A handbook for members of the Equal Thematic Networking Groups
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A handbook for members of the Equal Thematic Networking Groups
GB Equal Support Unit Priestley House 28-34 Albert Street Birmingham B4 7UD United Kingdom Phone: +44 (0)121 616 3660 Fax: +44 (0)121 616 3662 Website: www.equal.ecotec.co.uk
Contents
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2.1 2.2
ACKNOWLEDGEMENTS ................................................................................... 1 INTRODUCTION AND CONTENTS ................................................................... 2
Introduction .............................................................................................................................. 2 Handbook Contents ................................................................................................................. 2
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3.1 3.2 3.3 3.4 3.5
THE EQUAL PROGRAMME: AN INTRODUCTION ........................................... 4
The main objective ................................................................................................................... 4 Equal themes and priorities .................................................................................................... 4 The principles of equal ............................................................................................................ 5 Implementation ......................................................................................................................... 6 Funding priorities ..................................................................................................................... 8
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THEMATIC NETWORKING GROUPS (TNGS), WHAT THEY ARE AND HOW THEY WORK ...................................................................................................... 9
What are Thematic Networking Groups? .............................................................................. 9 Why are TNGs so important? ................................................................................................. 9 How do TNGs work? .............................................................................................................. 10 TNG roles and responsibilities ............................................................................................. 11 Cross thematic work .............................................................................................................. 12 Have your say ...................................................................................................................... 12
4.1 4.2 4.3 4.3.1 4.4 4.4.1
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5.1 5.2
PUTTING PRACTICE INTO POLICY ............................................................... 13
How does Equal benefit policy makers? ............................................................................. 13 The role of policy makers ...................................................................................................... 16 The ‘policy-makers’ .............................................................................................................. 17 How do I get involved? .......................................................................................................... 17
5.2.1 5.3
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THE BENEFITS OF TNG MEMBERSHIP FOR DEVELOPMENT PARTNERSHIPS .............................................................................................. 18
Why is active membership of the TNGs so important? ..................................................... 18 Joint work with other DPs .................................................................................................... 18 Accessing funding from policy makers ................................................................................ 19 Gaining a policy steer .......................................................................................................... 20 Opportunities for promotion ................................................................................................. 21 Access to specialist expertise and practical ‘hints and tips’ ................................................ 21 Access to a broad network .................................................................................................. 22 How can I make a valuable contribution to TNGs? ............................................................ 22
6.1 6.1.1 6.1.2 6.1.3 6.1.4 6.1.5 6.1.6 6.2
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GETTING YOUR MESSAGE HEARD .............................................................. 23 EUROPEAN THEMATIC GROUPS (ETGS) ..................................................... 26
8.1.1 8.1.2 The benefits of being involved in ETGs ............................................................................... 27 More information .................................................................................................................. 27
A handbook for Equal Thematic Networking Groups
1 Acknowledgements
Thanks to everyone who has contributed their ideas and time to this handbook, particularly members of the Thematic Networking Groups (TNGs), the GB European Social Fund Division (ESFD) and the Equal Support Unit (ESU). If you have any comments on this handbook or would like further information, please contact the Equal Support Unit on 0121 616 3661 or visit the website at www.equal.ecotec.co.uk
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2 Introduction and contents 2.1 Introduction
The purpose of this handbook is to explain the thematic work of the Equal programme and to encourage both practitioners and those with a policy interest in equality and discrimination to get involved. The handbook is based on discussions with current members of Thematic Network Groups (TNGs), the Equal Support Unit and the ESF Division. It explains how Equal works thematically, rather than focusing on a specific target group, and provides practical case studies of how different organisations are benefiting from working together. The handbook will be a useful reference document if you are a current TNG member and we hope it will inspire those of you who are not yet involved to find out more. The handbook is structured so you can dip in and out of the sections most relevant to you.
2.2 Handbook Contents
3 The Equal programme: an introduction This offers a brief introduction to the Equal programme and provides details of where to find more information. Thematic Networking Groups (TNGs), what they are and how they work This section looks at why TNGs were set up, why they are so important to Equal and how they operate in practice. Putting Practice into policy This section focuses on how organisations involved in Equal can make a valuable contribution to strategy and policy. It gives practical examples of putting practice into policy. The benefits of TNG membership for Development Partnerships This section examines the benefits of being involved in thematic work and working alongside policy makers and people with influence. It also demonstrates how they can make a valuable contribution to TNGs.
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Getting your message heard This section offers practical tips on how to make an impact on policy.
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European Thematic Networking Groups (ETGs) As Equal is a transnational programme, ETGs are responsible for making sure that the thematic approach is working across Europe. This section takes a brief look at how ETGs are organised at a European level and how you can find out more.
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3 The Equal programme: an introduction
This section of the handbook offers a very brief introduction to the Equal programme, concentrating on its core components. These are its main objectives (section 2.1), its priority and thematic areas (section 2.2), its leading principles (section 2.3), its implementation (section 2.4) and its funding priorities (section 2.5).
