BLACK LIVES MATTER
LEICESTER NPO FRAMEWORK FOR CHANGE
BUT IF YOU ONLY HAVE LOVE FOR YOUR OWN RACE
THEN YOU ONLY LEAVE SPACE TO DISCRIMINATE - BLACK EYED PEAS
IMAGE CREDIT: SCREENSHOT OF HELDER DELGADO IN SOMBRE BY ANA PAZ QUOTE REFERENCE: BLACK EYED PEAS 'WHERE IS THE LOVE?' 2003
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IMAGE CREDIT: VALERIANE LOUSY-LOUIS, RONALD K BROWN/EVIDENCE, A DANCE COMPANY AT LET'S DANCE INTERNATIONAL FRONTIERS 2019, PHOTOGRAPHER STUART HOLLIS
CONTENTS Introduction
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Network for Our Workforces
6
Data Sharing and Assessment Points
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Recruitment
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Training and Development
10
Progression and Leadership
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Decolonising the Curriculum
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Research and Mapping
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Proposed Timescales
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National Portfolio Organisations and Acknowledgements
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References
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INTRODUCTION
Black Lives Matter. The purpose of this framework is to outline the ambitions of the National Portfolio Organisations (NPOs) in Leicester who wish to address the urgency of the Black Lives Matter movement and to develop a programme of key actions embedded in the work and culture of those organisations. NPOs are arts and cultural organisations, funded by Arts Council England. Being funded as an NPO is an honour and privilege for our organisations and brings with it both opportunities and responsibilities to improve our city’s cultural and wider civic lives. All Leicester NPOs who have collaborated to produce this framework are acutely aware of their responsibilities in addressing the issues identified by the Black Lives Matter movement and are committed to allocating both financial and human resources to making vital changes. As one of the most culturally diverse cities in the UK, Leicester has made the decision to establish a clear focus at mayoral level for the city by stating that the richness of the city is its people. This framework seeks to provide a model that redresses the balance for Black communities, specifically from the arts and cultural sector perspective for Leicester. This framework demonstrates key areas that Leicester NPOs will introduce together into their everyday practice and business plans. We are committed to ensuring that these will result in clear, visible actions which have long lasting impact.
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Given the range and size of the NPOs in Leicester, this framework will act as a guide that can be adapted and adopted, providing a direction of travel whilst working towards clear objectives for change. As NPOs, this Framework may also feed into long term organisational planning and Arts Council England 10-year strategy, Let’s Create. The framework is also under development with relevant leads from Arts Council England and Leicester City Council. Historically, Leicester has taken a leading role in research and policy making on anti-racism and diversity. Therefore, it is also the ambition to work alongside the two universities in the city, De Montfort University and University of Leicester. Through doctoral schemes, a PhD student will be employed to measure the outcomes and implementations of this framework through mapping exercises, research and documentation. From this research, there will be the opportunity to measure at what point change takes place (if at all) and the breadth of positive change. It is hoped that this can then be used as an example of good practice that might be revised for other cities and organisations. Through consultation across the National Portfolio Organisations in Leicester, six key areas for development have been identified as follows: • Network for Our workforce • Data sharing and Assessment points • Recruitment • Training and Development • Progression and Leadership • Decolonising the Curriculum This framework outlines key objectives for action for each area, these will feed into additional documents including SMART objectives and impact reports. Alongside this a further section provides detailing around the programme for PhD research and mapping.
IMAGE CREDIT: VINCENT E. THOMAS (LEFT) AND MELE BROOMES (RIGHT). PHOTOGRAPHER: RACHEL CHERRY FOR PEOPLE DANCING
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NETWORK FOR OUR WORKFORCES Within workforces, many Black employees work within an environment of isolation. Black employees are often in the minority in the workplace and are less likely to have support from their managers. The COVID-19 pandemic has increased isolations, with many employees being separated from external support networks, with a disproportionate number of Black workers being affected and an increase in racism (Unison, 2020). Networks provide a valuable platform for support and the opportunities for employees to share their lived experiences, creating a safe space for conversation and reducing isolation. Alongside this, networks have the opportunity to feedback on actions and policy as a collective. However, for purpose of clarity, it is not the expectation of this support network to resolve issues or create policies beyond their professional remit. Objectives Establishing a support network group for Black employees across arts organisations in Leicester. Establishing the parameters of this network, what are the intentions for the network group, what the group is for (and not for), who the group is for. Establishing a plan for meetings, communications, leadership/network chair. Recruiting membership of the network group and promoting the group. Reviewing the success of the network group as part of PhD mapping through quantitative and qualitative data.
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IMAGE CREDIT: THE COLOR PURPLE, CURVE, PHOTOGRAPHER MANUEL HARLAN
DATA SHARING AND ASSESSMENT POINTS Successful organisations across the creative industries work in collaboration (Arts Council England, 2016). Working together also leads to creating an atmosphere of accountability. With this in mind, the success of this Framework will rely on establishing a model for that connects the dots across National Portfolio Organisations in Leicester, providing opportunity to share data (within guidance of GDPR), including and not limited to models of best practice they have implemented within their organisations, resources, participant engagement and audience mapping. From here the National Portfolio Organisations in Leicester will work to establish key assessment points, that are measurable, achievable and scalable for different organisations. The assessment point will also provide a point of monitoring and mapping for PhD research. Objectives NPOs to share current work and resources in response to Black Lives Matter and anti-racism. Establish parameters for data sharing, what information is valuable as it relates to this Framework. Working across the NPO group to development a series of assessment points as SMART objectives, growing out of this Framework. Establishing a timeline for delivery of SMART objectives. Working with PhD student to create methodology to measure the assessment points against SMART objectives, and regularly monitor assessment points through meetings and feedback sessions. IMAGE CREDIT: ARTREACH, L. BROWNING PHOTOGRAPHY
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RECRUITMENT The Equality and Human Rights Commission (2017) identified that Black people face barriers and bias in the recruitment process. The Framework sets out to identify these barriers in the recruitment process and make a positive step change. The measure put in place will be regularly reviewed in line with best practice. This Framework also identifies the need to establish organisational trust, create equity across the arts and cultural sector, and ensure that when potential employees will enter a workplace and have confidence in their organisation’s mission, actions, culture and values. This Framework highlights the responsibility that organisations have to become inclusive workplaces. Objectives Identifying where there is under representation and disadvantage. Addressing reasons for under representation including, but not limited to: Access to opportunities Role models Where roles are advertised Accessibility of applications Candidate pools Interview panel bias Gatekeepers Addressing barriers in recruitment, including: Language Accessible formats for applications Accessible interviews Fair Remuneration Talent identification Communication of opportunities Establishing SMART objectives for recruitment and establishing inclusion strategy for organisations following the Framework. Regular monitoring of SMART objectives through meetings and feedback session with PhD student. Establishing a pool of diverse leadership in the city across organisations and sectors who can sit on interview panels. Development of organisational trust and setting an organisational benchmark as employers.
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IMAGE CREDIT: YINKA SHONIBARE, ATTENBOROUGH ARTS CENTRE
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TRAINING AND DEVELOPMENT Training and development is an integral part of this Framework, both from an organisational perspective as part of anti-racism strategies and in supporting the development of Black employees (see also Progression and Leadership). In order to be successful, it is important that training initiatives should not happen in isolation, and instead form part of a wider programme of education and action, as part a collective journey for Leicester’s National Portfolio Organisations. It is also for individual organisations to make a commitment to creating a culture anti-racist education within their workplaces, both through formal and informal (such as book and film recommendations).
Objectives Establishing areas for collective organisational training and objectives of training such as: Anti-Racism training Unconscious bias training Legal rights around protected characteristics Understanding White privilege Inclusive Behaviours Implementation of training; across whole organisations, for new staff and refresher sessions. Measuring objectives and impact of training over time, through monitoring led by PhD student Ensuring employees have equal opportunities to continued professional development and monitoring engagement and impact of these opportunities over time. Creating tailored leadership training and opportunities for employees, with touch points after training and the outcomes monitored over time (see also Progression and Leadership).
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IMAGE CREDIT: ARTREACH, L. BROWNING PHOTOGRAPHY
PROGRESSION AND LEADERSHIP Many organisational systems are not set up to support Black employees to achieve their best, and to progress within their careers. With almost a third of Black employees believing their careers have been hampered due to discrimination (McGregor-Smith, 2017). Black employees are may be overlooked for promotion, receive unfair remuneration, lack of role models and lack of support from managers when seeking to progress in their careers. It is integral that leadership development is about training up all leaders to create equitable environments that allow Black leaders to thrive. Objectives Establish a model for leadership and progression routes that can be adapted across and within organisations, and includes measures that support inclusive behaviours, equitable opportunities and inclusive outcomes. Working alongside HR to ensure fair pay, fair progression and support mechanism to guide people successfully through career development. Establish and implement strategies to increase diversity at a senior leadership level (CEOs and Artistic Directors) for NPOs in Leicester. Establish a mentorship scheme for diverse leadership and prospective/new leadership. Establishing a platform diverse recruitment for organisation Boards and Chairs, that considers across sector and wider candidate pools.
