unwittingly, provide ways of adjusting automatic patterns of thinking and eliminate discriminatory behaviours. It also highlights what behaviour is expected in the workplace. This training can take many forms, from e-learning programmes or PowerPoint presentations to in-depth workshops with interactive talks and exercises, the latter having the greater impact on building awareness and helping to change behaviour. At Kings this kind of training is a key component of our strategy. We have developed Diversity Matters and Trans Matters training which we deliver and tailor to staff teams of 5 – 20 people on request. In parallel, we support and build communities through our staff networks, which provide peer-support for staff with particular protected characteristics, and the More than Mentoring programme, which pairs staff members who share personal characteristics to enable a deeper understanding and connection between participants. Please follow the links above and get in touch if you are keen to engage with any of these projects! 

For training programmes to be effective, they need to dovetail with other initiatives so that employees see training as part of an ongoing journey in changing behaviour and creating a more diverse and inclusive workplace. This is why Kings has an ongoing programme of senior leadership development in relation to EDI and our management and leadership passports. To ensure that awareness continues long after training is completed, we encourage activities such as asking participants to share stories on social collaboration channels where we generate ongoing discussions. To join the conversation you can follow us on Twitter and our internal intranet pages or join a network 

Throughout the organisation we need to provide communication that helps all teams to build empathy for, and understanding of, the experiences of minority or disadvantaged groups. Success comes when the responsibility and accountability for diversity is clearly part of the organisations leaders’ objectives. This needs to be coupled with active encouragement and systemic support for people to share any instances of bias, and crucially for these to be followed up and dealt with effectively. At Kings we are doing a variety of things, these range from introducing cultural competency modules to ensuring we have an Anonymous Disclosure Tool which staff, students and external visitors can use to anonymously disclose incidents of bullying, harassment, sexual misconduct or hate crime. 

Job adverts are an important area to consider when addressing bias. There are two types of bias in job adverts, explicit and implicit (as with everything else). Explicit biases are those that we can control or be clear about, such as levels or types of qualifications, particular audiences and types of candidates. In contrast, implicit biases are unconscious perceptions, stereotypes and beliefs that have been developed from past experiences and influences. These can be very powerful and are much harder to pinpoint.   

Much work has already been done at Kings to make job adverts more inclusive. We have tried to address gendered words, remove jargon and ensure straightforward titles that specify the role, skills and experience required.   

Like many organisations we are taking major steps towards becoming a more welcoming and inclusive place to work. We take the opportunity to demonstrate this in our job adverts by stating our commitment to be an equal opportunity employer. This positive step shows our commitment and the importance we place on it. 

Another tool for reducing bias is a name-blind recruitment process. This removes information, such as age, gender, name, education and even the number of years of experience from CVs, which might otherwise prejudice an application. This is a proven way to overcome unconscious bias and promote greater diversity. It has increased in popularity over the last couple of years after a series of studies, including one by Nuffield Colleges Centre for Social Investigation, showed that people with ethnic names needed to send out 60% more applications than job seekers with white’ sounding names before they got a call back . Name-blind CVs encourage the recruitment of new employees without identifiable information, so that personal bias doesnt creep in.   

To implement a name-blind recruitment process well, an organisation should start by determining the absolute necessities an applicant must possess to fill the role and remove the information that has no bearing on a persons ability to competently carry it out. If needed, the extra information can be collected but separated from the application process. The success of your name-blind hiring would be captured in diversity recruitment metrics by measuring the statistics for shortlisting, testing, interviewing, hiring and retention before and after blind hiring. When I first arrived at Kings the concept of name-blind recruitment was felt to be near impossible at a University. Whilst we have not yet implemented it, people now regularly ask me why we are not doing it – this shows how times change.   

So, Ill end as I began – training and awareness on unconscious bias is an important part of any EDI strategy, as is understanding where and how it shows up in practice. So please all take all the opportunities available to undertake training and build your awareness. But the critical difference is made when you a) apply that learning and b) use that learning to develop a real curiosity as to why inequalities exist and persist.   

