NHS WORKFORCE RACE EQUALITY STANDARD DATA ANALYSIS YEAR 4

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1 NHS WORKFORCE RACE EQUALITY STANDARD DATA ANALYSIS YEAR 4 Trust Board 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 (BME) 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 within Essex Partnership Trust. 2 Executive Summary This is the 4 th year of the WRES and we are starting to see progress. Compared to last year 6 Metrics have improved 1 Metrics has stayed the same 2 Metrics have got worse. Compared to national picture 5 Metrics are better 0 Metrics are the same 4 Metrics are worse. This is the very first official WRES report for Essex Partnership University NHS Trust as previous reports were filed under North and South Essex Trusts. Where a 2017 EPUT figure is reported it is an average of each trust. This report has been discussed with the EPUT BME network and Chair, EPUT WRES expert and EPUT Frontline Representative. It has also been through the committee approval process including Workforce Transformation Committee, Equality & Inclusion Committee and Executive Team. 3 Introduction The Workforce Race Equality Standard was introduced in April 2015 in response to national research that showed significant disparity between the BME and WHITE staff experience in the NHS. It is mandatory and requires all providers to publish data about their staff experience across 9 metrics. The purpose is to identify progress and shortfalls and ensure actions are put in place so that, over time we see a steady and sustained reduction in the gap between white and BME staff experience here at EPUT. The assessment is date stamped 31 March 18 1

2 We do not expect to see rapid change rather a steady 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 BME workforce. 4. Methodology We are required to self-assess against 9 indicators of staff experience. Four relate specifically to workforce data, four are based on data from the national staff survey and one relates to BME representation on the board. There is detailed technical guidance on the calculation of the WRES which we follow. WRES data is submitted directly to the national team using a data collection template which uses staff survey and ESR data as well as local data from recruitment, HR and Training teams. Metrics relating to staff survey uses the most recent staff survey which at the time of publishing is the EPUT 2017 staff survey results. Any references to the national picture is taken from the most recent WRES National Report Wres Implementation Team 2017 Data Analysis Report December 2017 The report has been discussed and agreed with the Chair of the BME network and our WRES Expert. 6 The WRES business case It is well documented that a workforce which is representative of the population it serves will result in better more compassionate and 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 is reflected in the HR & Workforce Framework which mirrors the priorities we have for our BME workforce including:- Improving cultural awareness Reducing Violence Harassment Bullying and Abuse from patients and staff Focuses on improving retention Identifying, enhancing and retaining existing talent Valuing the workforce Leadership Development across all bands A healthy and resilient workforce A strong integral BME network 2

3 7 Our Progress since 2017 It is pleasing to see that we are heading in the right direction. Even though EPUT still has a long way to go we are proud of how far we have come since the merger in April 2017 and some of our key progress includes:- The inclusion of a BME Adviser to relevant Grievances which are related to Race. Sponsoring one employee to attend the WRES Frontline Staff Forum Sponsoring one employee as a National WRES Expert BME network Launch November 2017 Thriving BME staff Network Funded BME Chair Role with Funded Administrative Support A HR/Workforce Strategy with specific Emphasis on Race, Diversity and Discrimination Strong Links and regular contact with the National WRES team Mandatory BME representative on Senior Interview Panels Targeted Anti-Bullying Campaign Investment in a temporary Equality Adviser Trust Supervision documentation reviewed to discuss Values, Continued Professional Development, raising concerns and wellbeing 8 Summary of WRES as at This section sets out a breakdown of performance, provides a comparison to last year and shows our performance compared to the national picture. There is also some narrative at the end of each metric which is consolidated in an action plan which is attached at Appendix 1 3

4 INDICATOR 1 % of BME STAFF IN EACH BAND COMPARED TO THE OVERALL WORKFORCE. (22%) There has been a steady overall increase in the % of BME staff at EPUT by 2.5% since 2017 Fig 1- % BME staff overall at EPUT 19.5% BME Staff 22% BME STAFF 16.3% Fig 2 BME Breakdow n by Bands Overall/Clinical/Non-Clinical/Band 8 There is under-representation of BME in 9 out of 15 Bands There is less than 10% in bands 4, 8c, 8d, 9 and VSM There is under-representation of BME in 10 out of 11 Bands. There is less than 10% in bands 2,3,4,5, 8a,8c,8d Blank There is under-representation of BME in all Band 8 posts. However there have been increases in the proportions of BME staff in bands 8a, b, and d since last year s WRES. 4

5 There is under-representation of BME in 6 out of 14 Bands There is less than 10% in bands 4,8c,8d KEY: More than 22% There is still under-representation of BME Staff in the majority of bands. However it is pleasing to see that there is progress in the Band 8 positions. Actions around this metric focus on extending BME representation on interview panels, the introduction of a Reverse Mentoring Scheme, improvements in appraisal paperwork and wider promotion of learning opportunities. INDICATOR 2 RELATIVE LIKELIHOOD OF WHITE STAFF BEING APPOINTED FROM SHORTLISTING (Lower Figure is Better) This refers to both internal and external posts There is a reduction in the % of White staff being appointed and we are performing better than the national average. 5