IMAGE CREDIT: RESILIENCE EXHIBITION, NO MORE TEARS BY STEPHEN ANTHONY DAVIDS PHOTOGRAPHER MORGAN STOCKTON
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IMAGE CREDIT:DAVE 'STICKMAN' HIGGINS, THE SPARK ARTS FOR CHILDREN
DECOLONISING THE CURRICULUM Educational curriculums in the UK have not always been representative of the communities which they serve. There is a growing call to create a representative education system where missing narratives are given a voice; longstanding biases are challenged and the gaze is more inclusive and diverse. Alongside the curriculum itself, many of Leicester’s National Portfolio Organisations work with educational institutions and networks, and create or provide resources. As arts and cultural organisations, there is the opportunity to support and implement holistic based approached to decolonising the curriculum. Leicester has a legacy of supporting cultural education, through the Multicultural Education Unit and Leicestershire Arts in Education, through to contemporary initiative led by the many National Portfolio Organisations and Bridge organisations that work across arts and education. This Framework seeks to build on this legacy through the following actions and objectives.
Objectives Establishing a timeline for implementation with SMART objectives, that are reviewed regularly. Identifying areas in the curriculum for focus. Identifying educational leads. Working alongside De Montfort University, University of Leicester, schools, FE, HE, NEU, community groups and Cultural Education Partnership to set up clear programmes that start to address the gaps within provision. Collaborating with local and regional partners across the arts, cultural and education sector (for example, NEU, Black Curriculum, Cultural Learning Alliance). Introducing course, educational packs in line with the national curriculum and programme resources that promote change and offer a wider perspective. Decolonising programming and outreach work.
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RESEARCH AND MAPPING Leicester has a legacy of playing a leading role in research and policy making on antiracism and diversity. Therefore, to monitor the success of this Framework, the National Portfolio Organisations in Leicester will work with De Montfort University and University of Leicester on a doctoral research project. A PhD student will be employed to measure the outcomes and implementations of this framework through mapping exercises, research and documentation. The findings will be published in a report that will hopefully be used as a model of good practice that will have practical applications for other arts organisations, other sectors and other cities.
Objectives Timescales to be established. Work with University of Leicester and De Montfort University on an application to Midlands4Cities. Recruitment of PhD student Identifying measurable objectives for the research and mapping. Placement of PhD Student. Research, frequent meetings, feedback and data collection. Report to be published.
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IMAGE CREDIT: LOUISE KATEREGA (LEFT) AND ANUSHA SUBRAMANYAM (RIGHT). PHOTOGRAPHER: RACHEL CHERRY FOR PEOPLE DANCING
PROPOSED TIMESCALES The following is a series of key measurable objectives for collective working that will feed into each organisation’s own SMART objectives and reporting criteria. This is designed to be a starting guide which will evolve as the project develops.
Timescale
January 2021
Focus
Data Sharing and Assessment Points
Objective
NPOs to share current work and resources they have created in response to Black Lives Matter and anti-racism by January 2021. NPOs to meet with Sue Hunter, Abid Hussain, Sukhy Johal and Rita Patel by end of January 2021. NPOs to establish collective SMART objectives from this framework, timeline and parameters for data sharing by end of January 2021.
February 2021
Network for Our Workforces
Establishing the parameters for establishing a Black workers network across arts organisation in Leicester through discussions with NPO group by end of February 2021. Assign leadership/chair to lead network by the end of February 2021.
Recruitment
NPO workforce audit by February 2021.
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February 2021
Decolonising the Curriculum
Session focusing on decolonisation as it relates to programming, education and outreach to inform NPOs own organisational planning by February 2021. Building individual and collective partners for Decolonising the Curriculum by February 2021. Assigning leadership and focus for decolonising the curriculum by end of February 2021.
March 2021
Network for Our Workforces
Leadership to develop a plan for meetings and communications by end of March 2021.