New Dharmic Prayer Room at King’s

Former KCLSU Activities and Development Vice President (2019/20) and current final year BSc. International Management student, Nakul Patwa, pens a blog about the opening of the new Dharmic Prayer Room at King’s, and what it means to him and other Hindu, Jain, Sikh and Buddhist students.


I remember vividly my first day at King’s College London and, like everyone else, I was very excited, a little overwhelmed, and still getting familiar with the ins and outs of the enormous institution. It was only by chance that I came across the Chaplaincy at the Strand Campus. Tucked away under a staircase, it was almost as if it was a world of its own. Little did I know then that this space would become an inspiration for what I was going to achieve at King’s. I would later go there to meet fellow international students, over the “international lunches”, have numerous enriching conversations with the Chaplain, meet some of my closest friends – it almost became a sanctuary of sorts for me, as it did for so many students during their time at King’s.

picture showing the new dharmic prayer room

The new Dharmic Prayer Room which has recently opened at Guy’s Campus

My experiences with the chaplaincy inspired me to champion the cause of this institution that was a cornerstone of the essence of King’s. I wanted to give back in a way that would allow many more students like me to engage with the chaplaincy – that is where the idea for a Dharmic Prayer Room for students following Hindu, Jain, Sikh and Buddhist faiths was born. I felt the need for a dedicated space because of my conversations with student groups and hearing the challenges they faced while practicing their faiths.

It was one of the first things I wanted to achieve when I was elected as the Vice President of King’s College London Students’ Union. Having garnered widespread support of the student body and various student groups, I was optimistic that this was something that would provide a safe space for students whose faiths have not historically been equally represented. Despite the challenges that COVID-19 has brought about, I am delighted to have achieved this for King’s. I believe that this project will add more value to the Equality, Diversity and Inclusion projects for the institution as well as the King’s Vision 2029.

I believe that this project is a milestone, not only in the illustrious history of King’s, but also in the history of UK universities. It is an important step towards honouring and fostering the diversity of our membership. I am extremely proud that I could turn my dream into reality, and my hope is that more institutions across the UK would take a cue from King’s to establish spaces that would enable their population to express themselves in a manner that enhances their vibrant ecologies.

picture of Nakul Patwa

Nakul Patwa, former KCLSU Activities and Development Vice President (2019/20) and current King’s student.

‘hOmOsexual Armageddon’: Mark Tricklebank on being gay before and after decriminalisation

Mark Tricklebank is a Wellcome Trust Career Reentry Fellow in the Department of Neuroimaging Sciences. He is a committee member for Proudly King’s. For LGBTQ+ History Month, he writes about his experiences coming to terms with his sexuality before and after decriminalisation.


The greatest achievement for the LGBTQ+ movement has undoubtedly been the decriminalisation of sexual relations between consenting adults. As a young boy enrolled at a C of E school, trying to come to terms with same-sex attraction, the path to damnation was clear enough. The glint of golden hairs on the suntanned arm of a classmate that made me feel deliriously happy and incredibly curious about what the sun reflecting off his delicious legs would look like, were dangerous dreams that at this age would only introduce me to the word “pervert”. My headmaster committed suicide in his study for “interfering” with his pupils.  

The word homosexual was muttered with emphasis on the “O” in the BBC English of the time. My world was a world of spies and Germans. Philby and McClean were ‘hOmOsexuals’ who were intent on surrendering our country to the evil Russians. My aunty was a nurse in Winson Green Prison, and she had spoken with the spy Klaus Fuch who had warned her that Armageddon would soon be released on the West whose governments were full of traitors and upper-class hOmOsexuals. But what was a hOmOsexual? I had no idea until puberty was released on me. At ten I realised that my perceptual set was tuned to pick up the slightest hint of sexual interactions between men. The occasional television play that carelessly incorporated a hint of something not quite right in the interactions between male characters; an insistence for shirt cuffs to be folded absolutely properly; the Brylcreemed hair and perfectly chiselled features all provided an aura of things not being quite right.  