3.1 The main objective
Equal is a European Union programme that funds activities carried out by strategic partnerships known as Development Partnerships (DPs).
The overall objective of the programme is to „test and promote new means of combating all forms of discrimination and inequalities in the labour market, both for those in work and for those seeking work’1. Equal has built on the lessons learned from previous initiatives and has a number of new features including a
thematic approach both at national and European level; greater focus on gaining impact through mainstreaming; and set of ‘leading principles’ which influence its aims, and the way it tries to reach them.
It is important to highlight how different Equal is from other funding streams. The programme provides the opportunity to test new ways to meet the needs of those who are excluded or discriminated against in the labour market. This gives policy makers and practitioners evidence to base future policy and work on. Also, Equal encourages collaborative (joint) partnerships so the target audience for each policy is actively involved in designing and developing solutions to tackle the barriers and problems they face.
3.2 Equal themes and priorities
The main objective of the Equal programme is broken down into a number of priority areas or themes which fit with the four pillars of the European Employment Strategy. A separate theme also specifically supports asylum seekers. There are eight thematic areas in GB. These are shown in the table below.
1
Equal: Community Initiative Programme for Great Britain and Gibraltar 2000-2006 ESF Unit,
Department for Education and Employment
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Pillar one - Employability Theme A Theme B Helping people who may have difficulties accessing and returning to the labour. Combating racism and xenophobia (fear of people from other cultures) the labour market.
in
Pillar two - Entrepreneurship Theme C Theme D Opening up opportunities by providing the tools needed to set up a business. Strengthening the social economy by improving the quality of jobs and improving services to the community.
Pillar three - Adaptability Theme E Promoting lifelong learning and inclusive work practices that open up opportunities for those suffering discrimination and inequality in the workplace. Helping firms and employees to adapt to economic change and the use of IT and other technologies.
Theme F
Pillar four - Equal opportunities for women and men Theme G Balancing family and professional life. (The GB programme is not taking part in theme G, but the work-life balance issue can be addressed through other themes). Reducing gender gaps and supporting job desegregation (removing traditional roles of men and women in the workplace.
Theme H
Asylum seekers Theme I Helping asylum seekers to integrate by helping them to access the labour market.
3.3 The principles of equal
Equal is guided by a number of leading principles that distinguish the programme from other EU and UK programmes.
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Innovation including new methods of delivery and new systems or innovative actions to tackle gaps identified in key reports and documents. Equal opportunities across the partnerships’ activities. DPs will develop strategies and activities to support equal opportunities while delivering their project and beyond. Empowerment and participation allows those targeted for support to have the opportunity to influence the design and evaluation of activities proposed to help them. Partnership means that Equal is delivered by groups of organisations called Development Partnerships (DPs) and not by individual organisations. These multiagency partnerships include a wide variety of public authorities, representatives of workers and employers, the equality commissions, education and training communities and the voluntary and community sectors. Thematic approaches that explore new ways of tackling the problems common to different types of discrimination and inequality. Transnationality makes sure DPs work with partners in other Member States to learn from each other and to develop new activities, practices and systems to develop common European solutions. Dissemination and mainstreaming steers policy developments at a national and European level.
3.4 Implementation
The Equal programme runs from 2000 to 2008 and has a total budget of £240 million for GB. There are currently 76 DPs supported in Round 1. Most of these are due to run until the end of 2005. The second round was launched in April 2004 and will fund another 72 DPs from October 2004 until the end of 2007. The programme’s management structures are shown in figure 1.
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Figure 1 - Programme management
The European Commission part-finances Equal and has designed the programme in line with the European Employment Strategy. The Department for Work and Pensions (through its ESF Division) is the accountable body that manages the programme at the GB level. The programme’s progress against Equal objectives is monitored by the Great Britain Monitoring Committee (GBMC) which includes key stakeholders from the DWP, Equal Support Unit, TNG chairs and other government departments. Thematic Networking Groups make sure programme activities are in line with government policy priorities and that the innovations from Equal are transferred into the work of government.. The day-to-day management of the programme is the responsibility of the GB Equal Support Unit (ESU).
In Wales and Scotland the programme is overseen by the Welsh Management Committee and the Scottish Management Committee, both subgroups of the GB Monitoring Committee. They also have their own Support Units. The TNGs are
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GB-wide and include policy makers from the devolved administrations and their DPs. It is recognised that Scottish and Welsh DPs are often targeting different policy communities but there are clear benefits from sharing their experiences with colleagues and policy makers in England.
3.5 Funding priorities
Equal funds activity under four Actions shown in the table below. Thematic networking, disseminating good practice and making an impact on national policy is funded under Action 3. This runs in parallel with Action 2 and this is the focus for TNGs and this handbook.
