“Before Kate started this work, there was not generally a high level of awareness of mental health issues across the department. Now so many more people are aware of these conditions and thinking about how they can build an inclusive environment. Kate has been vital in breaking down the stigma of mental health in the department and making it a much more supportive environment.” – Sarah Callanan, MHCL staff member
“Kate has not only initiated it all, but at the same time is herself a mental health ambassador, personally replying to emails and helps others despite all the other things that she’s moving forward. She is a role model for many in the department.” – Anika Oellrich, MHCLG staff and Wellbeing Champion
“I found the Mental Health training course that Kate ran incredibly useful. Her enthusiasm has not only inspired me to become a Mental Health Ambassador but has given me additional confidence to be able to offer support outside of the workplace.”- Jane Owen, MHCLG staff and Mental Health Ambassador
“Kate is a real inspiration to work with. I both organising events, running events and in running the mental health ambassador network Kate constantly demonstrates an ability to quickly build rapport with people. She genuinely invites others’ views and takes suggestions of others forward in her work, naturally making people feel valued.” – Sarah Hunt, MHCLG staff and Mental Health Ambassador
“Kate has inspired so many people in the department – including myself – to take mental health at work seriously. There has been a real change in the mood within MHCLG in recent years, and I think Kate has had a huge part to play in that.” – Ruth Keeling, co-chair, MHCLG Wellbeing Network
When the team first started working with Special schools they were warmly welcomed, since the schools recognised that their preparing for adulthood work offered little preparation for employment. The Health and Work agenda and the new Careers Strategy has changed the thinking on this. The expectation is now that with support the vast majority of people are capable of some form of meaningful employment and should be assisted to do so. Working with Special Schools throughout the district the team have introduced over 20 employers to Special Schools which has led to more informed students, employer site visits, work placements and even job offers. They have introduced a similar number of providers who have offered a range of activities and opportunities ranging from enterprise and social action activities to team building. They have also used their creativity to design and deliver a wide range of bespoke employability sessions including specialist autism aware symbols to exemplify points.
They have also supported enterprise activities and prepared participants for work experience.The team have helped coordinate Work Skills Days where a number of local employers and providers ran sessions to give learners a taste of different work sectors. These were very well received by learners and parents and allowed the employers to see just how employable this group of learners are. All employers left with smiles on their faces and have maintained contact with the schools.
The team’s work with Special Schools has been recognised as having a big impact, to the point that they have been invited to be part of two local SEND Strategy Groups. They have used their Labour Market Expertise and experience of working in the schools to contribute to and undertake activities on local action plans.
In a campaign which spans a year, but looking much further into the future regarding gender equality, the current reach is already exceeding our expectations:
Newsletter reach – 774
Conference attendance – 450 so far
Twitter @XgovCentenary – 241k impressions, 914 followers, 302 tweets,
Twitter @SuffrageFlag – 297k impressions, 738 followers, 140 tweets,
UK Suffrage flag locations – 37, number of people reached approx over 3k so far
Global Suffrage flag locations (by FCO and DFID) – 23, reaching people from business, government, academia (incl students), media and civil servants/diplomats. South Africa, Nigeria, Afghanistan, Turkey, Venezuela, Romania, Sri Lanka, Anguilla, Philippines, Pakistan, Poland, Brussels, Luxembourg, New York, Saudi Arabia, Hong Kong, Jordan, India.
Blogs published – 24
Trainers trained – 20 trainers who are asked to deliver 5 workshops across government.
As a result of these events organisations have committed to….’
Wilton Park “We are writing ‘Project 50:50’ our pledge to aim for gender parity at Wilton Park conferences. Once this has been ratified by our Board and Senior Management Team (all women), we will implement a number of strategies to ensure that we narrow the gender gap and that our discussions include perspectives from women and men.”
Environment Agency “Continue to organise joint events with our local cross-government women’s network partners. The flag relay events across the whole week have been a fantastic way to promote our local networks and create new connections and ideas for activities.”
Tideway London “Developing ideas to promote Tideway’s diversity objectives (including but not limited to gender) and learn from them for Defra”
Pensions Regulator “We are talking about how we can address the gender pay gap and looking out to our local community.”
The National Black Crown Prosecution Association (NBCPA) & the CPS LGBT Network, hosted a conference on ‘Race, Culture, Religion and their impact on access to justice for Black Asian and Ethnic Minority LGBTI people’ was the first of its kind. There were over 100 delegates at the event, half of whom were actually members of the BAME LGBTI community and CJS partners from across the UK. This was significant as even Stonewall said that they find it very hard to engage with the BAME LGBTI community. The event was supported by a holistic cross section of Black, Asian and other Minority Ethnic LGBTI people and groups, as well as Stonewall, GALUP, NAZ & Dave.
