Equality, Diversity and Human Rights Scheme. Race, Disability and Gender Equality Schemes

Transcription

1 1) DOCUMENT CONTROL PAGE Title Title: Version: 1 ( ) Equality, Diversity and Human Rights Scheme Ref Number: SET Supersedes Originator or modifier Ratification Supersedes: Race, Disability and Gender Equality Schemes Significant Changes: To meet the legislative requirements of the Trust s and revised process for embedding, monitoring and surpassing compliance of Equality, Diversity and Human Rights Originated By: Berenice Postlethwaite Designation: Modified by: Mark Nesbitt Designation: Equalities Consultant Referred for approval by: Operational Management Group Date of Referral: Application All Staff Circulation Review Issue Date: March Circulated by: Service Equality Team Dissemination and Implementation: Refer to section 12 Review Date: March Responsibility of: Head of Equality and Diversity (SET) Date placed on the Intranet: Please enter your EqIA Registration Number here: Equality, Diversity and Human Rights Strategy Page 0 of 20

2 EQUALITY, DIVERSITY AND HUMAN RIGHTS SCHEME Equality, Diversity and Human Rights Strategy Page 1 of 20

3 Section Contents Page 1 Introduction 3 2 Purpose 3 3 The Trust Vision 4 4 Roles and Responsibilities 5 5 The Scheme 6 6 Definitions 8 7 National NHS Context 9 8 Local NHS Context 9 9 The Business Case Legislative Context Consultation, Approval and Ratification Process Dissemination and Implementation Monitoring Associated Trust Documents Appendices 16 Acknowledgement Central Manchester University Hospitals NHS Foundation Trust would like to thank all the individuals, groups and organisations who gave their time and expertise to contribute to the development of this Scheme, and who continue to help us move further towards full equality for all people who access and work in our services. Equality, Diversity and Human Rights Strategy Page 2 of 20

4 1. INTRODUCTION 1.1 Central Manchester University Hospitals NHS Foundation Trust (CMFT) is the leading Trust for research and teaching in the North West, the largest provider of specialist services in the North West, and is one of three NHS providers of secondary services within Manchester. CMFT was established in 2001 to incorporate Manchester Royal Infirmary, St Mary s Hospital for Women and Children, Manchester Royal Eye Hospital, the University Dental Hospital, and Royal Manchester and Booth Hall Children s Hospitals. 1.2 The Trust is a centre of excellence for healthcare research with a long standing and extremely successful academic partnership with the University of Manchester. The success of this partnership now sees the Trust as one of a small number of organisations in England which has attained Biomedical Research Centre (BRC) status. 1.3 The Trust has delivered its financial duties during 2007/08 and our business plan sets out strong financial plans through to 2012/13 and beyond. Recent changes to the Payment by Results regime, and in particular the evolution of tariffs for specialist services, now means that the real costs of delivering these major element of our services are better recognised. This represents a significant financial benefit to the Trust and is factored into our financial modelling. 1.4 We have a strong track-record of delivery against national standards and targets, achieving early the Government s challenging access and waiting time targets for elective services. 1.5 We are near completion of a six year Private Finance Initiative (PFI) development that will facilitate the centralisation of adults and children s services on the main Oxford Road site. This development, known as the New Hospitals Development (NHD), is a unique opportunity for the Trust to make a step change in the quality and effectiveness of patient care delivery for both secondary services for the local population and also specialist services for the population of the North West. The scheme concludes in 2010 and is on schedule, and on budget. 2. THE PURPOSE OF THE SCHEME 2.1 This Scheme sets out the Trusts commitment to equality, diversity and human rights and describes the plans for implementation over the next 6 years ( ). Equality, Diversity and Human Rights Strategy Page 3 of 20