Action 1
Setting up Development Partnerships (DPs) and transnational co-operation (5% of the budget). Implementing the work programmes of the Development Partnerships (DPs) (75% of the budget). Thematic networking, disseminating good practice and making an impact on national policy (15% of the budget). Technical Assistance to support Actions 1, 2 and 3 (5% of the budget).
Action 2
Action 3
Action 4
For more information about the Equal Community Initiative Programme 2000-2008 or about particular themes within the Equal programme, please visit the website at www.ecotec.equal.co.uk or contact the Equal Support Unit on 0121 616 3660/1.
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4 Thematic Networking Groups (TNGs), what they are and how they work
The thematic approach is a key principle of the Equal programme. It enables the programme to consider all types of discrimination and inequality, for example in accessing the labour market, lifelong learning, and business-creation opportunities. The eight Thematic Networking Groups are the main vehicles for delivering this approach.
4.1 What are Thematic Networking Groups?
Thematic Networking Groups provide a bridge between practitioners (the Development Partnerships (DPs)) and the policy-makers to share information and best practice and to work together to make sure the outputs from DPs are relevant to, and influence, current or future policy. The TNGs allow policy makers to benefit from the lessons learned through Equal. They also provide a forum to discuss policy developments and to network with other DPs. This helps DPs relate their work back to key policy issues and improve mainstreaming opportunities. More specifically, the Thematic Networking Groups: help shape the programme priorities and activities by involving policy makers in selecting DPs to be funded by Equal; develop mainstreaming strategies for each of the themes, which proposed networking, dissemination and mainstreaming activities can be assessed and monitored against; help DPs to gain a broader, strategic policy focus; provide an opportunity for DPs to meet and network; allow ‘Good practice’, ‘Best practice’ and ‘Worst Practice’2 to be identified and disseminated to policy makers; help co-ordinate work across themes; and feed key information and messages to the GB Monitoring Committee.
4.2 Why are TNGs so important?
The main aim of Equal is mainstreaming, that is the process that allows lessons learned from the programme to be fed into policy development and be transferred into wider practice. This is crucial if Equal is to make a sustainable impact. The work of DPs makes a considerable impact on their beneficiaries. But these will stay just one-off improvements unless they are adopted by larger, mainstream programmes and policy interventions.
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Good practice is defined as ‘practices that are working well and can be regulated elsewhere’. Best
practice is defined as ‘when something is working at the highest standard and is working better than ‘good’ practice’. Worst practice is ‘practice that should not be replicated, it is lessons learnt’.
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Development Partnerships make their own efforts to target policy makers. Many have policy makers or people with influence in their partnership, for example from the Equal Opportunities Commission, local or national Learning and Skills Councils, the DTI’s Small Business Service and the Prison Service. However, to make sure that there is co-ordinated and focused dialogue between DPs and policy representatives, national Thematic Networking Groups and European-wide European Thematic Groups have been established.
4.3 How do TNGs work?
There are eight thematic networking groups in Great Britain. All DPs are members and are expected to contribute to the work of the groups. There are also what are termed as ‘policy makers’, that is the individuals and organisations who can help turn the practice of the DPs into policy. Each TNG has a chair who is most likely to be a senior policy maker in central Government. Within the Equal programme policy makers are a diverse group. The term is used in its widest sense and includes all individuals working to develop policy rather than those just involved in the ‘hands on’ delivery of it. The TNGs also include ‘influencers’ and ‘door openers’, – individuals and organisations who can help to link government departments and DPs. The wide range of organisations involved is shown in the table below.
Thematic Networking Group policy members Governmental Central government departments, such as the Home Office and the Neighbourhood Renewal Unit; Small Business Service; Adult Basic Skills Strategy Unit, The Scottish Executive, the Welsh Assembly, and so on. Regional Development Agencies, Government Offices. The Commission for Racial Equality; the Equal Opportunities Commission; the Refugee Council; the Trades Union Congress, the National Asylum Support Service, Help the Aged, NACRO, and so on.
Regional Public bodies and non-governmental organisations
All policy makers are expected to contribute to the work of the TNG to make sure that there is a two-way dialogue with the DPs. Policy makers in TNGs are voluntary appointments and so have limited time inputs. However, Equal TNGs can provide them with the ideal opportunity to meet experts and practitioners who may be able to offer ideas and solutions for their policy problems. The interface with DPs and policy makers works best where there is a clear link between DP activities and a policy maker’s specific areas of work. Thematic Networking Groups are developing at different paces. As you can see from the table below, Round 1 Equal DPs are not evenly distributed across TNGs. However, that
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some groups are quite focused such as theme H where all the projects are carrying out complementary work on gender desegregation. This is in contrast to Theme A, where there are 23 DPs carrying out different activities and sub groups have been established.