The idea that hOmOsexuals were perverts who hid their true nature and desires – like Soviet spies – was common sense. Handsome police officers were stationed on watch outside public toilets, ready to catch out returning commuters lingering at the stall for the briefest sight of a male member gloriously standing to attention. Avoiding the glances of Constable Dixon, ready to exert the full force of the law on anybody showing interest, these men scurried off home to wives, families and the safety of their typical British sanctuaries, content with their Philby-like performances. 

There was no need to label yourself a pervert when it was easy to obtain training to hide your deviant desires by simply reading the newspapers or watching the television. If the keeper of the Queen’s pictures could do it, why not Joe Bloggs on the 5.30 to Effingham Junction? That way, Winson Green’s promise of hOmOsexual Armageddon could remain safely out of sight, hidden by the chimneys still belching smoke. Until an episode of intense temptation would defeat even the most stalwart of spies, and the whispering would start: “I always thought there was something odd about the way he dressed,” or, “he always needed to visit the gents before getting on/off the train”. Deceit and denial were the order of the day until the door closed and relief could be obtained in private behind the locked door. The scrawled messages on the walls and doors of what others could provide serving as pornographic stimulation to ensure relief was rapidly achieved.  

Yes, things have changed so much for the better. Now, we can just say, “so what I’m gay, just get over it.” But even today some cannot. It might be incredibly easy to hide your true desires from family, friends and employers, but at what cost? Those adverse childhood experiences will return to impede our achievements of happiness and contentment in the form of midlife depression, anxiety and stress-related illness. And what about those coming from environments where Colonial-era laws are still rigorously applied? What about the refugee children imprisoned, separate from any role models or positive adult interactions to offer advice and support. Those adverse childhood experiences will come back to limit and harm all of society with a vengeance.  

The Significance of Sponsorship

This blog is part of a series from Director of Equality, Diversity and Inclusion, Sarah Guerra, where she will be addressing the ‘whole picture’ of EDI, why it is important, and how we go about making effective, systemic change.


Senior level sponsorship, sometimes called ‘championing,’ is a critical step in ensuring sustainable change when working toward EDI goals; without this support organisations would not be able to sustain changes made in their behaviour.

A wide range of research  plus my personal experience tells me that is the number one indicator of the success of any equality, diversity, and inclusion activity in an organisation. The phrase can make some feel uncomfortable, with concerns of patronage or nepotism, but the reality is far from that. Executive sponsorship simply recognises that what those in charge of an organisation care about and put their energy into, gets done! This is because those across the organisation also then see the work as important, and that they will be rewarded or better regarded if they too care about it.

Executive Sponsors have several duties in demonstrating active support. They are people appropriately placed in an organisation, who have significant influence on decision-making processes or structures. They can advocate for, protect, and positively drive EDI activity, and act as inclusive role models for the organisation.

Executive (sometimes called Programme Sponsors) provide visibility and access to decision-making environments and reduce the risk that individuals from underrepresented groups face. Sponsors can provide challenging conversations to support new and progressive activity. A key part of their role is to demonstrate their belief in the potential of the programme outcomes and help build that belief in others and so act as ‘the face of change’ for the organisation. They will utilise their voice to champion the activity in question challenge bias, as well as shield those in less powerful or more vulnerable positions from harm or undue criticism. A Sponsor’s role is to demonstrate the case for change, and to always champion building a positive culture.

Sponsors can help ensure that the equality, diversity and inclusion activity relate to the organisation’s overall aims. They can help by helping others see the connection between the EDI goals and the organisation’s wider goals. They can use their personal skills, positions of influence and power to overcome resistance from others or to help unblock tricky areas. Sometimes it is a question of resources and sometimes it is a question of organisational culture or attitude.

