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Found 39 results
  1. Event
    Primary care services are the front door to the NHS – they are the first port of call when we feel unwell and the main coordinator of care when we are living with ill health. The primary care team have an important role in making people feel welcomed, listened to and taken seriously. At National Voices we often hear stories from groups of people who struggle to have their communication needs met within primary care. As just one example, five years after the launch of the Accessible Information Standard, 67 per cent of Deaf people reported that still no accessible method of contacting their GP has been made available to them (Signhealth, 2022). This issue also affects other groups with specific communication needs - people who don't speak English fluently, people with learning disabilities, autistic people, people with dementia, people with low or no literacy, people who are digitally excluded, people living nomadically, people experiencing homelessness and more. We know that these experiences happen within the context of a primary care team under exceptional pressures. This workshop will bring together people with lived experience from all the groups mentioned above, as well as voluntary sector organisations, members of the primary care workforce, primary care policy leads, as well as commissioners and providers to discuss the challenges and co-produce solutions. At the workshop, we hope to build and improve understanding of: The experiences of people with diverse communication needs within primary care. The barriers primary care teams experience in meeting diverse communication needs, especially under existing pressures. Practical ways that we can embed and improve inclusive communications within the primary care setting. Register for the webinar. If you have any questions, please contact aleyah.babb-benjamin@nationalvoices.org.uk
  2. Event
    Join the National Academies of Sciences, Engineering, and Medicine’s Committee on Improving the Representation of Women and Underrepresented Minorities in Clinical Trials and Research as it discusses its newly released report Improving Representation in Clinical Trials and Research: Building Research Equity for Women and Underrepresented Groups. This new report makes a compelling case for why we need more equitable participation in clinical trials and clinical research, including an economic analysis on the cost of health disparities in the United States. It provides a review of the barriers to having more equitable participation in clinical trials, describes strategies to overcome those barriers, and provides actionable recommendations to drive lasting change on this issue. The webinar will take place at 11:00-13:00 EST (16:00-18:00 GMT+1) Register for the webinar
  3. Event
    In this online event, the Chartered Institute of Ergonomics & Human Factors will be launching their new guidance packed with information on how human factors as a discipline can help address Equality, Diversity and Inclusion (EDI) issues. You’ll learn: How human factors can support the different protected characteristics under the Equality Act 2010. How human factors techniques and approaches contribute to EDI by increasing buy-in and engagement. How storytelling of lived experiences helps build a stronger sense of empathy. Who will this be of interest to? Are you an EDI or human factors professional eager to learn more about the relationship between these two areas? Are you a policy maker? Are you involved in dealing with human resources, UX and workplace issues that touch on EDI? If so, this webinar will be of interest to you. About the presenters Courtney Grant is a Senior Human Factors Engineer with twenty years’ experience across industry, consultancy and public service. Amanda Widdowson is Head of Human Factors Capability, Thales UK and Past President of the CIEHF. Abigal Wooldridge is Diversity lead at the US Human Factors & Ergonomics Society. How to book Register for your free place
  4. Community Post
    Some years ago I stopped writing for journals, in favour of blogging & volgging. My reasons were: I specialise in patient involvement and inclusion, so I want the work of me and my colleagues to be easily found by everyone We didn't want our work to end up behind a paywall We work across disciplines and try to bypass hierarchies, especially in promoting action learning and patient led care I can see there are some really good Open Access Journals around. So my question for us all is: Which are the best Open Access Journals? Here a link to my digital profile: https://linktr.ee/stevemedgov This is our developing model of working, a away of working in healthcare that all use and participate in:
  5. Event
    The NHS is the biggest UK employer of Black and Minority Ethnic staff. More action needs to be taken to tackle disparities and prejudice to make our NHS more equitable for staff and patients alike. Dr Anu Obaro has recently shared her experiences through a BOB impact story, in which she has reflected on how she presented the subject to her peers at a roundtable event. Join Dr Anu Obaro and guests for a one-hour webinar as they discuss how you can take action to instil anti-racism where you work. In this webinar, you will learn: How racism can be institutionalised. How you can spread and scale the learnings from Dr Obaro’s write-up on BOB. How you can gather data to demonstrate outcomes in your workplace. Register
  6. Event
    The purpose of this online event is to demonstrate how human factors as a discipline can help address Equality, Diversity and Inclusion (EDI) issues. This webinar will explore the different situations that give rise to EDI issues, including the impact of equipment positioning on wheelchair users, the impact of open plan offices on neurodiverse people, and the impact of user interface language and terminology on people with communication difficulties. It will discuss the implications of these EDI issues, including the impact on the people directly experiencing them, as well as the wider impact on society. It will uncover how human factors can make a difference in addressing these issues, including adopting a systems approach, using a participatory design process and applying specific human factors methods to enhance EDI delivery. Register