Equal theme
Number of DPs 23 9 9
TNG chair
A Employability B Ethnic minorities C Entrepreneurship
DWP Marketing Commission for Racial Equality Department of Trade and Industry, Small Business Service Department of Trade and Industry, Small Business Service Department for Education and Skills University for Industry (UfI Ltd.) DTI Women and Equality Unit Department for Work and Pensions, Adult Disadvantage Division
Equal Support Unit contact Abdul Qadir Ruth Santos
Elaine Priest
D Social entrepreneurship and economy E Lifelong learning F Adaptability and ICT H Gender equality I Asylum seekers
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Oliver Hindle
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Barbara Orthodoxou Barbara Orthodoxou Oliver Hindle
TNGs meet formally twice a year. Normally the meeting focuses on activity in each theme and could focus on a specific topic such as developing a mainstreaming strategy for the theme to influence networking, dissemination and mainstreaming activities. Other meetings are organised on an ‘open space’ basis where participants set their own agenda.
4.3.1 TNG roles and responsibilities
ESFD ESFD is responsible for recruiting TNG members and for replacing members if they leave. They attend and play an important part in all TNG meetings. Chairs: provide a strategic overview for the theme; provide a sense of direction and leadership; contribute to policy briefings; get to know and understand the work of each DP; represent the TNG at European level; and help DPs to work together across themes.
TNG chairs
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Policy makers DPs
ESU
Policy makers attend and contribute to biannual (twice-yearly) meetings. DPs attend and contribute to biannual (twice-yearly) meetings and exchange information and practice with relevant DPs and policy makers. Support units help to create links between policy makers and DPs, events and co-ordinate the preparation of annual thematic briefing notes.
For a full list of TNG members in each Theme, please visit www.equal.ecotec.co.uk
4.4 Cross thematic work
Although DPs are divided into eight themes, there are many related themes and cross-cutting issues. For example, employability is linked to business creation and issues around disability, empowerment and so on are relevant across themes. This cross-fertilisation of ideas and best practice is happening in a variety of ways. TNG events like an ‘Open Space’ event held in March 2004 give participants the opportunity to select cross-cutting issues of importance to them and hold workshops. In September 2004 a cross-thematic event on the Government’s Skills for Life policy brought together all DPs to look at their approaches to adult basic skills issues. The biannual meeting of the TNG chairs helps with the flow of information. DPs are increasingly making direct contact and meeting with related DPs outside the formal meetings. DPs are getting together on a geographical basis to discuss common issues and themes, for example groups in the West Midlands have held meedings and so have groups the South East.
4.4.1 Have your say
The Equal Support Unit supports the work of TNGs. But it is the members’ interests that drive them. If you have ideas for an event, or would like to see particular items on the agenda, please contact the Equal Support Unit on 0121 616 3661. Also, membership of TNGs is flexible so if you have any particular policy makers that you would like to participate, please let us know.
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5 Putting practice into policy
This section focuses primarily on how organisations involved in Equal can make a valuable contribution to strategy and policy. It gives practical examples of putting practice into policy.
5.1 How does Equal benefit policy makers?
For policy makers the great advantage of Equal is that DPs are funded experiments. By putting their theories into practice they can offer solutions that have been tested and evaluated. Also, the inclusive partnership approach central to Equal means that the key groups that policies will eventually target are actively involved in designing and shaping the solutions. Essentially, Equal offers policy makers the opportunity to experiment first and make policy later. Policy makers currently involved with the TNGs have reported a number of benefits, these include: accessing innovation; developing ‘better’ policy; accessing ‘expert’ practitioners; developing ‘better’ practices; learning from Europe; and meeting mainstream targets and saving money.
Some practical examples are given below.
Accessing innovation
Innovation is one of the leading principles guiding the Equal programme. It means that all DPs are testing a new method of working. This could be a new partnership, a new approach to a specific target group or a new means of delivering a service and so on. This focus on innovation is often lacking in national programmes because people see risks in carrying out new and untested activity. Equal DPs are trying and testing new approaches that have the potential to be mainstreamed.
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Case study: Women into Work and the Home Office The Women into Work DP aims to get female ex-offenders back into work as soon as possible after their release from prison. The partnership has been particularly innovative in the way it designed the project with maximum input from the prisoners themselves. The Women into Work DP trained ex-prisoners to carry out research with current prisoners to understand their needs and later in the project actually granted prisoners special licenses to attend steering group meetings. This idea of using the target group to this extent in designing employability projects has been taken on board by central Government (the Home Office). This was achieved through involving the Home Office while this work was being carried out.
Developing „better‟ policy
Policy makers are constantly looking for new strategies to help them develop and put into place policies they are responsible for. However, they rarely get the opportunity to work alongside practitioners. With Equal, experiences from DPs can support policy makers in developing policy. The lessons learnt from Equal DPs can be an important means of assessing what works and what doesn’t before policy is confirmed. Case study: The Social Enterprise Partnership and the Social Enterprise Coalition The Social Enterprise Partnership is a project funded under Theme D (promoting social enterprise) of Equal. This partnership includes a policy maker who has used the experiences of this DP to set up the Social Enterprise Coalition. The coalition works to make sure that there is a voice for social enterprise and to prevent social enterprises working in isolation. Not only has Equal been used to develop a new organisation, but the new Social Enterprise Coalition is also being used to disseminate some of the best practice and lessons learnt from other DPs in Theme D.