Recruitment
Using findings of NPO workforce audit to identify where there is under representation and barriers by end of March 2021.
Training and Development
Allyship training for NPOs by end of March 2021. Establish training requirements for collective NPO group and establish training schedule by end of March 2021.
April 2021
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Decolonising the Curriculum
NPO and partners to establish individual and collective programme of activity, including course and education packs focused on decolonising the curriculum by March 2021.
Research and Mapping
Establish university partner for PhD by March 2021.
Network for Our Workforces
Recruiting membership of the network group and promoting the group to begin by end of April 2021.
Research and Mapping
Submission of proposal to Midlands4Cities by end of April 2021.
April 2021
May 2021
June 2021
Recruitment
Working with HR consultants to develop an inclusion strategy and commission a recruitment guide, that supports organisations in addressing barriers (such as language, accessible formats, interviews etc). by end of April 2021.
Progression and Leadership
Using NPO workforce audit (including senior leadership) and to establish a recruitment targets by end of April 2021.
Training and Development
Working with HR consultants to develop a policy and guidance to ensure fair pay and fair progression for employees by April 2021
Recruitment
Building recruitment pack and best practice guidance into NPOs recruitment policy by end of May 2021.
Progression and Leadership
Establish and implement strategies to increase diversity at a senior leadership level (CEOs and Artistic Directors) for NPOs in Leicester by May 2021.
Network for Our Workforces
First network meeting to take place by June 2021.
Recruitment
Establishing a pool of diverse leadership in the city across organisations and sectors who can sit on interview panels by June 2021.
Progression and Leadership
Establish a platform for diverse recruitment of boards and chairs, that considers across sector and a wider candidate pool by end of June 2021. Research and Mapping
Call out for PhD Researcher by June 2021.
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July 2021
Training and Development
Review of collective training impact and schedule moving forward for NPOs by end of July 2021.
Research and Mapping
August 2021
Research and Mapping
Selection of PhD Researcher by August 2021.
September 2021
Decolonising the Curriculum
Instigation of Decolonising the Curriculum programme by September 2021.
October 2021
Research and Mapping
PhDs to meet with NPOs to establish collective SMART objectives for research, and methodology for research by end of October 2021.
Data Sharing and Assessment Points
November 2021
Network for Our Workforces Data Sharing and Assessment Points
December 2021
Research and Mapping
Data sharing parameters and methodology for research by PhD student in place by end of November 2022.
Research and Mapping
PhDs to check in with NPOs to gather feedback in line with SMART objectives for research, and methodology for research by end of December 2021.
Data Sharing and Assessment Points
January 2022
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PhD researcher to check in with network and establish methodology to evaluate the measurable objectives established by the group by end of November 2021.
Recruitment
Review of Recruitment targets by end of December 2021.
Recruitment
Updates to communications and membership of diverse leadership panellists for interviews by January 2022.
February 2022
Research and Mapping Network for Our Workforces Data Sharing and Assessment Points
Training and Development
PhD researcher to check in with network and gather feedback and lead training and development audit of network staff by end of February 2022. PhD researcher to check in with NPOs to measure impact of training and development by end of February 2022. Updates to communications and membership of boards and chairs platform by end of February 2022. NPO workforce audit by end of February 2022.
March 2022
Decolonising the Curriculum
Reviewing decolonising the curriculum SMART objectives by February 2022.
Research and Mapping
Where appropriate, anonymised data to be made available to NPOs for reporting conditions by end of March 2022.
Network for Our Workforces Data Sharing and Assessment Points Training and Development
April 2022
Research and Mapping Network for Our Workforces Data Sharing and Assessment Points
Impact of strategies to increase diversity at a senior leadership level (CEOs and Artistic Directors) to be reviewed by end of March 2022.
PhD researcher to feedback on the success of the network so far, as measured against objective by April 2022. Leadership/chair of the group to be reviewed and elected by end of April 2022. PhDs to check in with NPOs to gather feedback in line with SMART objectives for research, and methodology for research by end of April 2022.
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May 2022
Data Sharing and Assessment Points
Data sharing parameters reviewed by NPOs by end of May 2022.
June 2022
Training and Development
Review of collective training impact and schedule moving forward for NPOs by end of June 2022.
Research and Mapping Data Sharing and Assessment Points
August 2022
Recruitment, Data Sharing and Assessment Points
Review of Recruitment targets by end of August 2022. Session with PhD researcher and NPOs on the impact of recruitment guide on building organisational trust by end of August 2022.
September 2022
Decolonising the Curriculum
Implementation of phase two of Decolonising the Curriculum programme by September 2022.
October 2022
Research and Mapping
PhD researcher to check in with network and gather feedback by end of October 2022.
Network for Our Workforces Data Sharing and Assessment Points
November 2022
Research and Mapping
PhD researcher to share findings of first year of research by end of November 2022.
December 2022
Recruitment
Review of Recruitment targets by end of December 2022.
Data Sharing and Assessment Points
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PhD researcher and NPO group to review and feedback on SMART objectives and assessment points by end of October 2022.
January 2023
Research and Mapping Network for Our Workforces Training and Development Data Sharing and Assessment Points
PhD researcher to check in with network and gather feedback by end of January 2023. PhD researcher to check in with NPOs to gather feedback in line with SMART objectives for research, and methodology for research by end of January 2023. PhD researcher to check in with NPOs to measure impact of training and development by end of January 2023.
February 2023
Recruitment Progression and Leadership
Updates to communications and membership of diverse leadership panellists for interviews by February 2023. Impact of strategies to increase diversity at a senior leadership level (CEOs and Artistic Directors) to be reviewed by end of February 2023. Updates to communications and membership of boards and chairs platform by end of February 2023. NPO workforce audit by end of February 2022.
March 2023
Research and Mapping, Network for Our Workforces Training and Development
Interim evaluation report by end of March 2023. Establish objectives moving forward with NPO group by end of March 2023.
Data Sharing and Assessment Points
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National Portfolio Organisations Leicester Aakash Odedra Company ArtReach Attenborough Arts Centre Bamboozle Theatre Company Curve Leicester Museums and Galleries Leicester Print Workshop Metro-Boulot-Dodo People Dancing Philharmonia Phoenix Serendipity Soft Touch Arts The Spark Arts for Children National Portfolio Organisations Regional Darbar Arts Culture Heritage Trust EMCCAN UK New Artists Writing East Midlands Leicester-Shire Music Hub (Music Education Hub) The Mighty Creatives (Bridge Organisation for the East Midlands)
National Portfolio Organisations in Leicester have collaborated on the development of this Framework as a starting point for their collective commitment to make a tangible and positive change in response to Black Lives Matter.
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IMAGE CREDIT: ARTREACH, L. BROWNING PHOTOGRAPHY
Developed with the support of: Sue Hunter
Mayoral lead for Black Lives Matter, Leicester City Council
Rita Patel
Mayoral lead for Equalities and Special Projects, Leicester City Council
Abid Hussain
Head of Diversity, Arts Council England
Sukhy Johal
Chair of Arts Council England’s Midlands Area council, Co-Chair for Race Advisory Group and Black Lives Matter nationally for Arts Council England, Arts Council England National Council Member and Trustee
IMAGE: YINKA SHONIBARE EXHIBITION, ATTENBOROUGH ARTS CENTRE
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References Arts Council England (2020). Let’s Create (report) Available at: https://www.artscouncil.org.uk/letscreate (Accessed 9 December 2020) Bailey, E. (2020). Enabling Leadership Development for Black Employees. Harvard business (website) Available at: https://www.harvardbusiness.org/enabling-leadershipdevelopment-for-black-employees/ (Accessed 9 December 2020) CIPD (2020). FAQs about race in the workplace (website) Available at: https://www.cipd.co.uk/knowledge/fundamentals/emp-law/race-discrimination/raceworkplace-faqs (Accessed 9 December 2020) The McGregor-Smith Review (2017) The Time for Talking is Over. Now is the Time to Act. Race in the Workplace. (report) Available at: https://www.gov.uk/government/publications/race-in-the-workplace-the-mcgregor-smithreview (Accessed 9 December 2020) Unison (2020). Coronavirus Rights Work (website) Available at: https://www.unison.org.uk/coronavirus-rights-work/#heading-7 (Accessed 9 December 2020)
IMAGE: TONL COVER IMAGE: BLACK LIVES MATTER, PHOTOGRAPHER ALESSANDRO BIASCIOLI BACK COVER IMAGE: VINCENT E. THOMAS. PHOTOGRAPHER: RACHEL CHERRY FOR PEOPLE DANCING
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