Trust Board Diversity targets and strategic action plan ...



Trust Board DIVERSITY TARGETS AND STRATEGIC ACTION PLANAuthor: Haseeb Ahmad Sponsor: Bina Kotecha, Acting Director of People and Organisation Development (Joint) and John Adler, Chief Executive Date: 17th July 2018 Executive SummaryThe Trust has been working towards strengthening its equality and diversity governance arrangements and embedding best practice in respect of delivering on its statutory obligations through implementing the following NHS mandatory Standards:Equality Delivery System 2 (EDS2)Workforce Race Equality Standard (WRES)Accessible Information Standard (AIS)And preparing for the implementation of:The Disability Workforce Standard (WDES)Learning Disability Standard LDS)Sexual Orientation Monitoring Standard (SOMS)The Trust has made significant progress since the CQC inspection in January 2018 including the establishment of the Equality and Diversity Board chaired by the Chief Executive. The E&D Board have met twice and agreed a proactive range of interventions which have been included in the refreshed equality and diversity strategic action plan. Whilst the plan is heavily focused on workforce race equality, the Trust is fully intending to focus on other protected characteristics areas once race equality best practice is embedded in systems and processes and reflected in positive outcomes.Questions What progress has been made with setting achievable and realistic race equality targets?What progress has been made in ensuring that positive action interventions, designed to improve the Trusts WRES outcomes, provide the right balance between practical solutions and a robust approach to achieving race equality?Does the equality and diversity action plan capture the key activities and outcomes needed to satisfy compliance and move the Trust towards becoming the best NHS organisation on equality, diversity and inclusion?ConclusionFollowing the CQC inspection in January 2018 where a number of recommendations were made for the Trust to improve its approach to equality and diversity, there is robust evidence to show that the Trust has responded positively and good progress has been made:An Equality and Diversity Board has been established chaired by the Chief Executive with two meetings held in June and JulyA Learning Needs Assessment on equality and diversity carried out on all Executive Directors and some Non-Executive Directors (on-going)A Black, Asian and Minority Ethnic staff network has been established The Trust’s BAME workforce overall (32%) and leadership (14.2% continues to grow and therefore better reflect the local picture) The Trust’s website has the latest workforce data (including WRES), it’s gender pay gap report and patient experience information published on itA highly successful LLR system based Diversity and Inclusion conference delivered in May 2018 with further plans to organise Master classes UHL is one of 40 organisations accepted on to the NHS Employers Equality and Diversity Partners Programme The Trust will be setting up a task finish group to ensure effective and consistent implementation of AIS The Trust is reviewing its approach to the translation of leaflets in different languages as part of the information leaflet reviewThe Trust has been reviewing its Interpretation and Translation policy to ensure it is patient centredThe new Interpretation and Translation provider was fully operational in February 2018 and has been working successfully with the Trust to meet demand. The Provider was on site on 9th July to provide advice and promote use of the serviceThe Trust has been on a challenging journey in the area of equality and diversity over the past 12 months. Since the CQC inspection and WRES Team visit during January 2018 the Trust has taken a number of positive steps on the governance of equality and diversity as well as practical measures moving it closer to those Trusts who are leading on best practice. The targets and interventions together with the implementation of the equality and diversity strategic action plan will ensure that the Trust will move rapidly towards being the “best in class” over the next 12 months. Other Trusts are already approaching the Trust for advice and support to replicate some of the work being done at UHL.Input SoughtTrust Board is asked to: Endorse the Headline race equality targets Support the implementation of the Equality and Diversity Strategic Action Plan – The Equality and Diversity Board have ensured that this captures the right balance of soft and hard measures to achieve the Trust’s equality targets and outcomes.For ReferenceEdit as appropriate:The following objectives were considered when preparing this report:Safe, high quality, patient centred healthcare[Yes]Effective, integrated emergency care[Not applicable]Consistently meeting national access