In a sector built around collaborating with communities to create positive change, Equity, Equality, Diversity and Inclusion is already reflected in the values that underpin much of what we do. The challenge, however, is to translate good intentions into tangible and consistent action.
Formalising EEDI practices is one important aspect of addressing this challenge; it is about taking the values and practices that may already exist in our organisations, and making them clear, consistent, accessible and sustainable. Whatever the starting point, formalisation can help us move from believing in equity, equality, diversity and inclusion to putting it into practice, and in this way move EEDI away from being “something some or most of our team members know and do” to “this is how we work”.
It can also make expectations clearer. Staff and partners can understand what support is available, what their responsibilities are and where to find relevant information.
Further, formalisation gives us something we can review. Once EEDI is reflected in our policies, processes and organisational goals, we can review and assess whether the existing practices are working, and where improvements can be made and how.
In this blog, we will share with you some of the learnings we have gathered as we formalise Action Hampshire’s EEDI procedures and practices in our efforts to move from good intentions toward tangible action, and in doing so embed EEDI across our entire organisation and all the work we do.
What are we formalising at Action Hampshire?
We established our EEDI team in January 2025, and following our EEDI audit which came shortly after, have been working to identify existing good practice, gaps and opportunities to embed EEDI more consistently.
Our EEDI team coordinates and supports this work, but formalising EEDI is not about handing responsibility to one team. Instead, the aim is to embed EEDI across the organisation so that it becomes part of everyone’s work.
Here are some examples of steps we have taken to formalise EEDI practices;
1. Policies and Procedures
We already had practices that supported EEDI, but they weren’t always formally documented or consistently communicated.
We are now embedding EEDI across policies including our EEDI, Flexible Working, Dignity at Work, Disciplinary and Grievance policies, with Family Leave and Recruitment also being developed.
One challenge has been finding the balance between comprehensive policies and information that people can actually use.
We have therefore been developing complementary resources alongside our policies, so that important information is accessible and practical rather than buried in lengthy documents.
2. Formalising our organisational vision
We have developed an Action Hampshire EEDI Vision Statement to clearly articulate what we are trying to achieve.
Our vision is to create a safe*, inclusive, and welcoming organisation that actively challenges exclusion. To achieve this, we are building a culture of belonging where everyone is valued, respected, and supported to thrive as their authentic selves.
*By ‘safe’, we mean psychologically safe: a culture where people feel able to express themselves openly, share ideas, raise concerns, and challenge constructively without fear of judgement, exclusion, or negative consequences.
We have also developed a vision for Hampshire:
A Hampshire where diversity is celebrated, differences are respected, and every community has the opportunity to flourish because diversity enriches us all.
Having this formally articulated gives us a shared reference point. We can use it to consider whether our policies, projects, partnerships and decisions are contributing towards the organisation and Hampshire we want to see.
3. Recruitment Practices
We are reviewing our recruitment practices and employment documentation, considering EEDI throughout the recruitment journey – from how opportunities are advertised to how new colleagues are welcomed.
The aim is to make inclusive recruitment less dependent on individual knowledge and instead build it into the process itself.
4. Diversity monitoring
We are also developing our approach to diversity monitoring, including exploring intersectional diversity across our staff team, recruitment processes and the VCSE organisations involved in our projects.
This will help us build a clearer picture of representation, identify potential gaps and understand where further action may be needed.
The purpose isn’t simply to collect information. It is to create a process through which we can understand, reflect and act.
Our Next Steps
At Action Hampshire, our next step is to share what we are learning through workshops, resources and practical support for our members and the community groups we work with in the hope that by sharing both our progress and the challenges we encounter, we can contribute to a wider conversation across the VCSE sector about how we turn our commitment to EEDI into lasting organisational practice.
If you are interested in finding out more about EEDI work or would like to find out about how to integrate Sustainability, Impact, and Strategy and Innovation across your organisation’s work, follow this link to fill out our survey.
