Inclusive leadership plays an important part in our Midlands WREIS. Without executive leaders’ commitment to inclusion, there may not be any progress, and the hope for an inclusive workforce in the future will fail.

This category recognises…

A commitment to inclusive leadership by an executive board member working in health or social care.

Nominations welcome from

Any members of staff or themselves who would like to nominate their Executive co-workers or themselves.

Who can apply?

Any executive board member in the health and care sector, ICB level or an organisation.

Judging Criteria:

a. Rationale

1. Why does this nomination deserve recognition?
2. What is the nominee’s track record in being a positive role model and voice for equality, diversity, and inclusion?
3. How has the nominee learned from, developed, and improved their EDI activities over time?

b. Inclusive leadership behaviours and actions

1. Nomination demonstrates how their leadership skills are helping to reduce workforce inequality, including intersectionality challenges.
2. Evidence of how they have challenged the status quo and hold themselves and others to account.
3. Nomination demonstrates how they have tackled discrimination, bullying and harassment experienced by staff as an urgent issue.

c. Outcome

1. Nomination demonstrates how they have improved the experience of staff in relation to our Midlands Workforce Race, Equality and Inclusion (WREI) strategy.

d. Involvement

1. Nomination demonstrates how they have engaged, listened, and actioned the concerns of staff experiencing discrimination and unfair treatment.
2. The nominee’s ability to reach out to and positively engage with diverse audiences.
3. Demonstrate a culture in which all members of staff can raise concerns and make suggestions for improvements.

e. Value and impact

1. Ideally, applications should be able to show how their approach affected staff across a wide range of protected groups.
2. Demonstrate how their practice has made a positive impact in terms of staff experience.
3. Describe the quality and impact of the nominee’s diversity and inclusion activities.
4. Provide quantifiable, as well as qualitative data, on the impact of the initiative.
5. Can demonstrate how this relates to the high-impact actions, the WREI strategic deliverables and WDES/WRES Indicators.

f. Spread

1. Demonstrate how the cultural change has spread throughout the organisation.
2. Provide specific examples of how this spread could be replicated in other settings or organisations in order to share good practice.

This award celebrates the positive impact made by a staff network and their support for staff with protected characteristics in sorting out inequality in the workplace.

This category recognises…

Outstanding work by staff network groups to equality, diversity, and inclusion in organisations and across ICBs.

Nominations welcome from

Members of staff networks, staff networks themselves, and any staff who have been supported by a staff network.

Who can apply?

• Network groups in all diversity groups
• Any staff network in the health and care sector

Judging Criteria:

a. Rationale

1. Why does this nomination deserve recognition?
2. What is the network’s track record in being a positive role model and voice for equality, diversity, and inclusion?
3. How has the network learned from, developed, and improved their EDI activities over time?

b. Inclusive leadership behaviours and actions

1. Demonstrate how the chair has led and supported the network to have a clear purpose in addressing inequality, including intersectionality challenges.
2. How the network and its members have influenced senior leaders in addressing workforce inequality issues.
3. How they have challenged the status quo, amplified the voice of staff and held organisations and other leaders to account.

c. Outcome

1. Provides example of how the network has supported and improved the experience of staff with protected characteristics.

d. Involvement

1. Nomination demonstrates how the network has engaged with members of the network and those with lived experience to be part of shaping policies, practices, and strategies.
2. Provides evidence of inclusive and collaborative approach, where all relevant parties are fully engaged in the work.

e. Value and Impact

1. Describe the quality and impact of the network’s diversity and inclusion activities.
2. Clear evidence of how cultural change or intervention from the network has improved value for staff in terms of staff experience and satisfaction (taking into consideration intersectionality).
3. Provide quantifiable, as well as qualitative data, on the impact of the initiative.
4. Can demonstrate how this relates to the high-impact actions, the WREI strategic deliverables and WDES/WRES Indicators.

f. Spread

1. Demonstrate how the cultural change has spread throughout the organisation.
2. Provide specific examples of how this spread could be replicated in other settings, organisations, or other protected groups, in order to share good practice.

We believe leaders don’t always have ‘Chief’ or ‘Manager’ in their job title, so this category celebrates staff who go above and beyond to support staff with protected characteristics.

This category recognises…

An individual who has shown others in their organisation the importance of diversity and inclusion and has worked to make a difference or inspired others.