standards[Yes]Integrated care in partnership with others[Yes]Enhanced delivery in research, innovation & ed’[Not applicable]A caring, professional, engaged workforce[Yes]Clinically sustainable services with excellent facilities [Not applicable]Financially sustainable NHS organisation[Yes]Enabled by excellent IM&T[Yes]This matter relates to the following governance initiatives:Organisational Risk Register[Not applicable]Board Assurance Framework[Yes]Related Patient and Public Involvement actions taken, or to be taken: [none]Results of any Equality Impact Assessment, relating to this matter: The report contains the outcomes of equality analysis that has been carried out over the last 3 months. The report and appendices pay due regard to equality throughout the documentation and contribute towards the Trusts public sector equality obligations Scheduled date for the next paper on this topic:[October 18] Executive Summaries should not exceed 1 page.[My paper does comply] Papers should not exceed 7 pages. [Exceeds]Trust Board 2 August 2018Diversity Targets and the Eequality and Diversity Strategic Action PlanIntroduction The Trust has made significant progress since its CQC inspection in January 2018. This progress has been included in the executive summary to the front sheet of this report and will not be repeated here. The trust does have substantial obligations around equality and diversity which cannot be underestimated. At a time when the Trust is under considerable financial and staffing pressures. In this context it is felt that the Trust’s leadership has taken the equality and diversity agenda very seriously. The Chief Executive has taken on board feedback from the CQC and the national WRES Team and established the Equality and Diversity Board which he chairs. The Trust board have made race equality a priority for 2018/19 and have engaged in a series of learning needs assessments that have resulted in greater time and energy being given to equality issues. These LNAs have fed into further discussions and ideas being assimilated in to the Trust’s draft equality and diversity action plan (appendix 2) as well as wider initiatives and programmes for which all Board members have a sponsor role.Key Milestones for 2018/19 Although it is felt that a great deal of progress has been made, there is still a great deal to do. Listed below are a few key milestones which will need to be reached to give complete assurance around the Equality and Diversity responsibilities of the Trust:Demonstrable improvements in WRES results for 2017/18 (September 2018)Relaunch and use of the EDS2 self-assessment tool by December 2018 Embedding of WDES metrics by March 2019 AIS compliance by march 2019 Introduction of SOMS by 2019 These areas are covered by the equality and diversity strategic action plan and will be driven forward through the Equality and Diversity Board.Race Equality Workforce Leadership Targets The Equality and Diversity Board considered in-depth analysis by occupational group in order to set realistic race equality workforce leadership targets. A scientific approach and rigor was applied in identifying the current and future BAME talent pipeline. For significant progress to be made at Band 8a and above there would need to be proportionate numbers of BAME staff in Band 7 roles who would be able to progress in to more senior positions. The analysis by occupational groups, attached as appendix 1, shows that there is significant work to still take place in increasing the talent pipeline across a number of staff groups. The E&D Board had considered the realistic targets at length and approved them to be considered for adoption by Trust Board.The table below sets out projected targets over a 5 year period by occupational group. It is suggested that based on this the Trust consider whether a more realistic target of 21.4% for BAME leadership is set to be achieved by 2023 or, a more aspirational target closer to the workforce representation which currently stands at 32% is set.Targets by Occupational group Staff GroupCurrent BAME Leadership ProfileIncrease in 8a’s based on turnover and BAME profile in pipelineRevised BAME Leadership Profile at 8a after 5 years. Current total 735Admin and Clerical12.5% (30)4 per year21%Allied Health Professionals7% (3)0 per year11.6% (if 2 retirees replaced by BAME)Medical and Dental24.7% (21)3 for 4 years41%Nursing and Midwifery6% (11)1 rising to 3 12%TOTALS (includes all Staff Groups)14.42% (106)51 over five years (9,9,11,11,11)21.4% (157)A number of Positive Action Measures were researched that are being successfully implemented in non-NHS and NHS organisations. These were considered and the list of actions below were agreed by the Equality and diversity board at its 9 July meeting. These have been incorporated in to the attached equality and diversity strategic action