NHS Sussex Integrated Care Board Global Equality Index Engagement Report
This report summarizes engagement activities conducted to support the assessments of the Global Equality Index at NHS Sussex Integrated Care Board. It includes key findings on aligning vision with reality, bringing diversity to the forefront, and showcasing network impact.
Download Presentation
Please find below an Image/Link to download the presentation.
The content on the website is provided AS IS for your information and personal use only. It may not be sold, licensed, or shared on other websites without obtaining consent from the author.If you encounter any issues during the download, it is possible that the publisher has removed the file from their server.
You are allowed to download the files provided on this website for personal or commercial use, subject to the condition that they are used lawfully. All files are the property of their respective owners.
The content on the website is provided AS IS for your information and personal use only. It may not be sold, licensed, or shared on other websites without obtaining consent from the author.
E N D
Presentation Transcript
NHS Sussex Integrated Care Board Annex Two - Global Equality Index Staff Engagement and Feedback Report July 2024 P A G E 1
Introduction . Participants of both the survey and the focus groups were asked to respond to the following questions: This Annexe summarises the results of engagement activities that were undertaken to support the interim and final assessments of the Global Equality Index. 1. Do you agree that NHS Sussex sets out a vision and goals to embed EDI for its workforce? Do you agree that leaders, managers and staff demonstrate competency and confidence in dealing with EDI issues, including issues of conflict where they arise? Do you agree that NHS Sussex communicates regularly about EDI including key events and calendar dates and the work of staff networks? Do you agree that staff networks are seen as credible, influential and valued resources to the organisation? Engagement work was undertaken to supplement the technical assessment of the Global Equality Index to ensure the lived experience of staff was understood in relation to the impact of the improvement work, as well as identify any areas of further work for the future. 2. 3. The activities were conducted as part of the second interim assessment in November 2023 and the final assessment in July 2024. A total of 60 staff from across the Staff Network membership took part. 4. They were also given the opportunity to provide any additional feedback either through the survey or through focus groups. November 2023: A short internal survey shared with members of the NHS Sussex Staff Equality Networks. A staff focus group held on 16th November 2023. July 2024 Two staff focus groups held on 2nd and 22nd July 2024 P A G E 2
Key Findings . One: Aligning Vision with Reality In general, most respondents felt that the organisation now had clear aims in relation to equality, diversity and inclusion with clear plans using staff data and insight, but that there remained lived experience that fell short of these expectations, particularly in relation to interactions with line managers. This was further emphasised as a cultural gap in competency and experience amongst some colleagues. New starters shared how the commitment to EDI was a motivating element of joining the organisation. In addition, some staff shared the importance of very senior leaders role modelling inclusive practice which included wellbeing and work life balance including childcare and caring responsibilities outside of work. Two: Bringing Diversity to the Forefront Most respondents felt that there was clear, regular communication about EDI, particularly key events and calendar dates, but that they would welcome more stories from Staff Networks, members and the EDI Steering Group to demonstrate the difference made. It was also suggested that information was not cascaded into Directorate and Team meetings and actively discussed. Three: Showcasing Network Impact Most respondents felt that the staff networks are hugely valuable and valued by staff with many staff sharing very personal and powerful stories of the difference the Networks had made to their working lives and ability to be fully authentic at work. Chairs and active members also felt that the organisation acted on their feedback to make improvements. Other staff felt this could be further emphasised with stories about their work and the difference made to individual lived experience in the workplace. It was noted that the membership of Networks tends to be largely staff in Bands 8a and below with some Directorates more represented than others. P A G E 3
Continuing to Improve This work has given us a helpful insight into some of the perspectives and experiences of our diverse staff in the organisation. It has been positive to hear how much colleagues feel we have improved, and it is also helpful to receive feedback about how we can continue to improve and importantly, embed, sustain and grow our cultural and applied competency as an inclusive organisation. The below table therefore highlights how we will respond to the key findings of the engagement work: . Findings High Impact Actions Who will lead on this work When will we complete it by How will we know we ve been successful Aligning Vision with Reality We will use the opportunity of the Commissioning for Improving Lives Together (C4ILT) Programme to embed further EDI learning and opportunities for all staff to ensure we are supporting continual growth in competency and understanding of equality principles. This will include focussed workshops with managers about dealing with EDI issues in the workplace and managing diverse teams. We will evaluate the learning through the C4ILT programme with agreed competency measures for staff and Managers. We will undertake further engagement with our Staff Networks in July 2025 to analyse the impact of this learning on their lived experience of the organisation. We will review our Staff Survey and other temperature checks through analysis of the experience of staff with protected characteristics. Head of EDI Head of OD C4ILT Programme Team EDI Steering Group Learning and development session design complete by October 2024 Staff survey review December 2024/January 2025 Roll out complete by June 2025 Refresh Staff engagement July 2025 Bringing Diversity to the Forefront We will develop a programme of team- based activities and workshops in partnership with our Staff Networks and Diversity Champions and engage with our new Directorates and Teams to roll this out across the organisation. This will also support the team building and collaboration workstreams of C4ILT. We will develop the programme as part of the C4ILT wider programme and co-produce the content with staff and managers. We will reach out to all new teams following the completion of the change programme and agree dates for team workshops. We will evaluate the team workshops in terms of impact on team engagement with EDI issues. Head of EDI Head of OD C4ILT Programme Team EDI Steering Group Team workshop designed by October 2024. Dates for workshops agreed by November 2024. Roll out complete by June 2025 Evaluation ongoing. We will work with our Staff Networks and Communications Team to create story boards and articles about the work of our Networks. This will include corporate webinars and team sessions to promote membership. We will develop story boards for each Network that capture the difference made by the work of the Network and share these in the team workshops as well as corporate webinars. We will use the electronic boards to share the stories and include them on our intranet and website. We will increase membership of the Networks from staff in Bands 8a and above. Head of EDI EDI Manager Head of Comms Staff Networks Story boards created and agreed by October 2024. Story boards published by December 2024. Story boards used in team and Directorate workshops as above. Showcasing Network Impact P A G E 4
