Response ID ANON-R89M-8JSF-B

Transcription

1 Response ID ANON-R89M-8JSF-B Submitted to Workforce Race Equality Standard (WRES) reporting template Submitted on :09:43 Introduction 1 Name of organisation Name of organisation: Kent & Medway NHS & Social Care Partnership Trust 2 Date of report Month/Year: 07/ Name and title of Board lead for the Workforce Race Equality Standard Name and title of Board lead for the Workforce Race Equality Standard : Executive Team 4 Name and contact details of lead manager compiling this report Name and contact details of lead manager compiling this report: Jennie Cogger, Assistant Director of Workforce Kent & Medway NHS & Social Care Partnership Trust Farm Villa Hermitage Lane Maidstone Kent ME16 9PH Tel: Mobile: Names of commissioners this report has been sent to Complete as applicable:: Sharon Knight & Nicola Jones (NHS Swale CCG) Workforce Race Equality Standard reporting template 6 Name and contact details of co-ordinating commissioner this report has been sent to Complete as applicable.: North Kent CCG's (incorporating NHS Swale, NHS Dartford, Gravesham & Swanley and NHS Medway Clinical Commissioning Groups) 7 Unique URL link on which this report and associated Action Plan will be found Unique URL link on which this Report and associated Action Plan will be found: 8 This report has been signed off by on behalf of the board on Name:: Helen Greatorex, Chief Executive Date:: 07/02/2018 Background narrative 9 Any issues of completeness of data Any issues of completeness of data: As this is the baseline data there are some gaps identified where data is missing or not collected for the 1st of April reporting period. The data relates to employees who are directly employed by the Trust; it excludes contractors and those who work with us but are engaged as temporary staff such as NHS Professional Workers. New employees apply for a KMPT (Kent & Medway NHS & Social Care Partnership Trust) jobs through the Trusts TRAC Recruitment website, which records data for 6 protected characteristics (TRAC does not record gender reassignment, pregnancy/maternity or civil partnership/marriage).

2 10 Any matters relating to reliability of comparisons with previous years Any matters relating to reliability of comparisons with previous years: We monitor the data completeness on ESR regularly, and have seen the number of completed records increase year on year. We are working towards an inclusive environment in which employees feel comfortable in disclosing information such as disability, lived experience of mental ill health and sexual orientation. Self reporting 11 Total number of staff employed within this organisation at the date of the report: Total nuber of staff employed within this organisation at the date of the report: Proportion of BME staff employed within this organisation at the date of the report? Proportion of BME staff employed within this organisation at the date of the report: 25% 13 The proportion of total staff who have self reporting their ethnicity? The proportion of total staff who have self reported their ethnicity: 98% 14 Have any steps been taken in the last reporting period to improve the level of self reporting by ethnicity? Have any steps been taken in the last reporting period to improve the level of self-reporting by ethnicity: None Currently 15 Are any steps planned during the current reporting period to improve the level of self reporting by ethnicity? Are any steps planned during the current reporting period to improve the level of self reporting by ethnicity: The Trust will continue to gather consistent staff data. In addition a data cleanse of current information in order to encourage staff to self report their demographic profiles on to the ESR System Workforce data 16 What period does the organisation s workforce data refer to? What period does the organisation s workforce data refer to?: 1st of April st March 2017 Workforce Race Equality Indicators 17 Percentage of staff in each of the AfC Bands 1-9 and VSM (including executive Board members) compared with the percentage of staff in the overall workforce. Organisations should undertake this calculation separately for non-clinical and for clinical staff. Non Clinical 2017 Under band % Band % Band % Band % Band % Band % Band % Band % Band 8a % Band 8b % Band 8c % Band 8d % VSM % Clinical 2017 under band % Band % Band % Band % Band % Band %

3 Band % Band % Band 8a % Band 8b % Band 8c % Band 8d % VSM % Medical 2017 Consultants % Career Grade % Trainee % Other % Non Clinical 2016 Under band % Band % Band % Band % Band % Band % Band % Band % Band 8a % Band 8b % Band 8c % Band 8d % VSM % Clinical 2016 Under band % Band % Band % Band % Band % Band % Band % Band % Band 8a % Band 8b % Band 8c % Band 8d % VSM % Medical 2016 Consultants % Career Grade % Trainee % Other % Non Clinical Increases of BME Representation in Band 1,3,4,7 Decreases in BMS representation in Band 2,5 & 6 No change in BME representation in Under Band 1's or grades above Band 8a to VSM Clinical Increases in BME representation in Band 1,3,4,7,8a,8d & VSM Decreases in BME representation in Band 2,5,6,8b & 8c No change in BME representation in Under Band 1's or Band 9 Medical Increases in Other Medical groups Decreases in BME representation in Consultants, Career Grades & Trainees

4 Overarching Objective : Achieve a representative workforce on racial grounds across all grades/ improve overall staff progression and retention Establish & Evaluate BME staff network - Improve perception of BME groups and KMPT as a fairer good Equal Opportunity Employer KMPT encouraging & committing time for staff to pursue developmental programmes with NHS Leadership Academy Promotion of Stepping Up programme for aspiring BAME leaders Ready Now programme for senior BAME leaders Introduction of mentoring/ shadowing/coaching and other developmental programmes being pursued Partnership initiative with Sussex Partnership (HEE Funding to establish mentoring programmes for Band 6 and below) Refresh of Black and Minority (BME) forum as an intelligence base to feed into Diversity & Inclusion Group(DIG), and into corporate HR strategy for action Equality & Diversity surgeries/green button reporting/freedom to Speak Up enabling timely intervention to resolve issues before they escalate to the point where staff exit the Trust Proactive exit interviews to be conducted to obtain qualitative information to feed into outcome based actions Lessons learnt and actions of redress to be formalised within policies and procedures by policy owners in conjunction with stakeholders 18 Relative likelihood of staff being appointed from shortlisting across all posts Work with BME Forum/Survey to establish some of the underlying stories for effective targeting. See actions KMPT undertaking (17) above. 19 Relative likelihood of staff entering the formal disciplinary process, as measured by entry into a formal disciplinary investigation. This indicator will be based on data from a two year rolling average of the current year and the previous year HR Team working with BME Forum to understand the underlying reasons for current trends. In-depth understanding of cultural nuances HR working with BME forum to establish awareness events to explore themes further Diversity conference planned for 2018 where the role of networks/speak Up initiative will be central 20 Relative likelihood of staff accessing non-mandatory training and CPD KMPT to work in conjunction with BME forum to unearth the reasons for low take-up of non mandatory training Use flexi working/family friendly working policies to incentivise BME staff

5 Rigorous monitoring of CPD and non-mandatory training take up by BME staff Workforce Race Equality Indicators 21 KF 25. Percentage of staff experiencing harassment, bullying or abuse from patients, relatives or the public in last 12 months % 30.91% 29.36% 39.38% KMPT to work with BME Forum to explore creative approaches to addressing, the relative high incidence of bullying/harassment/abuse and discrimination by BME staff KMPT to improve partnership working with other NHS/community/statutory organisations to share best practice to improve BME experience Respect Campaign KMPT to continue working with patients/service users/staff/police/and other interested groups to hold periodical events aimed at raising awareness of subject. Explore and applying some degree of sanctions and rewards on a pilot basis Zero Tolerance policy to be posted in all vantage points. 23 KF 21. Percentage believing that trust provides equal opportunities for career progression or promotion % 77.01% 84.54% 80.34% No Comments from E&D Requested 24 Q17. In the last 12 months have you personally experienced discrimination at work from any of the following? b) Manager/team leader or other colleagues % 7.69% 13.76%

6 No Comments from E&D Requested 22 KF 26. Percentage of staff experiencing harassment, bullying or abuse from staff in last 12 months % 21.95% 27.37% 27.60% Develop a Post Brexit Strategy to address Bullying & Harassment of E.U nationals and work towards establishing a culture of tolerance & inclusivity for all Appraisal/Performance manage processes to embed awareness and diversity & inclusion in the process Diversity & Inclusion to be a theme in team meetings, staff events etc. Research best practice within the NHS economy and national best practice to bring about positive cultural change Awareness raising. Setting training scenes that allows discourse on stereotypes, prejudice, unconscious bias, institutional barriers, using personal stories to bring about change in staff attitudes Managers to implement learning training in performance management process Managers to be trained to ensure adherence to the professionalism inherent in the implementation of equality & diversity Diversity & Inclusion induction should incorporate the impact of unconscious bias, addressing stereotypes KMPT to work with BME Forum to explore creative approaches to addressing, the relative high experience of bullying/harassment/abuse and discrimination by BME staff Workforce Race Equality Indicators 25 Percentage difference between the organisations Board voting membership and its overall workforce. 3.6% -2.05% 22.2% -20.1% Overarching Objective : Achieve a representative workforce on racial grounds across all grades/ improve overall staff progression and retention Establish & Evaluate BME staff network - Improve perception of BME groups and KMPT as a fairer good Equal Opportunity Employer KMPT encouraging & committing time for staff to pursue developmental programmes with NHS Leadership Academy Promotion of Stepping Up programme for aspiring BAME leaders Ready Now programme for senior BAME leaders Introduction of mentoring/ shadowing/coaching and other developmental programmes being pursued Partnership initiative with Sussex Partnership (HEE Funding to establish mentoring programmes for Band 6 and below) Refresh of Black and Minority (BME) forum as an intelligence base to feed into Diversity & Inclusion Group(DIG), and into corporate HR strategy for action

7 Equality & Diversity surgeries/green button reporting/freedom to Speak Up enabling timely intervention to resolve issues before they escalate to the point where staff exit the Trust Proactive exit interviews to be conducted to obtain qualitative information to feed into outcome based actions Lessons learnt and actions of redress to be formalised within policies and procedures by policy owners in conjunction with stakeholders 26 Are there any other factors or data which should be taken into consideration in assessing progress? Are there any other factors or data which should be taken into consideration in assessing progress?: Not currently 27 Organisations should produce a detailed WRES action plan, agreed by its board. It is good practice for this action plan to be published on the organisation s website, alongside their WRES data. Such a plan would elaborate on the actions summarised in this report, setting out the next steps with milestones for expected progress against the WRES indicators. It may also identify the links with other workstreams agreed at board level, such as EDS2. You are asked to provide a link to your WRES action plan in the space below. Organisations should produce a detailed WRES Action Plan, agreed by its Board. Such a Plan would normally elaborate on the actions summarised in section 5, setting out the next steps with milestones for expected progress against the WRES indicators. It may also identify the links with other work streams agreed at Board level, such as EDS2. You are asked to attach the WRES Action Plan or provide a link to it.: