- Public Sector Networks Handbook -

Foreword

Public Sector networks are essential for fostering collaboration, inclusion, and innovation by connecting individuals across diverse organisations, including local government, the NHS, Civil Service, and other public bodies. These networks tackle critical challenges—climate change, digital transformation, social equity—and draw strength from lived experience. They encompass cross-public sector networks addressing shared priorities, staff and diversity networks amplifying underrepresented voices, and communities of practice advancing professional expertise. Supported by XGov’s expertise and tools, designed for the entire public sector, these networks break down silos and deliver lasting impact.

Organisations like the NHS with its diversity networks or firms like Deloitte with their employee resource groups demonstrate the transformative impact of prioritising culture and wellbeing. This approach fosters resilience, loyalty, and innovative thinking, proving staff-led communities can reshape workplaces. XGov, a non-profit committed to this vision, empowers network creators across the public sector to build connections effortlessly, leveraging secure tools and expertise tailored to diverse public sector needs.

Updated quarterly, this handbook provides a clear, practical guide for establishing and sustaining thriving networks. It harnesses the power of lived experience and the proven value of staff networks, with XGov as a steadfast partner for all public sector organisations. Together, networks can forge communities that flourish, delivering enduring value and impact.

What Are Staff Networks?

Public Sector networks are structured or informal groups uniting individuals across public sector organisations—such as local government, the Civil Service, NHS, police, and education—based on shared goals, identities, or expertise. They promote collaboration, support, and professional development across organisational boundaries and can be categorised as follows, though many overlap:

Cross-Government Networks: These span departments to tackle shared priorities, such as sustainability, cybersecurity, or social mobility. Often branded with “XGov” (e.g., XGov Sustainability Network, XGov Toastmasters), they frequently engage external stakeholders like academia, industry, or third-sector organisations to share best practices, fostering collaboration across local authorities, central government, and other public bodies.
Staff and Diversity Networks: Staff and Diversity Networks unite civil servants around shared identities, such as race, gender, disability, or sexual orientation, to foster inclusion, equity, and support. Officially termed Staff Networks in the UK Civil Service (e.g., Civil Service Race Forum), they are sometimes known as Affinity Networks or Employee Resource Groups (ERGs). Operating within or across departments, these networks often benefit from senior sponsors who amplify their impact. Many serve as umbrellas for themed sub-networks or include regional branches, such as the Civil Service LGBT+ Network, enhancing collaboration and representation.
Communities of Practice: These groups unite individuals with common interests or skills, such as data science, artificial intelligence, or low/no-code development. They share knowledge, experience, and best practices, fostering cross-departmental learning and innovation (e.g., AI Community of Practice).
Profession Communities: Specific to Civil Service professions like policy, digital, project delivery, or operational delivery, these communities act as specialised Communities of Practice. They focus on developing capabilities, setting standards, and sharing profession-specific knowledge (e.g., North East Policy Network (NEPN), Local Government Digital Network).

Supported by secure platforms and tools, such as those provided by XGov or other providers, these networks enable seamless online and in-person engagement, ensuring meaningful collaboration.

Steps to Create a Network

Establishing a successful network requires a structured approach to foster collaboration, inclusion, and impact. Leveraging secure tools and platforms, such as those offered by XGov or alternatives, networks can deliver lasting value. The following eight steps summarise the process, helping networks avoid pitfalls such as overemphasising technology, assuming automatic engagement, or neglecting ongoing management:

