Workforce Race Equality Standard (WRES) 2017 reporting template. Guidance notes

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1 Workforce Race Equality Standard (WRES) 2017 reporting template Guidance notes This document is a preview of the 2017 online reporting template questions which you can complete beforehand offline. The drafted answers can be shared internally and once finalised, these can be copied and pasted into the online reporting template. Once completed, you are required to enter your address, to receive a PDF copy of the questions and your responses. Please save a copy, which can be printed, shared internally and uploaded onto your website 1. Name of organisation Milton Keynes University Hospital NHS Foundation Trust 2. Date of report Month: August Year: Name and title of Board lead for the Workforce Race Equality Standard Ogechi Emeadi director of workforce 4. Name and contact details of lead manager compiling this report Paul Sukhu deputy director of workforce 5. Names of commissioners this report has been sent to Milton Keynes Clinical Commissioning Group 6. Name and contact details of coordinating commissioner this report has been sent to Michael Ramsden Quality Standards Manager Milton Keynes Clinical Commissioning Group Sherwood Place 155 Sherwood Drive Bletchley Milton Keynes MK3 6RT Tel: Mobile: michael1.ramsden@miltonkeynes.nhs.uk Page 1 of 10

2 7. Unique URL link on which this Report and associated Action Plan will be found and 8. This report has been signed off by on behalf of the board on Date: 04 September 2017 Name: Ogechi Emeadi Page 2 of 10

3 Background narrative 9. Any issues of completeness of data 6.3% of colleagues (n = 212) on ESR have chosen not to disclose their ethnic origin in % of colleagues (n = 181) on ESR have chosen not to disclose their ethnic origin in Any matters relating to reliability of comparisons with previous years In 2016 the percentage figures outlined in WRES verification data for the 2015 staff survey (Indicators 5-8) did not match those as reported by the trust in 2015 year's WRES report. 11. Total number 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? 26.2% which is a total of 884 colleagues. In 2016 this figure was 25%. 13. The proportion of total staff who have self reported their ethnicity? 94.7% of our staff have self-reported their ethnicity. In 2016 this figure was reported as 93.7%. 14. Have any steps been taken in the last reporting period to improve the level of self reporting by ethnicity? A data cleansing exercise has been undertaken to improve the overall percentage of selfreporting from 90% in the 2015 WRES report. It is believed that 94.7% is a statistically significant proportion of trust staff. The introduction of a new electronic recruitment system in 2016/17 has reinforced selfreported data collection, at the point of entry to the trust. New and enhanced electronic change and leaving forms (changes to terms and conditions of employment or personal details) have been used as an opportunity for individuals to declare their ethnicity if they have not already done so during the course of their trust or NHS preemployment stages. Electronic appointment forms have been developed and piloted in the Women s and Children s division and within the recruitment and medical staffing teams of the workforce directorate. 15. Are any steps planned during the current reporting period to improve the level of self reporting by ethnicity? A review of the TRAC system ethnicity data capture against use former singular use of NHS Jobs will inform our direction with regard to improvement in 2017/18. Page 3 of 10

4 Intra-authority transfer (IAT) functionality in the Electronic Staff Record (ESR) will capture the same information for individuals coming from other trusts. It is envisaged that full roll out of electronic appointment forms will support data collection at the point of entry for those whom are not already covered by the IAT functionality that ESR provides. Workforce data 16. What period does the organisation s workforce data refer to? 01 April 2016 to 31 March 2017 Workforce Race Equality Indicators For each of these workforce indicators, compare the data for White and BME staff. 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 White = 19.7% of total workforce Non clinical BME = 5.3% of total workforce Clinical white = 48.7% of the total workforce Clinical BME = 20.8% of the total workforce Non clinical White = 19.5% of total workforce Non clinical BME = 4.7% of total workforce Clinical white = 48.9% of the total workforce Clinical BME = 20.3% of the total workforce In 2015 this was 15% BME compared to 22% BME overall. 12.5% BME compared to 25% BME overall was reported in the 2016 WRES return Talent management pilot, for 'next-in-line' VSMs has been concluded. Within this pool alone there are two further BME Deputy/Associate directors. Further section specific content is included in the Leaders Engaging in Action Programme, in partnership with New Bucks University - first intake commenced in September 2016 and the trust is now into its second cohort of colleagues progressing through the programme. Page 4 of 10