At King’s we have a whole variety of sponsors and champions. Some of particular note have been: Prof.  Ed Byrne in his overall sponsorship of EDI;  Prof. ‘Funmi Olonsakin and Prof. Evelyn Welch, who have both taken positions of leadership for REC and Athena Swan;  Prof. Reza Razavi, who has really pushed to improve the work culture in our research areas. Recently, Prof. Richard Trembath has become the sponsor for our programme of work around disability inclusion. The work of all these as Sponsors has included: chairing working groups; advocating very powerfully across King’s to get things moving; working quietly behind the scenes to lend their expertise and knowledge; providing mentorship, coaching and importantly access to themselves as a means of opening doors for others. They and many others have demonstrated a willingness to speak out on issues and educate others. They consciously sponsor employees from different backgrounds and challenge their peers to do the same.

Programme sponsors at King’s, who sponsor a range of programmes, including race equality and disability inclusion

The heart of executive sponsorship is realising and taking the many opportunities you have to highlight issues - be it at team meetings, executive meetings or during one-to-one discussions - to help ensure actions are in place, to raise awareness, to support diverse progression, and to mentor and coach others.

Programmes for inclusion work well when they are driven by senior leaders and shaped by their people. A successful cross-cultural sponsor relies on mutual understanding on matters related to race, culture, and inclusion. Therefore, they need to be visible, and willing to have sometimes challenging conversations about race with honesty, understanding and courage. We are helping build our SMT’s capability to be great sponsors and champions with our Mutual Mentoring programme sponsored by SVP Operations Steve Large. I am planning a separate blog on mentoring and reverse mentoring, so look out for that.

On the flip side, it is important to remember that equality, diversity, and inclusion is incredibly people-focused, and can raise a lot of sensitivities. A Sponsor’s presence at programmes and events will not only attract more employees, but it also speaks volumes about the importance of the issue on the organisation’s agenda. However, they must be people who others trust and feel comfortable with otherwise their presence and sponsorship may not have the positive impacts that are needed.

I would like to thank all our Sponsors at King’s. They exist right across the gamut of King’s. I would like to urge all of those in a senior leadership position to consider – what are you seen as sponsoring? If you cannot answer that question, then let’s have a chat as I have a long list of ways in which you can help advance EDI at King’s!

 

The Demand for Difference

This blog is part of a series from Director of Equality, Diversity and Inclusion, Sarah Guerra, where she will be addressing the ‘whole picture’ of EDI, why it is important, and how we go about making effective, systemic change.


Yesterday, I had the pleasure of opening our Network summit in partnership with Radius, and earlier in the week, the privilege of attending the launch of our new Mutual Mentoring scheme. In doing so, I was able to reflect on how essential building empathy and understanding are, and the role which staff networks play in EDI success. Celebrating diversity and difference and building community is a critical component of our EDI strategy here at King’s. It is one of the reasons we have made a conscious and proactive effort to develop and support staff networks, partner with KCLSU, broaden our development approach to  More than Mentoring, and ensure that we continue to support network development and wellbeing via events like the Radius summit.

Celebrating difference is about recognising that each employee or student is unique and valuing that individual difference. It is about understanding each other and moving beyond tolerance, to fully embracing and celebrating the rich dimensions that a truly diverse community can bring. Celebrating cultural events across the year, whether it be Pride, Black History Month, Trans Awareness Week, or Disability History Month, which we are currently celebrating, helps to unite and educate, and allows us to better understand each other’s perspectives.

King’s College London’s Proudly King’s Network at London Pride

Through understanding a range of diverse backgrounds and experiences, we can all gain a sense of pride for the diversity of our culture. Celebrating and understanding varied backgrounds is crucial to personal and community growth.

There are so many benefits of celebrating differences and enabling people to be their true selves at work. For example, doing this helps us and our organisations overcome stereotypes.

