Response ID ANON-DH32-FNRB-S

Transcription

1 Response ID ANON-DH32-FNRB-S Submitted to Workforce Race Equality Standard (WRES) reporting template Submitted on :12:59 Introduction 1 Name of organisation Name of organisation: Countess of Chester NHS Foundation Trust 2 Date of report Month/Year: July Name and title of Board lead for the Workforce Race Equality Standard Name and title of Board lead for the Workforce Race Equality Standard : Sue Hodkinson Director of Human Resources and Organisational Development 4 Name and contact details of lead manager compiling this report Name and contact details of lead manager compiling this report: Sophie Hunter Equality and Diversity Manager sophiehunter@nhs.net 5 Names of commissioners this report has been sent to Complete as applicable:: Paula Wedd NHS Western Cheshire 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.: Paula Wedd NHS Western Cheshire CCG 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:: Sue Hodkinson Director of Human Resources and Organisational Development Date:: July 2018 Background narrative 9 Any issues of completeness of data Any issues of completeness of data: Data range for year four reporting will be based on NHS England WRES data set (2018) and will also include reference to data from the annual Workforce Equality Analysis Report (WEAR) for year The WEAR meets all criteria for the specific duties of the Equality Act (2010) and was published by 31st January Any matters relating to reliability of comparisons with previous years Any matters relating to reliability of comparisons with previous years: This is a year four WRES report. The known ethnicity profile of the Countess of Chester Hospital NHS Foundation Trust (CoCH) has remained at just above 98%

2 in A known ethnicity status of 98% can provide a strong degree of assurance for accuracy for the forth WRES report (2018) 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: 11% 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: New starter pro formas were reviewed in 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: Staff now have the option to register their ethnicity through ESR. Workforce data 16 What period does the organisation s workforce data refer to? What period does the organisation s workforce data refer to?: 1st January 2017 to 31st December 2017 Workforce Race Equality Indicators 17 Percentage of staff in each salary range of 10k compared with the percentage of staff in the overall workforce. Very Senior Managers (VSM) salaries generally begin at 100k (including executive Board members). Organisations should undertake this calculation separately for non-clinical and for clinical staff. Ethnicity Summary Pay bandings (K) % BME 0-10k 0.22% 10k-20k 1.24% 20k-30k 1.33% 30k-40k 0.64% 40k-50k 0.46% 50k-60k 0.09% 60k-70k 0.24% 70k-80k 0.24% 80k-90k 0.89% 90k-100k 0.27% 100k-110k 0.02% BME Total 5.64% Not Stated 0-10k 0.12% 10k-20k 0.94% 140k-150k 0.02% 20k-30k 0.50% 30k-40k 0.17% 40k-50k 0.15% 60k-70k 0.05% 70k-80k 0.07% 80k-90k 0.12% 90k-100k 0.15% 100k-110k 0.05% Not Stated total 2.34%

3 White 0-10k 8.16% 10k-20k 40.92% 110k-120k 0.05% 160k-170k 0.02% 170k-180k 0.02% 20k-30k 25.38% 30k-40k 8.78% 40k-50k 4.54% 50k-60k 0.55% 60k-70k 0.52% 70k-80k 0.65% 80k-90k 0.97% 90k-100k 0.94% 100k-110k 0.42% White Total 91.94% Last years data was requested and submitted in agenda for change stats which makes the data less comparable. The implications of the data and any additional background explanatory narrative Action taken and planned including e.g. does the indicator link to EDS2 evidence and/or a corporate Equality Objective: The salary of BME staff is represented at both high, medium and low parts of the spectrum. This is not unexpected, given the high % of representation of BME staff at senior doctor level. 18 Relative likelihood of staff being appointed from shortlisting across all posts. Shortlisted: BME = 11% Starters: BME = 9% Shortlisted: BME = 18.24% Starters: BME = 14% BME applicants who were shortlisted accounted for 11% of the total for BME accounted for 9% successful starters in The likelihood of shortlisted BME applicants to be successfully appointed to a position within the Trust has reduced from the previous year but remains higher than the BME local population. The BME population in West Cheshire and Chester according to the Office for National Statistics (ONS) 2011 Census amounts to 5.3% of the total population Analysis of ethnicity patterns in recruitment reports from NHS jobs to continue. Provide annual recruitment ethnicity profile for the People and Organisational Development Committee. 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. 6% of staff entering the disciplinary process identified as BME compared to an 11% BME overall workforce. This indicates that BME staff are almost half as likely to enter the disciplinary process compared to white colleagues. The relative likelihood of BME staff coming under disciplinary procedures was identical to the proportion of staff who are White British times. This data comes from the annual WEAR not UNIFY2. In the 2017 period there is a data gap of just under 2%, where staff coming under disciplinary procedures have not declared their ethnic status. This may slightly affect the accuracy of the equation to gauge the likelihood of staff coming under disciplinary procedures by ethnic grouping. Work with HR formal procedures to improve the known ethnicity status of all staff coming under disciplinary formal procedures. Refresh to HR activity reports to provide improved analysis of staff coming under formal disciplinary investigation procedures.