Define Purpose and Scope: Networks clarify their goal, such as supporting digital skills or diversity, and set measurable objectives with a concise mission statement, using available templates for guidance.
Identify and Engage Stakeholders: Networks secure senior sponsorship, engage potential members, and involve external partners, with streamlined sign-up processes simplifying onboarding.
Set Up Governance and Leadership: Networks appoint leaders, form a steering group, and draft a charter aligned with Civil Service or Local Gov standards, supported by tools for communication and role tracking.
Recruit Members: Networks build a diverse membership base through automated sign-ups, personal invitations, and launch events, ensuring inclusivity across grades and regions.
Plan and Execute Activities: Networks develop a programme of workshops, webinars, and projects, using platforms for scheduling, resource sharing, and hybrid events.
Leverage Tools and Platforms: Networks utilise secure tools—such as automated sign-ups, communication channels, and analytics—to streamline operations and enhance engagement.
Measure Success and Impact: Networks track metrics like membership growth and satisfaction, using analytics to demonstrate value and refine strategies.
Sustain and Grow the Network: Networks rotate leadership, expand scope thoughtfully, and align with Civil Service, local authority, or broader public sector priorities, ensuring long-term resilience.

Integration with tools like MS Teams enhances productivity, enabling seamless collaboration. By prioritising relationships and active engagement, networks can flourish.

Avoiding Common Pitfalls

Before embarking on network creation, networks must avoid common mistakes that can derail success:

Overemphasising Technology: While platforms are important, starting with tech can distract from building relationships. With robust tools available, network leaders can focus on people from day one.
Assuming Automatic Engagement: Launching a network does not guarantee participation. Active recruitment, personal invitations, and compelling activities are essential, supported by efficient sign-up processes.
Neglecting Ongoing Management: Networks require continuous nurturing. Regular engagement, updates, and adaptation are key to maintaining momentum.

By addressing these pitfalls, network creators establish a strong foundation for success.

Step 1: Defining Your Purpose and Scope

The first step involves establishing a clear and compelling purpose to guide network activities.

Identify the Need: Networks determine the problem or opportunity addressed, such as gaps in mental health support, under-represented groups, or coordination on net zero targets.
Set Specific Goals: Networks define success metrics, such as hosting quarterly webinars, developing joint guidance, or increasing engagement by 20%.
Determine the Scope: Networks specify their audience (e.g., all civil servants, specific grades, or departments) and boundaries to avoid scope creep.
Document the Mission: Networks create a concise mission statement, such as “To connect procurement leads for improved contract outcomes,” for sharing with members and stakeholders.

Templates for mission statements and goal-setting, available through platforms like XGov, ensure clarity from the outset.

Step 2: Identifying and Engaging Stakeholders

Successful networks secure buy-in from key stakeholders, including senior leaders, potential members, and external partners.

Secure Senior Sponsorship: It’s important to secure buy-in to the work of the staff network from senior leaders to ensure networks can contribute to and inform decision-making processes at the board level. A senior civil servant, such as a Director General, or Executive Director within a Local Authority, or Non-Executive Directors, lend credibility, provide resources, and navigate bureaucratic challenges. Sponsors can also advocate on behalf of networks for funding, help to guide strategy and direction, solve any issues, and raise the profile and influence of staff networks.
Engage Potential Members: Networks reach out to individuals who would benefit or contribute, using surveys, focus groups, or informal chats to understand needs. Tools enable easy survey distribution and feedback collection.
Map External Partners: For broader reach, networks collaborate with charities, industry bodies, or academic institutions..
Leverage Automated Sign-Ups: Automated sign-up processes allow members to join effortlessly, reducing barriers and encouraging early engagement. Networks promote sign-up links through events, articles, intranets or newsletters.

This step ensures networks have the support and participation needed to thrive.

Step 3: Setting Up Governance and Leadership

Effective governance provides structure, accountability, and clarity for decision-making.

Appoint Leadership: Networks designate a Network Lead or Chair to steer strategy and a Coordinator for operations, with co-chairs for larger networks. Create a secure space to track leadership roles and facilitate communication.
Establish a Steering Group: Networks form a small, diverse group to guide activities and strategy.
Define Roles and Responsibilities: Networks outline expectations for leaders, members, and sub-groups (e.g., policy working groups), using available templates.
Create a Charter or Terms of Reference: Networks draft a document detailing purpose, governance, decision-making processes (e.g., consensus or voting), and ground rules (e.g., confidentiality). Templates available here.
Ensure Compliance: Networks align governance with Civil Service standards, including the Civil Service Code, or Local Gov standards, with guidance from platforms like XGov.