‘A stereotype is an over-generalized belief about a particular category of people. It is an expectation that people might have about every person of a particular group’

Stereotyping, whether it be conscious or unconscious, is too commonplace. It has a negative impact on the way people see and behave with others who they perceive (consciously or unconsciously) as different. Stereotyping encourages us to make assumptions about others, which can be incorrect and hurtful, as well as hindering collaboration and teamwork. When an organisation celebrates differences, it encourages the dissolution of preconceived notions, breaks down stereotypes and helps us to see people for who they are.

Celebrating difference and counteracting stereotypes discourages racism, sexism, homophobia, and ableism, to name but a few key things we must combat. These are often borne out of fear and ignorance. In the workplace, it could be a subtle joke or simply leaving someone out; either way it is not something we want to persist. With increased awareness and appreciation of different cultures and races comes increased respect for other people and their differences. Prejudice and stereotypes are removed through education and celebration and their removal is a necessity to discourage the ignorance that supports these ‘isms’.

People tend to surround themselves with people ‘like them’, as it is familiar and safe. Therefore, it is important to actively build cultural awareness of difference. Encouraging working with different cultures and backgrounds not only helps to educate others and build appreciation of other cultures and their histories, but it can also prevent ‘groupthink’.

Groupthink is a phenomenon that occurs when a group of individuals reaches a consensus without critical reasoning or evaluation of the consequences or alternatives. Groupthink is based on a common desire not to upset the balance of a group of people.

It is proven that having a more diverse set of people in the room prevents groupthink, leading to innovation, which ultimately leads to better decision-making. Increasing openness to difference helps create new ways of working, improves current processes and gives people the ability to make changes in the way they work, for the better. Once again, I recommend my AKC lecture to consider this in more detail.

Groupthink can encourage harmful or detrimental ways of thinking

In seeking ‘unity’ we must, at the same time, remember and celebrate individual uniqueness.  Without this we will not be enabling people to be themselves. We will instead risk forcing them to assimilate to ‘a norm’. Embracing and celebrating difference brings a greater breadth of ideas and solutions and builds a culture where everyone feels valued and appreciated. Developing this inclusive culture requires more sophisticated and capable managers, as increased diversity increases the perspectives and ideas that need to be reconciled and rationalised. One of the ways we are helping build this is via Cultural Competency, a set of behaviours which takes this thinking and embeds it into the curriculum and professional development for all students and staff.

I developed my own confidence and capability by learning about myself and my differences, and consequently, was able to move from feeling othered to feeling empowered and confident. This is why I believe that this celebration of difference and building of community is one of the most crucial requirements of being successful, and why I have embedded it within King’s overall EDI  .

Disability Inclusion at King’s – How far have we come, and how far have we to go?

Foreword from Professor Richard Trembath (Provost/Senior Vice President (Health)), John Darker (Access King’s Co-Chair), and India Jordan (Equality, Diversity and Inclusion Consultant)

We are delighted to announce that Richard Trembath (Provost/Senior Vice President (Health)) has been appointed as the Disability Inclusion programme’s senior sponsor. Within EDI we have a variety of sponsors and champions –  

  • Professor Sir Edward Byrne, President & Principal – sponsor of equality, diversity & inclusion across the College   
  • Professor ‘Funmi Olonisakin, Vice President & Vice Principal (International) – sponsor of our work on Race Equality and the Race Equality Chartermark 
  • Professor Evelyn Welch, Professor of Renaissance Studies, Provost/Senior Vice President (Arts & Sciences) – sponsor of our work on Gender Equality and Athena   

We believe that sponsors are instrumental in driving institutional change. Having a senior sponsor and champion for this work demonstrates King’s commitment to improving disability inclusion. 

We are very excited to begin working with Richard in ensuring that disability inclusion is included in decision-making processes and structures within King’s. He will be an advocate for disability inclusion, protect and positively drive disability inclusion activity, and act as a role model for the organisation for an inclusive workforce.  