Nominations welcome from

Staff can nominate someone or themselves if they think they have worked hard to sort out inequality in their organisation or made the experience of staff with protected characteristics better.

Who can apply?

Anyone working in health and social care, including agency or bank staff.

Judging Criteria:

a. Rationale

1. Why does this nomination deserve recognition?
2. What is the nominee’s track record for going above and beyond for equality, diversity, and inclusion?
3. How has the nominee learned from, developed, and improved their EDI activities over time?

b. Inclusive leadership behaviours and actions

1. Application demonstrates a clear commitment to addressing inequality in the workplace.
2. Demonstrate that individual took own initiative in the last 12 months that contributed to equality.
3. Demonstrate how they have challenged inequality in the workplace.

c. Outcome

1. Evidence of how their actions have improved experience of staff with protected characteristics by going above and beyond their day-to-day role.
2. Demonstrate what they have learned from their initiative and how they will now use that learning to improve culture.

d. Involvement

1. Nomination demonstrates how they have engaged, listened, and responded to the concerns of staff with protected characteristics, offered specific support to staff with protected characteristics or patients, and how it affected them.
2. How support to co-workers helped them work through their beliefs and behaviours.

e. Value and impact

1. Provide evidence of how their behaviour or action has improved value for staff, in terms of experience, outcome, level of satisfaction and quality of care.
2. Describe the quality and impact of the nominee’s diversity and inclusion activities.
3. Provide quantifiable, as well as qualitative data, on the impact of the initiative.
4. Can demonstrate how this relates to the high-impact actions, the WREI strategic deliverables and WDES/WRES Indicators.

f. Spread

1. Demonstrate how their intervention is influencing cultural change throughout the organisation.
2. Provide specific examples of how learning could be replicated and shared in other settings, in order to share good practice.

Working together as an inclusive system is the best way to deal with organisations that have not been inclusive for many years and is the best approach to working towards positive patient outcomes.

This category recognises…

The most inclusive way of working across an Integrated Care System (ICS) between health and care organisations, which could result in the best ways of dealing with inequality.

Nominations welcome from

All ICSs within the Midlands Region demonstrating collaborative working.

Who can apply?

ICSs or ICBs that can show how they worked closely with staff with protected characteristics across the health and social care sector to deal with inequality in the workplace.

Judging Criteria:

a. Rationale

1. Why does this ICS deserve recognition?
2. What is the ICS’s track record in being a positive role model and voice for equality, diversity, and inclusion?
3. How has the ICS learned from, developed, and improved their EDI activities over time?

b. Inclusive leadership behaviours and actions

1. Application demonstrates clear alignment to the regional workforce race equality and inclusion strategy.
2. Demonstrate buy in and clear commitment and actions from senior leaders within the ICS in addressing inequality across the system.

c. Outcome

1. Evidence of work at a system level that is having an impact in improving experience of staff with protected characteristics, highlight any work around intersectionality.
2. Demonstrate what they have learned from their initiative and how they will now use that learning to improve an inclusive culture across the system.

d. Involvement

1. Nomination demonstrates how the ICS has engaged, listened and responded to concerns of staff with protected characteristics across different sectors (including social care and primary care sector).
2. Demonstrate a culture in which there is a drive for addressing inequalities and that there is a strong alignment to the NHS People Plan, NHS Values and the regional WREI strategy.

e. Value and Impact

1. Clearly evidence how the approach as a system is inclusive of partner organisations and how this will benefit patients and staff with protected characteristics.
2. Ideally, application will also provide evidence of how this work is impacting on other areas in terms of staff retention and harnessing talents from a diverse background.
3. Provide quantifiable as well as qualitative data on the impact of the initiative.
4. Can demonstrate how this relates to the high-impact actions, the WREI strategic deliverables and WDES/ WRES Indicators.

f. Spread

1. Demonstrate how the ICS inclusive approach is being used across the system.
2. Provide specific examples of how this could be replicated in partner organisation and other systems, in order to share good practice.

True allyship is about action: being an ‘active bystander’, being part of an organisation that does not discriminate, supporting people who are discriminated against, and calling out/dealing with those who discriminate.

This category recognises…

The importance of allyship in dealing with inequality by recognising people who:

• challenge others to promote equality,
• support co-workers who have experienced inequality and make them feel that they are valued and are part of the organisation.

Nominations welcome from

Any member of staff who is a great ally or who has worked with an ally and seen them in action.

Who can apply?

Anyone (including themselves) who has signed up to be an active ally and who supports equality in the workplace.