A robust governance framework ensures stability and focus.

Step 4: Recruiting Members

Building a vibrant membership base is crucial for network success. Consider a membership operating criteria:

An open membership model for all employees (including friends and allies) can increase visibility, raise awareness, and create greater acceptance across the organisation. It can also meet the needs of a larger group of people, focusing staff on a specific issue and providing a broader perspective.
Closed membership provides a safe environment for people to come together, provide support and guidance, discuss common issues, and resolve concerns. When using a closed membership model, members should be clear about why these membership criteria are chosen and communicate the intent and purpose of the network.

Automated Sign-Up: Streamlined sign-up processes, integrated with systems like MS Lists, Power Automate and MS Outlook, simplify joining. Networks promote the sign-up link, onboarding members instantly. Networks can support each other's growth by sharing one unified sign-up form.
Personal Invitations: Networks reach out directly via email or phone, or 1-1 chats, explaining the network’s value to spark interest.
Promote Through Channels: Networks share details via newsletters, office digital signage and posters with QR codes, intranets, and appropriate social media, leveraging platforms for visibility.
Host Launch Events: Networks organise virtual or in-person events, such as “challenge swap” sessions, using event scheduling tools. Microsoft’s Live Event Assistance Programme (LEAP) can support online events.
Aim for Diversity: Networks ensure membership reflects Civil Service diversity across grades, regions, and underrepresented groups, with analytics tracking inclusivity.
Cap Non-Core Members: Networks limit “allies” or “interested others” to 15% to maintain focus, supported by membership management features.

With technical aspects handled by a modern platform solution like XGov, networks can focus on building a committed, diverse community.

Step 5: Planning and Executing Activities

Activities are the heart of a network, delivering value and advancing goals.

Develop a Programme: Networks plan workshops, webinars, social events, coffee mornings, and projects based on member needs, incorporating training and knowledge-sharing to enhance skills. Programme planners help manage schedules effectively.
Leverage Tools: Networks use platforms for event invitations, resource sharing, and discussion forums, with MS Teams or similar integration enabling virtual meetings.
Encourage Member-Led Initiatives: Networks enable members to propose and lead activities, such as L&D sessions or mentoring schemes, with platforms supporting content creation and idea voting.
Balance Online and Offline: Networks prioritise virtual engagement for dispersed members but consider quarterly in-person meetups, managed via hybrid event tools, to support skill-building and networking.
Example Activities: Networks share daily tips, host monthly “lunch and learns,” coffee roulettes, training workshops, or organise annual summits focused on upskilling, with analytics tracking engagement.

A dynamic programme keeps members engaged and delivers results.

Step 6: Leveraging Tools and Platforms

Networks benefit from secure tools to enhance efficiency and impact:

Automated Sign-Up: Streamlines membership, reducing administrative burdens via user-friendly forms.
Secure Communication Channels: Provides private spaces for discussions, meeting government security standards. Networks may use MS Teams or alternative platforms.
Event Management: Enables scheduling and hosting of virtual or hybrid events, with reminders and recordings stored centrally.
Resource Sharing: Offers centralised libraries for documents, guides, and best practices.
Analytics and Tracking: Monitors engagement, attendance, and trends, helping networks adapt strategies.
Privacy Controls: Ensures confidentiality for sensitive networks with hidden lists and encrypted data.
Accessibility Features: Supports inclusive engagement with tools like screen readers, keyboard navigation, and high-contrast modes. It ensures proper naming conventions for files, explains acronyms following government digital and data guidance (e.g., GOV.UK standards), creates accessible versions of PowerPoint and Word documents, and captures accessibility requirements for events (e.g., sign language interpreters, accessible venues), ensuring everyone can participate fully and be included.