plan:Executive sponsorshipFollowing feedback from the Learning Needs Assessments of Trust Board members, To establish Trust Board Equality Leads.Senior managers to publish their job history internally (in a brief, LinkedIn style profile) so that junior members of the workforce can see what a successful career path looks like.Data Collection and Target SettingProduce a CMG/Corporate Directorate workforce dashboard that provides monthly data on workforce and recruitment information.Establish achievable race equality targets at both Trust wide and CMG/Corporate Directorate levels.Recruitment and Selection PracticesDraft Job specifications in plain English that provide an accurate reflection of essential and desirable skills to ensure applications from a wider set of individuals.Mandate all recruitment and selection panels to be diverse (to have at least one BAME panel member), taking a phased approach, for roles at Band 7 and above.Ensure proportional representation on long and short lists for very senior jobs, and reject lists that are not diverse.Carry out a satisfaction survey for all candidates for band 7 roles and above where no candidates from a BAME background were appointed. Learning from these to be considered for improving policy and practice.Offer and ensure timely feedback to BAME candidates for posts where they have not been successful.Review and ensure targeted marketing and promotion of vacancies in a way which attracts ethnically diverse communities.State on all advertisements that we welcome applicants from a BAME background as we are currently under represented.Promote job and career opportunities to ethnically diverse (BAME) populations in culturally appropriate settings, such as schools, FE colleges, universities, community venues, festivals and events.Where BAME candidates for Bands 6 and above are unsuccessful, the decision is reviewed by an appropriately qualified independent senior manager or HR Business Partner in a different CMG to ensure the decision was free from unconscious biasEnsure that all recruiting managers attend unconscious bias trainingMentoring, Reverse Mentoring and Leadership DevelopmentDevelop career coaching programme to incorporate mentoring? targeted at UHL BAME staffProvide targeted Leadership Development Programme for BAME staffGraduate training programme to actively encourage BAME candidates to applyManagement DevelopmentBuild race equality objectives in to all manager and senior manager appraisalsDeliver a series of system wide Diversity and Inclusion master classes ensuring that UHL managers benefit from diversity and inclusion training opportunities Work Experience Seek out opportunities to provide work experience to a more diverse group of individuals, looking beyond the standard social demographicStaff Network Continue to develop the UHL BAME Network so that it can make a positive contribution to improving race equality in the Trust including consideration of developing a BAME Network strategy that aligns to the WRES Action Plan.Utilise the Cultural Ambassadors to engage in the wider workforce race equality agenda, where appropriate, to progress other positive action measures such as achieving diverse panelsRecommendationsThe Trust revised the existing target of 28% BAME leadership to 21.4% to be achieved by 2023.That the BAME leadership targets specific to staff groups and professions are utilised across the Trust for targeted recruitment campaigns That the equality and diversity strategic action plan which includes hard and soft positive action measures and the Trust’s priority actions for the next 12 months be adopted subject to any amendments.That the action plan be updated and reviewed after 12 months.Appendix 1 Deep Dive Analysis of BAME Workforce ProfileBackgroundFollowing the first Equality and Diversity Board a request was made to review the BAME leadership data with a view to setting hard targets in respect of required increases in BAME headcount.The overall BAME workforce profile is 32.44% (30.96% excluding facilities). This has increased from the 31.7% reported for quarter 4 2017/18.The Trust target at Bands 8a and above and consultant leadership positions is, 28% which was reflective of the overall workforce profile when the target was set. The Board may wish to consider amending this target in the light of changes in the overall workforce profile.The total leadership workforce as at Quarter 1 2018/19 is circa 735 headcount.The total BAME percentage is 14.42% which equates to 106 headcount. This has increased from the 13.6% equating to 100 headcount in quarter 4 2017/18.In order to reach a BAME representation of 28% this will equate to a headcount of circa 206 i.e. an increase of 100. Our analysis below indicates that we are only likely to make progress in the staff groups of Administration and Clerical, Allied Health Professionals, Medical