Judging criteria:

a. Rationale

1. Why does this nomination deserve recognition?
2. What is the nominee’s track record for going above and beyond for equality, diversity, and inclusion?
3. How has the nominee learned from, developed, and improved their EDI activities over time?

b. Inclusive leadership behaviours and actions

1. Application demonstrates a clear commitment to addressing inequality in the workplace within their organisation or system.
2. Demonstrate that individual has been an advocate for other members of staff in the last 12 months that contributed to stopping inequality.
3. Demonstrate how they have challenged inequality in the workplace as an ally.

c. Outcome

1. Evidence of how their action has improved experience of staff with protected characteristics, including intersectionality.
2. Demonstrate what they have learned from their initiative and how they will now use that learning to improve culture.

d. Involvement

1. Nomination demonstrates how they worked with and learned from staff with protected characteristics.
2. Nomination demonstrates how they have engaged, listened and responded to the concerns of staff with protected characteristics.

e. Value and Impact

1. Provide evidence of how their behaviour and action has improved the level in which staff feel valued in terms of experience, outcome, level of staff satisfaction.
2. Examples of how they supported the careers of staff with protected characteristics (including intersectionality where relevant).
3. Describe the quality and impact of the nominee’s diversity and inclusion activities.
4. Provide quantifiable as well as qualitative data on the impact of the initiative.
5. Can demonstrate how this relates to the high-impact actions, the WREI strategic deliverables and WDES/WRES Indicators.

f. Spread

1. Demonstrate how their intervention is influencing cultural change throughout the organisation.
2. Provide specific examples of how learning could be replicated and shared in other settings.

The winner of this category will show how their approach would support one or more of the goals of the Midlands Workforce Race Equality and Inclusion Strategy:

• Ending inequality in disciplinaries
• Ending inequality in recruitment
• Ending inequality in progression
• Removing barriers to help staff speak up
• Tackling bullying and harassment
• Getting support for health and wellbeing

This category recognises…

Individuals or teams, organisations or systems that can show they understand how inequality affects everyone and have worked on or led the best project dealing with inequality in the workplace.

Who can nominate a Changemaker?

The team (including self-nomination) who has led on this work, or staff who would like to nominate the work of a team, staff network or organisation.

Judging criteria:

a. Rationale

1. Why does this nomination deserve recognition?
2. What is the nominee’s track record in being a change maker and voice for equality, diversity, and inclusion?
3. How has the nominee learned from, developed, and improved their EDI activities over time?

b. Inclusive leadership behaviours and actions

1. Initiative/project demonstrates a clear alignment to the regional WREI strategy.
2. Demonstrate buy in and clear commitment and actions from senior leaders in addressing inequality across the team/organisation or system.

c. Outcome

1. Evidence that this project/initiative is having an impact in improving experience of staff with protected characteristics, including intersectionality.
2. Demonstrate what so far has been learnt from this initiative and how the organisation will now use that learning to improve culture across the team/organisation/system.

d. Involvement

1. Nomination demonstrates how the project has taken into consideration the experience of staff with lived experience (i.e., how it has been co-produced with a staff network or colleagues from protected characteristics).
2. Demonstrate evidence of a multidisciplinary approach, with all relevant parties fully engaging in the work.

e. Value and Impact

1. Evidence of how the approach will benefit staff with protected characteristics.
2. Ideally, application will also provide evidence of how this work is impacting on other areas (for example in terms of staff retention, increased capacity and harnessing talents from a diverse background).
3. Describe the quality and impact of the nominee’s diversity and inclusion activities.
4. Provide quantifiable, as well as qualitative data, on the impact of the initiative.
5. Can demonstrate how this relates to the high-impact actions, the WREI strategic deliverables and WDES/WRES Indicators.

f. Spread

1. Judges to consider whether this programme or initiative could contribute to a cultural change across the organisation or system, in order to share good practice.

The winner of this category will show how they have been a champion of diversity and inclusion for their organisation and how this work has affected staff or the organisation.

This category recognises…

Someone who has:

• worked closely with staff with protected characteristics (including intersectionality where relevant), helping them to speak openly about their personal experiences and health and wellbeing,
• been a champion of diversity and inclusion that new and existing staff understand.

Who can apply?

Anyone who has been a champion of equality, diversity, and inclusion across an organisation or system.

Who can nominate an EDI Champion?

