Anti-Racism in Education Programme: terms of reference

Background and context

The Anti-Racism in Education Programme (formerly the Race Equality and Anti-Racism in Education Programme) was developed in partnership with education and equality stakeholders, including children and young people with lived experience of racism.

In January 2025 the First Minister launched the Anti-racism in education commitment which states that:

“Racism exists within our education system, interpersonally and institutionally. We commit to eradicating racism through our anti-racist actions and policies.”

The work of the Anti-Racism in Education Programme (AREP) continues to be guided by this commitment and the ambition of embedding anti-racism within Scottish education.

Scope

AREP adopts the definition of race, as defined in line with the Equality Act 2010 and as such includes both visible and non-visible adversely racialised groups.

The work of the AREP takes an intersectional approach, cognisant of the different ways in which racism and discrimination manifest for those with intersecting characteristics.

Purpose and objectives

The purpose of the Programme Board is to provide strategic oversight and governance to the AREP’s four interconnected workstreams and associated work, including additional task and finish groups that may be established for specific purposes.

This includes:

• strategic direction - providing strategic direction to the work of the AREP and its workstreams, in line with Scottish ministers’ priorities
• ensuring coherence - ensuring that a coherent and responsive approach is taken in terms of emerging themes and priorities for action, making sure that there is no unintended overlap or duplication of ambitions, and that synergies are identified and maximised
• financial oversight, financial decision making and scrutiny - providing oversight and decision making on all financial decisions related to the work of the AREP, ensuring that any proposals emerging from workstreams provide good value for public money in line with the Scottish Public Finance Manual and ministers’ expectations. The Board’s recommendations will shape advice provided to Ministers by Scottish Government officials, enabling them, as the final decision-makers on financial matters, to make well-informed and robust decisions
• decision making – approving key milestones and activities (including all comms activity) and signing off significant deviations from existing agreed planning
• risk management – identifying risks to the programme and its work, determining appropriate risk controls and reviewing these regularly to ensure that controls are most effectively mitigating risks

Membership roles and expectations

Membership of the Programme Board and associated workstreams is at the invitation of the Scottish Government and Board Chair. The membership of both the Board and workstreams will be periodically reviewed to ensure that it remains relevant.

Due to the governance role of the Board the membership is predominantly made up of organisational representatives from key education and anti-racist delivery partners. Members are expected to conduct themselves in a way that is reflective of the organisation that they are specifically invited to represent and their role on and interest in the AREP. Members should not seek to represent organisations that have not been specifically invited to sit on the Board or individual positions.

Members should conduct themselves in a way that is constructive and professional, being mindful that they may not personally agree with the positions of other members or organisations represented on the Board and wider Programme. Where individuals offer comments they should be mindful that this will be interpreted as the views of the organisations that they are representing.

All communications related to the AREP must be discussed with the Programme Chair and where necessary brought to the Board. This includes where individuals are speaking/writing in their capacity as a member of the AREP. Where they are engaging in a different capacity this must be made clear (including on social media). Members are expected to be cognisant of the impact of their conduct upon the work of the AREP, including where they are engaging in a different context and should avoid actions that may bring the work of the AREP into disrepute. This does not preclude criticism of government or education sector policy that is made in good faith.

Members are expected to note their interests when they join the board and are individually responsible for keeping these up to date. Individual members are responsible for assessing where their interests represent a conflict and should ensure that this is clear to the board, removing themselves from specific agenda items as necessary.

Board principles

• given the sensitive nature of the work, members are reminded that the Board and its associated working groups are a safe space for all and that members and invited guests should be treated with respect and dignity, including where key opinions diverge
• members of the Board will be conscious of their own positionality and that of their organisation as well as of the role of power dynamics within both education and anti-racist work
• the Board and the work of the AREP will be guided by the Anti-Racism in Education Commitment and by the voices of those with lived experience of racism
• the Board will take an intersectional approach in all of its work. It will ensure that members understand how educational processes, systems and power/oppression intersect
• in the case of differences of opinion, the Board will ensure these are respectfully explored and addressed. As the AREP is a Scottish Government programme, elected ministers have ultimate decision making responsibility
• the Board will seek to engage those with lived experience where appropriate to ensure that the work of the AREP meets their needs and expectations, recognising that not all racialised groups will be represented on the Board
• where differences of opinion arise between the Board and the working groups on the best way to proceed with a course of action, in the first instance, the Chair of the Board should discuss with the Chair of the relevant working group in order to reach a resolution. Where this is unsuccessful, the relevant officials in Learning Directorate/Reform Directorate would also work with the Chairs to endeavour to reach a resolution. Ultimately, ministers are responsible for the success of the programme and where a decision requires to be taken which involves ministerial input, balanced advice will always be put to them in order to enable them to reach a decision.
• papers seeking approval from board from workstreams and task and finish groups should represent the agreed position of the workstream/group. Where a workstream diverges on a proposal the options should be presented to the board for final decision

Key programme roles

Scottish Government Ministers

As elected officials, Scottish Government Ministers are the final decision makers with regards to the work of the AREP.