Accessing „expert‟ practitioners
DPs have competed for funding from the Equal programme and have been successful as a result of their experience in delivering projects. Becoming involved with the programme enables policy makers to work with ‘experts’ in their fields, for example, experts in dealing with ex-offenders, people with HIV, carers, Black and Minority Ethnic (BME) groups and so on.
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Case study: Action for Carers and Employment (ACE national) and the Department of Work and Pensions. The Development Partnership Action for Carers and Employment are working with Jobcentre Plus staff to help carers gain access to the labour market. Little was known about this target group but, by raising awareness of the specific issues affecting carers, it is now possible for the staff to provide a more individually-targeted service to this particular client group. “I see the benefits of being involved with Equal as being a good, value for money, way of gaining a lot of expertise that does not currently exist in the Department quickly and at little cost” (The Department for Work and Pensions)
Developing „better‟ practices
Projects that are carried out using funding like Equal all gain valuable, practical experience from setting up the project, delivering, and monitoring it and following it through to completion. This experience is valuable in supporting future delivery. Case study: The DTI and Business Mentoring: an Equal partnership This DP, led by the Prince’s Trust, is piloting and disseminating several models of good practice for volunteer business mentoring. The DTI, working with the National Federation of Enterprise Agencies, has initiated a national business volunteer mentoring scheme. To use the DP’s expertise, the DTI has used the competency standards developed by the Prince’s Trust Equal DP. Using these standards will help to make sure delivery of the scheme is consistent and the quality of the scheme’s volunteers will be guaranteed. In return the DTI has helped fund the DP.
Learning from Europe
Transnational work is a key component of Equal as it provides access to European practice. DPs are benefiting from joint working as well as the opportunity to exchange expertise and information. There is also evidence of policy makers being actively involved. This has benefited both DPs and policy makers as shown in the case studies outlined below. The European Thematic Groups also provide a valuable source of good practice and these are discussed in section seven.
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Case study: The Small Business Service The Small Business Service (SBS) is a partner and funder for the CREATE – Creating Equal Access to Entrepreneurship DP. Representatives from the SBS have been actively involved in transnational work, particularly in Spain and Portugal. This has provided policy makers with an ideal opportunity to look at practice in other Member States with a view to thinking more strategically and benchmarking their own performance. It has also provided excellent networking opportunities. Case study: The Equal Opportunities Commission (EOC) Janet Hemsley from the EOC, a member of the TNG for Theme H, has had the opportunity to take part in partner meetings in Italy. As a fluent Italian speaker she has been able to present the work of the EOC and to meet with the equivalent organisation in Italy and share practice. Janet found the „mutual sharing of ideas very helpful‟.
Meeting mainstream targets
Equal activities tackle current national policy priorities. So, it is possible that DPs are carrying out work that contributes to meeting national, departmental targets. Case study: Barry Brooks, Director, The Adult Basic Skills Strategy Unit, Department for Education and Skills Barry recognised at the start of the Equal programme that Theme E, which focuses on lifelong learning, has a lot in common with national targets to increase the number of adults learning basic skills. Barry and his research and development team retain close contact with the Development Partnerships in this theme to understand how the outputs of these projects are impacting on national targets. “The DPs are valuable to me, they help me achieve my targets”(Director ABSSU, DfES)
5.2 The role of policy makers
The chair of the Thematic Networking Group: The chair has responsibility for providing a strategic overview for the theme. Importantly the chair should direct and lead the TNG, contribute to policy briefings, get to know and understand the work of each DP, represent the TNG at European level and facilitate crossthematic working.
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There is no official time commitment, however it is thought that the chairs currently dedicate up to one day a month to the programme. This time includes the biannual (twice-yearly) meetings, with the remainder of the time spent liasing with DPs. The amount of time committed by the chair differs, according to the number of DPs in the theme.
5.2.1 The ‘policy-makers’
As well as the chair there are other policy makers and influencers. The number depends on the theme, how many DPs are in that theme and how diverse their work is. The amount of time a policy maker dedicates to the TNG is not laid down. All policy makers make a different contribution. As a minimum, members are expected to take part in the biannual (twice-yearly) TNG meetings. However, beyond this, policy makers will inevitably match their contribution to how much they are likely to benefit from meeting with the groups. You could benefit from the following activities which are fairly typical of TNG involvement. TNGs will: visit DPs that may benefit your organisation and guide them in terms of policy focus and other practical insights; provide policy input at TNG meetings and inform other Equal DPs of your needs; put colleagues in touch with other DPs where there is a mutual interest; encourage collaborative activities between DPs; and maintain contact with DPs in a more informal way (normally by phone or e-mail).
Most of the policy makers consulted in the development of this handbook stressed the importance of a two-way process. While TNGs are providing a forum to disseminate particular concerns, issues or policy developments they are also providing access to good practice, expertise and information sharing.
5.3 How do I get involved?
If you would like to become involved with the Thematic Networking Groups, please contact the Equal Support Unit on 0121 616 3660/1.
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6 The benefits of TNG membership for Development Partnerships
Development Partnerships (DPs) are expected to be actively involved in thematic work and there are a number of benefits to being involved. These are explored in this section.
6.1 Why is active membership of the TNGs so important?
European programmes have historically focused on project delivery and less on making sure that the lessons learned are disseminated widely to policy makers and practitioners. This has meant that much of the work couldn’t be sustained. As a result, the Equal programme has evolved with a core function to disseminate the lessons learned from DPs. This is done through thematic mainstreaming using the TNGs. As detailed in section two of this handbook, this core activity forms one of the underlying principles of the programme. Fifteen percent of the Equal budget is reserved specifically to take forward this principle through Action 3, the networking, dissemination and mainstreaming phase of the Programme. TNGs provide you with a platform for interacting with other practitioners in related fields and engaging with policy makers. In effect they bring the ‘supply’ and ‘demand’ sides of policy making together. However, it is clear that there is a lot of work with policy customers outside the TNGs. Many DPs joined Equal with well-established policy links, others have included key target organisations in their partnerships and so on. TNGs have an important role to play and DPs highlight the following benefits to being an active member: joint work with other DPs; accessing funding from policy makers; getting up-to-date briefings on the policy context in which they are operating; having the opportunity to promote their work; access to a broad network; access to specialist expertise, hints and tips; and the opportunity to benchmark activities against other DPs, both nationally and transnationally.
6.1.1 Joint work with other DPs
TNGs will provide you with the opportunity to meet up and find out what other partnerships are doing. There are opportunities to share experiences, network and work together. The TNGs can look across DPs and identify common areas and encourage you to work closely together. Co-operation is particularly important where you and other DPs are targeting the same policy audience. For example, in Theme I peer reviews have helped to define the contributions from DPs and align their work plans more effectively with policy developments.
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In Theme A, DPs are working together to develop training tools for Jobcentre Plus and, under another theme, DPs are doing something similar to develop training materials for advisers working with social enterprises. The TNG chair has encouraged some of the Theme D DPs to work together to help social enterprises to use local supply chains. Other DPs have been linking together to develop joint Action 3 strategies. Case study: PRISE (Planned Resettlement Into Sustainable Employment), Women into Work and IMPACT The Development Partnerships PRISE (Planned Resettlement Into Sustainable Employment), Women into Work, New Life and IMPACT all worked together with the Department for Work and Pensions in Theme A to make sure research findings were relevant to all of the DPs involved. They all had an active involvement in the research process and disseminated the findings jointly. “Collaboration in this way prevents work being replicated…instead of having three research reports, the combined efforts of the DPs meant that only one study was needed which really saved money” (The Department for Work and Pensions).
6.1.2 Accessing funding from policy makers
Some DPs involve and receive funding from policy makers when they set up their partnership. Examples include HM Prison Service, the LSC and Connexions. Through their involvement in TNGs other DPs have managed to interest policy makers in their activities and secure additional funding. Case study: The Small Business Service and Creating Equal Access to Entrepreneurship The CREATE DP, led by Hertfordshire Business Centre, is seeking to encourage people from disadvantaged groups to consider self-employment, using a structured business format such as franchising, licensing and agency distribution agreements as a business model. This fits well with the DTI’s interest in franchising as a route to people setting up their own businesses. The British Franchise Association is one of the partners in the DP and with funding from the DTI (£50,000) some of the outputs from the DP’s work will provide the basis for revising the DTI’s franchising guidance materials.
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Other DPs have looked for support to take forward Action 3 and the TNGs have helped them to gain access to mainstream organisations that are willing to match fund their activities. Case Study: The LSC National Office and the UK Asylum Seekers DP – Asset UK The Asset UK DP is a national project managed by the Refugee Council, which tackles the social and employment needs of asylum seekers. Through the support of their TNG chair (from the National Learning and Skills Council) they have managed to secure £500,000 match funding for Action 3. This money will be spent on disseminating best practice to local Learning and Skills Councils through conferences, workshops and meetings with LSC staff.
6.1.3 Gaining a policy steer
It is important that the DPs do not work in isolation. You need to be aware of the wider policy context so you can work more strategically with other similar organisations to help other policy, programme and project interventions without duplicating effort. The Equal Support Unit provides information throughout the year as well as a yearly policy briefing. However, TNG members have reported benefits from contact with fellow policy makers to help them keep up to date with developments. The TNGs provide an excellent forum for exchanging information and helping you to understand the current policy context and how it may change in the future.
