Workforce Race Equality Standard

Workforce Race Equality Standard REPORTING TEMPLATE Template for completion Publications Gateway Reference Number: 05067 Name and title of Board lead for the Workforce Race Equality Standard Lindsey Stafford-Scott Director of People and Culture Date of report: month/year Name and contact details of lead manager compiling this report Navrita Atwal - Equality Diversity and Inclusion Manager - Navrita.Atwal@eastamb.nhs.uk 01234 243014 Names of commissioners this report has been sent to: April 2016 Ed Garratt - NHS Ipswich and East Suffolk CCG. Rushbrook House, Paper Mill Lane, Bramford, Ipswich, IP8 4DE. 01473 770 000 ed.garratt@suffolk.nhs.uk Name and contact details of coordinating commissioner this report has been sent to: Ed Garratt - NHS Ipswich and East Suffolk CCG. Rushbrook House, Paper Mill Lane, Bramford, Ipswich, IP8 4DE. 01473 770 000 ed.garratt@suffolk.nhs.uk Unique URL link on which this report will be found (to be added after submission): http://www.eastamb.nhs.uk/about-us/workforce-race-equality-standard.htm This report has been signed off by on behalf of the Board on (insert name and date): Sarah Boulton Chair, EEAST - 27th April 2016 1 P a g e

Report on the WRES indicators 1. Background narrative a) Any issues of completeness of data: Recruitment data is taken from NHS Jobs, the history available to report only goes back 12 months. b) Any matters relating to reliability of comparisons with previous years: Improved reporting of data has enhanced record keeping and accuracy of BAME workforce stats. 2 P a g e

2. Total Number of Staff (a) Employed within the organisation at the date of the report: Total number of staff 4324. (b) Proportion of BME Staff employed within this organisation at the date of the report: Proportion of BME Staff 2.01%. 3 P a g e

3. Self-reporting a) The proportion of total staff who have self reported their ethnicity: Ethnicity is all 100% self-reported via NHS Jobs and/or intermittently via data checks/updates. Data as at 31st March 2016 0.40 Ethnicity - BME Staff 0.35 0.30 0.25 0.20 0.15 0.10 0.05 0.00 White & Black Carib bean White & Black Africa n White & Asian Other Mixed Backg round Indian Pakist ani Bangl adesh i Other Asian Backg round Carib Africa bean n Other Black Backg round Chine se Other Ethnic Grou p % 0.21 0.05 0.25 0.23 0.35 0.07 0.02 0.12 0.21 0.14 0.14 0.07 0.16 b) Have any steps been taken in the last reporting period to improve the level of self-reporting by ethnicity: The Trust encourages self-reporting annually. Disability, Ethnicity, Religion and Belief have been identified as areas for improvement. This has further been reiterated through staff inductions and the importance of data gathering. c) Are any steps planned during the current reporting period to improve the level of self-reporting by Ethnicity: Steps that have been taken to promote disclosure at the following events: Induction Need to Know (local magazine) and general training 4 P a g e

4. Workforce data a) What period does the organisations workforce data refer to? All data is as at 31/3/2016 unless otherwise stated. 5 P a g e

5. Workforce Race Equality Indicators For ease of analysis, as a guide we suggest a maximum of 150 words per indicator. Indicator reporting year previous year Narrative 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. For each of these four workforce indicators, the standard compares the metrics for white and BME staff. 1 Percentage of staff in each of the AfC Bands 1-9 & VSM (including Executive Board Members) compared with percentage of staff in the overall workforce. Organisations should undertake this calculation separately for nonclinical and for clinical staff. % BME in Clinical Staff Grades = 1.60 % BME in Non Clinical Staff Grades = 3.45 % BME Clinical Board Members = Nil % of White Clinical Board members = 2 (HC) % of BME in AfC Bands 8-9 & VSM = 2.56% (2 H/C) % of BME in overall workforce = 2.09% (89 H/C) % of BME in overall workforce = 2.06 Workforce data is captured monthly and this is up to 31 st March 2016. Current BME workforce is 2.01%. The Trust is developing positive action initiatives which will include: Mentoring/Coaching Positive Role Models Work Shadowing Schemes Development of Leadership Initiatives BME Staff will be encouraged take up management training course Job adverts will continue to have a statement encouraging applicants from diverse communities to apply. % of BME in AfC Bands 8-9 & VSM = 3.45% (3 H/C) % of BME in overall workforce = 2.01% (87 H/C) 6 P a g e