6 Actions around this metric focus on extending BME representation on interview panels, strengthening recruitment training, and guidance for appointing managers on the WRES INDICATOR 3 RELATIVE LIKELIHOOD OF BME STAFF ENTERING THE FORMAL DISCIPLINARY PROCESS COMPARED TO WHITE (Lower Figure is Better) Fig 3 - % BME Disciplinary Activity Disciplinary Cases 2 year period. Total with No Action Taken Total With Action Taken Total No of cases BME 34% 28.5% 31% WHITE 63% 67.5% 65% OTHER 3% 4% 4% TOTAL 100% 100% 100% Figure 3 shows a further drill down carried out in June proportions of staff by whether any action was taken or not. It shows the There is a higher proportion of BME staff both having no action taken (34%) or having action taken (28.5%) compared both to the total no of cases but also to the overall workforce (22%). Actions around this metric focus on the implementation of mediators across the trust and quarterly deep dives into the data to disproportionate treatment of BME staff. INDICATOR 4 RELATIVE LIKELIHOOD OF WHITE STAFF ACCESSING NON- MANDATORY TRAINING AND CAREER PROFESSIONAL DEVELOPMENT (Lower Figure is Better) The position has worsened since last year and we perform worse than the national average. Actions around this metric focus on strengthening discussions about future development in appraisal, widening access to the suite of learning available, and a reverse mentoring scheme for BME staff. 6

7 Indicators 5 8 use data from National Staff Survey. Fig 4 shows that this is based on a 16% response rate from BME which is slightly under that of our overall BME workforce. Fig 4 BME respondents to National Staff Survey Overall Workforce 13.5% 16% 22% It should be noted that EPUT operates a FULL CENSUS staff survey whereby all staff are sent the survey rather than a selected smaller sample. Whilst we would expect a 22% response rate, we are seeing an improvement in BME staff participating in the survey. INDICATOR 5 - % OF BME STAFF EXPERIENCING HARASSMENT BULLYING OR ABUSE FROM PATIENTS RELATIVES OR THE PUBLIC IN THE LAST 12 MONTHS (Lower Figure is Better) 35% 32% 28% The position has improved and we perform worse than the national average. INDICATOR 6 - % OF BME STAFF EXPERIENCING HARASSMENT BULLYING OR ABUSE FROM OTHER STAFF IN THE LAST 12 MONTHS (Lower Figure is better) 28% 22% 24% The position has improved and we perform better than the national average. INDICATOR 7 - % OF BME STAFF BELIEVING THAT THEIR ORGANISATION PROVIDES EQUAL OPPORTUNITIES FOR CAREER PROGRESSION (Higher Figure is Better) 79% 75% 85% The position has got worse and we perform worse than the national average. INDICATOR 8 IN THE LAST 12 MONTHS HAVE YOU PERSONALLY EXPERIENCED DISCRIMINATION AT WORK FROM A MANAGER/TEAM LEADER OR OTHER COLLEAGUE (Lower Figure is Better) 12% 12% 13% 7

8 The position has remained the same and we perform better than the national average. Actions around metrics 5, 6, 7 and 8 focus on a continued Trust Wide Anti-Bullying Campaign, Local bespoke coaching and learning events for teams, raising awareness of unconscious bias, raising awareness of the Freedom to Speak Up Guardian and ensuring there is representation from BME amongst the local guardians. INDICATOR 9 - % DIFFERENCE BETWEEN THE ORGANISATIONS BOARD MEMBERSHIP AND ITS OVERALL WORKFORCE. (Lower Figure is better) -22% -9.3% -10.7% The position has improved since last year and we perform better than the national average. There are no specific actions this year but there is a commitment to ensuring we continue to move towards increased BME representation at Board level. 9 Conclusion Much work is still needed to improve the experience of our BME workforce but we are pleased that there is progress for us to build on. There is no doubt that we see this as integral to the performance of EPUT, the wellbeing of our workforce and the improved experience of our patients. It will also be a key factor in our aim to achieve Outstanding CQC by We must now focus on those two metrics which have declined namely access to continuing professional development (Metric 2) and belief that there are career progression opportunities for BME staff (Metric 7) We are really proud of the journey we have taken and the investment we have made into the BME agenda. We are proud of the close, open and positive working relationships we have with our Board, our Equality Steering Group and our Equality Leads. But most importantly we are proud of our BME Network, our Chair and Vice Chair and all the BME staff who have pushed this change forward with commitment and energy. 10 Action Planning The action plan attached at Appendix 1. It is not a full breakdown of all the work going on but focusses on priorities for this year that we believe will result in more progress in future years. It will have quarterly updates to all relevant committees. 8

9 11 Action Required Trust Board are asked to: Approve the report for publication and wide promotion internally and externally Agree the Action Plan Report prepared by Name Jo Debenham Job Title Head of Staff Engagement Date September 2018 On Behalf of: Name Job Title Malcolm McCaan Executive Director of Community Services and Partnerships 9