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BAME Routes to Public Life Mentoring Scheme Guide for Mentees and Mentors

Ethnic Minorities and Youth Support Team Wales

TÃ®m Cymorth Lleiafrifoedd Ethnig ac Ieuenctid Cymru

EYST Wales EYST Wales is an award-winning, beneficiary-led organisation, established since 2005, which aims to support ethnic minority people in Wales to participate, integrate and be a valued part of Wales. We do this through delivering services which are targeted and culturally sensitive, addressing a broad range of areas including BME young people, Families, Refugee & Asylum Seekers and the wider community. We also seek to challenge negative racial stereotypes and promote better understanding and appreciation of ethnic minorities and their contribution to Wales. We are funded by the Welsh Government to deliver the All Wales Engagement Programme, engaging broadly with ethnic minority individuals and organisations across Wales, gathering evidence of need, and influencing public bodies to better meet the needs of BAME people in Wales.

We are one of 7 organisations, funded through the Equality and Inclusion Programme to help Welsh Government achieve the objectives in their Strategic Equality Plan. One key objective of this Plan is to increase diversity in Public Life, including increasing the representation of ethnic minority men and women in Political and Civic life. The aim of the EYST Wales BAME Mentoring Programme is therefore to move men and women from minority ethnic backgrounds closer to and into such positions of power and influence.

Visit our website at www.eyst.org.uk Follow us on Twitter: @eystwales Like us on Facebook: EthnicYouthSupportTeam Email us: Mentor@eyst.org.uk

BAME Routes to Public Life Mentoring Scheme Guide for Mentees and Mentors

Contents Foreword from Vaughan Gething AM

1. Introduction to the BAME Public Life Mentoring Project

2. About Mentoring 2.1 Definition of Mentoring 2.2 Roles & Responsibilities 2.3 How to make it work 2.4 Boundaries and Expectations

06 06 06 07 08

3. The Mentoring Relationship 3.1 Meetings 3.2 Action Planning 3.3 Feedback & Support 3.4 Endings

09 09 10 10 11

4. Workbook 4.1 First Meeting Frameworks 4.2 GROW: Suggested framework for Self-Development 4.3 Meeting Notes

12 12 12

5. Further Resources & Contacts

Foreword

We will be working to develop your political skills and understanding, to increase the impact and influence you can have on political and public life, to increase your confidence, and finally to increase your networks. There will be a combination of your mentoring from one of a number of influential people together with bespoke training and peer group support. The success of the programme will also depend on your feedback and contribution. Please do get in touch with the EYST Wales team at any time with any ideas for how you think the programme could be improved.

is a pleasure to welcome you onto the very first EYST Wales Mentoring Scheme – BAME routes to public life. I look forward to meeting you and working with you throughout the year. This programme is about you and your aspirations for public and political life. The unavoidable truth is that there are too few of us in public life. That isn’t a reflection on talent or willingness to make a difference with and for our country. It is a reflection on the continuing barriers to opportunity. The aim of this mentioning scheme is to get more of us public life. The scheme is part of giving you the tools to do this. We want more people from BAME communities to put themselves forward for political elections and stand for public office – such as applying to be a trustee or a governor of a local school or an NHS Board. More importantly we want to see more of us succeed and be recognised.

The aim of this booklet is to provide information that will be useful for you to help develop a successful mentoring relationship with your mentor. There are some practical tools you can use during your mentoring relationship and some links to additional resources that may be useful over the course of the next year. We cannot promise that everything will work perfectly. We know that we need to look again at how we make public appointments, what we value and of course political parties need to reconsider what they do to develop candidates for election. However what we do know for certain is that doing nothing is not an option. With the active support of mentors, including myself, you could be part of making a difference in your own lives and changing the culture of public and political life in Wales. If we do that then every community in Wales will see the benefit.

