Facilitating great NHS staff networks: 7 top tips for chairs and co-chairs

Staff networks play a vital role in creating inclusive, supportive and progressive workplaces. Leading a network requires chairs and co-chairs to convene and facilitate crucial spaces for employees to share lived experiences and drive meaningful change through collective commitment. 

In partnership with Lancashire and South Cumbria, Midlands and Lancashire CSU, and Boo Coaching & Consulting, the NHS North West Leadership Academy facilitated a system-wide conversation with network chairs to better understand their development needs. Drawing on these insights, seven top tips were developed along with a flexible support package to help chairs and co-chairs across the North West lead with confidence and strengthen engagement.

1. Define a clear purpose

Staff networks need a strong foundation rooted in NHS values and Trust priorities. A well-defined purpose will keep members engaged and ensure the network has lasting impact.

“On launching the DLTC, we created a briefing paper detailing the purpose of the network and where it aligned with the Trust values and mission statements. This was drawn up in accordance with advice for networks from NHS England. We launched our own logo to give a distinct brand to the network. Amongst other images surveyed, a logo designed by one of our members was selected by the membership. This carries the following statement:

“Our logo and branding were designed by our members using the trust colour palette. The narrative to accompany our logo is: Disabilities and long-term conditions can be changeable; they can be hidden or on full view and there can be multiple. They can be random, unpredictable, and indiscriminate but overall, the network will embrace you, support you and give you a sense of belonging.

“This logo is used on all communications, on events and all documentation giving a clear and definitive image for the network.

“We defined our mission and aligned the work done by the network to the NHS People Plan and Trust values and equality, diversity and inclusion (EDI) statements.”

2. Build a strong and diverse membership

A successful network thrives on broad and diverse participation. To grow network membership, use multiple communications channels to reach different audiences and ensure all members feel welcome and heard.

“We immediately attracted a sponsor from our Executive Directors Team who has played a continually active role in assisting and attending the network as a member with a disability.

“We formed a Steering group and ensured that we had key roles in place to assist us with communications by appointing a communications officer with digital expertise who has helped us to publicise, raise awareness and form various methods of social media to promote the network. In addition, we have a secretary and plan a resource officer role to help in compiling a diverse and informative Share Point page for the network.

“Our monthly meeting is held in our Trust boardroom and on teams thus providing a hybrid format enabling members from both the acute and community Trust to attend. Our meeting consists of a presentation from invited speakers on a range of topics relevant to the network, followed by a confidential second half enabling members to network, share and offer each other support.

“Our membership is made up of staff with disabilities and long-term conditions but also include allies who support and contribute to the network from throughout the Trust. We hold events throughout the year and promote Staff Networks Day with our EDI team and Disability History Month.”

3. Make meetings productive and inclusive

Respect members’ time and make meetings matter by setting clear, balanced agendas, using tools like breakout rooms, and following up with actions or updates.

“As detailed above our meetings have clear agendas including presentations, invited speakers, an opportunity to support and share lived experience, and we also use surveys, bulletins and communications with our Trust communications team. We are about to launch an anonymous survey asking members to tell us what disabilities and long-term conditions they are dealing with, the challenges and the help and information they would like to receive from the network.

“Our meetings are supported by a clear agenda, minutes and action points to ensure that we ally our business to the needs of members and retain a commitment to our mission statement and work in conjunction with Trust targets with our EDI team.”

4. Focus on impacts and outcomes

Drive real change by setting clear goals and tracking progress, sharing success stories, and using data to influence strategy.

“We are constantly working to set priorities and measurable goals, such as partnership working with our Trust management training programme with organisational development. For example, we contribute specifically to Attendance Management training to ensure that the lived experience of members is represented. We continually look to gather lived experience stories from our members which are shared anonymously and with permission during promotional events, communications bulletins and will be a key part of the planned Share Point page to celebrate and inspire others.

“One of our Co-Chairs has extensive expertise in the use of data to support our work and generates key data analysis because of the local Pulse Survey within the Trust and the NHS Staff Survey. We have a key action set to address the data generated by ESR and where we can encourage and increase the declaration/sharing of disability status within the Trust.”

5. Collaborate and learn from others

Networks thrive through connection. Strengthen yours by partnering with other networks and aligning with HR, EDI, and wellbeing teams.

“Our Co-Chairs attend Network Leads meetings with other staff networks internally and attend the Network of Networks at a national level to learn and share best practice. A bespoke meeting was held recently between regionally based Network Leads because of greater collaboration between Trusts to share best practice and support each other as Network leads. Our mission for 2025 is to reach out and involve local community groups relevant to our staff network as our population represents an exceptionally large part of our staff within the Trust.”

6. Secure senior leadership support

Leadership backing boosts visibility and influence. Keep leaders informed of challenges and successes, and invite leaders to be visible allies.

“We have an Executive Sponsor who stepped up to support the network and be a member herself as she has a disability. She has been tireless in promoting and supporting the network. This has brought a significant level of involvement with our Workforce Assurance Committee and enabled us to present at key meetings, share in consultation and gain support from senior allies within the organisation. Our sponsor has supported and attended events, acted as an advocate for the network and advised and supported individual members where needed. We advocate for support and funding through our EDI department, work with Human resources to promote and support information and training to Managers within the organisation. Senior leaders are invited and involved in any promotional event, campaign, or meeting.”

7. Make it sustainable

Build resilience into the network. Share roles and delegate tasks, and mentor future leaders.

“We deliberately chose to develop Co-Chair roles to support the leadership of the network as the role is in addition to our full time jobs. This enables us to maintain the network organisation and business. We have clear and regular agendas. Minutes, promotional information and literature to support future leadership and encourage membership involvement. We are developing a buddy system to welcome and attract new membership and are developing an ambassador role for members willing and able to support and signpost for anyone in crisis. This will be supported by additional training, including focussing upon resilience for buddy and ambassador roles, trauma support and mental health and wellbeing. We have a dedicated support system between the Co-Chairs and a wider support from key Trust staff including other network leads.”

Final thoughts: it takes a community!

Chairs create more than a network; they build a community. Be curious and open to feedback.

“We have a lively and enthusiastic membership which steps up for events and promotions. Recently we promoted safer accessible toilets with Euan’s Guide, a national organisation supporting accessibility in key organisations and companies and which produces a review of sites. This involved working with our estates and facilities departments to survey red cord use and availability to ensure that users could reach and utilise the alarm facility after a fall. A red cord card asking users to enable the cord to hang to the floor were placed by members in key facilities. This was a successful partnership working project and raised the profile and work of the network whilst improving accessibility for staff and patients alike.”

More information and resources can be found in the Supporting Staff Network Chairs offer.