and Dental and Nursing and Midwifery based on turnover and therefore opportunities to recruit at bands 8a and above. The assumptions are that:there will be no turnover of existing BAME staff in leadership roles recruitment will consistently mirror the percentage of the profile of the level below as it currently standsif positive action is effective for Bands 6/7 in Nursing and Midwifery, it is reasonable to assume an accelerated increase in BAME representation at 8a and aboveOverall Workforce Profile by Staff Group and BandAdditional Professional and Scientific This group includes Pharmacy, Chaplaincy, Optometry, Operating Department Technicians, Physician AssociatesStaff GroupBandHeadcountBAME HeadcountBAME %Numbers of LeaversAdd Prof Scientific and TechnicBand 4231356.52%3Add Prof Scientific and TechnicBand 52015225.87%7Add Prof Scientific and TechnicBand 6954042.11%10Add Prof Scientific and TechnicBand 7764255.26%7Add Prof Scientific and TechnicBand 8 – Range A592440.68%2Add Prof Scientific and TechnicBand 8 – Range B20420.00%?Add Prof Scientific and TechnicBand 8 – Range C6?0.00%?Add Prof Scientific and TechnicBand 8 – Range d????Add Prof Scientific and TechnicBand 91?0.00%??Bands 8a-9 Total862832.56%2Add Prof Scientific and Technic Total?56920336.23%?This staff group shows good levels of BAME representation throughout all pay bands with the exception of 8b. There is limited turnover at a more senior level although there are potentially three opportunities at 8b who are staff in scope for retirement.It is recommended that positive action should be taken to encourage BAME applications for future 8b roles.Additional Clinical ServicesThis group includes Healthcare Assistants, Support Workers, Retinal Screeners, Nursery NursesStaff GroupBandHeadcountBAME HeadcountBAME %LeaversAdditional Clinical ServicesBand 370822031.07%49Additional Clinical ServicesBand 42445924.18%27Additional Clinical ServicesBand 5491938.78%3Additional Clinical ServicesBand 629724.14%3Additional Clinical ServicesBand 712325.00%2Additional Clinical ServicesBand 8 – Range A2?0.00%?There is limited opportunity within this staff group to increase BAME profile in leadership roles. This would require a move into an alternative staff group.Administration and Clerical This group includes Managers, Clerical Assistants, Information AnalystsStaff GroupBandHeadcountBAME HeadcountBAME %LeaversNo BAME Recruits from Band below each year% BAME achieved in 5 yearsAdministrative and ClericalBand 118527.78%?Administrative and ClericalBand 2108534832.07%116Administrative and ClericalBand 341411227.05%34Administrative and ClericalBand 455914125.22%39Administrative and ClericalBand 52175023.04%22Administrative and ClericalBand 61503724.67%18Administrative and ClericalBand 71843720.11%24636.4%Administrative and ClericalBand 8 – Range A1181512.71%16325.4%Administrative and ClericalBand 8 – Range B641015.63%8123.4%Administrative and ClericalBand 8 – Range C3126.45%3Administrative and ClericalBand 8 – Range D18211.11%3Administrative and ClericalBand 98112.50%1?Administrative and ClericalBands 8a-9 Total2393012.55%31421%Administrative and Clerical Total?286676026.52%?The BAME representation at 8a and above would need to increase from 30 to 67 to reach 28%.Based on 16 opportunities to recruit at 8a level a year it is reasonable to assume from the band 7 talent pool that 3 will be recruited from a BAME background. There are also opportunities to recruit at 8b plus and these may be drawn from external sources. Of the 15 potential opportunities, it is reasonable to assume that 1 will be from a BAME back ground.The recommendation is to set a target of 4 BAME recruits in admin and clerical roles each year.Allied Health Professionals This group includes Occupational Therapists, Physiotherapists, ImagingStaff GroupBandHeadcountBAME HeadcountBAME %LeaversNo Recruits from band belowNo years to achieve 28%Allied Health ProfessionalsBand 51574428.03%22Allied Health ProfessionalsBand 63207122.19%308Allied Health ProfessionalsBand 71903216.84%112Allied Health ProfessionalsBand 8 – Range A3512.86%1Allied Health ProfessionalsBand 8 – Range d5?0.00%?Allied Health ProfessionalsBand 8 – Range C2150.00%?Allied Health ProfessionalsBand 8 – Range B????Allied Health ProfessionalsBand 911100.00%?Allied Health ProfessionalsBands 8a-9 Total4336.98%10Allied Health Professionals Total?71015021.13%?The BAME representation at 8a and above would need to increase from 3 to 12 to reach 28%.Currently there are limited leavers in bands 8a and above although there are approximately 23% (8) at Band 8a in scope for potential retirement.It is recommended that positive action is taken to improve representation at Bands 6 and 7 to create a more representative pipeline for future 8a and above leadership roles and create the potential to make 2 BAME appointments in the next five