Table: Leading the Way
| 3. Leading the Way | Is this in place yet? | What more do we need to do? | |
|---|---|---|---|
| Knowledge and data | • Large organisations should produce dedicated annual workforce diversity reports that explore employment issues for disabled employees, identify any problems and include action plans for improvement. | ||
| • Create and engage in cross-sector discussion and learning groups to learn and promote best practice for inclusive employment from business, the public sector and civil society. | |||
| Approach and ethos | • Develop and monitor an organisation-wide strategy for embedding Disability Justice as an intersectional approach. | ||
| Access | • Choose venues and activities based on accessibility as a key Criteria. | ||
| • Where venues and activities fail to meet your criteria engage in dialogue to improve access and, if partners are unwilling, cease using services. | |||
| Policy and procedure | • Commission independent reviews of policies and procedures to ensure they are promoting disability equity. | ||
| • Go beyond the minimal legal requirements around reasonable adjustments and work with staff and other stakeholders to define organisational adjustments which are available without disclosure. | |||
| Training, learning and development | • Include actionable objectives around disability inclusion for consideration in appraisals and performance reviews. For example for a manager an objective might be to inform all staff about the access to work scheme and the organisation’s reasonable adjustment policy, or if a member of staff is working on communications, ensure all content has alt text and captioning. | ||
| • Invest in developing the skills and experience of disabled staff including additional continuing professional development opportunities in acknowledgement of the systemic barriers disabled people face in accessing learning opportunities. | |||
| Representation | • Ensure that disabled leaders are visible in activities and events – particularly on issues not related to disability. | ||
| • Employ and retain disabled leaders at the forefront of the organisation both in staff and board. | |||
| Working at the intersections | • Embed an intersectional approach to organisational working through policy and procedure, and measure and report on intersectional grounds. |
