Equality, Diversity and Inclusion Strategy
The Durham Union Society
INTRODUCTION
The Durham Union Society is Durham’s oldest and largest student society, with a membership of over 3,000. At its best, the Union is an open space where students can make their voices heard on the most pressing issues of the day –whether by going toe-to-toe with world-class speakers in lively debate or continuing the conversation over a drink afterwards. Members can develop their debating skills from any level of experience through accessible training, and go on to represent Durham in competitions around the globe. The Society’s charitable aim is to provide opportunities for students from all backgrounds to develop public speaking skills, build networks across politics, business and beyond, and form lasting friendships through a vibrant social calendar.
CHALLENGES
We recognise that the Union has not always reflected the above ideal. For many, it is perceived as elitist and exclusionary. Its traditions can appear outdated and disconnected from the wider student body; the costs of membership and participation remain significant; and the political nature of the General Committee has, at times, led to factionalism and concerns over fairness in internal processes. These challenges have at points overshadowed the Union’s charitable mission and its commitment to open dialogue.
The Durham Union has come a long way over since 2020, where allegations of bigotry, bullying, and malpractice resulted in extensive coverage in the student press and the disaffiliation of the DUS’s debating programme. In the years since, the Union has undertaken a sustained grassroots effort to reform itself – with the goal of becoming a more open and inclusive society. These efforts led to the reaffiliation of the debating programme, which had previously separated from the Union, and in 2022 we published our first EDI strategy, outlining both the progress made and the work still to do. Many of the recommendations from that strategy have since been implemented.
Nonetheless, challenges persist. The Society remains unaffiliated with the Students’ Union, and consistent negative coverage in student press, most notably the Palatinate investigation in Epiphany 2025 concerning the previous year’s farewell debate, point to a culture that does not yet fully reflect the Society’s founding ideals. If the Union is to fully live up to its potential, bold and sustained action is required.
EDI: WHY IT MATTERS AND OUR PATH FORWARD 3
Free speech is for everyone. It is a fundamentally egalitarian principle, and the Union is strongest when people from all backgrounds feel empowered to take part in its debates and discussions. Equity, diversity and inclusion are not just moral imperatives - they are essential to creating a forum of ideas that is truly representative and relevant to today’s world.
This plan sets out what progress has been made since 2022, and where we go from here. It outlines the key steps to ensure that the Durham Union becomes a more open, inclusive and accessible Society - one that truly reflects the values it stands for.
IDENTIFIED AIMS
A respectful, inclusive culture - To ensure that the Union is an open and inclusive environment free from prejudice or discrimination.
Access and widening participation - To remove barriers to entry and ensuring everyone has the opportunity to join and engage in every aspect of the Society.
Accountability and trust - To ensure the Union’s systems of governance are transparent, fair, and trusted by both its members and the wider community.
Outreach and community engagement - To strengthen the Union’s ties with both the student body and local community.
A RESPECTFUL, INCLUSIVE CULTURE
WHAT HAS BEEN DONE
Equalities committee – Since the last report, in which we reported on the initial creation of our Equalities Committee, steps have been taken to strengthen it and improve the visibility of the Representatives that sit on it. The role of Ordinary Representative was removed, ensuring each member has a specific remit. In addition to the LGBT+ Representative, the People of Colour Representative, the Disability Representative, the International Members Representative, the Women’s Representative, a new Social Mobility Representative post has been introduced to support members from lower socio-economic backgrounds. Individual email addresses have been created for each Representative to reinforce their role as a first point of contact. Greater efforts have also been made via social media to highlight the work of the Equalities Committee and ensure representatives are visible and accessible, beyond just a name on paper.
Equalities Officer – Since the last report, the Equalities Officer has been elevated to sit on the Union’s Standing Committee the Society’s highest decision-making body. This change has strengthened the role’s visibility and influence within the organisation. It ensures candidates are subject to greater scrutiny during elections, and that postholders are subsequently held accountable on EDI-related progress through termly reports to both the General Committee and the Society’s Trustees.
Welfare Officer – The post of Welfare Officer was established in 2023 with the aim of providing a confidential listening ear and a safe, supportive space for students within the Society. Unlike most Officer roles, the Welfare Officer is appointed through an interview conducted by the Standing Committee rather than elected by the General Committee. This approach is intended to keep the role above politics and partisanship, preserving its focus on student wellbeing. More recently, efforts have been made to further publicise the welfare officer, including through social media and making their presence known at some events.
Members’ Code of Conduct – In conjunction with the Equalities Committee, the Standing Committee has written a code of conduct, setting out the Society’s core expectations of its members. This, combined with a reformed Complaints Panel, will streamline and expedite the process of revoking the membership of anyone who falls short of the values of respect and inclusion that we seek to uphold.