  7. Event
    Diversity is a matter of makeup and composition. Inclusion is a matter of belief and behaviour. Diversity benefits no one unless we can unleash its power; simply putting diverse people together doesn't tap their creative potential. Inclusion does that. Inclusion releases talent and activates a cooperative system to harvest that talent. Without inclusion, we stall, sputter, and break down. Yet many organizations declare victory after becoming more diverse. That's a premature and uncritical celebration. Becoming more diverse is just the first step in a two-step transformation. This webinar will discuss the socialisation of exclusionary bias and how to accelerate its removal. We will also discuss the difference between bonding and bridging behaviours and conduct a global brainstorming session to identify specific bridging behaviors that organisations can implement to create sanctuaries of inclusion. Findings will be gathered, designed, and shared following the event. Agenda: What is diversity? (Make up and composition vs. Belief and behaviour) What is inclusion? (Being seen, heard, and appreciated) What is exclusionary bias? (Individual vs. systemic) How to accelerate the removal of exclusionary bias Biased behaviour brainstorm: Starting and Stopping Bonding vs. bridging behaviours: What’s the difference? Bridging behavior brainstorm: Starting and Stopping Register
  8. Content Article
    The 'Leadership for a collaborative and inclusive future' review, led Sir Gordon Messenger and supported by Dame Linda Pollard, focused on the best ways to strengthen leadership and management across health and with its key interfaces with adult social care in England. Findings Cultures and behaviours The review found that the current cultural environment does not lend itself to the collaborative leadership needed to deliver health and social care in a changing and diverse environment. Leadership is seen as a job role rather than a characteristic that runs through the workforce. Staff respond reactively rather than constructively and respond to high levels of pressure from above. There is also a lack of accountability and authority in some areas. Although not universal, acceptance of discrimination, bullying, blame cultures and responsibility avoidance has almost become normalised in certain parts of the system. Equality, diversity and inclusion (EDI), which is about respectful relationships and underpins a wider culture of respect, is partial, inconsistent and elective. In some places it is tokenistic. There is a lack of psychological safety to speak up and listen, despite progress being made. The Freedom to Speak Up initiative can be perceived as just relating to whistleblowing rather than also organisational improvement. Standards and structures The review found that management tend not to be perceived as a professional activity and there is a lack of universal standards for management competence and behaviour. There are inequities in how managers are perceived, valued and trained and inconsistencies in appraisals. Regulation and oversight There is a positive view that the Care Quality Commission (CQC) can influence collaboration across the whole of health and social care through its inspections, and welcome its increasing focus on teams and systems. However, there is sometimes an over-emphasis on metrics which can be counter-productive. The review welcomes the shift in emphasis from a punitive model to a remedial one. Clinical leadership The review found incidences of the flawed assumption that simply acquiring seniority in a particular profession translates into leadership skills and knowledge. Doctors are often not properly trained or equipped for leadership roles. Allied health professionals often highlighted that they felt their career opportunities in management were limited. Management and leadership training should be an integral part of all clinical training pathways. Leadership delivery in the future The move towards health and care integration and the work currently underway to merge the arms-length bodies and create a new NHSE offers the opportunity for a fresh approach to preparing leaders and managers in the future. Recommendations 1. Targeted interventions on collaborative leadership and organisational values A new, national entry-level induction for all who join health and social care. A new, national mid-career programme for managers across health and social care. 2. Positive equality, diversity and inclusion (EDI) action Embed inclusive leadership practice as the responsibility of all leaders. Commit to promoting equal opportunity and fairness standards. More stringently enforce existing measures to improve equal opportunities and fairness. Enhance CQC role in ensuring improvement in EDI outcomes. 3. Consistent management standards delivered through accredited training A single set of unified, core leadership and management standards for managers. Training and development bundles to meet these standards. 4. A simplified, standard appraisal system for the NHS A more effective, consistent and behaviour-based appraisal system, of value to both the individual and the system. 5. A new career and talent management function for managers Creation of a new career and talent management function at regional level, which oversees and provides structure to NHS management careers. 6. Effective recruitment and development of non-executive directors (NEDs) Establishment of an expanded, specialist non-executive talent and appointments team. 7. Encouraging top talent into challenged parts of the system Improve the package of support and incentives in place to enable the best leaders and managers to take on some of the most difficult roles. All 7 recommendations have been accepted by the government and publication of the report will be followed by a plan committing to implementing the recommendations.
