Barking and Dagenham CCG Workforce Race Equality Standard 2018 – 2019

Contents

About the Workforce Race Equality Standard (WRES) 3

Foreword 4

WRES Indicators 5

Providers and compliance 6

WRES Report 2018 – 2019 7 – 14

Action Plan 2019 – 2020 15 – 16

About the Workforce Race Equality Standard (WRES)

In 2014, NHS England and the NHS Equality and Diversity Council agreed action to ensure employees from Black

and Minority Ethnic (BME) backgrounds have equal access to career opportunities and receive fair treatment in

the workplace. It was agreed that a Workforce Race Equality Standard (WRES) should be developed, and in April

2015 it was made available to the NHS. All NHS organisations including CCGs, Trusts and CSUs as well as national

organisations are encouraged to implement the WRES in an open and transparent way.

“We know that care is far more likely to meet the needs of all the patients we’re here to serve when NHS

leadership is drawn from diverse communities across the country, and when all our frontline staff are themselves

free from discrimination. These new mandatory standards will help NHS organisations to achieve these important

goals.”

Simon Stevens

Chief Executive of NHS England

ForewordBarking and Dagenham Clinical Commissioning Group (CCG) works with health and social care partners to plan, buy and monitor most local health services for the

population of Barking and Dagenham. We do this along with our neighbouring CCGs in Havering and Redbridge. Collectively we are known as BHR CCGs.

As part of the wider developments in the north east London commissioning landscape, the CCG is currently aligning as part of the North East London Commissioning

Alliance (NELCA) which brings together all the seven CCGs in north east London - City and Hackney, Newham, Waltham Forest, Tower Hamlets, Barking and

Dagenham, Havering and Redbridge. Jane Milligan is the Accountable Officer and the executive lead for the North London STP – the East London Health and Care

Partnership.

Across north east London there is a very diverse population and workforce, and a focus on equality will be key. This is reflected in the local population of Barking and

Dagenham which is very ethnically diverse, with 2019 projections putting the BME population at over 50%. Therefore we are committed locally to ensuring we are

inclusive in our approach to service delivery and that staff reflect the community we serve.

In BHR we have a shared management team and staff in BHR work for all three CCGs rather than for one particular borough. The majority of staff are formally employed

by Redbridge CCG, with very small numbers on the Barking and Dagenham or Havering CCG establishment. This is historic and does not reflect the borough that they

work for given staff work in teams across all three boroughs. Therefore the reports for B&D and Havering CCGs need to be treated with caution due to the fact that staff

not only work for those boroughs and also the very low numbers – rendering them statistically questionable. Despite this, the overall pattern across the three CCGs is

relatively consistent and broadly reflective of our current position. The governing body data is more statistically relevant, but again it should be noted that several of the

posts are common across all three governing bodies, but are on the Redbridge CCG establishment.

This WRES report sets out the CCG’s performance against the nine mandatory NHS Workforce Race Equality Standard (WRES) metrics. This is the fourth WRES report

the CCG has produced and while a number of improvements have been made, there remain areas to address to ensure parity across our workforce.

This year’s WRES results highlight a number of areas that require action:

• Bullying and harassment levels are high compared to the national average

• One third of Governing Body members chose not to disclose their ethnic background

An action plan has been developed with actions aimed at addressing the variances between white and BME staff experiences.

As Barking and Dagenham CCG comes together with the other North East London CCGs in April 2021, our aim will be to work with the other CCGs to implement

the NHSE Model Employer Strategy that asks NHS organisations to set targets for BME representation across the leadership team and broader workforce.

Ceri Jacob

Managing Director

Workforce Race Equality Indicators

Local NHS Healthcare Providers and Compliance

Healthcare Provider WRES Report 2018 – 19 published as at September 2019*

Link / Attachment Level of Compliance

Barking, Dagenham and Havering University Trust

YesLast Report Publication: 2017/18

Reports and Action Plans: Available with progress reported for 2017-18

https://www.bhrhospitals.nhs.uk/equality-and-diversity/

North East London Foundation Trust

YesLast Report Publication: 2017/18

Reports and Action Plans:Available with progress reported for 2017-18.

https://www.nelft.nhs.uk/about-us-equality-and-diversity/

*Provider WRES Reports for 2018-19 are due for upload and publication by 27 September 2019

All NHS Trust Leaders are required to sign up to a strategy designed to support local NHS trusts in their implementation of the Workforce Race Equality Standard (WRES) and to meet the aspirations of increasing black and minority ethnic (BME) representation at senior levels across the NHS. This strategy will support local NHS Trusts to develop and refine their existing WRES

Action Plans.This strategic approach will help NHS trusts to meet the workforce race equality commitments set out in the NHS Long Term Plan the Interim NHS People Plan as outlined in the national WRES

Model Employer strategy.

https://www.bhrhospitals.nhs.uk/equality-and-diversity/https://www.nelft.nhs.uk/about-us-equality-and-diversity/https://www.longtermplan.nhs.uk/wp-content/uploads/2019/01/nhs-long-term-plan-june-2019.pdfhttps://www.longtermplan.nhs.uk/wp-content/uploads/2019/05/Interim-NHS-People-Plan_June2019.pdfhttps://www.england.nhs.uk/wp-content/uploads/2019/01/wres-leadership-strategy.pdf

Barking and Dagenham CCG 1 April 2018 – 31 March 2019What is the data telling us?• Please note: workforce numbers are low and conclusions

should be treated accordingly. Staff at Barking & Dagenham, Havering and Redbridge CCGs work across all three boroughs so this analysis does not present a complete picture of BHR CCGs.

• Table 1 highlights a shifting workforce profile. BME staff now represents half (6) of the workforce while white staff numbers remain static.

• Disclosure of ethnicity has increased by 11% compared to the previous year.

• The B&D CCG workforce shows an overrepresentation of BME staff at 50% when compared to the Borough Population of 42% (2011 Census) and an under representation of white staff (33%) with the white population at 58%.

What have we done over the last year?• Staff were encouraged to report their ethnicity as part of

recruitment and selection processes and on an ongoing basis.• The CCG introduced the Electronic ‘Workforce Management

System’ (WFMS) in October 2018 and a requirement of this is for staff demographic data to be updated on initial log-in and periodically following this.

What are we planning for 2019-20?• Continue the review of establishment reports to improve data

quality on ESR.• Continue to encourage disclosure and understand why some

staff choose non-disclosure. • Develop an appropriate and responsive WRES Action Plan for

2019/20 and beyond across individual CCG, CCG system and STP-wide.

Achieving

Barking and Dagenham CCG Workforce

Ethnicity 2018-19 2017-18Borough Population

Source: 2011 Census)

White 4 33% 4 36% 58%

BME 6 50% 4 36% 42%

Not disclosed

2 17% 3 28%N/A

Total 12 100% 11 100% 100%

Table 1

Percentage of staff in each of the AfC Bands 1-9 and VSM (including executive Governing Body Members)compared with the percentage of staff in the overall workforce disaggregated by: Non-clinical staff/clinical staff

Indicator 1

What is the data telling us?• Please note: positive and negative % changes will

appear significant due to small numbers involved.• Table 2 shows growth in the number of BME staff in

bands 1-7 from 50 to 80%.• BME staff in post has improved by 9% in bands 8-9.

What have we done over the last year? • Staff are encouraged to report their ethnicity as part

of recruitment and selection processes on an ongoing basis as part of the application process.

• Periodic mandatory data cleansing of the Electronic Staff Records (ESR) is undertaken with the workforce management system WFMS (WFMS) updated accordingly.

• Continue to monitor this indicator for trends.

What are we planning for 2019-20• Investigate Reverse Mentoring Programme at NELCA.

Developing

Table 2

Indicator 2 Relative likelihood of staff being appointed from shortlisting across all posts

2018-19 2017-18

Barking & Dagenham CCG White BME White BME

Number of staff in workforce 4 6 4 4

Number short listed applicants 2 7 3 9

Number appointed applicants 1 2 1 1

Ratio shortlisting to appointment

0.5 0.3 0.1 0.3

Relative likelihood of white staff being appointed from short listing compared to BME staff

1.75 3

What is the data telling us? • The Goal of this indicator is a neutral likelihood score of 1. • In 2017/18 there were 3 staff members who did not wish to

disclose their ethnicity and in 2018/19 there were 2. • The relative likelihood of a white applicant being appointed

compared to a BME applicant has reduced in the last 12 months from a score of 3 in 2017/18 to 1.75 in 2018/19.

What have we done over the last year? • Continued to monitor this indicator for trends.

What are we planning to do in the year ahead? • Roll out Recruitment and Selection training with an EDI focus

• Consider BME representation on interview panels

Table 3

Developing

Table 4

Indicator 3 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 previous year)

What is the data telling us? • Table 5 shows no formal disciplinary investigations for

2017-18 and 2018-19.

What have we done over the last year?• Continued to monitor this indicator for trends.

What are we planning to do in the year ahead? • Review any informal investigations, resolutions and

outcomes by ethnicity to understand underlying trends.• Continue to monitor this indicator to identify any trends

over time.