Case study: TUC DP and the Adult Basic Skills Strategy Unit (ABSSU) As a result of introductions made at a TNG meeting, the TUC DP met with ABSSU. At this meeting ABSSU: reported on the main objectives of the skills strategy white paper; gave the TUC an update on current ABSSU teaching and learning projects (and how materials can be developed and built into workplace practice; reported on the 11 Skills for Life interventions that ABSSU is developing with the Employer Training Pilots (ETPs); and informed the TUC of the legal rights given to Union Learning Representatives (ULRs).
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6.1.4 Opportunities for promotion
A key benefit of TNG membership is that it opens up opportunities for promoting your DP. Case study: The Small Business Service and Theme C Ron Downing, from the Small Business Service is chair of Theme C. He has been active in setting up meetings between DPs and his policy colleagues. In January 2003, DPs were given the opportunity to meet a panel of SBS policy makers involved in relevant areas, such as business incubation, science parks and improving training and guidance for excluded groups. As a result of TNG activity several DPs have been invited to join the DTI’s National Business Start-ups Strategy Forum. This provides an ideal opportunity for DPs to feed their experiences and lessons learned from Equal directly into a key policy body concerned with first time entrepreneurs and growing businesses. Case study: The Equal Opportunities Commission and Theme H The Equal Opportunities Commission (EOC) has been actively involved in designing Equal and takes a close interest in all themes. It is a policy member of Theme H and also a partner in the JIVE DP. The EOC runs the ‘employers forum’ of companies committed to equal opportunities. The Commission sends out regular electronic newsletters and all of the DPs in Theme H have been offered the opportunity to use this to publicise and disseminate their activities. The EOC has also written its own articles and spoken at an international conference using Theme H DPs as case studies of good practice. The EOC is also collecting examples of good practice that show how good equal opportunities can be when put into practice. These will be used to lobby government to influence how government services are designed and delivered.
6.1.5 Access to specialist expertise and practical ‘hints and tips’
The policy makers involved in TNGs bring with them experience of developing policy and delivering projects. This means that DPs receive suggestions on improving their projects - a beneficial spin-off to TNG membership.
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Case study: The Race Relations Employment Advisory Service (RREAS) and Theme B The RREAS is a member of the Theme B TNG. Staff from the organisation reviewed the equal opportunities policies and implementation strategies of DPs in the theme. DPs were provided with constructive feedback in line with the latest EU directives on discrimination and diversity. DPs in this theme reported that this was very helpful in improving their delivery.
6.1.6 Access to a broad network
DPs have reported that TNG membership gives them access to a wider network where they can contact both DPs and policy makers. The TNGs can help to identify common ground between DPs and interest from policy makers. This can spark joint working in the future. Case study: Eden DP, Learning Kitchen and CLIP Through the TNG meetings Eden, Learning Kitchen and CLIP DPs in Theme E discovered that they were all working on projects that target mental disability and that there was substantial overlap between their projects. As a result they decided to work together to identify best practice in their projects and are now combining efforts for mainstreaming to create a stronger message from their activities.
6.2 How can I make a valuable contribution to TNGs?
As a DP it is important to: be active; attend the biannual (twice-yearly) meetings; help set the agenda; tell the Equal Support Unit (ESU) about policy makers that you feel would add value to the TNG; involve a wide range of partners; and bring in the European dimension. If you would like more information about your contribution to TNGs please contact the ESU on 0121 616 3661 or your theme’s support manager (see section 3.3 of this handbook).
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7 Getting your message heard
From discussions with members of TNGs, a common issue is how to identify best practice and effectively ‘sell’ the work of the DP to policy makers. Clearly there is no ‘one size fits all’ approach. As DPs are at different stages, they will want to influence at different levels and they will need to adopt a range of different approaches. Nevertheless, there are a number of essentials that raise the effectiveness of dissemination and mainstreaming activity.
Mainstreaming and dissemination essentials Knowing the project and the Development Partnership
Carry out a SWOT (strengths, weaknesses, opportunities and threats) analysis on your DP. The content of the message you want to ‘sell’ will evolve from this analysis. Consider what exactly is the best practice or the lessons coming out of your work. Then focus on the model or the approach rather than the activity. Policy makers want to know what elements could be transferred rather than details of how to introduce the activity. You need to then link this to the particular area of policy you want to influence. Your message needs to be ‘front loaded’ (with the most important information first). Policy makers will not want to listen to general information about your DP so it is important to consider what they will be most interested in and communicate this before providing any generic detail about the DP. If the policy makers are interested, they will ask for more detail about your work in due course. Understand your DP and its capacity to carry out mainstreaming and dissemination. The SWOT analysis should uncover opportunities you have to do this. It allows you to realistically assess what you can do with the resources and expertise available to you. Think creatively about the person who should communicate the messages to the policy maker. It need not be a senior partner if there is somebody employed within the DP that has particularly good communication skills.