Individuals (including self-nomination), co-workers, teams or line managers can nominate a member of staff who they believe has done excellent work leading all aspects of EDI, including inclusive health and wellbeing projects.

This could also include health and social care staff such as EDI leaders and those working at a system level.

Judging criteria:

a. Rationale

1. Why does this nomination deserve recognition?
2. What is the nominee’s track record of supporting equality, diversity, and inclusion?
3. How has the nominee learned from, developed, and improved their EDI activities over time?

b. Inclusive leadership behaviours and actions

1. Application demonstrates EDI champion has used their leadership skills, knowledge, and commitment to address inequality in the workplace within their organisation or system.
2. Demonstrate how they have challenged inequality (or have had difficult conversations about inequality) in the workplace as an EDI champion.

c. Outcome

1. Evidence of how their action has improved experience of staff with protected characteristics (including intersectionality)
2. Demonstrate what they have learned from their initiative and how they will now use that learning to improve culture and EDI related outcomes.

d. Involvement

1. Nomination demonstrates new ideas and co-production for EDI projects (this could include staff with lived experience).
2. Nomination demonstrates how they have engaged, listened, and responded to staff with protected characteristics (particularly how they have supported the health and wellbeing of vulnerable co-workers).

e. Value and Impact

1. Provide evidence of how their behaviour, action, leadership has improved value for staff, in terms of experience, outcome and level of satisfaction/engagement.
2. Examples of how they have made the workplace more inclusive and diverse for staff with protected characteristics.
3. Describe the quality and impact of the nominee’s diversity and inclusion activities.
4. Provide quantifiable, as well as qualitative data, on the impact of the initiative.
5. Can demonstrate how this relates to the high-impact actions, the WREI strategic deliverables and WDES/WRES Indicators.

f. Spread

1. Demonstrate how their intervention is influencing cultural change throughout the organisation.
2. Provide specific examples of how learning could be replicated and shared in other settings, in order to share good practice.

The winner of this category will demonstrate how they as an organisation embrace inclusive recruitment and talent management. This will include, highlighting examples of good practice and showing what steps have been put into place to ensure fair and inclusive recruitment and impact. Also, how they manage their talent pipeline and value staff progression.

This category recognises…

This award recognises how organisations or systems have changed their recruitment and talent management practices to have substantial or significant impact on their EDI agenda.

Who can apply?

Organisations or ICBs that can show how they worked to actively ensure inclusive recruitment and talent management impact within their organisational performance.

Nominations welcome from

Anyone (including self-nomination) working in relevant areas within ICSs in the Midlands Region.

Judging criteria:

a. Rationale

1. Why does this organisation deserve recognition?
2. What is the organisation’s track record in supporting recruitment and talent management?
3. How has the organisation learned from, developed, and improved their EDI activities over time?

b. Inclusive leadership behaviours and actions

1. Initiative/project demonstrates a clear alignment to the ICB workforce strategy (where relevant ICB EDI Strategy) and the Midlands Workforce Race Equality and Inclusion strategy (WREIS). Please illustrate what made them unique and ground-breaking.
2. Demonstrate buy in and clear commitment and actions from senior leaders in addressing inclusive recruitment.
3. Demonstrate board level accountability for inclusive talent management and ensuring good practice to support career progression.

c. Outcome

1. Nomination demonstrates how policies and practices have led to recruitment of a more diverse workforce.
2. Is able to demonstrate how learning and promotion within the existing workforce has enabled talent planning.

d. Involvement

1. Provides evidence of inclusive and collaborative approach, where all relevant parties are fully engaged in the work.
2. Demonstrate a culture in which there is a drive for addressing inequalities and that there is a strong alignment to the regional Workforce Race Equality and Inclusion Strategy.

e. Value and Impact

1. Application will also provide evidence of how this work is impacting on other areas in terms of staff retention, increased capacity and harnessing talents from a diverse background.
2. Examples that they are addressing issues within the talent pipeline and encouraging staff to progress into more senior roles.
3. Describe the quality and impact of the nominee’s diversity and inclusion activities.
4. Provide quantifiable, as well as qualitative data, on the impact of the initiative.
5. Can demonstrate how this relates to the high-impact actions, the WREI strategic deliverables and WDES/WRES Indicators.

f. Spread

1. Demonstrate how the ICS’s inclusive approach is being used across the system.
2. Provide specific examples of how this could be replicated in partner organisations and other systems, in order to share good practice.