Programme Board Chair

The role of the Programme Board chair is to provide strategic leadership, in line with the priorities of Scottish Government ministers, to the wider Board and programme. The Chair will lead board meetings, provide leadership in managing risks to the work, facilitate partnership collaboration, and ensure effective governance. The chair is appointed at the will of the Scottish Government and Scottish ministers.

Secretariat

This role is fulfilled by Scottish Government civil servants. The role of the secretariat is to act as a conduit between the Scottish Government, including elected ministers, and the wider Programme Board. The secretariat will provide crucial administrative, governance and support to the Board in order to ensure that the work of the AREP aligns with the priorities and expectations of elected Scottish Ministers. The Secretariat will also provide advice to Scottish Ministers on behalf of the Programme Board, in order to allow them to make informed decisions.

Workstream chairs

The role of workstream chairs is to facilitate meetings of individual workstreams and to act as a conduit between workstreams and the Board, ensuring that actions and decisions are aligned and to avoid duplication of effort. Within meetings chairs are expected to facilitate effective discussion amongst members, ensure that the Secretariat summarises those discussions accurately and provide clear feedback to the Board that is reflective of the wider workstreams’ position, noting any differences in opinion. Chairs must be mindful not to unduly influence members’ positions and decisions.

Frequency and location of meetings

Meetings will be held every 6 weeks and will be predominantly conducted on Microsoft Teams given the disparate geographical locations represented across members and to ensure that they are as inclusive as possible.

Papers and minutes

Where possible papers will be issued one week prior to meetings of the Board taking place. Draft minutes will be issued within one week of the meeting taking place. Unless otherwise specified, members will be able to submit written comments on any papers, where they have been requested to, up to one week after the meeting takes place.   

Governance principles

 The Programme Board is committed to modelling and embedding the principles of good governance across all aspects of its work. It recognises that good governance ensures that leadership, decision‑making, and oversight are transparent, ethical, equitable, and aligned with the AREP’s purpose. The following principles underpin the Board’s approach:

Clear purpose, roles and behavioural expectations

Members must act consistently with the values of the Anti‑Racism in Education Programme and uphold behaviours aligned with ethical, accountable governance. This requires ensuring that resources, authority, and responsibilities are directed toward advancing sustainable, equitable outcomes.

Ethical, accountable and rights‑based leadership

Members will exercise their responsibilities with integrity, impartiality, and fairness. Ethical conduct is considered a core expectation of membership, reflecting the need for decision makers to be accountable for their actions and aligned with public interest. This in turn requires eliminating and preventing corruption, strengthening mechanisms for accountability, and ensuring justice in all processes.

Transparency and openness in decision making

The Board will maintain transparent governance practices, sharing information, rationales, and decisions wherever appropriate to promote confidence and early improvement. Transparency is essential for reducing corruption, ensuring proper use of public resources, and enabling effective scrutiny.

Participation, voice and inclusivity

The Board values broad representation, lived experience and expertise, and democratic involvement. The Board’s commitment to anti‑racism requires meaningful engagement with communities most affected by structural inequalities and ensuring that diverse voices influence decisions.

Evidence‑informed, high‑quality decision‑making

The Board commits to using the best possible evidence, high quality advice, and lived experience insights when making decisions. Effective governance demands rigorous scrutiny, constructive challenge, and thoughtful risk management based on quality information. This aligns with the broader governance principle that public resources must be used efficiently, lawfully, and in ways that advance societal wellbeing.

Effective relationships and constructive challenge

Strong governance depends on open communication and healthy internal and external relationships. The Board recognises that many organisational issues stem from poor communication and will maintain an environment where respectful challenge is welcomed. Constructive challenge is essential, enabling robust scrutiny while supporting shared strategic goals.

Responsible stewardship of public resources

The Board will ensure that decisions demonstrate value for money, align with public expectations and ministerial priorities, and use resources responsibly.