Why EDI governance matters

Why EDI governance matters

Susie Ankrett, Governor, Solihull College & University Centre

Solihull College & University Centre (SCUC) operates across three campuses, serving a richly diverse and socio-economically varied student population of more than 12,000 full- and part-time learners.

The College’s mission is to create an environment where every student and staff member feels valued, supported, and empowered to thrive.

Equality, Diversity and Inclusion (EDI) are central to this mission. They are not standalone initiatives, but principles that inform the College’s strategy, culture, and everyday practice. The Board of Governors plays a key role in ensuring that this commitment translates from ambition into tangible impact.

In recent years, SCUC has worked to embed EDI across all aspects of its strategic plan. As a Governor, I have seen how effective governance turns intention into action creating accountability, transparency, and a shared sense of purpose.

The Board champions inclusion through:

· Strategic integration: Embedding EDI within the College’s mission, strategy, and performance priorities.

· Transparency and accountability: Using regular reporting and review to monitor progress.

· Engagement: Listening to the lived experiences of students, staff, and community stakeholders.

· Development: Participating in continuous EDI training, including anti-racism, unconscious bias, and LGBT+ inclusion.

One particularly meaningful example of this is the Student Voice Executive Committee, whose members each hold EDI-themed roles. The Committee meets the Governing Body annually to present insights and student-led initiatives.

During one such meeting, a student shared how the College had helped them feel “seen and valued” for the first time. That moment highlighted how every decision made at Board level has a real, human story behind it. It reminded me that governance, at its best, connects policy to people.

The College’s commitment to inclusion is reflected across campus life and demonstrated through:

· Achieving the Rainbow Flag Award for inclusive practice.

· Initiatives such as Black History Month, the Staff Iftar, and Diwali celebrations, which foster visibility and belonging.

· Well-being and mental health programmes recognising that inclusion is as much about emotional and psychological support as representation.

· Voluntary monthly staff meet-ups, creating reflective spaces for inclusive teaching practice.

· A comprehensive staff development programme that strengthens professional learning around EDI.

Through effective governance oversight, these initiatives form part of a wider, integrated strategy ensuring that inclusion is sustained, visible, and continually evolving.

From my experience as a Governor, I have learned that -

· Governance drives accountability through clear frameworks that ensure inclusion moves beyond aspiration to implementation.

· Engagement deepens understanding by listening to students and staff, EDI is transformed from policy to shared ownership.

· Continuous learning is vital and ongoing development among Governors and leaders strengthens awareness and responsiveness.

· Visibility matters in celebratory events and recognition reinforcing belonging and normalising inclusion.

At Solihull College & University Centre, EDI is seen as a continuous journey rather than a final destination. The challenge and the opportunity for governance is to sustain momentum and ensure that inclusion remains embedded in every strategic and operational decision.

For me, the true measure of success lies not only in data or reports, but in the lived experiences of people who feel they belong.

Being part of a Board that embraces EDI as both steward and partner is deeply rewarding.

In summary, when governance champions inclusion, education becomes more than learning, it becomes belonging. Policies and strategies come alive, creating a College where everyone can succeed, belong, and contribute.