ESSEX PARTNERSHIP UNIVERSITY NHS FT
Trust Board
WORKFORCE RACE EQUALITY STANDARD YEAR 3
1 Purpose of Report
The purpose of this report is to share progress with Trust Board on the experiences of our Black, Asian and Minority Ethnic Staff (BAME) workforce compared to our White workforce over the past year. It sets out our proposed actions for the next 12 months to address the gaps and seeks support in driving the WRES and overall Equality agenda forward in the new organisation
2 Executive Summary
This report presents information for each of the old organisations – i.e. the NORTH and the SOUTH/BEDFORDSHIRE as the national requirement is an effective date of 31 March 2017
Key Summary Points South/Beds
20% of the total workforce is of BAME origin.
12.4% of the population we serve are from BAME origin.
5 Metrics have got worse
3 Metrics have stayed the same
1 has got better.
Key Summary Points North
19% of the total workforce is of BAME origin.
6% of the population we serve are from BAME origin.
2 Metrics have got worse
2 Metrics have stayed the same
5 Metrics have got better
3 Introduction
The Workforce Race Equality Standard was introduced in April 2015 in response to national research that showed significant disparity between the BAME and WHITE staff experience in the NHS. The WRES is mandatory and requires all providers to publish data about their staff experience across a range of 9 metrics. The purpose of this is to identify progress and shortfalls and ensure actions are put in place to address areas of concern.
The assessment is date stamped 31 March and therefore each part of the new organisation is presenting separate information rather than combining for the new EPUT. Once the reporting process is complete an exercise will take place to map out our joint baseline – ready for us to make some comparisons next year at the end of our first year as one.
The ultimate aim of this work is – over time – to see a steady and sustained reduction in the gap between white and BAME staff experience here at EPUT. We do not expect to see rapid change – rather a slow progression over time. In addition there are a wide range of excellent mechanisms already in place to support this work and so there is no need to re-create new actions – rather strengthen the existing ones and ensure they are clear and mindful of the need to support and actively encourage engagement from our BAME workforce.
It should be noted that in the SOUTH/BEDS – last year for the first time a FULL CENSUS survey was carried out instead of a sample. In the NORTH a FULL CENSUS survey has been carried out for the past 2 years.
We believe this means that we are starting to achieve a truer picture of BAME staff experience and intend to continue this approach in EPUT.
4 % BAME staff respondents to staff survey
2015 / 2016SEPT / 11% / 14%
NEPT / 14% / 13%
5 The WRES business case
It is well documented that a workforce which is representative of its population served will result in better – more personal care and improved patient satisfaction. Additionally – in a workforce which is has cultural difference – those from minority cultures are more likely to feel included – and to have their needs understood and represented.
That local knowledge of cultural issues is extremely well valued here at EPUT and allows a richer more realistic decision making process which is less likely to exclude staff from cultural backgrounds. In addition we are likely to see;
· Less litigation and legal claims for discrimination from patients and staff
· Increased likelihood of staff understanding the ethnic needs of their patients
· Reduced agency costs
· Increased recruitment and retention levels by welcoming BAME groups and widening the pool of people who want to work here
· More financial efficiency
· A stronger more resilient workforce that feels valued and has cultural difference celebrated
· Increasing behaviours from managers and staff which represent our values
6 Summary of performance as at 31.3.17
This section sets out a breakdown of performance in the NORTH and SOUTH elements of the Trust – provides the national and local picture and offers commentary.
Indicator 1 - % of BAME staff in each band compared to overall workforce(See App 1)
2015 / 2016
Last year / 2017
This year
SOUTH (SEPT)
Position / Under representation of BAME staff in all Bands except
(B1, B2, B5, B6, B9) & Medical and Dental / Under representation of BAME staff in all Bands except
(B1, B2 and B5)
& Medical and Dental / Under representation of BAME staff in all Bands except
(B1, B2, B5)
& Medical and Dental
NORTH (NEPT)
Position / Under representation of BAME staff in all Bands except
Medical / Under representation of BAME staff in all Bands except
(B2,B5) and Medical / Under representation of BAME staff in all Bands except
(B2,B5, B6) and Medical
Commentary
SOUTH/BEDS
All clinical and non-clinical bands are under-represented by BAME. The only exceptions to this are Bands 1,2,5 and medical and dental
NORTH
All clinical and non-clinical bands are under-represented by BAME. The only exceptions to this are Bands 2,5,6 and medical and dental
Recommended actions:
Promotion of relevant course materials to staff including resilience building/interview workshops/Mary Seacole programme and other similar programmes so that BAME staff are aware of the range of developmental opportunities available and which could lead to job applications for promotion. The inclusion of a BAME representative on Band 8 C and above interview panels for a period of one year with a review of progress against this metric next year. (See action plan at appendix 2).
Indicator 2 – Likelihood of White staff being appointed from shortlisted compared to BAME staff (Lower figure is better)
2015 / 2016
Last year / 2017
This year
SOUTH (SEPT)
Position / 1.34 / 2.10 / 2.11
NORTH (NEPT)
Position / 1.67 / 1.24 / 1.46
Commentary
This metric is worsening in the SOUTH but seeing slow improvement in NORTH.
Midlands and East Region:1.5
National:1.6
Recommended actions:
The Management Development programme will be strengthened to include more skills development for job applications and interviews. A recommendation that all interview panels at Band 8c or above will include a BAME representative on the interview panel. Interviewing Managers’ guidance pack will be strengthened to reflect this. (See action plan at appendix 2).
Indicator 3 – Likelihood of BAME staff being entered into the formal disciplinary process compared to white staff (Lower figure is better)
2015 / 2016
Last year / 2017
This year
SOUTH (SEPT)
Position / 3.01 / 2.24 / 3.07
NORTH (NEPT)
Position / 1.12 / 1.99 / 1.89
Commentary
Worsening in both sectors of the Trust.
Midlands and East Region: 1.6
National: 1.6
Recommended actions:
Review feedback from the management development course on performance management to ensure it is fit for purpose and covers the needs of the delegates. Senior HR representative to review any BAME investigations before they proceed in order to identify any cultural issues and consistency
(See action plan at appendix 2).
Indicator 4 – Likelihood of white staff accessing non-mandatory training and CPD compared to BAME staff (Lower figure is better)
2015 / 2016
Last year / 2017
This year
SOUTH (SEPT)
Position / 1.73 / 1.21 / 1.5
NORTH (NEPT)
Position / 0.98 / 0.85 / 0.55
Commentary
Slow decline in the SOUTH but positive reductions in the NORTH.
Midlands and East Region:1.0
National:1.1
Recommendations
A member of the learning and development team will attend the BAME network in order to drill down some of the barriers to accessing training in order to seek views and refine processes to make CPD more accessible. Meeting to take place between the two learning teams to establish good practice in the North.
Indicator 5 a KF25 % of BAME staff experiencing bullying & harassment from patients and the public (Lower figure is better)
2015 / 2016
Last year / 2017
This year
SOUTH (SEPT)
Position / 33% / 36% / 36%
NORTH (NEPT)
Position / 36% / 43% / 33%
Commentary
There is some variation across the years but the whole of the new Trust performs worse than the national picture.
Midlands and East Region: 29%
National: 29%
Recommendations
There is a specific Bullying and Harassment Plan at appendix 3 to address this which will run alongside the WRES Action Plan.
Indicator 5b KF 26 - % of BAME staff experiencing bullying harassment or abuse from other staff. (Lower figure is better)
2015 / 2016
Last year / 2017
This year
SOUTH (SEPT)
Position / 25% / 15% / 24%
NORTH (NEPT)
Position / 27% / 27% / 32%
Commentary
Better than the national average for the SOUTH but worse for NORTH. Slowly declining for SOUTH but worsening for NORTH.