Vaughan Gething AM Assembly Member for Butetown

1. Introduction to the project F

rom Somalis to Italians, Polish to Pakistani, Wales has a long history of ethnic diversity, and is also becoming more ethnically diverse. While BAME people are concentrated in Cardiff, Newport and Swansea, they live in each of Wales’ 22 local authorities and are becoming more widely diffused geographically. Despite this growing diversity, there is a notable lack of diversity in our political and public life. Currently only 8% of MPs in the House of Commons and around 6% of Members of the House of Lords are from an ethnic minority background, whilst 13.6% of the UK population is non-white. In Wales, only two members of the Welsh Assembly have ethnic minority heritage, representing 3.3% of the Assembly’s 60 seats. In a survey of 9,352 candidates standing for local authority councillor positions, 98% were White British and 1.8% had ethnic minority heritage. There are also massive disparities in BAME representation in the public sector UK wide and in Wales. Across 43 UK Police forces, 6.3% of employees are BAME individuals, with 3.6% ranked as chief inspector or above; 7% of judges are from are from an ethnic minority background, as are 8% of teachers. In Wales, BAME representation in the civil service is as low as 2%; 4.5% of public appointments and re-appointments went to BAME individuals and there is not a single BAME chair of a publicly appointed governing body in Wales. We can learn from Welsh Government’s local democracy team initiative to support BAME citizens to become local councillors as well as a recent outreach scheme resulting in increased recruitment of BAME apprentices. There is talent in the BAME community and we need to change both the appointment panels and way in which appointments are advertised and recruited for. To increase the numbers of BAME people applying for public roles we need more engagement, more transparency and recognition that it is in everyone’s best interests that political and public appointments reflect the society in which we live. This is our opportunity to turn that vision into a reality, working to get more ethnically diverse men and women into public and political life by strengthening their knowledge, skills and networks. We hope that you will work with each other and with your mentors to understand and tackle barriers to achieving your own aspirations as well as share your learning and networks with others. We are delighted to be running the mentoring scheme for the first time in 2019. We’d like to thank the Welsh Government for funding this initiative and to those who have agreed to share their time and expertise as Mentors. Thanks are also due to those mentees who have taken a leap of faith to embark upon something as yet untested! We hope it brings benefits to all as well as a longer-term legacy of a more equal and cohesive Wales. Diolch yn Fawr

Ginger Wiegand

Rocio Cifuentes

Momena Ali

All Wales BAME Engagement Programme Coordinator, EYST Wales

CEO, EYST Wales

Chairperson, EYST Wales

2. About Mentoring 2.1 What is Mentoring? Mentoring is a one-to-one, non-judgemental relationship, usually over a set period of time in which an individual voluntarily gives time to support and encourage another. It is a two way relationship based on respect and reflection. Ideally, a mentor can share advice, guidance and practical support to the mentee to enable the mentee to gain skills, knowledge and confidence to perform at a higher level. Both mentor and mentee make real commitments to each other and must be willing to contribute regular time to the relationship.

For both the mentors and the mentees there is a need to manage expectations. Goals must not be over-ambitious or too numerous – and mentors cannot solve all the problems. What they can do is offer advice, guidance, encouragement and support. Each mentoring relationship will differ, and not all mentoring relationships will work well. But by adhering to key principles of the relationship and establishing shared expectations, there is every chance that the mentoring relationship will succeed and the benefits continue long after the formal relationship has ended.

2.2 Roles & Responsibilities The Role of the Mentor The role of a mentor is to: • help the mentee to focus and identify the actions they need to take in order to achieve what they want • provide support, structure, ideas and inspiration • help the mentee build confidence and networks • offer an alternative view on situations and problems and a chance to discuss issues with someone external • guide the mentee by referring them to others when their own experience is insufficient. Mentors should: • be able to commit approximately 1 hour every 4-6 weeks either in person or on the phone • be clear on when they are available to their mentee • appreciate the importance of confidentiality and manage the expectations of the mentee • be aware of their own limitations and boundaries • be non-judgmental • be open to new experiences, new perspectives and new ideas • have good communications skills, including an ability to listen, • question, negotiate well and give constructive feedback.

The Role of the Mentee A mentee should: • have clear reasons as to why they want a mentor • be able to commit approx. 1 hour every 4-6 weeks to work with their mentor • be prepared to take an active role in leading the relationship with their mentor • have a clear understanding of the project, their commitment to it and no unreasonable preconceptions about what it will deliver • offer mentors the chance to learn about their situation and how it affects their hopes for the future • understand that mentoring is not a solution to the challenges being faced – it is a foundation for self-development and greater opportunities in the future.

