Talking about disability
Overview
With joint lead partners Inclusion London we worked with consultants, Equally Ours, and six other DDPO project partners: Action on Disability; Camden Disability Action; Choice in Hackney; Merton Centre Independent Living; REAL and RUILS to create new ways of talking about disability.
Our aim was to help change the way people think about disability so that more people feel motivated to help make society more inclusive and accessible. In other words, we wanted to activate greater allyship for Disabled people from the wider public by reaching the “persuadable middle” more effectively. We also want Disabled and non-disabled people to know more about Deaf and Disabled People’s Organisations (DDPOs) and our role in helping create more equal communities.
To do this, we needed to reframe our messaging.
Two years of research, beginning in 2022, funded by City Bridge Trust Cornerstone Fund explored the attitudes that people have towards disability. We conducted media discourse analysis, a literature review, tested new messaging in innovative focus groups and carried out quantitative evaluation with over 3000 members of the public to find out what works best.
The culmination of this work was a co-produced Talking About Disability Guide:
Download the guide on Inclusion London’s website. Available in PDF, audio, Easy Read and BSL formats.
Project report
You can read more about the project in our final Talking About Disability Evaluation report.
Project legacy
A key legacy of this project continues in the form of the Community of Practice (CoP) network for strategic communications that we co-run with Inclusion London.
To ensure the guide’s principles were applied in practice, we established this collaborative network to connect comms practitioners with a shared goal to embed best practice, support one another and strengthen the collective voice of Disabled people in London.
Join our Community of Practice
Our Community of Practise network is co-hosted by Inclusion Barnet and Inclusion London.
If you are from a London-based DDPO and comms forms a part of your role, at any level of the organisation, we’d love for you to join us.
Email claire@inclusionbarnet.org.uk or rensa.gaunt@inclusionlondon.org.uk
The issue
Since the cost-of-living crisis, we have started to see more stories in the media talking about Disabled people either being lazy (skiving) or superheroes (striving). This is worrying as it is how newspapers, government and people in power used to talk about Disabled people back in the beginning of austerity. This way of talking about disability encourages people to think of Disabled people in a very restricted way, mentally separating us into either deserving or not deserving. This messaging helps to justify discriminatory policies and practices in people’s hearts and minds. It is unhelpful to Disabled people and stops us from making progress towards equality.
There are lots of people who feel uncomfortable with this idea when they are given the opportunity to really think about it. In fact, about 40% of the public feel conflicted in this way. However, as DDPOs we often don’t know how to reach out and communicate with this 40% of the public, who could support us but currently don’t.
By creating new clear and impactful disability equality messages that connect with this 40% of the public we can more effectively challenge current negative narratives about Disabled people and disability and build our support. The more DDPOs and their members start to use these new ways of talking about disability, the more chance we have to influence how the public, and therefore also policymakers and decision makers think about disability. We can help them understand that it is the way that policies, services, and systems are designed in society and people’s attitudes that exclude us, often more so than our impariment or condition itself.
Our approach
It is crucial that our new ways of talking about disability engages and persuades the public who we are currently not reaching. It must help shift opinions to create a more inclusive and equal society.
We know that new ways of talking about a subject, known as message reframing, can be a powerful strategy to achieve this. Especially if it is joined up and coordinated across many organisations using the same messages. So, we are creating new messages, metaphors and descriptions that helps shift hearts and minds of the public,
Working with our lead partner, Inclusion London, and Equally Ours, and our six DDPO project partners we have explored and researched current thinking and tested new messages on over 3,000 members of the public to find out what works best.
From autumn 2023 and across 2024 we have been developing and sharing new tools, guidance, resources, and free training to DDPOs to help you improve the way your DDPO communicates.
Tool kit and resources
Be part of the movement
Download the guide on Inclusion London’s website. Available in PDF, audio, Easy Read and BSL formats.
Join our Community of Practice
Our Community of Practise network is co-host by Inclusion Barnet and Inclusion London. If you are from a London-based DDPO and comms forms a part of your role, at any level of the organisation, we’d love for you to join us. Find out more on Inclusion London’s website.
Our Partners
With joint lead partners Inclusion London we are currently using these funds to work with consultants, Equally Ours.
Our six DDPO project partners
Barnet Mental Health Charter – Implementation Project
June 2024 – June 2025
Project summary:
About the Charter
The Barnet Mental Health Charter was initiated in 2023 by Barnet Council.
Barnet Together partners (Young Barnet Foundation, Volunteering Barnet, and Inclusion Barnet) supported the council to co-design the Charter in collaboration with residents, and stakeholders.
This important document, launched in October 2024 outlines a shared vision for mental wellbeing across the borough, representing an opportunity for transformative change in Barnet.
Building on the good work achieved through the development of the charter, the Council sought to ensure that it was effectively implemented and embedded across the borough. To support this, a steering committee was established to consider how best to achieve this aim.
The Steering Committee
A Steering Committee was created comprised of:
- Public Health
- Barnet Council
- Mind, Barnet
- Inclusion Barnet
- One Barnet resident
Charter Implementation Officer role created
The Steering Committee agreed that a dedicated resource was required to work directly with organisations and businesses to support them to develop and evaluate charter pledges. In June 2024, Barnet Council funded a Charter implementation role for two days per week for 12 months to help further embed the charter throughout businesses, services, charities and organisations across the borough.
