Equity, diversity and belonging

The CSP worked steadily throughout the year with members to develop and refine a strategic approach to equity, diversity and belonging  

Impact report
Equity Diversity & Belonging Sulaimen Anibaba, GP Surgery [Photography: © Joanne O’Brien]

Taking the time to get to right

  • In January 2021, we sent out an equality, diversity and inclusion (EDI) member survey to all members, and members were also invited to join an EDI member reference group.
  • The EDI Member Reference Group was then established, along with an EDB Staff Reference Group. 
  • Both of these came about as a direct result of feedback from listening meetings.
  • In February, however, we decided to delay the launch of our EDI strategy and slow its development, in response to feedback from meetings with the EDI member reference group.

A focus on language and terminology

  • Over the next few months, the Member Reference Group formed sub-groups to focus on honing the strategy’s language (e.g. by using the words ‘equity’ and ‘belonging’ instead of ‘equality’ and ‘inclusion’) and the strategy’s objectives in relation to each of the CSP’s four strategic aims.
  • Meanwhile, during March and April, Stephanie Nixon, associate professor in the Department of Physical Therapy at the University of Toronto, provided EDB training sessions for all CSP staff.
  • Consulting with members and staff.
  • In June, we launched a consultation on our draft Equity, Diversity and Belonging (EDB) strategy, requesting staff and members views on the draft strategy via a survey.
  • The consultation, which was run by external research agency Enventure Research, used a mixed-methodology approach, including both quantitative and qualitative methods.
  • It included an online consultation survey targeting CSP members and staff, three online focus groups with CSP members, one in-depth interview with a CSP staff member, and 13 written responses from Unite members and other external groups. 
  • The consultation survey was sent to staff, members and CSP groups and networks. Closing in July, it received 612 responses, included 90 from CSP staff. 

Acting on feedback 

In September, we produced a consultation report and undertook work to use the findings, recommendations and conclusions from the report to inform and finalise the EDB strategy.

During this period we acted on feedback from the consultation, which had revealed that:

  • 63 per cent of respondents felt engaged with our equity, diversity and belonging aims (89 per cent of staff, 58 per cent of members).
  • One in six respondents (16 per cent) had identified potential omissions. These were largely around specific actions but also seeking more information; from timetables and measurement, to accountability and goals.
  • The language and terminology in the draft strategy was generally seen as easy to understand, but there    were some terms that not everyone fully understood, such as ‘allyship’, ‘equity’ and ‘diversity’. 

As a result of all the feedback collected by the consultation, we:

  • Updated our action plans to reflect changes that would enhance impact and include new actions. 
  • Developed indicators of success to accompany the action plans.
  • Reviewed the terms ‘equity’, ‘diversity’ and ‘allyship’ and added explanations in the glossary to ensure they were easily understood.
  • Used visuals to help explain elements of the strategy in our communications and published the main aims separately on the website – to improve accessibility.

Launching the strategy

  • At the end of September, the strategy was approved by CSP Council.
  • In October, following all of the collaboration with CSP’s diversity networks, members, staff and stakeholders, which had informed its production, we launched the final version of the EDB strategy.
  • The launch was promoted via an online news story, the Physiotherapy News e-bulletin, CSP’s social media channels and CSP networks.
  • Indicators of success were also publicised alongside the strategy and scheduled to be reviewed quarterly by the Committee and Council.
  • Following publication of the strategy, we considered how to progress its aims during 2022 and beyond. This included developing plans, outcomes and relevant indicators of progress, as well as considering how best to communicate our work and progress to members, staff and stakeholders – and deciding how all this work would be governed and monitored. 
  • In the November issue of Frontline, a viewpoint column from the chair of Council encouraged members to join the new EDB committee - and also reminded members that the strategy had been finalised. 
  • In December 2021, Council took the decision to combine the Corporate Strategy, which governs all of CSP’s work, with the EDB Strategy – in order to produce one, cohesive strategy that would come into effect in 2023 and ensure that EDB issues remained integral to everything we do. 
  • This new approach was adopted in order to ensure the delivery of long-lasting, transformative change.

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