From Compliance to Co‐Production: Developing a Sector‐Informed Equality Impact Analysis Framework for Inclusive Governance in Higher Education

ABSTRACT Equality Impact Assessments (EqIAs) in higher education are often perceived as bureaucratic exercises rather than tools for transformative change. This paper presents research on the existing use of EqIAs across Britain, including key challenges, and an exploration of the value of the coproduction of EqIAs. It utilises the findings to inform the contribution of an evidence‐based, holistic and context‐driven framework. Research underpinning this paper explores how participatory approaches can reposition EqIAs from compliance‐driven processes towards inclusive governance. This paper draws on multi‐phase qualitative research with marginalised voices and Equality, Diversity and Inclusion (EDI) leads across England, Scotland and Wales. Findings reveal widespread inconsistency in EqIA application, limited integration into institutional strategy and perceptions of disproportionate burden. Core barriers to effective use include insufficient resources, poor understanding among decision‐makers and tokenistic consultation with marginalised communities. Conversely, the evidence highlights the potential of co‐production to embed lived experience, foster accountability and strengthen meaningful impact analysis. The consequent Equality Analysis Framework, underpinned by the research, calls for simplified, proportionate and context‐sensitive approaches that seek to mainstream EqIAs into institutional decision‐making and risk assessment. The Framework emphasises the need for institutional capacity building, early engagement, and power sharing with staff, students and community stakeholders to ensure EqIAs are cultural enablers rather than procedural hurdles. While developed primarily for the English HE sector, the Framework offers wider applicability across sectors and nations as a means of moving beyond performative equality towards authentic values‐driven transformation. The success of this reimagined approach will depend on sustained leadership commitment, adequate resourcing, and willingness to embed co‐production as a catalyst for systemic change.