5 3. THE TRUST VISION 3.1 Our vision at the Trust is: to become the leading integrated health, teaching, research and innovation campus in the NHS and to position the Trust on an international basis alongside the major biomedical research centres, as part of the thriving city region of Manchester with its strong emphasis on economic regeneration, science and enterprise. 3.2 Underpinning our vision are five strategic aims. Namely to build upon our already strong position within the health economy and formally establishing the Trust as being: The leading provider of tertiary and specialist services in the North West A prestigious internationally renowned centre for research and innovation An excellent district general hospital for the residents of central Manchester At the heart of the regeneration of Manchester The best place to train and work 3.3 The Trust recognises that individual and institutional discrimination obstruct the fundamental aims and objectives of the Trust as a public service provider. 3.4 In addition, the Trust respects and values the diversity of its workforce, patients, service users, relatives, carers and visitors and is committed to: Serving its community in a way that is appropriate, accessible and responsive Making best use of the range of talent and experience available within its workforce and potential workforce. Ensuring that its legal obligations are fulfilled. 3.5 The Trust has 4 Key Strategic Equality, Diversity and Human Right Aims Moving Beyond Compliance We will work to ensure that we move beyond simply complying with the current and any forthcoming legislative and regulatory framework, which we work under. By moving beyond compliance we aim to reach excellence in all areas of our work. Creating an Inclusive Workplace We will strive to be the best employer across the NHS by ensuring we provide a supportive, inclusive and safe place to work. Equality, Diversity and Human Rights Strategy Page 4 of 20

6 Surpassing Patient Expectations We will work to ensure that all patients, family members and visitors expectations are surpassed before, during and after they have been with us. Strength in Numbers We will work in partnership with our patients, visitors, stakeholders and local communities to ensure that we can deliver the key success measures outlined within our Equalities, Diversity and Human Rights Strategic Framework. 4. ROLES AND RESPONSIBILITIES 4.1 Roles and Responsibilities The Equality Scheme belongs to the whole organisation and has to be delivered through the active engagement and ownership by senior managers and leaders in the organisation. 4.2 Board and Executive Management Team The Chief Executive and Board of Directors are ultimately responsible for ensuring the delivery of the Strategy and for ensuring that the Trust meets its legal and statutory obligations in this area. The Board and Executive Management Team are responsible for ensuring that the needs of diverse groups are explicitly taken into account in its own work and that these needs have been appropriately addressed in the work submitted to the Executive Management Team or Board of Directors for endorsement or approval. 4.3 Executive Director of Nursing The Executive Director of Nursing is the executive lead of equality and diversity and is responsible for coordinating and leading the organisation in delivery of this Scheme. 4.4 Human Resources and Organisational Development The Equality and Diversity lead within Human Resources and the Organisational Development and Training Manager will support the implementation of the Scheme s plans and actions. 4.5 All Divisional Directors / Managers All Divisional Directors /Managers are responsible for ensuring delivery of this Scheme in their area of work. This includes, ensuring that all staff receive the appropriate training. 4.6 All Staff Every member of staff must ensure that she/he does not practice unlawful or otherwise unjustifiable direct or indirect discrimination in carrying out his/her duties. She/he must demonstrate appropriate levels of courtesy, dignity and respect in all their dealings with colleagues, the public, patients and carers. 5.0 THE SCHEME Equality, Diversity and Human Rights Strategy Page 5 of 20