5 Targeted recruitment interventions have commitment from the chairman and chief executive with a view to seeking NHS England guidance on how to influence director level appointments in a way that impacts on this measure. MKUH also plans to continue to learn from 'role model' trusts and centres of excellence, outside of the NHS in this regard, going forwards. 18. Relative likelihood of staff being appointed from shortlisting across all posts White more likely to be appointed than BME applicants 1.37 White more likely to be appointed than BME applicants In 2014 this was 2.23 BME were more likely to be appointed than White applicants. The data relating to the number of people of each ethnic background is based on a smaller sample than data reported in 2016 for the previous year. In part this is due to the new electronic recruitment system being implemented in September Continue to roll out values based recruitment and implement training alongside new electronic recruitment system (TRAC) to support this. Job description and person specification paperwork reviewed to ensure they are fit for purpose in terms of assessing individuals based on competence and a breadth of purely job/skills related criteria. Workforce objective for 2017/18 is to ensure that every interview panel includes We Care values based questions & an appropriated designed assessment/selection process. 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 BME more likely than White to be entering the formal disciplinary process 0.91 BME more likely than White to be entering the formal disciplinary process In 2014 BME staff were reported as 1.5 times more likely to be entering the disciplinary process than White staff. Page 5 of 10

6 In 2015 BME were reported as 1.47 times more likely than White to be entering the disciplinary process We will continue to monitor this trend in order to understand how to elicit further equality of the likelihood of staff entering the formal disciplinary process. Our management practice is to reinforce the informal aspects of the disciplinary policy in line with ACAS guidance wherever possible; this is, of course, balanced with risk to patient safety and the health and wellbeing of our staff in mind. A management toolkit and people management training is being redesigned to support this. Page 6 of 10

7 20. Relative likelihood of staff accessing non-mandatory training and CPD White colleagues were 0.96 times more likely to access non-mandatory training than BME comparators 1.14 White more likely to access non-mandatory training and CPD than BME These data were been captured in 2015 for the first time. Data will continue to be captured with improvements to the system for recording these data. Means of publicising and accessing non-mandatory training to be equality impact assessed with due regard to race. National NHS Staff Survey indicators (or equivalent). For each of the four staff survey indicators, compare the outcomes of the responses for White and BME staff 21. KF 25. Percentage of staff experiencing harassment, bullying or abuse from patients, relatives or the public in last 12 months White 27.69% BME 30.23% White 30.58% BME 30.16% For 2014 White, 27%, BME 23% MKUH position shows similar trend to national comparators More BME colleagues are now reporting incidents. Locally it is believed that this is, in part, due to raised awareness through our staff survey action plan A sustained drive on conflict resolution training has been agreed by the trust. Page 7 of 10

8 Publicity and enforcement of the warning (red/yellow) card system for patients and visitors. Use of our employee assistance programme for incident debriefs, counselling and support to be further publicised for staff to access. Our staff survey, We Care (staff engagement) and organisational development plan encompasses the key workstreams that are ongoing and planned for 2017/18 and beyond. 22. KF 26. Percentage of staff experiencing harassment, bullying or abuse from staff in last 12 months White 26.22% BME 25.72% White 25.78% BME 24.68% 2014 White 25%, BME 17% MKUH position shows similar trend to national comparators. More BME colleagues are now reporting incidents. Locally it is believed that this is, in part, due to raised awareness through our staff survey action plan Training and education programmes in relation to bullying, harassment, discrimination and abuse and how to deal with these locally. Bullying and harassment support colleague role being developed to support formal policy and procedure. Use of our employee assistance programme for debriefs, counselling and support to be further publicised for staff to access. Our staff survey, We Care (staff engagement) and organisational development plan encompasses the key workstreams that are ongoing and planned for 2017/18 and beyond. 23. KF 21. Percentage believing that trust provides equal opportunities for career progression or promotion White 90.14% BME 69.07% Page 8 of 10

9 White 90.68% BME 75% 2015 White 64%, BME 32% which was a vast improvement on our position from Provide enhanced and targeted feedback and development for colleagues not appointed to roles. This element will be linked to our recruitment and selection training in 2017/18 and dealing with unconscious bias. 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 White 7.02% BME 10.86% White 6.75% BME 10.26% 2015 White 5%, BME 15% Significant improvement in BME position from 2015 but the levels remain of concern for the trust. Develop and deliver a training and education programme in relation to bullying, harassment, discrimination and abuse and how to deal with these locally in the context of management of performance, conduct, capability and ill health. Board representation indicator For this indicator, compare the difference for White and BME staff. 25. Percentage difference between the organisations Board voting membership and its overall workforce White 87.5% Page 9 of 10

10 BME 12.5% (BME Was 12% in 2016 and 12.5% in 2015.) Non-executive directors had a nil proportion of BME prior to This level is now 12.5% compared to White classification of 87.5%. 26. Are there any other factors or data which should be taken into consideration in assessing progress? The trust continues to have board level leadership for its equality and diversity agenda. The work of the equality and diversity network has continued to develop as the year has progressed and it provides quarterly updates to the workforce board and workforce assurance committee in respect of its actions via standing agenda items. 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. A detailed plan (and link) will follow, from the equality and diversity network; this is heavily linked to activities in pursuit of EDS2 delivery, the trust's corporate staff survey action plan and organisational development and engagement work that is ongoing, including our We Care values steering group. END Page 10 of 10