2.3 How to make it work Code of Practice • Prepare for each meeting • Identify and agree mutual needs and an action plan • Abide by strict codes of confidentiality • Be open to each other’s views and differences • Respect each other’s time • Agree that the relationship is a relationship between equals and may be dissolved following a mutual discussion • Be able to communicate, listen and negotiate with tact and sensitivity • Work towards the set objectives and the overall goals of the mentee • Be practical and aware of the boundaries of the relationship • Be punctual and avoid cancelling meetings if at all possible • Be aware of each other’s limitations

2.4 Boundaries and Expectations Mentors

Mentees

Remember that only the mentee can bring about positive change and that often these changes will take longer to achieve than the duration of the relationship. Don’t put too much pressure to see immediate progression, some things can take time.

It is up to you to bring about positive change and to lead your own development. Your mentor can guide, encourage and support but she cannot do things for you.

Little things can have a big impact, just being there to listen, or helping someone think a problem through can make a huge difference. Be patient! People have different levels of motivation and drive, don’t expect everyone to be as motivated, organised or as driven as you might be. Be aware of what else is going on in your mentee’s life and have empathy. Understand that each relationship is unique and that you should enter the mentoring relationship with no preconceptions about how it will be. Don’t try and impose your ways of working, they might not apply to the mentee’s situation.

Your mentor may not have an in depth knowledge of relevant issues but this does not mean they will not be able to help you. Mentoring relationships have clear boundaries with a clear structures and a set timeframe.

3. The Mentoring Relationship 3.1 Contact and Communications Where, When, How … Mentees should be encouraged to set the agenda and initiate contact. It is best to try and communicate regularly but you will also have to fit around each other’s busy life. How often you are in touch with each other is up to you both.

First Meetings First meetings are important as they set the tone for the relationship. The success of mentoring depends on the quality of the relationship between the individuals and has to be based on trust. This is the time to start setting your own framework for working together. At the first meeting, you should: • take time to get to know a bit about each other personally • explain your motivation for taking part in the scheme • make sure you both understand the aims of the programme and the mutual benefits • discuss practicalities such as where and when to meet and how to contact each other • clarify expectations and boundaries - review the roles of mentor and mentee once again • explore and discuss any possible obstacles and ways of overcoming them • start discussing your objectives and setting goals. • consider the skills framework, and identify which areas you wish to cover and how as part of the mentoring relationship.

Preparing for Meetings The relationship should focus on goals and aspirations in the long term, and inclusive development of the mentee’s organisation and circumstance rather than concentrating on quick fix solutions. Mentors should encourage their mentee to find solutions to challenges for themselves and not to become reliant on their mentor. In order to make the most of each meeting, pairs should keep notes of what is discussed and the progress made each time, as well as making a suggested plan for the following session. You can use the pages provided in the workbook section to record your meetings. At each meeting, keep in mind the following: • Are you actively listening and displaying the right body language? • Are you communicating effectively? • Are you both contributing equally? For example, setting the agenda and deciding where to meet. • Identify problems and deal with them as soon as possible so that you can work towards a positive outcome. • Ensure that sufficient time is provided for interaction.

3.2 Action Planning Action planning is an essential process to keep your mentoring relationship focused. What does the mentee want to change? How can this change be brought about with the help of the mentor? Here are some hints for mentees on how to do this successfully: • Use the SMART method of action planning to make sure that your targets are specific, measurable, achievable, realistic and timed. • Include in your action plan other forms of support outside of the mentoring relationship. • Discover what you need to do to progress your development. Where do you want to be in a year / five years? What skills do you need to get there? What information do you require to fulfil your ambitions? • Review and evaluate your progress frequently and make changes as and when you feel it is necessary. Remember that circumstances and priorities can change. • Remember to set both long term and short term goals; it’s far more encouraging. • Don’t feel under too much pressure to achieve instant results. You will find an action plan template in the workbook section. We recommend that you refer to your action plan at the start of each session to assess progress, decide what to tackle next, and redefine priorities if needed.