years.Estates and Ancillary (1812) – Domestics, Porters, Receptionists, SwitchboardStaff GroupBandHeadcountBAME HeadcountBAME %LeaversEstates and AncillaryBand 1121252643.40%77Estates and AncillaryBand 22276026.43%22Estates and AncillaryBand 31032120.39%6Estates and AncillaryBand 42314.35%3Estates and AncillaryBand 51417.14%?Estates and AncillaryBand 63?0.00%?Currently BAME representation in Bands 1-3 is 39% overall. This decreases to 4.35% in Band 4 and 7.14% in Band 5.There is limited opportunity within this staff group to increase BAME profile in 8a and above leadership roles. This may require a move into an alternative staff group. There is, however, scope to improve representation at Bands 4 and 5.Healthcare ScientistsThis group includes Biomedical Scientists, Perfusionist, Microbiologists, Cardiac Physiologists, AudiologistsStaff GroupBand Total HeadcountBAME Headcount% BAMENo Leavers in Pay bandNo Potential BAME recruits from Band BelowNo of Years to reach circa 28%Healthcare ScientistsBand 5974950.52%8Healthcare ScientistsBand 61857339.46%63N/AHealthcare ScientistsBand 71362518.38%1353Healthcare ScientistsBand 8 - Range A43613.95%1Healthcare ScientistsBand 8 - Range B1317.69%Healthcare ScientistsBand 8 - Range C6116.67%1Healthcare ScientistsBand 8 - Range D6116.67%Healthcare ScientistsBand 92?0.00%Healthcare ScientistsBands 8a-9 Total70912.86%20 The BAME representation at 8a and above would need to increase from 9 to 19.6 to reach 28%.Currently there is a significant decrease in representation between bands 6 and 7 and low turnover for band 8a and above (2 leavers last year). It is suggested focused attention is given to improving the Band 7 pipeline which would reach 29% BAME in three years assuming an increase of 5 each year.The recommendation is to focus on improving the band 7 pipeline and undertaking positive action when recruiting to 8a to encourage BAME external applicants.Medical and Dental Medical and Dental Leadership roles are slightly different in that each Head of Service role has a tenureship of 3 years. Currently there are 736 consultants of which 301 (40.9%) are BAME. Currently the numbers of consultants at leadership level is 85 of which 21 (24.7%) are BAME. In order to be representative of the current consultant workforce the representation needs to increase to 35. Given that these tenureships are difficult to fill generally, and, best case scenario that we are able to recruit a quarter of tenureships over a four year period BAME staff will increase by 12 in four years by appointing an additional 3 BAME consultants each year.It is recommended that positive action is taken to encourage BAME applications for Head of Service roles and that the focus is on reaching a representation which mirrors the consultant workforce as a whole.Nursing and Midwifery Staff GroupBandHeadcountBAME Headcount% BAMENo LeaversNo Potential BAME recruits from Band below each year% BAME achieved after 5 yearsNursing and Midwifery RegisteredBand 5206278037.83%143Nursing and Midwifery RegisteredBand 6130623017.61%702627.5%Nursing and Midwifery RegisteredBand 7544549.93%32514.5%Nursing and Midwifery RegisteredBand 8 - Range A143106.99%12110.5%Nursing and Midwifery RegisteredBand 8 - Range B2414.17%3Nursing and Midwifery RegisteredBand 8 - Range C150.00%2Nursing and Midwifery RegisteredBand 8 - Range D20.00%Nursing and Midwifery RegisteredBand 910.00%Nursing and Midwifery RegisteredBands 8a-9 Total184115.98%17Nursing and Midwifery Registered Total4097107526.24%The BAME representation would need to increase by 41 in bands 8a and above to reach 28%. If we assume that we only achieve 1 BAME appointment at 8a and above we will only achieve 10.5% representation at 8a. It is suggested that significant action at bands 6 and bands 7 will increase the potential pool and increase recruits to 3 per year for the last of three years. This will increase the BAME representation to 12% after 5 yearsIt is recommended to focus positive action on Bands 5, 6 and 7. SUMMARYStaff GroupCurrent BAME Leadership ProfileIncrease in 8a’s based on turnover and BAME profile in pipelineRevised BAME Leadership Profile at 8a after 5 years. Current total 735Admin and Clerical12.5% (30)4 per year21%Allied Health Professionals7% (3)0 per year11.6% (if 2 retirees replaced by BAME)Medical and Dental24.7% (21)3 for 4 years41%Nursing and Midwifery6% (11)1 rising to 3 12%TOTALS (includes all Staff Groups)14.42% (106)51 over five years (9,9,11,11,11)21.4% (157)Assuming 9 further BAME staff are recruited in 2019/20 the percentage BAME Leadership representation could increase to 15.6%.Assuming proactive work is undertaken to improve the Band 7 talent pool over the next two years, it is reasonable to assume the BAME appointments across the Trust increases by 51 giving an overall improvement to 21.4% at the end of 2023.Appendix 2Equality and