Achieving

Barking and Dagenham CCG

2018-19 2017-18

Indicator 3: Disciplinary Process

White BME Not stated White BME Not stated

Number of staff in workforce 4 6 2 4 4 3

Number of staff entering formal disciplinary

0 0 0 0 0 0

Likelihood of white staff entering formal disciplinary

0 0 0 0 0 0

The relative likelihood of BME staff entering formal disciplinary compared to white staff

0 0

Table 5

Indicator 4 Relative likelihood of staff accessing non-mandatory training and CPD What is the data telling us? Non mandatory training and CPD data has been taken from staff training data held for BHR CCGs. This is based on the reported number of training programmes that staff in the CCGs accessed from 2018 - 2019.• Figures in 2017/18 were aggregated across BHR CCGs and have

not been included.• No staff at the CGG were recorded as attending non-mandatory

training in 2018/19, although looking at attendance of training delivered in the last year will highlight DNAs.

What have we done over the last year?• Continued to publicise non-mandatory training and CPD

programmes to all staff via staff news and other platforms.• An electronic system for recording training has been introduced

to support more effective monitoring. • Increased OD resources and recruited to an OD manager and

officer.

What are we planning to do in the year ahead 19/20? • Continue to publicise non-mandatory training and CPD

programmes to all staff via staff news and other platforms.• Upload non-mandatory training to the workforce management

system (WFMS) to ensure completeness of staff training records for reporting purposes.

• Gather data around secondments, attendance at conferences and workshops, mentoring and shadowing.

• Phase two of the implementation of the WFMS will include PDPs.• Continue to formally encourage and motivate all staff through

PDP & objective setting to attend and access appropriate training courses.

Developing Barking and Dagenham

CCG

2018-19 2017-18

Ethnicity White BME Not stated White BME Not stated

Number of staff in workforce 4 6 2 4 4 3

Number of staff accessed non-mandatory training

0 0 0 - - -

Table 6

Indicators 5 – 6 National NHS Staff Survey Indicators 2018 – 19

Summary of 2018-19 Staff Survey outcomes (WRES Indicators 5-6)

Barking and Dagenham CCGLocal survey responses

National average median for CCGs

2018-19 2017-18 2018

5 KF25 – percentage of staff experiencing harassment, bullying or abuse from patients / relatives or members of the public in last 12 months

Of the total who responded those who said ‘YES’:

White: N/ABME: N/A

Of the total who responded those who said ‘YES‘:

White: N/ABME: N/A

White: 9.4%BME: 10%

6 KF26 – percentage of staff experiencing harassment, bullying or abuse from staff in last 12 months

Of the total who responded those who said ‘YES’:

White: 33%BME: 21%

Of the total who responded those who said ‘YES’:

White: N/ABME: N/A

White:18.9%BME: 29.8 %

What is the data telling us?• BHR CCGs developed and took part in a local staff survey

with other CCGs across NELCA in 2018/19.• BHR results are an aggregate of results from all three

CCGs.• This was partially aligned with the 2018 NHS National Staff

Survey. • Please note 124 members of staff took part in the 2018

staff survey. This is a response rate of 62.9% across the three CCG.

• Indicator 6 highlights Survey feedback highlights white staff at the CCG responded ‘yes’ (33%) to experiencing bullying and harassment at almost double the national average (18.9%).

• Fewer BME staff (21%) at the CCG reported experiencing bullying and harassment than white staff or compared with the national BME average (29.8%).

• There have been no reported cases of bullying and harassment in 17/18 or 18/19.

What have we done over the last year?• All GB members and some CCG staff attended bullying and

harassment training.

What are we planning to do in the year ahead?• Review any informal investigations, resolutions and

outcomes by ethnicity to understand underlying trends.• CCGs plan to participate in the NHS national staff survey.• Remaining CCG staff to attend bullying and harassment

training.• Introduce a zero tolerance approach to bullying and

harassment.• Reinforce values and behaviours framework.

Under-developed

Table 7

Indicators 7 – 8 National NHS Staff Survey Indicators 2018 – 19

Summary of 2018 -19 Staff Survey outcomes (WRES Indicators 7-8)

Barking and Dagenham CCGLocal survey responses

National average median for CCGs

2018-19 2017-18 2018

7 KF21– percentage of staff believing that the organisation provides equal opportunities forcareer progression or promotion

Of the total who responded those who said ‘YES’:

White: N/ABME: N/A

Of the total who responded those who said ‘YES’:

White: N/A BME: N/A

White: 87%BME: 60%

8 Q17b in the last 12 months have you personally experienced discrimination at work from a manager/team leader or other colleagues

Of the total who responded those who said ‘YES’:

White: 12.5%BME: 37.5%

Of the total who responded those who said ‘YES’:

White: N/ABME: N/A

White: 5%BME: 15%

What is the data telling us?• BME staff (37.5%) are three times more likely to

experience personal discrimination at work than white staff (12.5%).

• CCG staff of any ethnicity are reporting significantly higher for Indicator 8 compared with the national average.

What have we done over the last year?• All GB members and some staff attended bullying and

harassment training.• All staff advised that registration on training is

mandatory so should complete by end of Oct 2019.

What are we planning to do in the year ahead?• Review any informal investigations, resolutions and

outcomes by ethnicity to understand underlying trends.

• CCGs plan to participate in the NHS national staff survey.

• Remaining staff to attend bullying and harassment training.

• Introduce a zero tolerance approach to bullying and harassment.

• Reinforce values and behaviours framework.• Carry out internal pulse survey on WRES themes

Table 8

Under-developed

Indicator 9 Percentage difference between (i) the organisations Governing Body voting membership and itsoverall workforce and (ii) the organisations’ Governing Body executive membership and its overall workforce

What is the data telling us? • Please note: 2017/18 has not been verified for ethnicity and so

should be treated accordingly. • Table 9 shows that a third of GB members have chosen not to

disclose their ethnicity. This is higher than the general workforce.

• It appears BME GB members are under-represented (27%) when compared with the BME workforce and also the borough population (36.50% and 58%, respectively), although this may be skewed by the level of non-disclosure.

• White GB members (40%) represent a higher proportion than the white workforce, but is proportionate in comparison to the population (42%).

Difference of total Board compared with overall workforce• White: 16.5%• BME: -14.5%• Not stated: -2.0%

What have we done over the last year?• Governing body members have continued to be encouraged to

disclose their ethnicity.

What are we planning to do in the year ahead? • Investigate low disclosure rates of GB members.• Company secretary continue to promote the importance of

disclosure to its GB members.

Developing

31%40% 36%

69%

27% 36%

0%

33%27%

2017-18 2018-19 Workforce

Comparison of GB ethnicity for 2017/18 and 2018/19

White BME Not Known

Table 9

WRES Action Plan 2019 – 2020

Indicator Status and Priority level

Point for focus Action Owner Planned end Date

1 and 9 DevelopingSenior BME Representation in Bands 8+, VSM and GB members

• Undertake a review of establishment reports to improve data quality on ESR.

• Continue to encourage disclosure and understand why some staff choose non-disclosure.

• Develop an appropriate and responsive WRES Action Plan for 2019/20 and beyond across individual CCG, CCG system and STP-wide.

• Investigate Reverse Mentoring Programme across NELCA

Pam Dobson 28 February 2020

2 DevelopingAddress the variance in recruitment likelihood between BME and white Staff

• Roll out Recruitment and Selection training

with an EDI focus

• Consider BME representation on interview

panels

Pam Dobson March 2020

3 Achieving Continue to monitor any disciplinary cases

• Review any informal investigations, resolutions and outcomes by ethnicity to understand underlying trends.

Sharon Lindsey March 2020

Indicator Status and Priority level

Point for focus Action Owner Planned end Date

4 DevelopingTo assess the impact of non-mandatory training on BME career progression

• Continue to publicise non-mandatory training and CPD programmes to all staff via staff news and other platforms.

• Upload non-mandatory training to the workforce management system (WFMS) to ensure completeness of staff training records for reporting purposes.

• Gather data around secondments, attendance at conferences and workshops, mentoring and shadowing.

• Phase two of the implementation of the WFMS will include PDPs.

• Formally encourage and motivate all staff through PDP & objective setting to attend and access appropriate training courses.

Rowan TaylorPam Dobson

May 2020

5 – 8 Under-developed

Reducing incidences of bullying and Harassment within Barking and Dagenham CCG

Develop and promote culture of inclusion throughout Barking and Dagenham CCG

• Review any informal investigations, resolutions and outcomes by ethnicity to understand underlying trends.

• CCGs plan to participate in the NHS national staff survey.

• Remaining staff to attend bullying and harassment training rolled out to all staff.

• Introduce a zero tolerance approach to bullying and harassment.

• Reinforce values and behaviours framework.• Carry out internal pulse survey on WRES

Sharon LindseyPam Dobson

May 2020

WRES Action Plan 2019 – 2020

To know more:

If you would like to discuss any element of this report, please contact:

Pam Dobson

Deputy Director Corporate Services

Barking and Dagenham, Havering and Redbridge (BHR) CCGs

Email: pam.dobson@nhs.net

mailto:pam.dobson@nhs.net