In the first of its kind the Council and Inclusion Barnet worked closely together to define the job description and co-recruited the role.
Scope of the work
A clear strategy of quality over quantity was established early on, with a focus on personalised support to help organisations develop meaningful pledges.
We would revisit organisations to strengthen existing pledges, made at the time of launch, as well as reaching out to new organisations and review progress at six-month intervals.
Delivery method
Inclusion Barnet reached out to 100 organisations with offer of support to identify and deliver a mental health charter pledge. These comprised of business, community groups, service providers, charities and schools. A total of 38 pledges were made and 15 follow up reviews delivered.
A simple methodology was used to conduct outreach and provide support:
- Follow up with organisations who had made initial pledges as part of the original Charter launch in 2024. Review existing pledges and/or update on progress made.
- Utilise Barnet Together Partnership and Council connections to reach out to new organisations, charities, businesses and schools.
- Provide one-to-one support to establish realistic pledges through various methods – e.g. in person, by phone and online meetings.
- Support the organisation to identify means of evaluating progress.
- Follow up with organisations at 6-month intervals to check on implementation progress.
- Update the original spreadsheet of pledges with progress and review data.
Results
Targets were set by the steering committee at the first meeting to ensure that organisations were supported to develop and implement meaningful pledges rather than deliver a tick box exercise:
- Target: Outreach to 100 organisations. Delivered: 100%
- Target: Pledges 50%. Delivered: 38%
- Target: Follow up 25%. Delivered: 40%
- Target: 2 Case Studies. Delivered: 150%
- Target: 4 Steering Group Committee meetings. Delivered:100%
Some examples of pledges included:
Noah’s Ark – Pledge March 2025:
Continuing to pursue new partnerships and collaborations with other organisations and charities to ensure support is as comprehensive and bespoke as possible. In turn this will reduce stress and maximise wellbeing.
Resources for Autism:
Original pledge November 2023:
“We will continue to provide individual mentoring which bring people out of isolation. “
Review July 2024:
“Despite funding coming to an end…we are also continuing our Barnet-based groups for autistic adults of a range of abilities, which are essential for helping to break these adults out of isolation and give them a space where their autism is understood and celebrated and they can receive the support they need to improve their well-being.”
Key challenges
Throughout the project, business engagement was challenging, with organisational inertia coupled with businesses facing tough demands to meet Net Zero targets. This impacted mental health charter adoption which factored lower in priority for businesses. However, targeted outreach to organisations with existing health and wellbeing frameworks yielded a better response.
Socio-economic challenges: Barnet faces significant socio-economic challenges, impacting small businesses and their ability to prioritise mental health initiatives.
Charter adoption barriers: Businesses are facing tough demand to meet BarNET ZERO targets, and the knock-on effect has meant business have less resources to invest in mental health charter adoption.
Limited capacity to support organisations with implementation: The funding for the Mental Health Charter Implementation Officer role is limited to a junior position at 14 hours per week.
Experience and expertise: In some cases, a lack of staff with relevant competencies or knowledge of Mental Health issues prevented real change or commitment to the pledge. Stigma is still an issue in society, reflected in one example with a small business owner who was critical about their staff member due to them having a mental health problem.
Limited resources: Staff turnover within organisations and steering group members adversely impacted continuity of the work.
Key learning outcomes
The work that has been completed during this 12-month period lays a strong foundation for future development.
Continued funding: Ongoing investment in charter implementation could have tangible positive effects on our community; improved mental health outcomes and strengthened bonds.
Potential as a brand: If we developed the Charter as a brand reframing mental health as a vital component of a healthy workforce this could ultimately increase an organisation’s financial viability.
Incentives: When there is no immediate threat, legal requirement or need to commit to a cause/campaign resources are less likely to be allocated to an initiative. This is particularly the case in resource constrained sectors and charities where there is persistent funding paucity.
Emotional connection: Where there was an emotional connection to the charter, the success rate of pledges was higher. Emotional connection was created by one-to-one conversations that focussed on promoting the tangible benefits of making a pledge. This could inform future outreach and marketing initiatives for buy in.
Case studies: We now have a bank of case studies from which to create promotional material, such as videos to highlight the tangible impact on organisations, staff and residents. This could help connect with people on an emotional level leading to more pledges.
Buy-in required at senior level: Senior management must be committed to making a pledge and delegate relevant staff to implement it. Organisations with well-defined objectives and commitment from senior management made the most meaningful pledges and conducted comprehensive reviews. Identifying relevant staff is key to success which takes time.
Awareness of financial benefit: Many organisations did not see the pledge as a contributor to their financial viability, with the exception of some non-profits linking it to commissioning and funding. The pledge must be part of an organisations planning function.
Volunteer resources: The need for more resources, such as a volunteer bank to increase community engagement, has been identified.
