Diversity strategies

The corporate diversity and equality strategy: Executive summary

Diversity and equality find a natural home within the RCN through their affinity with the core values of nursing. These values centre on the provision of holistic, person-centred care with an emphasis on continuous improvement.

The purpose of this strategy is to outline the key priorities for implementing equality of opportunity and valuing diversity for the period 2005 to 2008.

Outcomes

The strategy is focussed on achieving clear outcomes for both RCN members and employees. The suggested outcomes are that:

• By 2008 there will be no significant differences between and within groups based on their age, disability, ethnicity, gender, faith, race or sexuality in terms of their satisfaction with the services and interventions provided by the RCN.
• By 2008 there will be no significant differences between or within groups based on their age, disability, ethnicity, gender, faith, race or sexuality in terms of their satisfaction with the RCN as an employer.

Aims of the strategy | Back to top

• To move the RCN into a position of authoritative leadership and recognised good practice in relation to diversity and equality and achieving positive outcomes for members and for patient care.
• To ensure we meet our legal and moral obligations under various anti-discriminatory acts, including the Race Relations (Amendment) Act 2000 and the Disability Discrimination Act 1995.
• To support and work in partnership with a range of other organisations to promote equality of opportunity and actively value diversity as a core part of our strategic aims as well as our day-to-day business management practices.

The three dimensions of the RCN

Our diversity and equality strategy addresses the three dimensions of the RCN: as a service provider, an employer of choice and as a corporate citizen. These cover the various roles that the organisation takes. It is essential that our strategy address these in mainstreaming diversity and equality. The RCN is:

• a trade union and member-led professional association
• an employer, demonstrating exemplary policy and practice on diversity and equality issues.
• a corporate citizen, making full use of its ability to influence other stakeholders around equality and diversity issues.

Six core themes

Previous work around equality and diversity, such as the RCN Connect initiative and the work generated by the Diversity Transformation Group, have left an invaluable legacy. The refreshed strategy aims to build firmly upon these foundations and six clear priorities have emerged for achievement over the next three years.

Priority one: achieving a representative RCN | Back to top

Ensuring that the RCN leadership and membership reflects the diversity of the nursing workforce and the communities it serves. Embracing the diversity of our membership base will enable the RCN to make better quality decisions on behalf of its membership. Visible diversity in leadership role sends a powerful message throughout the RCN and beyond and builds credibility in the RCN’s ability to respond intelligently to the increasing diversity within nursing.

Key action: use the RCN’s information systems to develop a definitive baseline on the composition of membership. This data will be used to build a coherent project plan around achieving priority one.

Priority two: meeting legislative and moral responsibilities | Back to top

Assuming a moral responsibility for meeting the legal obligations currently faced by public and private sector employers. This work builds both credibility and capacity around diversity and equality issues amongst members, employees and our stakeholders.

Key action: develop a race equality scheme, benchmarked against existing good practice and complemented with linked schemes on faith, sexuality, disability, gender and age. Work to highlight areas of good practice/compliance, as well as reduce the risks associated with low levels of compliance.

Priority three: leadership and influence | Back to top

Gaining recognition as an authoritative leader in this field combined with a commitment to continuous improvement through comparison with other known leaders.

Diversity leadership within the Department of Health has recently been refreshed and plans are in place to merge the existing equality commissions. This provides a unique opportunity for the RCN and for nurses to move into a position of leadership around diversity and issues.

Key action: launch the RCN Diversity Leadership Challenge as a tool to showcase good practice and to influence key stakeholders into adopting diversity-led behaviours and work practices.

Priority four: effective service delivery | Back to top

Providing culturally appropriate high-quality services that meet the needs of an increasingly diverse membership. The admittance of health care support workers into membership will have a significant impact on the visible diversity of RCN membership and the organisation needs to respond effectively to this.

Key action: equip service managers with the skills to carry out diversity impact assessments.

Priority five: connecting and communicating | Back to top

Communicating our key diversity and equality messages to members and employees and key partners. Connecting with diverse nurses and engaging them in a sustainable discussion about our progress on diversity and equality issues.

The RCN needs to consider the ways it can make the most use of its existing groups, such as the Black and Minority Ethnic Network Network, the Work Injured Nurses Group and London Out!, a forum for lesbian, gay, bisexual and transgender RCN members, particularly in providing critical feedback on our performance on diversity and equality issues.

We will also consider the most effective ways of communicating with our broader membership about diversity and equality issues.

Key action: carry out a feasibility study in developing formal membership structures around diversity.

Priority six: performance: the journey to excellence | Back to top

Creating a stronger link between aspiration and outcomes around diversity and equality issues. Use the operational planning process to build in transparent processes that lead to the development of intelligently devised performance indicators and meaningful outcomes, as well as create a common understanding around diversity and equality issues.

Key action: create an RCN diversity standard. It is anticipated that this standard will provide a platform for the development of diversity champions and explicit ways of working around achieving our diversity and equality milestones.

Please see the full document about RCN Corporate Diversity and Equality (MS word format 163KB).