Diversity Strategic Action Plan 2018-19A representative and supported workforce within a culture of inclusive leadershipWorkforce Race Equality Standard (WRES)ActionLeadBy whenProgressOutcome Measure RAGExecutive SponsorshipFollowing feedback from the Learning Needs Assessments of Trust Board members, to establish Trust Board Equality Leads.Chief ExecutiveAugust 2018Chief Executive chairing the Equality and Diversity board. Learning needs assessments of Executive Directors have identified that Trust Board members are keen to support the establishment of board level equality leads/champions.Trust Board level leads established. Positive impact across all WRES indicators.4Senior managers to publish their job history internally (in brief, LinkedIn style profile) so that junior members of the workforce can see what a successful career path looks likeDirector of People and Organisational Development/Head of CommunicationsNovember 2018To be commenced.Publication of all Executive Director profiles4Data Collection and Target Setting3. Produce a CMG/Corporate Directorate workforce dashboard that provides monthly data on workforce and recruitment information Workforce Development Manager August 2018 In progress. Dashboard data which incorporates WRES indicators 1 and 2 44. Establish achievable race equality targets at both Trust wide and CMG/Corporate Directorate levelsWorkforce Development Manager/Executive Directors/Clinical DirectorsSeptember 2018Equality and Diversity board have received analysis of BAME representation across CMGs and by occupation. Further analysis being carried out and will be presented to the Board on the 9th July.Improving measures for WRES indicators 1&24Recruitment Selection Practice5. Draft job specifications in plain English that provide an accurate reflection of essential and desirable skills to ensure applications from a wider set of individualsDirector of People and OD/Recruiting ManagersAugust (commencement)Job criteria are reviewed on an ad hoc basis. All job descriptions will need to be reviewed in light of this action. Improving measures for WRES indicators 1 and 246. Mandate all recruitment and selection panels to be diverse (to have at least one BAME panel member), taking phased approach , for roles at Band 7 and above HR Leads/recruiting managers August 2018 Approach to be agreed by E&D Board.Proportion of diverse panels WRES indicator 1 and 2 3Ensure proportional representation on long and short lists for very senior jobs, and reject lists that are not diverseDirector of People and ODOn-going Recruitment to 4 posts to Trust Board positions resulted in 4 white female appointments at the beginning of 2018 despite efforts to ensure ethnic diversity in the process for attracting and shortlisting BAME candidates. Improving measures for WRES indicators 1, 2 and 9 3Carry out a satisfaction survey for all candidates for Band 7 roles and above where no candidates from a BAME background were appointed. Learning from these to be considered for improving policy and practiceHead of ResourcingSeptember 2018To be commenced.Improving measures for WRES indicators 1 and 24Offer and ensure timely feedback to BAME candidates for posts where they have not been successfulRecruitment Team ManagersSeptember 2018To be commenced.Improving measures for WRES indicators 1 and 2410. Review and ensure targeted marketing and promotion of vacancies in a way which attracts ethnically diverse communities.Recruitment TeamAugust 2018External recruitment webpages include a diversity video and positive role models. Recruitment literature could include more robust messages to welcome applicants from under-represented groups at senior levels. Improving measures to WRES indicator 23State on all advertisements that we welcome applicants from a BAME background as we are currently under representedHead of Resourcing/Recruiting ManagersSeptember 2018Job adverts have a diversity statement. However, this statement will help to ensure a more explicit approach. Improving measures for WRES indicators 1 and 24 Promote job and career opportunities to ethnically diverse (BAME) populations in culturally appropriate settings such as schools, FE colleges, universities, community venues, festivals and events.Resourcing LeadAugust 2018UHL supports the Leicestershire Education Business Company (LEBC) in arranging ad-hoc career presentations to schools and colleges. Schools and colleges with high intake of BAME students will be targeted in the future and further work on delivering recruitment drives to BAME communities will be done subject to resources.Improving measures to WRES indicator 1 and 2313. Where BAME candidates for Bands 6 and above are unsuccessful, the decision is reviewed by an appropriately qualified independent senior manager or HR Business Partner in a different CMG to ensure the decision was free from