To: Trust Board Date: 29 th June WORKFORCE RACE EQUALITY STANDARD SUBMISSION

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1 To: Trust Board Date: 29 th June 2017 From: Nikki Kriel, OD Manager / Equality & Diversity Lead FOR INFORMATION 1.0 INTRODUCTION 2017 WORKFORCE RACE EQUALITY STANDARD SUBMISSION This report seeks to explain the requirement for the Trust to submit a return for the NHS Workforce Race Equality Standard (WRES) and discusses the indicators contained within this. The Trust s position against last year s return will be shown, as well as our results compared to other Trusts in our geographical area for the 2016 return and a specific WRES action plan proposed. The Board is asked to note and approve the WRES submission and action for publication by the 1 st August BACKGROUND NHS Workforce Race Equality Standard (WRES) The NHS WRES was introduced in April 2015 and for the first time was introduced in the NHS standard contract. WRES aims to ensure that employees from black and minority ethnic (BME*) backgrounds have equal access to career opportunities and receive fair treatment in the workplace. National research and evidence strongly suggest that less favorable treatment of BME staff in the NHS, through poorer experience or opportunities, has significant impact on the efficient and effective running of the NHS and adversely impacts the quality of care received by all patients. From 1 st July 2015, NHS Trusts submitted their WRES baseline data against nine indicators. The nine indicators comprise of four which are specifically on workforce data, four which are derived from the national NHS Staff Survey results and a final indicator that requires provider organisations to detail levels of BME Board representation. WRES aims to compare the experience of BME and white staff with the objective of closing the gaps highlighted by those metrics. * BME is defined for the purposes of WRES as: White staff include White British, Irish and Any other White categories. BME staff category includes all others except unknown and not stated. This differs from our Annual Equality & Diversity Performance report, BME is defined as anything other than White British to ensure inclusion of the multicultural and diverse Trust workforce that are not visibly BME. 3.0 WRES 2016 ANNUAL REPORT Following the Trusts second submission for WRES in July 2016, an annual report was published in May The second report presents data for all nine WRES indicators for the first time. The purpose of the report is three fold: To enable NHS Trusts to compare their performance with others in their region or providing similar services with the aim of prompting improvement by learning and sharing emerging practice.

2 To provide a national picture of the implementation of WRES and enable national policymakers, networks (including BME networks), commissioners, social partners and regulators to gain a picture of developments. To start sharing emerging good practice related to WRES indicators, from across the NHS. Looking at Western Sussex Hospitals NHS Foundation Trust (WSHFT) results in the annual report and comparing across the local geographical area is shown in the attached spreadsheet below: WRES 2016 local comparisions.xlsx The Trusts data is generally positive across a majority of the indicators in comparison to the national average and a selection of local Trusts. Overall this shows the Trust is in a more positive position compared to the Trusts mentioned. WSHFT was mentioned in the annual report twice as an organisation where data suggest practice may be better. These areas were indicators 2 and 6 which is very positive. 4.0 WRES 2017 For the 2017 return, the nine indicators have remained broadly the same, with minor amendments to indicators 1 and 9. WRES indicator 1 now has a clearer definition of senior medical manager and very senior manager. WRES indicator 9 now requires submission of data that disaggregate: 1) the voting and non-voting members of boards, and 2) the executive and non-executive members of boards. This year in the submission, as well as providing data against the nine indicators as at 31 st March 2016 we are asked to compare against last year s submission and provide progress and future action points. A summary of the results for the 2017 submission is shown below: At 31 st March 2017, a total of 7051 staff were employed by WHSFT. Of these, 14.97% were BME and 95.33% of staff disclosed their ethnicity. Indicator 1 - see full submission and action plan for detail of % of BME and of White staff in each pay band (clinical and non-clinical). The percentage of BME clinical staff in B1 - B2 is reflective of percentage employed. B3 - B4 is lower, however B5 shows a significant increase in the percentage of BME staff, in B6 - B9 BME staff numbers are lower than the percentage employed. There is a higher percentage of white non-clinical staff across all bands. There is a higher percentage of BME medical staff than BME staff employed. Indicator 2 - The likelihood of BME staff being appointed from shortlisting (0.87) is less likely than white staff (1.15). However this figure has increased from 0.74 in Indicator 3 - BME staff are 2.02 times more likely to enter the formal disciplinary process than white staff. This is an increase from last year which showed However there is not a true comparison to 2016 as data was required to be adjusted from the annual E&D report to include 'staff who have been subject to an investigation, but for whom no further action was taken'. These numbers were not included in last years WRES report. Total numbers of disciplinaries were small, disciplinaries with formal action were 21, with an additional 6 which had no further action. There was no significant difference between the ethnicity of staff entering the process and those receiving sanctions. Page 2 of 6

3 Indicator 4 - BME staff accessing non-mandatory training is very similar to the percentage employed (14.97%). This percentage has decreased slightly from the previous year (15.71%). Indicators 5 8 (Taken from 2016 Staff Survey key findings) Year Indicator 5 Indicator 6 Indicator 7 Indicator % 24% 86% 13% % 23% 84% 12% Indicator 5 - The % of BME staff experiencing harassment, bullying or abuse from patients/relatives/public has decreased in the Trust by 3% in the past year. This is 3% higher than white staff and 6% higher than the national average for acute trusts. Indicator 6 - The % of BME staff experiencing harassment, bullying or abuse from staff has decreased by 1% in the last year to 23%. This is 1% lower than for the White staff in the Trust this year (24%) and 4% lower than the BME national average for acute trusts (27%). Indicator 7 - The % of BME staff believing the Trust provides equal opportunities for career progression or promotion has decreased by 2% since last year to 84%. This is 8% lower than White staff but 8% higher than the BME National average for acute trusts. Indicator 8 - The % of BME staff experiencing discrimination at work from managers, team leaders or other colleagues is 12%. This is 1% less than last year s survey and 2% less than the BME national average for acute trusts. Indicator 9 - As of the 31 st March 2017 there were 12 voting members of the board. As you can see BME staff are not represented on the voting board. 5.0 WRES ACTION PLAN An action plan has been developed and is detailed in appendix 1, based on: WRES submission Results of annual equality & diversity performance report EDS2 and equality objectives Feedback from CQC inspection 6.0 NEXT STEPS To communicate and publish the WRES submission and action plan both internally and externally. Continue to further develop specific actions, timescales and lead contacts in relation to each of the above objectives and provide regular progress reports at Diversity Matters Steering Group. 7.0 RECOMMENDATION The Board is asked to APPROVE the submission and action plan for publication by the 1 st August The Board approved the WRES return and action plan on the 29 th June Page 3 of 6

4 Appendix 1 - WRES Action Plan Issue Action Outcome WRES Indicator/EDS2 Goal/E&D Objective BME Leadership opportunities To improve the success rates of BME applicants through the recruitment process Review development opportunities for BME staff. Review of 2017 BME specific leadership programme and targeted attendance on Trust Leadership programmes followed by review of this type of training Assurance that BME Workforce have equal access to development opportunities Establish Trust BME Ambassadors Review the recruitment data fully, by medical and non-medical posts Extend the recruitment training to include promoting the benefits and outcomes of employing a diverse workforce and evaluate the impact of unconscious bias recruitment training on success of BME applicants Review of 2017 BME specific leadership programme and targeted attendance on Trust Leadership programmes. Increase in % of BME workforce at Band 6 and above and improved BME staff survey scores Ensure that full data of all non-mandatory training and CPD supports future WRES returns. Work in progress with L&D and practice development BME workforce having ambassadors to aspire to and to support BME leadership Better understanding of potential problem areas of posts BME staff see the Trust as an employer of choice. Positive impact on patient outcomes, staff representing patients. WRES Indicator 1 EDS2 Goal 3.1 & 3.6 E&D Objective 2 & 3 WRES Indicator 2 EDS2 Goal 3.1 E&D Objectives 2 Lead Timescale E&D lead April 2018 Head of Learning and Development Ambassador Programme and Celebrating Cultures Network Recruitment Lead and E&D Advisor Review September 2017 August 2017 September 2017 Recruitment Lead September 2017

5 To address the issue of BME staff being more likely to enter a disciplinary process than white staff Reduce % of BME Staff experiencing harassment, bullying or abuse from patients/relatives/visito rs Further reduce the % of BME staff experiencing discrimination at work from managers/team leaders or colleagues Ensure the Trusts Board of Directors is reflective of the workforce Use the Trust s values to challenge behaviour and raise awareness of cultural differences Repeat review of employee relations cases involving BME staff Hot spot areas already selected. Pop-up Schwartz rounds to be conducted Work with Celebrating Cultures Network, dementia nurse specialist and communications team Link with Freedom to Speak up group to develop zero tolerance campaign Revisit E&D training and management development training and ensure a clear aspect of this is expectations of all in relation to discrimination Introduce unconscious bias training for poorly performing divisions Future targeted recruitment to non- Executive Director post advertised to target BME community. The board has noted the governors role in Staff understand the impact of culture on individual values and behaviours Identify trends and hotspot areas for employee relations and share learning Better understanding of staff experiences and joint working in finding solutions and support Provide visible commitment to tackling abuse and increase trust from BME staff Clearer defined expectations and consequences for discriminatory behavior Better understand of how bias play out in our lives Representing the BME workforce/community WRES Indicator 3 EDS2 Goal 4.3 & 3.6 WRES Indicator 5 EDS2 Goal 3.4 E&D Objective 4 WRES Indicator 8 EDS2 Goal 4.1 & 3.6 WRES Indicator 9 EDS2 Goal 4.1 Head of April 2018 Employee Relations/E&D Lead Head of Quarterly Employee Relations/E&D Adviser E&D Lead September 2017 E&D Lead December 2017 E&D Lead September 2017 E&D Advisor December 2017 Company Secretary/Deputy Director of HR As appropriate when recruitment taking place Page 5 of 6

6 appointing NEDs and the need to draw attention to the woder population. Positive action - increase membership of the Trust targeting BME community specifically Representing the BME community Head of Communications & Engagement / Lead Governor As appropriate when recruitment taking place Page 6 of 6