Richard says: I am delighted to have the opportunity to act as senior sponsor for disability inclusion. It is timely to highlight and ensure that King’s is at the forefront on development and delivery across the breadth of disability inclusion, from policy to implementation. My professional background as a clinician within the specialty of genetics, has provided significant opportunity for me to learn much of the impact of disability and of the benefits of inclusion, as means of enhancing wellbeing and enabling achievement.

Alongside a senior champion for our program of work, Access King’s highlight the importance of senior sponsorship within staff networks. John Darker (Access Co-Chair) explains: 

The role of a community network Senior Champion at King’s is a very important one, and includes being a strong advocate for the network, whilst informing senior colleagues about its work and the benefits it affords the University.  This year, Access King’s, the Staff Disability Inclusion Network at King’s, was pleased to announce that Dr Renuka Fernando had joined the Network as its Senior Champion.  Dr Fernando has proactively supported Access King’s, championing for disability inclusion at senior meetings including the review of Return to Campus policies.  Dr Fernando works with the Network’s Co-Chairs and its Committee to help progress its aims and goals.   

Equality, Diversity and Inclusion Consultant, India Jordan, provides us with an update on the disability inclusion program of work so far, and plans and ambitions for this work as our next priorities. 


Disability Inclusion at King’s – How far have we come, and how far have we to go? 

 

At King’s, we are committed to disability equality and inclusion so that people with disabilities and those with longterm conditions are included and feel valued, and so that barriers are understood and overcome. Over the last 3 years, we have been developing and implementing a programme of work to support this. India Jordan, Equality Diversity and Inclusion Consultant within the EDI Sub-Function, reflects on our progress so far and our plans and priorities for the future. 

UK Disability History Month is in its 10th year this year and the theme is ‘Access – how far have we come? How far have we to go? These are useful questions to help us reflect on King’s disability inclusion journeys.  

 

So, how far have we come? 

Sarah Guerra, the Director of Equality, Diversity and Inclusion, identified disability inclusion as a key priority when starting at King’s in 2017, and so work has been underway to develop this area since then.  In 2018/19 a Disability Action Plan and Maturity Model were developed to prioritise and focus disability inclusion work within King’s. The plans were developed in consultation with the King’s Community and the Business Disability Forum (a membership organisation working to remove structural barriers for those with disabilities and longterm health conditions), as part of a Disability Self-Assessment process.  

 The action plan focuses on four strategic areas:  

  • Leadership, Governance & Culture  
  • Policy, Process & Procedure 
  • Local Experience 
  • Data, Outcomes & Evaluation 

Each of these pillars cover areas in King’s that we know need to be developed for structural inequality around disability inclusion to be addressed. We need to have a holistic approach to tackling the issues. We know we need senior leadership buyin, effective processes, maturity around data collection and evaluation, as well as ‘on the ground’ knowledge, skills and experience for us to progress as an institution in supporting those with disabilities and long-term health conditions.  

Alongside the Action Plan, the King’s Disability Inclusion Maturity Model was developed. The model comprises four levels of maturity, from ‘basic’, ‘reactive’, ‘proactive’ to ‘innovative’ and includes the same strategic strands as the Action Plan. This helps everyone understand what best practice looks and feels like in reality and the action we need to take to reach the highest level of maturity.  