unconscious biasCMG Directors/Director of People and ODOctober 2018 TBC. Improving measures to WRES indicators 1 and 2 414. Ensure that all recruiting managers attend unconscious bias trainingResourcing Lead On-goingUnconscious bias now integrated in to recruitment and selection training. Improving measures to WRES indicator 1 and 24Mentoring, Reverse Mentoring and Leadership Development15. Develop career coaching programme to incorporate mentoring targeted at UHL BAME staffSenior OD ManagerJune 2019 Funding secured for career coaching programme. Improving measures to WRES Indicator 4 - Proportion of BAME staff from UHL on programme316. Provide targeted Leadership Development Programme for BAME staff Director of People and ODJune 2019Programme to be developed.Improving measures to WRES indicator 1 and 2417. Deliver the 2019 Graduate training programme with a particular focus on attracting BAME candidates Senior Workforce Development ManagerSeptember 2019 The last two intakes have attracted a higher proportion of BAME candidates who were successfully recruited on to the programme. Improving measures to WRES Indicator 1 and 2518. Re-launch reverse mentoring programme Director of People and ODMarch 2019 Reverse mentoring programme piloted in 2017. Learning from evaluation to inform next programme.Improving measures to WRES Indicator 2 and 44Management Development19. Build race equality objectives in to all manager and senior manager appraisalsDirector of People and ODNovember 2018Capability framework in development. Appraisal process to be managed on-line. Latter to be aligned to capability framework and race equality requirement built in.Improving measures to WRES indicator 2, 3 and 4320. Deliver a series of system wide Diversity and Inclusion master classes ensuring that UHL managers benefit from diversity and inclusion training opportunitiesEquality LeadDecember 2018 A successful D and I conference was held on 15 May. Planning group are meeting regularly with plans (subject to funding) to co-ordinate future mini “master classes” on a range of topics including unconscious bias, professional behaviour and talent management.Improving measures to WRES 1, 2, 4, 5, 6, 7 and 83Work Experience21. Seek out opportunities to provide work experience to a more diverse group of individuals, looking beyond the standard demographic profileSenior Learning and Development ManagerOctober2018UHL’s work experience and apprentices come from a very diverse base. Apprentices are included in the Trust’s establishment data. An analysis of work experience placements by protected characteristic will need to be carried out in order to get a baseline of intake. Further work is required to open up more opportunities to a wider range of work experience applicants across the Trust.Improving measures to WRES Indicator 24Staff Network22. Continue to develop the UHL BAME Network so that it can make a positive contribution to improving race equality in the Trust including consideration of developing a BAME Network strategy that aligns to the WRES Action PlanEquality and Diversity LeadOctober 2018A BAME Network has been established. The focus will be on the networks development, including a strategy.Improving measures to WRES Indicator 3, 5. 6,7 and 84Cultural Ambassadors Programme23. Utilise the Cultural Ambassadors to engage in the wider workforce race equality agenda, where appropriate, to progress other positive action measures such as achieving diverse panelsDirector of People and ODOctober 2018 BAME staff recruited to attend the RCN Cultural Ambassadors Programme being run at the end of June. Cultural Ambassadors will advise on disciplinary panels with a view to reduce numbers of BAME staff entering the formal disciplinary process.Improving measures to WRES indicator 3 4Anti-Bullying and Harassment Service24 Identify any trends in relation to race discrimination, provide support to colleagues and feed in to improvement policy and practice.Equality LeadMarch 2019An away day has been held with staff leading on the service, HR, Freedom to Speak up guardian and Anti-Bullying and Harassment volunteer advisors. An action plan is being developed to progress areas for development of the service.Improving measures to WRES indicators 6, 7 and 83Gender Pay Gap ActionLeadBy whenProgressOutcome Measure RAGPay Governance18. Monitor application of Pay Progression Policy to ensure any increments not awarded are based on specified criteriaWorkforce Development ManagerJune 2018In progressFair application of Pay Policy for all protected characteristic groups519. Establish processes for annual equal pay audits to assess risks and to identify interventions as appropriate.Director of People and OD /Workforce Development ManagerSeptember 2018Requires scopingRegular Gender Pay Gap (GPG) analysis to ensure compliance and monitor progress.420. Use analysis