3.3 Feedback and Support It is very important that you speak out if you feel uncomfortable or frustrated in any way. If you need any advice or have any questions, please contact Ginger Wiegand or Rocio Cifuentes (details are at the end of this document). Often when issues are brought to light early they can be dealt with simply – do not wait for months before letting us know. Mentors and mentees will be asked for feedback to ensure the scheme is running smoothly. Sometimes circumstances and availability can change and we will work with you to accommodate any changes.

Ginger and Rocio will help provide individual support to mentors and mentees throughout the relationship as needed. Mentors and mentees will be invited to networking events where they will be able to share experiences and advice with others involved in the project. These will provide an opportunity to meet other people on the scheme, and to make new connections.

3.4 End of mentoring process The formal period will end during July/August 2019. Mentors and mentees should discuss an appropriate timeframe for concluding the relationship, based on the initial objectives, what has been achieved, and how to move on. You will all be invited to stay in touch with your cohort of mentees via a WhatsApp group that will be set up early in the process. You will be invited to be buddies for our next cohort of mentees. And EYST Wales will still stay in touch with you.

Evaluation The project manager will arrange a focus meeting to carry out an evaluation. All pairs will also be invited to input comments and ideas and we will hold an event at the end of the mentoring phase which will bring together mentors and mentees, enabling them to share experiences and strengthen networks.

What Happens Next? In order to make sure that the impact of the relationship lasts, you should discuss moving on strategies. Here are some questions to consider: • Does the mentee need more support to achieve her objectives? • What type of support does the mentee need to carry on moving forward? • What other sources of support are available for the mentee to draw on? • Will you continue to see each other after the end of the relationship? If so, in what capacity? For example, are you happy to meet up again in the future, or to give feedback on written documents (such as a job application) over email?

4. Workbook

4.1 First Meeting Framework At your first meeting, you will need to start establishing a structure for your mentoring relationship as well as gathering information about each other and about the mentee’s objectives. Mentees are encouraged to bring their baseline self-assessment to their first meeting. Here is a suggested list of additional questions that you will want to consider. Find out about each other’s background: • What is your work background? • Where do you want to be in 5 years? • What is your motivation for taking part in the EYST Wales mentoring programme? • What professional development are you expecting to gain? • What do you hope to get out of the scheme on a personal level? Discuss practicalities of the relationship: • Where will you be meeting? How frequently will you meet and how long for? • How will you arrange meetings? What is your availability between meetings for email/phone contact? Define together the focus of the relationship: • What objectives has the mentee thought of for the scheme? • What are the main challenges faced by the mentee? What do they find most difficult? • Which priorities can the mentor help with? • What areas of interest can be covered within the mentoring timeframe? • Consider the skills framework, and identify which areas you wish to cover and how as part of the mentoring relationship.

4.2 GROW: Suggested framework for self-development In order to help you focus and make the most of meetings, you may find it helpful to use GROW, an established framework for coaching and mentoring sessions which structures the meeting around these elements:

Goal Being clear about what it is that the mentee wishes to achieve. Examples of questions might be: • What is it that you want to achieve? • What is the goal or outcome? • What will be different when you have achieved your goal?

Reality Where the mentee is now in relation to this goal. Examples of questions might be: • Describe the situation at the moment – what are the issues • What will you need to address this issue? (e.g. skill, time, support) • Where could you get these from? Who could help you?

Options Potential courses of action. Examples of questions might be: • What are the different ways you could approach this issue? • What could you do? • What are the advantages and disadvantages of all these different ideas?

Will (or Way Forward) Meetings should end with agreeing an option and a plan of action. Examples of questions might be: • When will you start to make it happen? • What is your commitment to this? • When will it be done by?

4.3 Meeting Notes For each session, you may find it useful to record: • What did you discuss or do? • What have you decided to take action on? • What do you need to follow up? • What is your plan for the next meeting? • Comments

Discussion Records

Session 1

Date:

Session 2

Date:

Session 3

Date:

Session 4

Date:

5. Resources

Resources List We suggest you share other ideas with each other during the course of the programme.