Knowing your audience
You need to identify your target audience before considering the content of the message. You must carry out detailed research to find the relevant policy areas for the outcomes. You should then identify the people responsible for developing policy in this area and understand their priorities.
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In doing this, it is important to think beyond contacts in central government. It may be just as beneficial to work with regional or local government and allow them to feed through the messages. Linked to the above point, if your goal is to influence national policy consider ‘thinking globally acting locally’. For some DPs it is easier to start on home ground targeting local contacts before moving to regional and national contacts. The evidence gained locally can help strengthen your case. It is important to think creatively about who to target. There are a number of organisations that can act as ‘door openers’ or channels for dissemination and mainstreaming including Regional Development Agencies, LSCs, Business Links and pressure groups such as NACRO, Help the Aged, the Equal Opportunities Commission and the Refugee Council. It could benefit you to involve policy makers as partners in the DP. This could apply to Action 1 and 2 or specifically to Action 3. If an organisation is a member of the DP they are more likely to feel ownership and committed to communicating the benefits of the programme. Safety in numbers – if you are struggling to identify enough people from your target audience, network with other DPs who are either working on similar issues or in the same region. By working with other DPs to disseminate and mainstream, you can often make a greater impact.
Delivering the message It is often said that delivering the message effectively comes down to: being there ‘at the right place at the right time; and using people with well-honed marketing and promotional skills, often due to their personality. However, there are ways of delivering the message, which, coupled with the right message ‘content’ and target audience (see above) will result in better chances of success. Make sure that you can get your core message across in as little as ten minutes. Be clear about the benefits of working with policy makers that is, sell the points that have been written in section three of this document to the policy maker. Tailor your message for each target audience. Ask someone with excellent presentation skills to deliver your message. Make sure that you put your message across at the right time by targeting regularly. This will increase your chances of success (but don’t target to the point of annoying the policy maker). Where possible use independent evaluators as this backs up and adds weight to your claims. Check that the medium of communication is right for example, at a conference, a scheduled phone call, a scheduled visit and so on.
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Always have short handouts which reinforce your message and include contact details, links to websites and so on.
Maintaining contact with an interested party Once you have made contact and the policy maker is interested, offer short regular updates on your DP. This will make it easy for the policy maker to keep abreast of changes within the DP and keep them informed of relevant and usable outcomes from the work. Importantly, ask the policy maker what they want to get out of the DP and make sure that you provide this.
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8 European Thematic Groups (ETGs)
Equal is a transnational programme. European Thematic Groups are responsible for making sure that the thematic approach is working across Europe. Their main task is identifying, adapting and presenting good practice and supporting its integration into policy and practice at European level. ETG activity is very much in addition to the more focused work that your DP will be involved in through its transnational partnerships. You need to make sure that your DP’s own work is not only UK-focused. You should communicate the approaches and practices you have developed across your wider transnational partnership to the TNG members and particularly the policy makers. However, the ETGs provide a structured way to find out what is happening across Europe in each theme and to feed good practice back to European policy makers. This section takes a brief look at how these groups are organised at a European level and how you can find out more.
How do European Thematic Groups work? There are around 1,400 DPs funded under Round 1 of the Equal programme and five ETGs have been established to co-ordinate and channel the emerging lessons. They cover the four pillars of the European Employment Strategy: employability; entrepreneurship; adaptability; and equal opportunities; and also asylum seekers.
Each is led by the Equal Managing Authorities of two Member States who are supported by the Commission and thematic experts. GB leads with Denmark on the Employability ETG. TNG chairs are usually actively involved at European level. ETGs operate differently to TNGS, reflecting their diverse aims and objectives. They have an identified work programme which prioritises areas for work. They usually have working groups, they hold events for practitioners and events to show-case good practices and they carry out research and dissemination activities. In Round 2 of Equal, ETGs will focus on presenting ‘policy briefs’ that draw together the best practice from Equal across all the countries taking part, targeted at European-level policy makers. These briefs will also be presented at regular ‘policy forums’ across Europe.
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8.1.1 The benefits of being involved in ETGs
Usually DPs are focused on delivering their work with their GB and transnational partners. ETGs provide the broader picture in terms of policy contexts across Europe and work being carried out by colleagues working in similar areas of work. It provides the opportunity to verify your innovation and benchmark your performance at a European level. Alongside the mainstreaming opportunities it provides an excellent chance to network with a wide range of organisations.
8.1.2 More information
You an find more information about how the ETGs work and key documents, on the GB Equal website
and the Commission’s website (http://europa.eu.int/comm/employment social/equal/index.cfm). You can take also part in discussions through the Commission’s extranet and each ETG has a dedicated e-mail address. ETGs ask the Support Units to propose suitable DPs to attend meetings and policy forums. ETG funding is limited – and there are rarely enough places to go around - so make sure you are up-to-date with developments in your ETG and that the Equal Support Unit knows that you are keen to be involved.
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