Equality Impact Assessment Reports

Broadening and Developing Participation

Summary

Background The Broadening and Developing Participation (BDP) team is located in the Division for Lifelong Learning. Its aims are to encourage participation in the Division’s programmes from groups of people who might not normally consider entering Higher Education (HE) and to make them aware of the potential progression opportunities. The primary foci of its Outreach work are with FE Colleges, vocational learning and adult learners. There has been a shift in the focus of BDP work since the relocation from Swindon in July 2008, because of the different demographic of Bath and its environs. In particular, there are far fewer people from BAME groups in Bath than in Swindon.

Aspects of the policy that particularly impact on equality and diversity The Women into Enterprise course is a training programme specifically for women who wish to set up their own business. This course has achieved the Prowess quality standard for supporting women-owned business start-ups. There is a prima facie case to suggest that the Women into Enterprise course represents an example of best practice within the University with regard to promoting gender equality in HE provision and in the community at large. It would contribute to the development gender equality in the University if the lessons of the BDP team’s success in this area were more widely disseminated across the institution.

The proportion of BAME groups in the population in the local area is relatively low (compared with Swindon or Bristol, for example). The BDP team has concluded that the best strategy for creating outreach links with BAME target groups is through local organisations. Links have been established with a series of such groups and work continues to develop these connections.

Final Report The final report gives details of the data examined and the consultation undertaken.

Recommendations

  1. The BDP team should develop its capacity for assessing the impact of its Outreach activities on equality target groups, including consistently recording and monitoring uptake of and participation in its courses by gender, race and disability status.
  2. The BDP team should develop a plan for encouraging participation by members of BAME communities in the BANES district across the full range of its courses, including (for example) the Creative Arts Weeks Programme and the Experience Technology Summer Schools.
  3. Members of the BDP team should liaise with the Equalities and Diversity unit and LTEO to ascertain how the good practice of the Women into Enterprise course with regard to promoting gender equality in access to HE can best be disseminated to the University’s academic departments.

Date: Monday, 23 March 2009

Next review date: 2012

Hospitality

Summary

Background The Hospitality Department has a range of outlets on the University of Bath campus and provides catering for staff and students from over 100 different countries. It is their aim to provide food that is acceptable to this diverse clientele encompassing many different cultural needs whilst remaining competitively priced and attractive to all.

Accommodation and Hospitality Services has recently gained a gold award in the Green Tourism Business Scheme. The University has also been awarded Fairtrade status in partnership with the Students’ Union. We are extremely proud of these awards as it is a reward for a lot of hard work from all involved. The University has met five Fairtrade goals, including a commitment to campaign for the cause and to ensure that Fairtrade products are available in all campus shops, cafes and restaurants and served at meetings and events hosted by the University.

Aspects of the function that particularly impact on equality and diversity

  1. The context within which the Hospitality Department operates is that of a busy commercial concern. To meet the needs of our diverse customer base a number of initiatives have been developed in response to the results of market research and customer surveys. These include: Theme cultural days - We have held many theme days in the past and they are always very popular. We are always open to suggestion for other theme days and try wherever our facilities allow to accommodate them. A regular customer recently suggested and helped with the planning of an Arabic theme day. We have also covered Bastille Day, St Patrick’s Day, Comic Relief, Chinese New Year, Shrove Tuesday and Valentine’s Day.
  2. Diversity of offering – we aim to offer a variety of foods reflecting different cultures and have several counters in level 1, along with a salad bar allowing customers to create their own salad according to their tastes or requirements.
  3. All of the lamb and chicken we serve in all eating places is Halal and special diets can be catered for upon request.
  4. Evening opening of “dry” areas (no alcohol is served) – until recently Level 1 was open in the evenings for this purpose. Due to lack of interest we have had to stop doing this, although the area remains accessible for socialising and playing pool. We are currently looking into opening late one night a week.
  5. Catering for those with allergic reactions to certain foods or specific diets where possible.