By utilising these tools, networks enhance engagement while focusing on relationships.

Step 7: Measuring Success and Impact

Networks track performance to demonstrate value and guide efforts.

Define Key Metrics: Networks select metrics like membership growth (e.g., “100 new members in 6 months”), activity levels (e.g., “20 weekly posts”), impact outcomes (e.g., “30 click-through link hits”), or member satisfaction (e.g., “80% rate the network as valuable”).
Use Analytics: Platforms like XGov provide dashboards to track engagement, attendance, and click rates, with automated weekly emailed insights.
Gather Feedback: Networks conduct quarterly pulse surveys to assess satisfaction and gather suggestions.
Report Progress: Networks share updates with stakeholders via multiple channels, highlighting achievements and future plans.
Create a Health Scorecard: Networks combine metrics into quarterly reports, reviewed by leadership to guide strategy.

Analytics ensure networks remain relevant and impactful.

Step 8: Sustaining and Growing Your Network

Long-term success requires continuous adaptation.

Refresh Leadership: Networks rotate roles periodically to prevent burnout, with platforms managing transitions.
Expand Scope Thoughtfully: Networks add sub-groups or themes (e.g., regional hubs), guided by analytics.
Secure Funding: Networks seek support from HR or external partners, using impact reports to justify requests.
Stay Aligned with Priorities: Networks align with Civil Service or UK Government goals like net zero, placed for growth, One Big Thing, or digital transformation.
Foster Resilience: Networks adapt based on anonymous feedback loops, ensuring engagement.

Dynamic networks thrive with robust support.

Special Focus: Supporting Sensitive Networks

Networks for minority groups, mental health, or LGBT+ staff require extra care to protect privacy and create safe spaces.

Privacy Controls: Platforms ensure confidentiality with hidden lists, private channels, and encrypted data, meeting security standards.
Safe Environment: Networks host “no-judgement” sessions, such as anonymous Q&As, to build trust.
Tailored Activities: Networks offer wellbeing workshops or peer support, addressing unique needs.
Clear Guidelines: Networks establish privacy expectations, such as the Chatham House Rule, in their charter.

Tips for Meeting Chairs to Facilitate Discussions on Sensitive Issues:

Establish a Code of Conduct: Ensure staff network members adhere to a code of conduct that promotes courtesy, respect, and compassion during meetings.
Implement a Confidentiality Agreement: Have a confidentiality agreement in place to ensure nothing is disclosed outside the meeting without consent.
Allow Uninterrupted Sharing: Permit individuals to share their lived experiences without interruption until they have finished speaking.
Offer Supportive Breaks: Provide opportunities for pauses, a glass of water, or a tissue if someone is emotionally distressed and needs time to regain composure.
Prevent Heated Conflicts: Avoid meetings escalating into heated arguments, exchanges of blame directed at others present, or the devaluing of others’ experiences.
Intervene if Necessary: Don’t hesitate to halt a discussion if it becomes unmanageable – propose a private conversation later.
Close Unproductive Sessions: Close the Q&A function, turn off the chat, or end the meeting if the discussion veers off-topic or becomes unconstructive.

These measures ensure sensitive networks feel secure and valued.

Conclusion

Establishing and sustaining a network in the public sector is a powerful journey of connection and impact, supported by robust tools and platforms. This handbook equips networks to build strong foundations—from defining purpose to measuring success—delivering efficiency, security, and engagement. Whether uniting analysts or championing underrepresented voices, networks can amplify lived experience and staff-led communities.

Networks are encouraged to pursue excellence with the XGov Gold Standard Network Framework, based on four pillars—People, Purpose, Progress, Performance. By applying for accreditation through XGov, as detailed on the dedicated framework page, networks can achieve recognition and set the standard for excellence.

VIEW FRAMEWORK

- Public Sector Networks Handbook -

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