IDENTIFIED ISSUES
Representation – The Union has historically not collected demographic data on its membership, making it difficult to assess representation accurately, however, observations show that while our membership is diverse in terms of background and political outlook, it has traditionally been concentrated in the Bailey Colleges, though this is steadily changing. Gender diversity on the General Committee has improved markedly, with 42% of its members, at time of writing, identifying as women, bringing us closer in line with the composition of our broader membership. Racial and socio-economic diversity have also seen progress yet remain disproportionately low compared to the wider university community. Similarly, while the political outlook of the General Committee has become more varied, addressing a long-standing imbalance, it still does not fully reflect the plurality of views present across the university.
Culture –
Closely tied to the issue of representation, the Union has historically faced challenges around perceptions of its internal culture. The recurrence of contentious debates and controversial speakers, often perceived as representing a narrow range of viewpoints, combined with public controversies reported in student media regarding the conduct of members and volunteers, has contributed to a lasting perception of the Union as exclusionary and politically monolithic. While efforts have been made to address this and the perception is less widespread than in previous years, it nevertheless persists and continues to impact engagement from underrepresented groups.
Inclusion training – Although the Officers' Code of Conduct and the previous EDI plan mandated training for senior officers, this requirement has not been consistently upheld. The previously recommended training courses are no longer available to students, and no coordinated effort has been made to identify or implement suitable alternatives. This lack of consistent and accessible training represents a significant gap in ensuring that officers are equipped to foster an inclusive environment within the Union.
Gap Between Leadership and Membership – Feedback from the Equalities Committee has highlighted a perceived divide between the General Committee and the wider membership. This is particularly evident in certain events, such as pre-event dinners, which are often attended primarily by committee members, contributing to a sense of cliquishness. Such perceptions can be discouraging for ordinary members who may wish to get more involved in the Society, especially later in the academic year.
Reading room exclusivity – Access to the Reading Room after debates is currently restricted to members of the General Committee and those who have contributed to the event through speeches and questions. While this policy is a practical way to manage overcrowding, it can come across as exclusionary – reinforcing perceptions of an inner circle and limiting opportunities for wider membership to engage with guest speakers. It may also disadvantage those less comfortable with public speaking, who nonetheless wish to participate more fully in the Society’s intellectual and social life.
Speakers – Substantial progress has been made in broadening the diversity of the guest speakers at the Union; however, the majority of invited guests continue to reflect a relatively narrow demographic profile. While it remains important to uphold the principle of balanced debate – including hosting speakers with whom many may strongly disagree – some recent invitations have caused concern within parts of the university community, as speaker choices and topics have not always shown a good balance in relation to the wider interests of the membership.
WHAT IS TO BE DONE
Inclusion training – This plan recommends that the following officers complete the One-Day Active Listening Training provided by Durham Nightline
The President and President-Elect, as the current and incoming student leaders of the Union.
The Custodian, Assistant Custodian, and Steward, given their responsibility for managing the Union’s premises.
The Equalities Officer and Welfare Officer.
The two Debate Equity Officers.
This training covers active listening techniques, responding appropriately to disclosures of sexual violence, self-care, and boundary setting, among other key areas. Ensuring that senior officers undertake this training reflects the duty of care they hold towards Union members and supports the broader aim of fostering a more inclusive and supportive culture in the Society. The training is offered once per university term, in October, January, and June, and relevant officers should be expected to register for the next available session following their election.
Speakers – The Equalities Committee should play a more active role in event planning to ensure our speaker line-up and debate topics both reflect the diversity of the university community and address the full range of interests and perspectives of our membership.
24 North Bailey Club – Building on recent improvements –including the installation of CCTV cameras and the introduction of ‘Ask for Angela’ posters – this plan recommends further steps to ensure that 24 North Bailey remains a safe and welcoming space for all. This includes using the newly installed noticeboard to publicise the Society’s welfare resources and the Members’ Code of Conduct, providing anti-spiking drinks covers behind the bar, and reaffirming the duty of care held by both bar staff and senior officers towards everyone at the venue.
Reading room access – Where practical and at the discretion of the Steward, greater efforts should be made to open the Reading Room to the wider membership, particularly during the freshers’ drive, in order to extend networking opportunities beyond the Society’s officers.
Pre-event dinners – This plan recommends greater publicity of pre-event dinners to the wider membership, for example through Instagram and the Secretary’s weekly email. While priority should continue to be given to those who have helped organise the debate, consideration should also be given to members who have not previously attended such dinners, to ensure a fairer and more inclusive spread of opportunities.
ACCESS AND WIDENING PARTICIPATION
WHAT HAS BEEN DONE
Access membership – Since Michaelmas 2021, the Union has had an access membership scheme aimed at improving affordability and widening participation. This scheme allows students who receive the maximum Durham Grant or who have been awarded support through a University, College, or JCR hardship fund within the past twelve months to become life members of the Union at a reduced rate of £40, compared to the standard rate of £75.
Access ball tickets – Since 2022, all Union balls have included a number of reduced-price access tickets, aimed at enabling broader participation in key social events.
IDENTIFIED ISSUES
Awareness of access schemes – Many students who would be eligible are currently unaware of the access membership scheme or access ball tickets. This lack of visibility may be unintentionally discouraging potential members from joining the Union or attending its events, when they might have done so had they been aware about the support available.
Costs of full involvement in the Society – While the Access Membership scheme helps reduce barriers to joining the Society, full participation can still be financially demanding. Despite the introduction of access ball tickets, prices often remain out of reach for some students. Social events –particularly those held at external venues such as ice skating or escape rooms, as well as certain activities within 24s – can carry costs that, while often necessary to cover expenses, may discourage participation from lowerincome members. On the debating side, despite financial assistance for competition travel, there remain costs that deter talented individuals from lower-income backgrounds from fully participating.
Physical accessibility of Union spaces – The Union’s primary debating venue, the Chamber in the Pemberton Building, is located up a steep flight of stairs, which presents a significant accessibility challenge for members with mobility impairments. As a result, key events such as debates and addresses may be physically inaccessible to some disabled members, limiting their ability to fully engage with the Society’s core activities.
WHAT IS TO BE DONE
Access membership – This plan recommends that the current Access Membership rate of £40 be frozen for the next three years, through to and including 2028. Greater efforts should be made to raise awareness of the scheme –through social media, more prominent placement on the term card and leaflets, announcements at ‘open to all’ debates, and any other effective means. While individual recipients of Access Membership should remain anonymous to protect privacy, the overall percentage of members enrolled through the scheme should be tracked and reported on annually to monitor reach and impact.
Alumni fundraising – This plan recommends the development of a long-term alumni fundraising strategy specifically aimed at reducing the financial barriers to full participation in the Society. In consultation with the Equalities Committee and the Alumni Officer, the initial priority should be to increase the subsidy for access ball tickets, as the current discount remains relatively limited. In the longer term, and subject to financial viability, fundraising efforts should also support the costs associated with attending debate competitions. Additionally, consideration could be given to offering a limited number of free Life Memberships to students from disadvantaged backgrounds, potentially through a random selection process to ensure fairness and accessibility.
Social Committee budget – In terms where the Social Committee generates a larger-than-expected profit, this plan recommends that priority be given to reinvesting those funds into reducing the overall cost of social events in the following term. This would help ensure the Society’s social programme is more financially accessible for all members.
Physical accessibility of Union spaces – At the time of writing, the Union is not currently using the Chamber due to ongoing renovations, with events instead taking place at various venues across Durham. While this is the case, efforts should be made to prioritise wheelchair-accessible locations. Regarding the Chamber, attempts were made in 2024 to persuade the University, who owns the Pemberton Building, to install a stairlift. These efforts were unsuccessful, and it remains financially unfeasible for the Union to fund such an installation independently. As a result, alternative technological solutions should be explored in collaboration with the Tech Officers and Disabilities Representative to ensure that all members can participate in events, regardless of disability.
ACCOUNTABILITY AND TRUST
WHAT HAS BEEN DONE
Publicising minutes – Minutes of General Committee and Standing Committee meetings are now published online to promote greater transparency and accountability in the Union’s decision-making processes.
Reporting complaints – The Welfare Officer has recently introduced an anonymous complaints form, allowing members to confidentially report issues or concerns within the Society. Submissions are accessible only to the Welfare Officer, ensuring discretion and safeguarding the privacy of those who come forward
IDENTIFIED ISSUES
Accountability – General Committee members are currently held to a lower standard than officers, lacking a specific code of conduct. However, this distinction is not reflected by public perception, where General Committee members are widely seen as representatives of the Union and reflective of its culture. In several instances, disreputable behaviour by General Committee members has brought the Union into disrepute. To uphold the integrity and reputation of the Society, General Committee members should be held to a higher standard than ordinary members, with appropriate expectations and accountability mechanisms in place.
