Today is National Day for Staff Networks.

Andrew Brown, Director of Operations, Transformation Partners in Health and Care

I’m Director of Operations at Transformation Partners in Health and Care (TPHC), an NHS‑hosted transformation and change consultancy. Part of my role is providing senior leadership support to our colleague‑led groups and networks, which gives me a close‑up view of how they operate and the impact they have on our people.

Staff networks have a defined place in our corporate strategy. Among other priorities, we’ve committed to building a racially diverse workforce at every level and improving staff satisfaction and recommendation scores. Our networks are one of the key ways we deliver on commitments like these — here are some concrete examples of how our team has made an impact.

Our networks deliver important outputs

Our Inclusion Steering Group (ISG) launched our anti‑racism statement during Race Equality Week 2026, building on learning sessions delivered with BRAP a few years earlier. The statement is a public commitment to dismantling racial barriers and to meeting the diversity targets in our strategy. Alongside the launch, colleagues took part in the Race Equality Matters five‑day challenge and held a virtual session to share the resources that had genuinely shifted their thinking.

In March, the same group launched a Trans and Non‑binary Inclusion Toolkit. It doesn’t introduce new policy; instead, it brings together existing local and national guidance, offers clear definitions, and provides practical steps for using correct names and pronouns, correcting mistakes, and supporting colleagues transitioning at work. It’s designed to help people apply existing policies with confidence.

Our Neurodiversity & Allies Network, launched in November 2024, produced a 30‑plus‑page Neurodiversity Toolkit covering autism, ADHD, dyslexia, dyspraxia, dyscalculia, dysgraphia, Tourette’s syndrome, and reasonable adjustments. Written for TPHC colleagues, it has since been adapted for external training; a clear example of staff‑led work creating value beyond the team that produced it. The group has also championed changes to our recruitment practices to ensure we offer genuine adjustments that level the playing field for neurodiverse applicants and colleagues.

Our Wellbeing Matters group acts as an important two‑way link with senior leadership, focusing on activities and events that shape day‑to‑day working life. They surface real‑time issues, facilitate conversations about staff wellbeing, and develop an annual programme of activities that support both physical and mental health. From summer walks to get people away from screens to our annual Pride event pairing LGBTQ+ history talks with mocktails, the value lies in the consistency of connection.

Holding space matters too

Networks don’t need a list of deliverables to make a meaningful impact. Sometimes their greatest value is simply creating a space where colleagues can meet, talk, and feel understood. Our menopause support network meets regularly — not to launch a toolkit or run a campaign, but to offer a place where those experiencing perimenopause or menopause can share their stories with people who genuinely relate. It’s a community built on empathy, understanding, and mutual support.

TPHC colleagues also take part in our host organisation’s wider networks, including the LGBTQ+ and Friends network and the BAME network. These groups meet regularly and give colleagues access to a broader community than our smaller team can offer alone, with opportunities for events, mentoring, and meaningful conversations. Again, the value lies in the consistency of connection

What I take from the past year

Across every network, the pattern is the same. They thrive because colleagues volunteer their time, not because a budget line keeps them going. They deliver valuable outputs and help shape how we operate, but they also do something harder to measure: they make TPHC a place where colleagues can speak openly, feel seen, and know they belong.

Culture is often the first thing cut under pressure. We’ve taken the view that it shouldn’t be. The role of senior leaders is to ensure these networks are nurtured and supported, especially when budgets tighten or workloads increase.

Why I’m sharing this externally

I’ve been on the receiving end of staff‑led culture work as much as I’ve supported it. It’s made me a better leader, and it’s made TPHC a better place to work. It’s also made us more credible when we advise clients on workforce and culture transformation — because we’ve done it ourselves, and we hold ourselves to specific targets while doing it.

If colleagues at your organisation run a staff network, today is a good moment to thank them.

 If they don’t, it’s worth asking why.

About the author

Andrew began his career in Australia, working in large acute teaching hospitals as a nurse. With London now home for the last 20 years, he has worked across clinical, commissioning, education, and transformation settings across the NHS. As one of our longest-serving team members, Andrew became our Director of Operations in 2022 and is a highly skilled facilitator, regularly working with groups to help them create strategies and solve problems, alongside his role in overseeing TPHC’s operations.