Indicator reporting year previous year Narrative 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. 2 Relative likelihood of BME staff being appointed from shortlisting compared to that of White staff being appointed from shortlisting across all posts White 5.02% (217 H/C) Likelihood:(1:20) BME 0.32% (14 H/C) Likelihood(1:333) White 8.61% BME 7.44% There were less vacancies advertised during 2015 hence the drop in figures. The Trust recruits through NHS Jobs. NHS Jobs does not disclose EMB data to shortlisting managers and enable any data to be removed at the shortlisting stage. 3 Relative likelihood of BME staff entering the formal disciplinary process, compared to that of white staff entering the formal disciplinary process, as measured by entry into a formal disciplinary investigation* White 93.62% (44 H/C) Likelihood: (936:1000) BME 6.38% (3 H/C) Likelihood: (64:1000) White: 81.03% BME: 6.90% The Trust will continue to monitor this area and report on any changes. Out of the 43 new cases between 1/1/15 to 31/12/15 2.33% were BME, 23.26% were not stated & 74.42% were White British. The figures are relatively lower from last year for BME employees. Human Resources will share an overview of this disciplinary data with line managers and to work with them to try and encourage them to address conduct issues earlier and at a more informal level where appropriate. A review will be undertaken of the disciplinary policy to ensure that there is clear guidance on addressing issues at an early, informal stage where possible and appropriate. *Note: this indicator will be based on data from a two year rolling average of the current year and the previous year. Managers undertaking disciplinary investigations, hearings and appeals will undertake equality and diversity training prior to carrying out these roles in order to increase awareness of equality issues and how they relate to the disciplinary process. 7 P a g e

Indicator reporting year previous year Narrative 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. For each of these four staff survey indicators, the standard compares the metrics for each survey question response for white and B 5 KF 18. Percentage of staff Experiencing harassment, bullying or abuse from patients, relatives or the public in last 12 months 6 KF 19. Percentage of staff experiencing harassment, bullying or abuse from staff in last 12 months White: 48.64% (H/C 1361) BME: 39.47% (H/C 38) White: 31.35% (H/C 1362) BME: 43.59% (H/C 39) White:50% BME: 44% White:65% BME: 67% Survey forms were sent to all staff: Returned: 1405 (Previous year 1078) White: 1364 (Previous year 927) BAME: 39 (previous year 21) Further development planned for managers and staff in this area There has been an increase in the number of surveys being returned. Stats show that there has been a decline in the percentage of staff experiencing bullying and harassment from patients, relatives or the public. A refreshed communications campaign will be launch outlining the Trust s zero tolerance approach to bullying, harassment, abuse and violence. A refreshed communication campaign will take place - to staff regarding bullying and unacceptable behaviours with emphasis on zero tolerance. The Trust is introducing a new whistleblowing policy and freedom to speak out guardians. 7 KF 27. Percentage believing that trust provides equal opportunities for career progression or promotion White: 72.39% (H/C 880) BME: 61.90% ( H/C 21) White:65% BME: 76% The percentage for BME is down from previous year. Positive action Initiatives will to improve this outcome e.g. BME Leadership programmes. The Trust will undertake some engagement work with staff, possibly led by the Diversity Networks with support from the Equality, Diversity and Engagement Advisor, to improve the Trust s understanding of staff perceptions about fairness and equal opportunities in career progression and promotion. This should identify why BME staff are significantly more likely to feel that there is a lack of equality of opportunity and result in appropriate action to improve the position. 9 P a g e