WHAT IS TO BE DONE
Member feedback – This plan recommends the introduction of additional channels for members to share concerns and suggestions with the Society’s leadership in a relaxed and approachable setting. Options could include an anonymous form accessible to the entire Standing Committee, or informal opportunities such as coffee mornings or roundtable discussions with Committee members. These mechanisms would help foster open dialogue and ensure members feel heard and valued throughout the year, not just during the drafting of the EDI agreement.
Complaints panel – The current complaints panel has been identified as too slow and ineffective in addressing behaviour that conflicts with the Society’s values. Reforming this system must remain a priority for the Standing Committee and Trustees, building on work already underway to ensure a more efficient and trusted process.
Whistleblowing policy – The Society should develop a formal whistleblowing policy to protect those who raise concerns about inappropriate conduct. This will help foster a safer environment in which members feel more confident raising concerns, and will support the effective functioning of internal accountability mechanisms
OUTREACH AND COMMUNITY ENGAGEMENT
WHAT HAS BEEN DONE
Charitable fundraising - The Union hosts charity events, such as Movember campaigns and 24-hour debates, to raise funds for local causes. These events vary from year to year, reflecting the interests and initiatives of members who wish to lead or contribute to charitable efforts.
Outreach to other student groups - The Union aims to collaborate with other University student groups and societies where appropriate. Occasionally, events are opened to members of specific societies when a topic or speaker aligns with their interests – for example, several college feminist societies recently attended our International Women’s Day debate. Visiting speakers are also often invited to engage with other student societies or give interviews to the student press during their time in Durham, and the Union is always happy to help facilitate this if requested.
Secretary’s Committee - The Secretary’s Committee acts as a link between the Union and the University colleges. Its members represent college-specific issues in the General Committee, serve as the first point of contact for members, recruit new members, and promote the Union within their colleges. This committee is crucial in ensuring the Union remains open and welcoming to all students across the colleges.
IDENTIFIED ISSUES
Charitable fundraising – While the Union has held several successful fundraising initiatives, there is a sense that the Society could improve its outreach in Durham and make its fundraising efforts more consistent across the Society. The 24-hour debate did not take place in 2024, and the intensity of fundraising can vary throughout the academic year.
Society outreach – The Secretary’s Committee and the Equalities Committee both have trouble reaching out to other student societies and JCRs, due to a mix of negative perceptions of the Union and a disjointed and incohesive outreach strategy.
WHAT IS TO BE DONE
Fundraising strategy – This plan recommends a more structured and consistent fundraising strategy, integrated across all areas of the Society. A charity collection box should be present at events and at 24s throughout term, and one-off initiatives – such as Movember and the 24-hour debate – should be more effectively publicised. Local Durham charities should be prioritised, with selections made by the Outreach Officer in consultation with the Standing Committee.
Society outreach – Greater efforts should be made to reach out to relevant student societies and associations via the Equalities Committee Instagram account and the individual committee representative email addresses. Any association should be informed well in advance of any debate concerning its members taking place. They should be invited to attend as a minimum, and when possible, invited to speak in it.
CONCLUSION
IMPLEMENTATION AND MONITORING
This plan can be enacted through a combination of constitutional amendments, to be approved by the General Committee, and executive decisions made by the Standing Committee.
Progress should be reviewed annually, with a summary of actions, amendments, and decisions taken to implement the plan published online at the end of each academic year.
A UNION FOR EVERYBODY
If implemented, this plan has the potential to usher in a new era for Equality, Diversity, and Inclusion at the Durham Union Society. It builds on progress already made and sets out a clear vision for a Society where all members feel welcome and no one is excluded. The plan is now written. The time for discussion is over – the time for action is now.
TIMELINE Action Details Completion
Inclusion training
Complaints panel and whistleblowing
While this training can begin informally, it should be formally mandated through a constitutional amendment no later than the end of this calendar year
These should be given priority and consulted on, drafted and implemented at the earliest opportunity
6 months (02/2025)
6 months (02/2025)
North Bailey review
Fundraising
A review into the culture and environment of 24 NBC should be completed and acted upon by the end of the next academic year.
Charitable fundraising should become a core part of the Society’s culture and operations, embedded across all areas within the next academic year.
1 year (06/2026)
1 year (06/2026)
Action Details Completion
Outreach
Alumni
fundraising strategy
Further review of the EDI Plan
Equalities Committee representatives should work to establish and normalise relationships with relevant student associations through social media outreach, inperson meetings, and regular invitations to debates and events.
A comprehensive and active alumni fundraising strategy should be fully established to help subsidise the costs of participation across the Society.
This plan should be reviewed, evaluated, and replaced by a new EDI Plan by June 2028.
2 years (06/2027)
2 years (06/2027)
3 years (06/2028)