In 2020 Equality, Diversity and Inclusion Consultant India Jordan reviewed our progress against the maturity levels. From this assessment, it is clear we have made significant progress in areas relating to Leadership, Governance and Culture and Policy, Process and Procedure, moving from Level 2 ‘Reactive’ (based from our initial assessment in 2019), to Level 3 ‘Proactive’. Some of the improvements include:   

  • Under the Leadership, Governance and Culture pillar, we have appointed a Disability Inclusion Senior Sponsor – Richard Trembath (Provost/Senior Vice President (Health))Richard’s role is responsible for steering, promoting and championing progress of this work amongst the senior leadership. He’ll be advocate for disability inclusion, protect and positively drive disability inclusion activity, and act as a role model for the organisation for an inclusive workforce.  
  • There is clear ‘board-level’ – in our case that’s Senior Management Team buyin and commitment through committees such as the Digital Accessibility Programme Board, the Digital Education Task and Finish Group, and through our governance structures. This means that now, disability is represented as a part of King’s diverse identity and there is demonstrable commitment to inclusion.  
  • Under the Policy, Process and Procedure pillar, we have developed our work on Equality Analysis. For example, the Equality, Diversity and Inclusion Team recently reviewed Equality Analyses for disability-related impacts and considerations, best practice and areas for development, specifically in relation to the pandemic. This, alongside the Equality Considerations Report, is used and highly encouraged when considering all new projects across the university.  
  • Under the Local Experience pillar, we have developed resources and guidance that is available for all, such as the Disability Toolkit and the Accessible Guidance for Content Creators 
  • We are working to go ‘beyond compliance’ using inclusive design principles in consultation with service users such as our Access King’s Network, on projects such as the HR Transformation. 

Key to this progress, awareness and engagement of disability inclusion has been our newly formed Access King’s Network. Only 1 year old, Access King‘has seen a huge increase in membership and engagement, running events throughout the year from a discussion panel on leadership, to online events on how to run accessible and inclusive meetings. Access King’s have recently fed into the Return to Campus work by developing the Inclusive Badges project, a great example of the power of networks and community in driving institutional change.  

The value of our networks is more important than ever, at a time when we are more isolated from our peers – finding community to share experiences and support each other is crucial. To get involved with Access King’s and to find out more about their events being run over Disability History Monthhead to our webpage. 

 

…and how far do we have to go? 

Given the unprecedented events of 2020, the Disability Action Plan has developed in many ways. Digital Accessibility has become a priority for the College, particularly within the learning and teaching sphere. This will continue to be a priority for us as we support through various boards and working groups and updating and developing our Accessible Guidance for Content Creators.  

Alongside digital accessibility, our priorities are to work collaboratively and inclusively through forming a Disability Inclusion Steering GroupThis, in collaboration with our senior sponsor, will create action and hold people to account, ensuring all areas of King’s take responsibility for embedding disability inclusive practices. It is crucial we have support from our senior leadership, we need clear accountability and governance of the Disability Action Plan; with leaders knowing what is expected and required of them, which is why it is very exciting to be working with Richard Trembath on this project. 

Alongside the formation of a working group, we know from the work we have done that the following areas of work need to be a priority in the coming 12-18 months: 

  • Improving our adjustments process, including the development of a Staff Passport Scheme 
  • Building capability and confidence amongst managers through guidance, resource and training 
  • Continuing to support HR Recruitment, working closely on the selection and onboarding processes 
  • Ensuring our online and physical spaces are accessible to all 

It is important to reflect on our progress and celebrate our successes, but it is also important that we recognise where we need to improve and plan for us to be able to effectively do that. We want to reach the highest levels of maturity, we want to be a leader of best practice for disability inclusion for HE and most importantly, we want our staff and students to feel that there are no barriers to their being their very best whilst at King’s. 

It is hard to predict what the world will look like this time next year and undoubtedly we will face more change and challenges as we acclimatise to our new reality. However, we know that the changes and developments outlined above will enable us to move through and adapt to them more effectively and sustainably. The unique circumstances of 2020 have given us insight to a more accessible and inclusive world we believe is possible and we will continue to embed these practices, so they are not the exception, but rather the norm.  

How can you get involved? 

If you are interested and passionate about disability inclusion within King’s and want to make a difference within this area, join our disability inclusion staff network – Access King’s. They are hosting a range of events over Disability History Month and have regular monthly drop-ins. 

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