Midlands and East Region: 26%
National: 27%
Recommendations
Please see Bullying and Harassment Plan at appendix 2
Indicator 5c KF21 - % of BAME staff believing there are career opportunities (Higher figure is better)
2015 / 2016
Last year / 2017
This year
SOUTH (SEPT)
Position / 77% / 78% / 80%
NORTH (NEPT)
Position / 79% / 74% / 78%
Commentary
Positive scores – above average for NORTH and SOUTH. Declining scores in the NORTH but improving in the SOUTH.
Midlands and East Region: 75%
National: 74%
Recommendations
Recommended actions:
· Please see Bullying and Harassment Plan at appendix CC
· Staff Recognition Awards to be encouraged and applications encouraged from BAME staff.
· Review activity in Staff Recognition awards to establish the proportion of awards given to BAME staff.
· Staff Recognition Scheme includes section on improving the experience of other staff members (e.g. – improved health and wellbeing/diversity/team bonding)
Indicator 5d – Q17b % of BAME staff personally experiencing discrimination at work from manager and colleagues (Lower figure is better)
2015 / 2016
Last year / 2017
This year
SOUTH (SEPT)
Position / 14% / 7% / 12%
NORTH (NEPT)
Position / 10% / 11% / 11%
Commentary
Increasing in the SOUTH and NORTH. Both below the national average.
Midlands and East Region: 13%
National: 14%
Recommendations
Please see Bullying and Harassment Plan at appendix 3
Indicator 9 - difference between the organisations voting board membership and its overall workforce. (Lower figure is better)
2015 / 2016
Last year / 2017
This year
SOUTH (SEPT)
Position / -8.6% / -5% / -5%
NORTH (NEPT)
Position / -17% / -16% / -17%
Commentary
Much better representation than the national picture.
Midlands and East Region: -8.3%
National: -7.1%
Recommendations
Replace the outgoing BAME Non-Executive Director ready for next year’s figures. (Complete)
7 The CQC
In April 2017 the CQC confirmed that WRES (and wider equality) will be inspected as part of EVERY inspection – even if it is a singular core service level inspection. This will be as part of the well-led domain.
The characteristics of an organisation which is rated as ‘outstanding’ for its work on the WRES include:
· Strong leadership and governance including innovation.
· Active evidence of research and continuing processes to ensure the wres is embedded
· WRES is reviewed in the wider culture of the organisation for all levels and groups of staff
· Evidence of good outcomes in relation to race equality.
Appendix 4 sets out the characteristics of organisations rated on their WRES. We continue to strive for outstanding.
8 Conclusion
It is disappointing that some areas of performance have declined and there is more decline in the South than the North. However we do expect metric progress to be variable across the years. The intention is to ensure that we are generally moving in the right direction and that we stop any further declines.
9 Action Planning
This report has set out recommended areas for action against each of the metrics. And in each of the localities of the new organisation. A full action plan is attached which requires approval. It is not a full breakdown of all the work that is going on in this area – rather a short set of realistic and achievable actions which will be updated each quarter. It has been discussed with all the relevant committees and will be shared with our BAME staff network in July to seek views and work together on the actions set out.
The intention of the plan is to support our BAME workforce to be the best that they can and meet their full potential – but mainly to ensure that the work is driven from the top down and that we break the cycle of activity which is leading to a worse experience for our BAME staff. A key component of our work this year will stem around our vision and values and ensuring that all staff operate with these in mind.
A 6 month progress update will be submitted to all relevant committees.
10 Recommendation
It is a general recommendation that the organisation continues to run a full census staff survey which means all staff receive a survey thus increasing the likelihood of reaching the BAME workforce – and getting a more realistic picture of BAME staff experience in the organisation.
11 Action Required
Trust Board are asked to:
· Approve the changes to the report based on discussions at June Trust Board.
· Approve the FULL CENSUS staff survey approach in the new organisation
Report prepared by
Name Jo Debenham Julie Dynes-Conner
Job Title Head of Staff Engagement Head of Learning and Development
Date 17 July 2017
Equality & Inclusion Steering Group Page 9 of 9