The event tackled very sensitive issues such as;
•Racism within the wider LGBTI community
•Homophobia and Transphobia generated from faith leaders within BAME communities
•Support for BAME LGBTI victims of hate crime
Tendai identified the gap in inclusive recruitment, positively collaborated with others, influenced and inspired colleagues internalising true civil service values and competences and modelled these for others. He was empowered by HSE to bring his whole identity to the workplace which positively impacted on his own performance and self actualisation whilst enhancing the working environment for others from BME backgrounds.
As a result he has been more productive within his team. He has been involved in applying GCS best practice and leading on areas such as evaluation and creating a data dashboard to monitor progress within his area. He was also recruited onto the GCS Early Talent Scheme. It is hard to imagine Tendai making continual efforts to improve himself and influence the organisation for the better had his initial efforts remained unheeded.
The initiative impacted at several levels within HSE. On a strategic level it has helped more inclusive recruitment practices and foster closer collaborative working between Departments and equality networks. On an operational level, Tendai has helped to galvanise the networks and influence other talented BME colleagues to take greater initiative, move out of their comfort zone and embrace opportunities to fulfil their potential.
Specific outcomes from the initiative include:
- Organisational change: HSE launched its first BME recruitment campaign in its history
- Recruitment outcomes: As a result, recruitment from BME backgrounds substantially increased: 2 BME apprentices, 1 Band 3 within 12 months
- Leadership and Management perceptions: SCS within HSE reported change in perceptions: they had not considered advertising roles such as inspector, solicitor or economist using BME images
- Raising aspirations amongst BME workforce: 1 BME staff recruited onto early leadership Talent Scheme; and 1 BME staff promoted from B4 to B3
The impact of Charlotte’s leadership was shown in the growth of the Cross Government Social Mobility Network from zero to 130 members and 10 new social mobility networks in Departments, in just over a year. Charlotte exudes passion for social mobility, and as a volunteer, has worked incredibly hard to build a sustainable network which she handed over to a new lead, and continues to mentor her successor.
Under Charlotte’s leadership, a northern hub of the Cross Government Social Mobility Network was created called Nexus, to join together social mobility networks in the north and recognise the importance of not being London centric. This is a triumph to Charlotte’s leadership and the volunteers she worked with.
Following Charlotte’s first blog on social mobility, there were 65 comments on the blog which is much more than other blogs.
Charlotte has really raised the profile of Social Mobility, initially via her blog, speaking at conferences and launch events of networks. There has since been a number of social mobility blogs written and the network is thriving in it’s second year.
Following SCS Basecamp where Charlotte was invited to speak, evaluation forms stated “…the most powerful element of any training event I have attended. So impactful. Wonderful speakers. Admire them so much and brings home all the theory of inclusivity so strongly”. Another stated “The excellent input from the pre dinner speakers on their personal struggles with inclusion and how we as SCS can make crucial differences to people in our teams in making them feel safe and included at work”.
We’ve measured our success through People Survey scores and demographic data.
We’ve increased representation of women from 25% to 32% of the directorate and 50% of Senior Civil Servants, compared with 51% of the UK population. We recently hired a female Head of Development, our first female Senior Technical Architect and several female junior and mid-level developers.
Representation of Black, Asian and Minority Ethnic (BAME) people has increased from 8% to 19% of the directorate and from 0% to 10% of the Senior Management Team (the UK is 13%).
Our LGBTQ* and allies community has encouraged declaration of sexuality and we have gone from 3% to 6% of the directorate openly identifying as lesbian, gay, bisexual or other (the UK is 2%).
People identifying as having a disability have increased from 14% to 16% of the directorate (the UK is 19%). Declaration of religion has increased from 38% to 50% (the UK is 66%) and our age span has increased from three decades to four (the UK working population spans five decades).
Considering the MoJ Digital & Technology directorate is around 1000 people, we are very proud of these increases.
We also achieved an ‘Inclusion and Fair Treatment’ score of 85% in the 2017 Civil Service People Survey, higher than the average for the MoJ and making Digital & Technology a high performing unit across the Civil Service.
And we increased our Engagement score from 63% in 2016 to 68% in 2017 despite the directorate expanding to include agency teams, more than doubling in size and becoming more geographically dispersed in that time.
We know of at least two direct recruits through our activities at conferences, which we estimate to have saved us in excess of £40,000 per year compared with the cost of recruiting an interim contractor.