Alignment with Government initiatives: The charter aligns with the mental health element of the Get Britain Working White Paper addressing economic inactivity caused by ill health and driving growth through employment. By widening the responsibility of overall mental wellbeing of Barnet’s residents across all organisations, services, schools and businesses in Barnet it serves to create a more informed and proactive culture around mental health support.
Local initiatives: The charter also aligns with Barnet’s Corporate Plan 2023-26, focusing on tackling inequalities – caring for people – Our vision to work closely with organisations at a local level to fight poverty and tackle inequalities which affect everything from health to education and work opportunities; ensuring no one is held back whatever their background.
Data from Barnet’s JSNA (2024) highlights significant challenges around mental health:
- Adult depressive symptoms: 9.6% prevalence (2022/23), a continual increase since 2013/14.
- ESA claimants for mental disorders: 20.3 per 1,000 population.
- School pupils with social, emotional, and mental health needs: 2.9% (2022/23).
- Increasing referrals to secondary mental health services, particularly among females.
- Premature mortality in adults with severe mental illness: 69 per 100,000.
- Comprehensive care plans for severe mental illness: 77.7% (2022/23).
Key recommendations
In the event of funding becoming available in future to proceed with further implementation work on the Barnet Mental Health Charter we recommend the following:
- Combine the implementation role with mental health awareness training to increase the understanding and chance of successful implementation in organisations and businesses.
- Continue to pursue a commitment to quality over quantity to avoid the initiative becoming a tick box exercise.
- Enhanced holistic support for pledge implementation with increased capacity for follow up on impact and evaluation.
- Explore the possibility of making the Charter more of a brand, for example: display certificate for organisations who make pledges and recognition opportunities based on progress and impact.
- Volunteer recruitment and training for administrative support and increased community engagement.
- Increased awareness workshops and webinars in collaboration with Mind in Barnet and Enfield.
- Development of new strategies for business engagement based on reward incentive and that recognises their conflicting priorities.
- Utilise the case studies in marketing materials to help demonstrate value and potential impact.
- Increased involvement of senior staff from all partners to facilitate the right introductions.
- Lean into the connection between mental health and workplace wellbeing and inclusive service delivery as a means to demonstrate value and impact.
Report on the impact of lifting Covid-19 restrictions on people with Chronic Illness
Inclusion Barnet’s awareness-raising Instagram campaign, Equivox, conducted a survey among its followers to find out about the impact of removing Covid-19 restrictions on people with Chronic Illness. We asked 18 people five questions, exploring the psychological and practical impacts of the pandemic, Covid infection, and the lifting of restrictions. Despite the small sample size, the results painted a stark picture of psychological distress and a sense among this community of having been left behind by society. The results of the ‘snap-shot’ study indicate a real need for these issues to be studied in more depth.
We also asked people in what ways people could support them during this time, and the suggestions have been turned into posters that can be downloaded and shared for free among employers, businesses, schools and friends and family.
Download the Chronic illness and COVID report in .pdf format
Download the Chronic illness and COVID report as a Word document
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The Enablement Partnership
What is Enablement?
The Enablement Partnership was a four year programme of work in which Barnet Enfield and Haringey Mental Health Trust secured the services of Inclusion Barnet as a critical friend, offering user focused and person centred consultancy and expertise. The Enablement Partnership ran from 2018 – 2022. It saw Inclusion Barnet contributing across multiple workstreams and departments in the Trust to design, deliver and evaluate a wealth of projects across BEH under the Enablement ethos.
“What the Partnership did for BEH was to give them a user focused sounding board, a ‘critical friend’ who could input at strategic level as well as deliver on the ground. The Partnership developed over its four year journey into a trusted relationship which continues to benefit both parties even after its end.”
Testimonial from Clare Scott, Interim Director of Nursing, BEH-MHT
What is Enablement?
Enablement is an approach to delivering mental health services which focuses on empowering people to take control of their own mental health. Enabling services empower people by:
- always aiming to do with people rather than to or for people;
- focusing on what people can do rather than what they cannot do;
- supporting people to develop skills to help themselves stay well;
- working with the whole person, not just their diagnosis, including their own support networks.
What did the Enablement Partnership do?
- Supported the Trust to increase its Peer workforce by 400%
- Trained and supervised that Peer workforce
- Supported managers with recruitment, developed Wellbeing at Work system and peer management infrastructure
- Initiated and delivered coproduction projects.
- Coproduced the Trust’s first ever Recovery Strategy – a large piece of work involving public focus groups and coproduction with over 250 people accessing services, staff and stakeholders.
- Maintained a clear image and easy communication of the Enablement principles going forward with the launch of the Recovery Strategy.
Testimonials
“I was very positively impacted by the excellent information that you delivered as well as your personal styles and the experiences that you so generously shared with the team.”
Clinical Psychologist, BEH
“As I said on the training, I would like to say thank you for the opportunity, it has been a really good experience. It helped a lot to be more confident within my role as a Peer Worker.”
Peer worker, BEH
“I just wanted to thank you for your fantastic work on incorporating the recovery principles into the clinical strategy work. Your slides are excellent – clear advice, with many good suggestions. The section on putting the principles into action are also gold dust for our next steps with this work.”
Deborah Dover, Deputy Medical Director
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