of Clinical Excellence Award (CEA) payments to demonstrate females are treated equitably in the award process.Director of People and ODDecember 2018Local CEA round completed Feb 18 – analysis to be undertaken.Fair application of bonus payment award. Differences based on objective criteria521. Ensure that applications for Clinical Excellence awards mirror the current makeup of the consultant workforceDirector of People and ODDecember 2018 Local CEA round completed Feb 18 – analysis to be undertaken.Fair application of bonus payment award. Differences based on objective criteria5Flexible Working and Working Practices22. Review Flexible Working Policy/ Health and Well Being strategy to ensure it can be used to market flexible working and benefits to engage staff in working for UHL.Review meeting structures & processes that follow rigid timetables ‐ ensure no detrimental impact to females in the senior workforce.Marketing flexible options/ benefits and successfully applied flexible working practices to make these more widely known and accessible.Monitoring of flexible working practices in place.Align HWB work streams to meet gender challenges.Senior Staff Engagement Manager/Human Resource Business Partner/ CMG’sJuly 2018 Review feedback position from national staff survey results.More accessible, flexible working options leading to greater opportunities for women to be retained, recruited and progress.5Workforce Disability Equality Standard (WDES)ActionLeadBy whenProgressOutcome Measure RAG23. Implement the WDESDirector of People and ODMarch 2019Awaiting guidance from NHS England on WDES metrics. Already report on disability workforce data through the Trust’s annual publication of workforce equalities information. Publication of WDES data 524. Establish employee network for staff with disabilities Equality LeadMarch 2019 Plans in place to establish network once UHL BAME Voice is self-work established and members meet on a regular basis for mutual support and input in to E&D Board4Better health outcomes, improved patient access and experienceActionLeadBy whenProgressOutcome Measure RAG“Equality Proof” services using the EDS2 framework25. Develop a 3 year programme of services/themes that can be assessed against Goals 3 and 4 of EDS2 that will identify best practice and areas for improvement. Equality Lead, E&D Board reps and Heads of Service September 2018 To be commencedEDS2 outcomes listed under Goals 1 and 2 426. Develop service level EDS2 implementation plans aligned to business plansHeads of service, Project LeadsApril 2019 (1st Year)TBCEDS2 outcomes listed under Goals 1 and 24Accessible Information Standard27. Ensure full compliance with the Accessible Information Standard (AIS)Chief Information Officer April 2019 AIS requirements built in to revised interpretation and translation Policy. Report outlining approach to implementing the 5 steps of AIS compliance to be presented to E&D Board at July 2018 meeting.EDS2 Goal 2 4Interpretation and Translation28. Ensure key information leaflets are translated in to the main community languages and are easily available for patients at reception and during service deliveryOutpatient Transformation Reconfiguration Manager, Heads of Service September 2018CQC feedback advice is that the Trust should make available Trust Leaflets in reception areas. Ownership for this action at CMG level needs to be agreed in order that this action is completed.EDS2 goal 2 outcomes329. Ensure that the Deaf community have equitable access to BSL interpreters by agreeing a SLA with local BSL providers and exploring the use of digital solutions to access BSL interpreters for non-planned visits.Equality LeadSeptember 2018An SLA has been drafted following a meeting with local providers. A further meeting is planned to discuss the content of the SLA and to agree positive steps towards a “one-stop” model of delivery. One of the providers is developing a video relay service for use on mobile devices improving immediate access to BSL interpreters for non-planned visits to the hospital by Deaf patients.EDS2 Goal 1 and 2 3Sexual Orientation Monitoring Standard30. To scope and Implement the Sexual Orientation Monitoring (SOM) Information Standard Equality Lead and Head of Information March 2019 SOM has yet to be considered by the Trust. It is suggested that the SOM guidance is considered in the light of competing priorities and an action plan developed accordingly.EDS Goals 1 and 2 4RAG Status Key:5Complete4On Track3Some Delay – expected to be completed as planned2Significant Delay – unlikely to be completed as planned1Not yet commenced* Both numerical and colour keys are to be used in the RAG rating.? If target dates are changed this must be shown using strikethrough so that the original date is still visible. ................
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