  9. News Article
    Sajid Javid’s claim that the number of NHS roles dedicated to promoting equality and diversity should be cut is incorrect and not what the government-commissioned review into NHS management recommended, according to its author. The review by General Sir Gordon Messenger and Leeds Teaching Hospital chair Dame Linda Pollard was published Wednesday. Speaking to the Daily Telegraph on Tuesday evening, the health secretary said: “In my view, there are already too many working in roles focused solely on diversity and inclusion, and at a time when our constituents are facing real pressures around cost of living, we must spend every penny on patients’ priorities. “As this report sets out, it should be the responsibility of everyone to encourage fairness and equality of opportunity which is why we must reduce the number of these roles.” Speaking later to HSJ, Mr Javid was asked if there was any area of NHS management cuts should be made. He said: “I would like to see fewer managers in terms of diversity managers and things, because I think it should actually be done by all management and all leadership, and not contracted out as some kind of tick-box exercise.” However, when HSJ spoke to General Messenger he said: “The report does not recommend the reduction of EDI (equality, diversity and inclusion) professionals. “What it does say though, is that if one successfully inculcates equality, diversity and inclusion to every leadership’s responsibilities then that becomes an accepted, instinctive, understood part of being a leader and a manager at every level then the requirement for dedicated EDI professionals should reduce over time." Read full story (paywalled) Source: HSJ, 8 June 2022
  10. News Article
    All the NHS’s 1.5m staff in England should tackle discrimination against disadvantaged groups, not just bosses and specialist diversity teams, a major review has concluded. NHS trusts will need fewer equality, diversity and inclusion (EDI) teams if action against discrimination does become “the responsibility of all”, according to the report. The review of NHS leadership said the health service should adopt a different approach to equality issues in order to overcome the widely recognised disadvantages faced by certain groups of its own staff, which include lower pay and chances of promotion among Black and ethnic minority doctors compared with white medics and low BAME representation in senior managerial ranks. The inquiry, undertaken by Genl Sir Gordon Messenger and Dame Linda Pollard, was commissioned last year by Sajid Javid, the health secretary. The report concluded that: “Most critically, we advocate a step-change in the way the principles of equality, diversity and inclusion are embedded as the personal responsibility of every leader and every member of staff. “Although good practice is by no means rare, there is widespread evidence of considerable inequity in experience and opportunity for those with protected characteristics, of which we would call out race and disability as the most starkly disadvantaged. “The only way to tackle this effectively is to mainstream it as the responsibility of all, to demand from everyone awareness of its realities and to sanction those that don’t meet expectations.” Read full story Source: The Guardian, 8 June 2022
  11. Content Article
    Strategies for embedding equality, diversity and inclusion Strive to achieve best practice in recruitment, retention and career progression practices as employers throughout the employment cycle. Support the development of good diversity practice by collecting and sharing examples of practical activities that contribute to progress. Achieving good and exemplar practice over time. Having allies who can confront discriminatory practices. Goal setting with training. Discussions on the subtler aspects of discrimination. Top management support. Framing equality, diversity and inclusion training so it doesn’t legitimise bias. Consistent reinforcement. Leading by example, act as role models for inclusive behaviour and challenge inequality.
  12. Content Article
    Key issues raised Certain core skills and behaviours should apply in any leadership context, and a light-touch national framework that provides a consistent approach to developing leaders needs to be created to support people to develop these. The review should emphasise the new operating environment the NHS is moving into through integrated care systems (ICSs) and place-based partnerships. The focus on integration and collaboration will require different leadership characteristics than those incentivised by a system driven by marketisation and competition. Establishing a culture of learning and improvement, with less emphasis on top-down performance management will be key to developing effective system leadership. The review must address the need to ensure greater diversity across NHS leadership. Progress has been made in some areas to improve levels of diversity, but there is still a long way to go. The review presents an opportunity to invest in current diverse talent management and succession planning, as at present the NHS is effectively squandering talent through lack of inclusion. NHS leaders will need to be actively involved in the implementation of the report’s recommendations, in order to ensure the best chance of achieving lasting improvements,