7 5.1 By 2016, The Trust wants to be... Surpassing compliance with current equality legislative requirements and regulatory guidance Assured that all of its policies, procedures and services are free from direct and indirect discrimination A fully inclusive organisation, with equality and diversity embedded in everything that we do An exemplar employer with equality of opportunity central to the recruitment and development of staff Adaptable in service provision to meet the identified needs of patients, service users and their communities Delivering innovative services to vulnerable people to help improve their health and well-being Successful in our partnership work with a cross section of stakeholders and partners A creator of innovative opportunities for all communities to participate in the decisions, which affect the delivery of services they receive 5.2 Key Strategic Actions to deliver this we will be... Evidence compliance with current legislative acts (core strands of equality) Equalities Act Evidence compliance with the requirements of the newly revised CQC Essential Standards for Quality and Safety Evidence compliance with the requirements of the Human Rights Act Identify, record, monitor and mitigate the Trust key risks regarding equality and diversity. Develop a programme for Equality Impact Assessments (EqIAs) to be completed Provide additional training and support for staff to enable the EqIA framework to be fully embedded within the Trust Further develop The Equality Implementation Groups at corporate Level and embed E&D through the Governance and Audit process at Divisional Level Increase the number of Diversity Coordinators and enhance their role across the Trust Develop Diversity Champions across the Trust at a Corporate and Divisional level Promote and publicise through all available marketing channels the positive approach to embedding equality and diversity Seek to address under representation across the organisation? Develop and equality and diversity training framework to meet the needs of all staff and KSF levels Monitor compliance with IiP/ E&D in Employment Equality, Diversity and Human Rights Strategy Page 6 of 20

8 Monitor and evaluate work with partners to maximise training and employment related initiatives for unemployed people living in our local communities. Monitor the increase the percentage of patient profile information across all six strands Monitor use of patient profile and tailored services Ensure that Patients Religious and Spiritual needs are met Ensure that communication and access barriers are removed from all services/properties delivered by the Trust. Develop projects to improve the health and wellbeing of our local communities Monitor and evidence all internal and external partnerships and their successes Main PFI partners to be set minimum standards and audited for E&D compliance and adherence to our ethos Develop an E&D Contractor forum to share good practice and experiences Develop E&D themed training for Contractors partners and other key stakeholders Monitor the increasing diversity of Public and Patient Involvement activities Deliver an annual stakeholder event to outline progress and joint working to tackle the Trust key themes Ensure the Board Trustees and Council of Governors can obtain views and opinion from a wide range of diverse communities 6.0 DEFINITIONS 6.1 Diversity is about the recognition and valuing of difference in its broadest sense. It is about creating a working culture and practices which recognise, respect, value and harness difference for the benefit of the organisation, the individual and the patients and communities we serve. 6.2 Diversity is more than a focus on the individual equality strands supported by legislation. Diversity is more about a collective mix of individuals, cultures, beliefs, expertise and organisational expertise all the differences which make us individual and the commonalities that connect us for the benefit of the patient and the organisation. 6.3 Equality is about creating a fairer society where everyone can participate and has the opportunity to fulfil their potential. It is backed by legislation designed to address unfair discrimination (including potential discrimination) that is based on membership of a particular group. 6.4 It is often summarised in terms of: Equal opportunity Equal access Equality, Diversity and Human Rights Strategy Page 7 of 20

9 Equal treatment Equal outcomes 6.5 The core strands refers to the core equality and diversity strands covered by legislation: Age Disability Gender (including Transgender) Race Religion and belief Sexual orientation 6.6 Social and economic inclusion recognises that diversity is much wider than a focus on the core stands and is about the inclusion of all individuals irrespective of their background. 7. NATIONAL NHS CONTEXT 7.1 Recognition of the importance of the issue of Equality and Diversity in the service and employment within the Health Service goes back to the publication of the NHS Plan in 2002 and this has been underpinned by a range of initiatives including Working Together, Positively Diverse, Vital Connection and Improving Working Lives. 7.2 The issues are also reflected through a range of NHS standards against which Trusts are measured. The newly revised Care Quality Commission s, Essential Standards for Quality and Safety provides a clear recognition that equality, diversity and human rights is fundamental to the delivery of individualised and high quality healthcare, as these key issues underpins a range of different clinical and governance standards within the framework. 7.3 The issue of patient involvement and community engagement is also clearly represented in the ALE standards. It is therefore, imperative that the Trust delivers the equality, diversity and human rights agenda, if it is to progress and then surpass these national standards and become a truly inclusive organisation delivering world class services. 7.4 A new national strategy for the NHS has been defined in 2008 through the Our Future Our NHS review. This will set the context for future development of Foundation Trusts and other NHS organisations. Although, the review is ongoing there are some clear themes emerging which link closely with the equality and diversity agenda: Aligning healthcare delivery and service more closely to diverse patient needs and expectations Focus on the public health duties of health care professionals, helping to address the widening health inequalities agenda. Equality, Diversity and Human Rights Strategy Page 8 of 20