The Food for the Brain award is given to organisations that educate and promote awareness about mental health through optimum nutrition. We aim over the next few months to improve nutritional information on our products and to create awareness of the benefits of healthy eating.

Final report The final report gives details of the data examined and the consultation undertaken.

Recommendations To develop and implement a hospitality policy. The draft Hospitality policy has been written following customer research and discussions about services provided in hospitality outlets. This draft policy responds to customer requirements and aims to provide a comprehensive document which covers all aspects of hospitality provision in relevant outlets. It will be amended following consultation. It is recommended that this draft policy be circulated widely for consultation (including the Equalities and Diversity Network) before being adopted and that the policy be monitored annually and reviewed every 3 years.

Date March 2009

Next Review Date Once adopted the policy will be reviewed every 3 years

Buildings Maintenance

Summary

Background The Estates Department consists of a Capital Procurement team and an Operations and Management team. On improving access during buildings refurbishment, for example, the teams will work together.

Aspects of the policy that particularly impact on equality and diversity The context within which we operate is of a university campus built in the 1960s. At this time, access for disabled people was not considered a high priority. The core of the campus was also designed for c. 5000 students, not the c. 12000 now here. DDA funding for improving access was used for a substantial programme of work driven by the aim of enabling disabled people (with impaired mobility) to get to the main door of University buildings. Examples of adjustments include new lifts, ramps and parking spaces. In addition the campus was re-signed with internal signs which also contain information in Braille. New buildings are compliant with current legislation. When a building is refurbished, the work comes under current legislation, which includes provision for access issues. When the campus was built, the majority of staff and students were male and this bias continues to be reflected e.g. in the fact that there are too few female toilets for the current population. Work to increase the number of female toilets is ongoing as part of building refurbishment. About 2 per year are added across the campus (funds allowing).

Final Report The final report gives details of the data examined and the consultation undertaken.

Recommendations

  1. Estates should publish an annual report evaluating its success in responding to its Service Level Targets for jobs by Priority level, giving total numbers and performance statistics, and including a plan for improvement where targets are not met. This is relevant to all campus users but is likely to have a particular impact on disabled staff and students.
  2. Estates should compile a register of the number of female and male toilets and publish a plan for increasing female toilet provision over a 5 year period. All plans for major refurbishment projects and new buildings should include a statement of how they will address the aim of increasing the proportion of female toilet provision on the campus.

Date: Tuesday, 17 March 2009

Next review date: 2012

Students' Union Commercial Operations

Summary

Background The Students’ Union exists to represent its members and provide them with services, support and opportunities for development to enable them to maximise the benefits of their overall student experience. The commercial operation functions of the SU consist of food, drink and retail outlets - The Union Shop, Fresh Grocery Store, Fresh Oriental, The Terrace (Pitstop, Costa Coffee and Proper Pasty Company), The Plug Bar and Elements nightclub.

The Aspects of the policy that particularly impact on equality and diversity The context within which this section of the SU operates is that of a busy commercial operation. They are committed to the support of a balanced, inclusive and diverse community which is free from bias and is open and accessible to all members of the University community. Their stakeholders are staff, students and visitors who use all the SU outlets. These stakeholders are of diverse ethnicity, gender and disability status. The Deputy General Manager undertakes surveys every 3 years to ascertain customer satisfaction with the commercial operations in the SU.

Final report The final report gives details of the data examined and the consultation undertaken.

Recommendations The recently developed draft Commercial Operations- Diversity and Cultural Awareness Policy will be circulated for consultation prior to publication. It addresses a number of issues raised in the collection of data relating to the services provided by the team. The Deputy General Manager has undertaken to forward the policy for discussion at the May 2009 Union Executive meeting (consisting of the Sabbatical Officer team) on behalf of the student body as a whole. It will also be circulated to the AWARE centre for comments. The Sabbatical team will also discuss wider consultation as appropriate. Recommendations for amendments to the policy will be made through consultation on the policy document using the feedback obtained. The completed policy will be published in autumn 2009.

Date 17 March 2009

Next Review Date 1st Semester 2010