Indicator reporting year previous year Narrative 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. 8 Q23. 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: Yes: 11.07% No: 88.93% (H/C 1364) BME: Yes: 10.26% No: 89.74% (H/C No: 39) White: 65% BME: 67% There has been a decline in the number of staff personally experiencing discrimination at work. Equality Training and awareness raising has been at the forefront in bringing about positive change There are further plans to include Positive Action and Unconscious Bias Training from May 2016. Does the board meet the requirement on Board membership? 9 Boards are expected to be broadly representative of the population they serve. Percentage difference between the organisations Board voting membership and its overall workforce White: 90.91% (10 H/C) BME: 9.09% (1 H/C) 6 NEDs with voting membership 5 Executive Directors with voting White: 83.33% BME: 16.67% The Executive Board is now larger than in the previous year, but continues to have one BME member as in the previous year, hence the reduction in the percentage Ways will be identified in which the Trust can increase participation by BME staff in the available programmes designed to create a level playing field for BME staff and to give those with the talent and potential to move into senior leadership roles the tools to do so. The Trust will ensure that the process for appointment of Non-Executive Directors encourages diverse applicants and that those involved in the selection process have received appropriate training in Equality and Diversity. 10 P a g e

6. Are there any other factors or data which should be taken into consideration in assessing progress? Please bear in mind any such information, action taken and planned may be subject to scrutiny by the Co-coordinating Commissioner or by regulators when inspecting against the well led domain. In addition to the Workforce Race Equality Standard submission, annual reports are published on the East England Ambulance Service Trust s website. Progress is monitored through the Executive Management Board. The Equality, Diversity & Inclusion Steering Group meets quarterly and membership is being encouraged from the 9 protected characteristics. Both of these groups have Board representation and information is presented directly to the Board. The Trust has embraced Equality Delivery System both internally with staff and externally with community and patient engagement taking place via forums and questionnaires. The Trust has developed a Health Assure Recording System which allows easily access to information and evidence in relation to CQC Monitoring, EDS2 and Workforce Race Equality Standards. A range of Equality and Diversity programmes are on offer to all staff including: Equality Analysis, Equality Act 2010, Positive Action and Unconscious Bias. The Trust has also rolled out positive action programmes in Bedford and Luton with a view to diversifying its workforce. This engagement programme will train BAME Community Leaders to deliver positive messages to the communities raising awareness of the different job opportunities within the Trust including clinical and non-clinical vacancies. There will be community led workshops by Ambassadors, designed to erase any myths and taboos of working for an emergency service. The Programme will also support those wishing to explore a career in the paramedic field and provide a bridging programme that equips them with functional skills to move onto an access programme. This is a pilot project and eventually will be rolled out through the Trust area to replicate the good practice established. 11 P a g e

7. If the organisation has a more detailed Plan agreed by its Board for addressing these and related issues you are asked to attach it or provide a link to it. Such a plan would normally elaborate on the steps summarised in section 5 above setting out the next steps with milestones for expected progress against the metrics. It may also identify the links with other work streams agreed at Board level such as EDS2. The Trust is in the process of refreshing its 12 month action plan which will be available on the website. Actions Area lead Date to be completed by The Trust is developing positive action initiatives which will include: Mentoring/Coaching Positive Role Models Work Shadowing Schemes Development of Leadership Initiatives BME Staff will be encouraged take up management training course. HR and Organisational Development 2016/17 Job adverts will continue to have a statement encouraging applicants from diverse communities to apply. Undertake a review of succession planning and talent spotting currently in place for roles at band 8a and above. Ensure that appropriate schemes are in place, utilise leadership programmes and appraisals to identify high potential and undertake equality analysis to ensure equality of opportunity. 12 P a g e Organisational Development/HR/EDIM 2016/17

Identify ways in which the Trust can increase participation by BME staff in the available programmes designed to create a level playing field for BME staff and to give those with the talent and potential to move into senior leadership roles the tools to do so. Undertake a refreshed communication campaign to staff regarding bullying and unacceptable behaviours, re-emphasising the zero tolerance approach. Analysis of data to be undertaken to understand where there may be pockets of under-representation (either by BME or White staff) in terms of accessing nonmandatory training and to identify departments, roles or job bands where review and action is required. Trust to identify ways in which it can increase participation by BME staff in the available programmes. Organisational Development/EDIM Organisational Development/EDIM HR/EDIM 2016/17 2016/17 2016/17 Ensure that the process for appointment of Non-Executive Directors encourages diverse applicants and that those involved in the selection process have received appropriate training in Equality and Diversity. Board/EDIM 2016/17 13 P a g e