Wales focused: Vaughan Gething Interview: The Racism I faced Growing Up, My Family and Why I would be best first minister Wales Online: walesonline.co.uk/news/politics/vaughan-gething-interview-racism-faced-15375483 Diversity in Democracy Progamme 2014-2017, Mentoring Handbook for Councillors, Welsh Government. gov.wales/docs/dsjlg/publications/localgov/160120-mentoring-handbook-en.pdf New Voices: How Welsh politics can begin to reflect Wales. Electoral Reform Society Cymru. Foreword by Jess Blair and Matt Mathias. May 2018. electoral-reform.org.uk/latest-news-and-research/publications/new-voices-how-welsh-politicscan-begin-to-reflect-wales/ Reining in the Political ‘Wild West’ Campaign Rules for the 21st Century. Edited by Michela Palese and Josiah Mortimer February 2019. Electoral Reform Society Cymru. electoral-reform.org.uk/latest-news-and-research/publications/reining-in-the-political-wildwest-campaign-rules-for-the-21st-century/ “Brilliant, Black and Welsh: A Celebration of 100 African Caribbean and Welsh African People,” Wales Online, 28 September 2018. walesonline.co.uk/news/wales-news/brilliant-black-welsh-celebration-100-15173754 “Who Runs Wales 2017,” EHRC Cymru. equalityhumanrights.com/sites/default/files/wrw_2017_english.pdf “Why Should Councillors from Wales Come From More Diverse Backgrounds?.” Public Policy Institute of Wales blog. December 2014. ppiw.org.uk/blog-why-should-more-councillors-in-wales-come-from-diverse-backgrounds/ “On Balance: Diversifying Local Government in Wales”, A report from the independent expert group on diversity in local government. 2014 gov.wales/docs/dsjlg/publications/localgov/140305-expert-group-report-en.pdf “Councils and Councillors: An Introduction”, Diversity in Democracy Welsh Local Government Association, 2014. gov.wales/docs/dsjlg/publications/localgov/150912-councils-and-councillors-intro-en.pdf

Diversity in Democracy – A website with information and supporting informative materials relating to a 2014-2017 initiative to encourage more diverse people to stand for county council election. Information on role of a councillor, mentoring and links to information on standing for election. An evaluation of the programme is forthcoming. gov.wales/topics/localgovernment/diversity-in-democracy/?lang=en

UK focused: The Substantive Representation of Ethnic Minorities in the UK Parliament, by Rebecca McKee, Ph.D. Dissertation, University of Manchester, Faculty of Humanities, 2017. research.manchester.ac.uk/portal/files/64900422/FULL_TEXT.PDF Muhammad Anwar (2001). "The participation of ethnic minorities in British politics". Journal of Ethnic and Migration Studies. 27 (3): 533–549. doi:10.1080/136918301200266220. Geddes, Andrew (1998). "Inequality, political opportunity and ethnic minority parliamentary candidacy". In Saggar, Shamit. Race and British Electoral Politics. Routledge. pp. 145–172. ISBN 978-1-135-35947-8. Syal, Rajeev; Sedghi, Ami (13 July 2014). "Parliament failing to represent UK's ethnic diversity". The Guardian. Retrieved 29 July 2017. Audickas, Lukas; Apostolova, Vyara (28 June 2017). "Ethnic Minorities in Politics and Public Life" (PDF). House of Commons Library. p. 5. Retrieved 29 July 2017. Wilson, Cherry (11 June 2017). "Election results 2017: The most diverse Parliament yet". BBC News. Retrieved 12 June 2017. Cracknell, Richard (5 January 2012). "Ethnic Minorities in Politics, Government and Public Life" (PDF). House of Commons Library. Archived from the original (PDF) on 21 June 2015. Purvis, Matthew (11 June 2014). "Membership of the House of Lords: Ethnicity, Religion and Disability" (PDF). House of Lords Library. p. 5. Retrieved 12 August 2017. Race and British Electoral Politics, Editor Shamit Saggar, Routledge 1998. books.google.co.uk/books?id=hiSPAgAAQBAJ Social background of MPs 1979-2017, House of Commons Briefing Paper, Number CBP 7483, 12 November 2018 researchbriefings.files.parliament.uk/documents/CBP-7483/CBP-7483.pdf

List of Ethnic Minority Politicians in the United Kingdom – Wiki: en.wikipedia.org/wiki/List_of_ethnic_minority_politicians_in_the_United_Kingdom “Race and Class in Post-Brexit Britain,” Omar Khan & Faiza Shaheen, Runnymede Perspectives, March 2017. classonline.org.uk/pubs/item/minority-report-race-and-class-in-post-brexit-britain Race and Elections: Role of Ethnic Minority Voters in the 2015 Election. Edited by Omar Khan and Kjartan Sveinsson. Runnymede Trust. 2015. runnymedetrust.org/uploads/RaceandElectionsFINAL_interactive.pdf School Governors and Race Equality in 21st Century Schools. Nicola Rollock. Runnymede Trust. 2009. runnymedetrust.org/uploads/publications/pdfs/SchoolGovernors-2009.pdf Ethnic Minorities in Politics and Public Life. By Luckas Audikas and Varya Apostolova. House of Commons Briefing Paper Number SNO1156, 28 June 2017. researchbriefings.files.parliament.uk/documents/SN01156/SN01156.pdf “Who are the 36 BAME people among the UK's 1,000 most powerful?” Poppy Noor, The Guardian, 24 Sept 2017. theguardian.com/inequality/2017/sep/24/who-are-36-bame-people-uk-1000-most-powerful Operation Black Vote – obv.org.uk The Colour of Power project has shown that just 3% of Britain’s most powerful people are nonwhite. What can be done to change this? theguardian.com/inequality/audio/2017/sep/29/why-are-there-so-few-bame-leaders-in-britainpodcast “Election Results 2017: The Most Diverse Parliament Yet”, by Cherry Wilson, The Guardian bbc.co.uk/news/election-2017-40232272 “The 116th Congress has more women and people of color than ever – but there’s still room to improve, November 8, 2018” theconversation.com/the-116th-congress-has-more-women-and-people-of-color-than-everbut-theres-still-room-to-improve-105930

Organisation Contacts This section is a list of links and contacts you might find useful. Welsh Assembly www.assembly.wales UK Parliament www.parliament.uk Equality & Human Rights Commission (EHRC) www.equalityhumanrights.com/en/commission-wales

BAME-Focused Organisations in Wales EYST Wales www.eyst.org.uk

Show Racism the Red Card Wales www.theredcard.org/wales

Chinese in Wales Association www.chineseinwales.org.uk

Bangladeshi Welfare Association www.bangladeshcircle.com/bangladesh-businessdirectory/14405/bangladesh-welfare-association-cardiff/

Diverse Cymru diversecymru.org.uk NWREN www.facebook.com/northwalesregionalequalitynetwork/ Race Council Cymru racecouncilcymru.org.uk Race Equality First www.raceequalityfirst.org Welsh Refugee Council www.welshrefugeecouncil.org.uk Women Connect First www.womenconnectfirst.org.uk Centre for African Entrepreneurship www.caentr.org Hayaat Womens Trust www.hayaatwomentrust.org BAWSO www.bawso.org.uk Travelling Ahead Project www.travellingahead.org.uk

Acknowledgements We are heavily indebted to WEN Wales for sharing their expertise and hard work with this, in allowing us to model our Mentoring Programme and this Mentoring Guide so closely on their own successful one. Huge thanks to Chrissie and Catherine for their openness and willingness to share - it is greatly appreciated. Womensâ€™ Equality Network (WEN) www.wenwales.org.uk

Horn Development Association www.hdacardiff.org The Mentor Ring www.mentorring.org.uk African Community Centre www.africancommunitycentre.org.uk North Wales Association for Multicultural Integration www.facebook.com/ NorthWalesAssociationforMulticulturalIntegration Henna Foundation www.hennafoundation.org Romani Arts and Culture Association www.romaniarts.co.uk Llanelli Multicultural Network www.facebook.com/Llanelli-Multicultural-NetworkLMCN-1549662662012223/ Renew Mind Centre www.rmc121.com

EYST Wales BAME Public Life Mentoring Programme Contacts Ginger Wiegand (BAME Project Coordinator) mentor@eyst.org.uk ginger@eyst.org.uk Rocio Cifuentes (EYST CEO) rocio@eyst.org.uk

Ethnic Minorities and Youth Support Team Wales

TÃ®m Cymorth Lleiafrifoedd Ethnig ac Ieuenctid Cymru

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