10 A commitment to more meaningful engagement with patients, staff and the public. 8.0 LOCAL NHS CONTEXT 8.1 Central Manchester University Hospitals NHS Foundation Trust is located in Manchester, just 2 miles outside the city centre. This local area is very diverse in its make up, with some 42% of its residents coming from a Black and Ethnic Minority background. It is the leading Trust for teaching, research and specialist services in the North West of England. We provide an extensive range of district general hospital services to the local population of c.166,000 residents within central Manchester and tertiary and specialist services to patients from across the North West and beyond. 8.2 We are a centre of excellence for healthcare research with a long standing and extremely successful academic partnership with the University of Manchester. The success of this partnership now sees the Trust as one of a small number of organisations in England who have attained Biomedical Research Centre (BRC) status. We collaborate closely with other NHS organisations in Greater Manchester and have strong links with institutions within Manchester such as the City Council and across the North West and beyond including the Northwest Regional Development Agency. 8.3 The Trust is a large and very complex organisation. Cutting through all of this however is our continued focussed attention on three themes, namely: Clinical quality and safety Patient experience Productivity and efficiency 8.4 In terms of our services, our Trust comprises of four hospitals currently located across two sites: The Oxford Road site which comprises: o Manchester Royal Infirmary o Manchester Royal Eye Hospital o Royal Manchester Children s Hospital o St Mary s Hospital University Dental Hospital of Manchester There are circa.1400 beds across our hospitals We employ approximately 8,500 staff, including 400 biomedical research staff We train up to 450 under-graduate medical students each year We have an annual turnover of more than 500M We carry out more than 600 research projects which attracts external grant funding of 20 million per annum Equality, Diversity and Human Rights Strategy Page 9 of 20

11 We publish around 700 high quality peer reviewed papers, which influence the way in which healthcare services are delivered in Manchester and nationally. Between April 2007 and March 2008: o More than 195,000 patients attended our A&E departments o Almost 600,000 outpatient appointments took place o Around 120,000 inpatients and day cases were treated o Almost 110,000 operations were carried out o More than 5,000 babies were born o More than 100 renal transplants were carried out o More than 9,000 cataract procedures were undertaken Equality, Diversity and Human Rights Strategy Page 10 of 20

12 9.0 THE BUSINESS CASE The Moral Imperative Employment legislation provides individual and collective rights concerned with employment. The Human Rights legislation gives protection to all people as individual citizens. It is now perceived and accepted by all the major political parties and the majority of people in the UK that equality of opportunity, equity of access to public services and human rights are basic components of our life. It is the right thing to do and the case in favour is now overpowering to such an extent that there is a view that the business case is now subsidiary. However, for the Trust each of the following cases presents strong evidence that complement and indeed reinforces the other. 9.2 Governance The issue of how Board Members respond to their Trustee/Non Executive Director obligations relating to equality and human rights in respect of integrated governance is essential to the whole Trust. The strategic direction, ethos, values and the executive accountability determines the route the Trust takes. In most cases the strength of this governance and executive direction separates the average from the excellent performing Trusts. It is important that both the Chief Executive and Chairman of the Board can demonstrate (to the satisfaction of the enforcement agencies, if necessary) that equality, diversity and human rights is properly resourced and is embedded into the strategic planning, operational delivery and any evaluation actions of the Trust as a whole. 9.3 Patient Experience The Trust has a positive reputation as the leading provider of tertiary and specialist healthcare services in Manchester treating more than a million patients every year, evidenced by the positive feedback received from patient surveys. However, this can be further enhanced if barriers to accessing or using Trust services are reduced as The Trust feel some people in our communities do not always understand how best to access and utilise acute health services in particular. The benefits of achieving improved patient and service user satisfaction can be summarised as: Reducing deaths and improving quality of life in our communities by better interventions and by reducing health inequalities. Increasing satisfaction and the Trust s reputation as communities realise and value the Trust s work. Improving consultation, involvement and engagement will help the Trust to design services which meet the needs of people Reducing costly errors, mistakes and complaints Equality, Diversity and Human Rights Strategy Page 11 of 20

13 9.4 To Become An Employer Of Choice The latest Trust employment statistics show that 74.6% of the workforce is classed as White British. 21.1% are classed as Black and Minority Ethnic (BME) or mixed (5.3% have not declared). This compares with a population profile in the Manchester of 25.5% who are classed as BME or mixed. However, this headline figures does mask the fact that the majority of the BME staff are within Medical Staffing (42.3%) and Ancillary & Maintenance (25%) which also equates to some of the lowest pay grades across the Trust (Source: Trust Workforce Profile 2008/ Increasingly the disability, age, sex, marital status, religious beliefs and sexual orientation of staff and applicants are matters which employers need to be aware of to ensure that indirect discrimination is not allowed to exist in the workplace. By doing this, the Trust will be giving a strong message about the human rights of all people it employs, works with or serves. 9.6 The Trust faces big challenges for the future and if it is to recruit the most able people into the right jobs, it must attract its applicants from the widest pool. Having a workforce which broadly reflects the profiles of the very best from all of our communities that it serves will help the Trust to be seen as a truly diverse organisation. 9.7 The Trust is a major public service employer and service provider and as such must comply with all equality and employment legislation requirements. The Trust must seek to exceed the minimum standards, where it is possible. The Trust must strive to be the NHS employer of choice. The Trust is competing for talent in an employment market with other public employers, as well as the private and independent sector. 9.8 Demonstrating best practice standards will enhance the prospect of the Trust being able to engage meaningfully with all sections of the community/potential workforce, and equality and human rights quality standards such as Positivity Diverse,, the Disability Two-Tick symbol, Age Positive status, and the Stonewall Diversity Champions standards provide a visible commitment to existing and potential employees. 9.9 The benefits of having a diverse workforce can be summarised as: Providing a better understanding of our communities A Trust that delivers better tailored services for all of our communities Providing a wider pool of talent to select from for all posts Bi-lingual skills Realising efficiency savings by reducing turnover and hence recruitment spend Enabling a wide range of views to be present in the Trust, including views that may challenge the status quo Supporting the public profile of the Trust Equality, Diversity and Human Rights Strategy Page 12 of 20

14 9.10 National Standards Within the National Standards, Local Action Planning Framework 2005/ /08, reducing health inequalities is a key priority. It requires an evidence based approach, targeted action and a cycle of evaluation. Evidence can come from Equality Impact Assessments; and under the Race Relations Act (as amended) and the Disability Discrimination Act (as amended), evaluation of EqIA evidence requires the involvement and engagement of communities (especially for qualitative measures). Delivering good quality care will require Trusts to demonstrate competence in identifying and taking action on inequality; and also needing to engage with communities that have not found accessing public services as easy as the majority population. The recently published NHS Operating Framework states that Trusts should continue to use needs assessment systematically to identify and address the specific needs of different groups in the population Other National measures and guidance have been issued and are subjected to audit and assurance. These are intrinsic to the fundamental core principles of ensuring that equality and diversity are embedded in all that the Trust does and the Trust must pay due regard to these also. 10. LEGISLATIVE CONTEXT The following is a summary of the legislation covering the strands of equality: Race Relations (Amendment Act) 2000 Disability Discrimination Act (DDA) 1995/2005 Disability Equality Duty 2006 Equality Act 2006 Sex Discrimination Act 1975 Equal Pay Act 1970 Gender Recognition Act 200 Employment Equality (Sexual Orientation) Regulations 2003 Employment Equality (Religion or beliefs) Regulations 2003 Employment Equality (Age) Regulations 2006 The Trust also has to have due regard to the Human Rights Act 11. CONSULTATION, APPROVAL AND RATIFICATION 11.1 The Scheme is a designed to be live at all times over the next six years. This means that it will undergo several consultation stages and further development during this period. We will continue the development of this Scheme, by ensuring the following groups and individuals are consulted and remain abreast of changes and reviews: Trust Board members Trust Council of Governors Trust Membership Equality, Diversity and Human Rights Strategy Page 13 of 20

15 Staff across the Trust Staff Networks NHS North West Other Manchester NHS Trusts NHS Manchester Local Regeneration Teams Third Sector Organisations including: o Manchester Disabled Peoples Access Group o Manchester Alliance for Community Care o Manchester Race Health Forum o Manchester BME Network o Lesbian Gay Foundation o Manchester Young People Network o Community Network for Manchester 11.2 We will continue to proactively engage and encourage all of the above to comment and support the delivery of this Scheme Through our Public and Patient Involvement Strategy we will ensure that all members of the community have the opportunity to contribute to the successful outcomes contained within the Scheme DISSEMINATION AND IMPLEMENTATION 12.1 The Scheme will be disseminated at the annual summit and through the website (both internal and external). The Scheme s action plan will be updated quarterly and placed upon the websites to show progress and any changes as a result of the implementation of the Scheme We expect all staff to abide by the spirit and where appropriate, the direct actions within the Scheme. The Scheme will be implemented through individual team/department action plans across key services of the Trust. Each Division is expected to develop their Divisional Action Plan under the guidance of their SET Advisor 12.3 An Equalities Implementation Group is to be established to oversee the implementation of the Scheme and monitor the implementation of the action plans 13.0 MONITORING 13.1 This Scheme will be monitored via the Trusts governance, audit and risk structure and an Annual Report to the Board will be produced Corporate and Divisional information analysts will be further augmented with a business intelligence solution which will bring together information from Equality, Diversity and Human Rights Strategy Page 14 of 20

16 disparate parts of the Trust and provide more accessible information on trends and progress Over the course of the first year of this Scheme, the Trust will develop a set of comprehensive Key Performance Indicators which will be reported to the Trust Board Up to date monitoring and progress against the Scheme Annual Action Plan will be monitored by the Equalities Implementation Group and outcomes and progress will be available via the Trust s website In line with current legislation, this Scheme will undergo a review in 2013 and in ASSOCIATED TRUST DOCUMENTS Trust Equality, Diversity and Human Rights Strategic Framework Corporate Integrated Business Plan E&D in Employment Dignity and privacy HR polices Trust Equality Impact Assessment Framework Equality, Diversity and Human Rights Strategy Page 15 of 20

17 Appendix A Combined Trust Strategic Equality, Diversity and Human Rights Framework and Scheme Actions Trust E&D Strategic Aim By 2016, the Trust will be... Trust Strategic Objective Trust Key Strategic Actions Moving Beyond Compliance We will work to ensure that we move beyond simply complying with the current and any forthcoming legislative and regulatory compliance framework, which we work under. By moving beyond compliance we aim to reach excellence in all areas of our work. Surpassing compliance with current equality legislative requirements and regulatory guidance Assured that all of its policies, procedures and services are free from direct and indirect discrimination 1 To ensure that the Trust's internal practices and performance are surpassing compliance with equality legislative requirements, Human Rights legislation and regulatory guidance. 2 Ensure all the policies, procedures and services are free from direct and indirect discrimination. 1.1 Evidence compliance with current legislative acts (core strands of equality) Equality Bill/Act 1.2 Evidence compliance with the requirements of the newly revised CQC Essential Standards for Quality and Safety 1.3 Evidence compliance with the requirements of the Human Rights Act 1.4 Identify, record, monitor and mitigate the Trust key risks regarding equality and diversity. 2.1 Develop a programme for Equality Impact Assessments (EqIAs) to be completed 2.2 Provide additional training and support for staff to enable the EqIA framework to be fully embedded within the Trust Equality, Diversity and Human Rights Strategy Page 16 of 20

18 Trust E&D Strategic Aim By 2016, the Trust will be... Trust Strategic Objective Trust Key Strategic Actions Creating An Inclusive Workplace We will strive to be the best employer across the NHS by ensuring we provide a supportive, inclusive and safe place to work. A fully inclusive organisation, with equality and diversity embedded in everything that we do An exemplar employer with equality of opportunity central to the recruitment and development of staff 3 Continue to embed equality and diversity in everything that we do 4 Be an exemplar employer, with equality of opportunity central to the recruitment and development of staff 3.1 Further develop The Equality Implementation Groups at corporate Level and embed E&D through the Governance and Audit process at Divisional Level 3.2 Increase the number of Diversity Coordinators and enhance their role across the Trust 3.3 Develop Diversity Champions across the Trust at a Corporate and Divisional level 3.4 Promote and publicise through all available marketing channels the positive approach to embedding equality and diversity 4.1 Seek to address under representation across the organisation 4.2 Develop and equality and diversity training framework to meet all the needs of staff and KSF levels 4.3 Monitor compliance with IiP/ E&D in Employment Equality, Diversity and Human Rights Strategy Page 17 of 20

19 Trust E&D Strategic Aim By 2016, the Trust will be... Trust Strategic Objective Trust Key Strategic Actions Surpassing Patient Expectations We will work to ensure that all patients, their family members and visitors have their expectations surpassed before, during and after they have been with us. Adaptable in service provision to meet the identified needs of patients, service users and their communities Delivering innovative services to vulnerable people to help improve their health and well-being 5 Adapt service provision to meet the identified needs of our patients, service users and the wider community 4.4 Monitor and evaluate work with partners to maximise training and employment related initiatives for unemployed people living in our local communities. 5.1 Monitor the increase the percentage of patient profile information across all six strands 5.2 Monitor use of patient profile and tailored services 5.3 Ensure that Patients Religious and Spiritual needs are met 5.4 Ensure that communication and access barriers are removed from all services/properties delivered by the Trust. 5.5 Develop projects to improve the health and wellbeing of our local communities Strength In Numbers We will work in partnership with our staff, patients, visitors and stakeholders to ensure that we deliver high quality services and invest in our local communities. Successful in our partnership work with a cross section of stakeholders and partners 6 Work with our main contractors and suppliers to ensure ethos and values of Trust re: equality and diversity is embedded within their workforce 6.1 Monitor and evidence all internal and external partnerships and their successes Equality, Diversity and Human Rights Strategy Page 18 of 20

20 Trust E&D Strategic Aim By 2016, the Trust will be... Trust Strategic Objective Trust Key Strategic Actions A creator of innovative opportunities for all communities to participate in the decisions, which affect the delivery of services they receive 7 Provide opportunities for all service users to participate in the decisions which affect the delivery of services they receive 6.2 Main PFI partners to be set minimum standards and audited for E&D compliance and adherence to our ethos 6.3 Develop an E&D Contractor forum to share good practice and experiences 6.4 Develop E&D themed training for Contractors partners and other key stakeholders 7.1 Monitor the increasing diversity of Public and Patient Involvement activities 7.2 Deliver an annual stakeholder event to outline progress and joint working to tackle the Trust key themes 7.3 Ensure the Board Trustees and Council of Governors can obtain views and opinion from a wide range of diverse communities Equality, Diversity and Human Rights Strategy Page 19 of 20