4 Provide annual disciplinary by ethnicity profile for People and Organisational Development Committee. 20 Relative likelihood of staff accessing non-mandatory training and CPD. CPD training attendance by ethnicity: BME = 4%BME staff undertaking CPD training were 0.6 times more likely to attend CPD training in this period. CPD training attendance by ethnicity: BME = 6% BME staff undertaking CPD training were 1.1 times more likely to attend CPD training in this period. Refreshed Training analysis reporting has identified that BME Staff accounted for 4% of total staff who undertook non mandatory and CPD training in 2017/2018. BME Staff accounted for 4% of leadership training programmes. The Trust has seen a decrease in BME staff accessing non mandatory training and will seek to understand the reasons why and rectify this during 2018/2019. Actions will include BME staff focus groups that include discussion on career progression, promotion of BME leadership courses from NHS Leadership Academy and a focus on encouraging all staff to access apprenticeships where appropriate including at degree and masters level. 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 There has been a significant fall in the number of BME staff indicating bullying or abuse from patients, relatives or the public moving from 30% to 15%. Continue to promote policies and functions to support staff from bullying and harassment from Patients, relatives and the public via communication media including emphasis of the zero tolerance of racism towards BME employees. Facilitate forums with BME staff to ascertain their perspective on the noted rise in harassment bullying or abuse by patients relatives and the public. Investigate the potential for a BME staff network 22 KF 26. Percentage of staff experiencing harassment, bullying or abuse from staff in last 12 months saw a fall of 6% in the percentage of BME staff who stated they had experienced harassment, bullying or abuse from staff in the previous 12 months. Encourage an increase in the number of BME employees participating in the 2018 NHS staff survey. Facilitate feedback activity via focus groups and scope setting up of BME Staff Network in 2018.

5 Explore the potential for joint BME networks and focus groups with other local NHS trusts in KF 21. Percentage believing that trust provides equal opportunities for career progression or promotion There was slight increase in the percentage of BME staff participating in the annual NHS Staff Survey who stated that they believe the Trust to be providing equal opportunities. Periodic analysis of data regarding access to leadership and development training by ethnicity. Publish findings of ethnicity analysis in annual WEAR. Promote leadership, training and development options to BME employees via Black History Month promotional activities, BME staff networks and a communication strategy on bespoke BME leadership courses from NHS Leadership Academy. 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 There is 4% increase here from 2017s report. It is necessary to facilitate further discussion on this by increasing engagement and feedback from BME groups. Scope the development of a BME Staff Network in Encourage an increase in the number of BME employees participating in the 2018 NHS staff survey. Facilitate feedback activity via focus groups and bespoke forums. Promote staff support and HR policies on bullying and harassment. Workforce Race Equality Indicators 25 Percentage difference between the organisations Board voting membership and its overall workforce The current ethnicity profile of the Trust Board is 100% White British. The population of BME residents in Cheshire West and Chester is 5.3%. There is a minimal underrepresentation at Board level of BME employees.

6 Present Board ethnicity profile at the People & Organisational Development Committee. Promote the Trust's inclusive values regarding future positions at Executive and Non Executive level where vacancies arise. Consider building links with local BME stakeholder groups and organisations to promote BME application for Exec, Non-exec and Governor vacancies as they arise. 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?: The data required for 2018 WRES is slightly different from previous years, therefore some comparisons to previous years may require further explanation. 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.: