Workforce Race Equality Standard (WRES) Homerton Assessment April 2017 – March 2018

WRES In terms of regulation the Trust is required to implement NHS England’s Workforce Race Equality Standardt(WRES)o support it in undertaking its Public Sector Equality Duties. In 2015 this became a requirement within all provider NHS Standard Contracts. The WRES forms the first phase in a programme of work addressing workforce equality issues. The WRES seeks to tackle one particular aspect of equality – the consistently less favourable treatment of the BAME workforce – in respect of their treatment and experience. It draws on research about both the scale and persistence of such disadvantage and the evidence of the close links between discrimination against staff and patient care. Data submitted for WRES reporting covers the period 1 April 2017 – 31 March 2018.

WRES Indicators 1 - 4    1 Percentage of staff in each of the AfC Bands 1-9 and VSM (including executive Board members) compared with the percentage of staff in the overall workforce. Organisations should undertake this calculation separately for non-clinical and for clinical staff  2 Relative likelihood of BAME staff being appointed from shortlisting compared to that of White staff being appointed from shortlisting across all posts.   3 Relative likelihood of BAME 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.  4 Relative likelihood of BAME staff accessing non-mandatory training and CPD as compared to White staff. 

WRES Indicators 5 - 9   5 KF25 – Percentage of staff experiencing harassment, bullying or abuse from patients, relatives or the public in the last 12 months.   6 KF26 – Percentage of staff experiencing harassment, bullying or abuse from staff in the last 12 months. 7 KF21 Percentage believing that the trust provides equal opportunities for career progression or promotion. 8 Q17. In the last 12 months have personally experienced discrimination at work from any of the following - Manager / team leader or other colleagues?  9 Percentage difference between the organisations’ Board voting membership and its overall workforce

Overall Breakdown of BAME and White staff against Total Number of Trust Staff 2018 BME figures have increased from 50% - 52% White figures have remained the same Not stated has slightly decreased from 3% - 2.37% BAME White Not Known TOTAL 1993 1755 91 3839 51.91% 45.72% 2.37% 100%

Indicator 1: Percentage of staff in each of the AfC Bands 1-9 and VSM (including executive Board members) compared with the percentage of staff in the overall clinical workforce BME 292 band 2 BME (257 -2017) 331 band 5 (337 -2017) 356 band 6 (299- 2017) 227 band 7 ( 203 – 2017) 47 band 8a (34 -2017) 8 band 8b ( 7- 2017) 8c remains the same VSN White has gone up from 1 – 8 1 band 8d (0- 2017 )

Indicator 1: Percentage of staff in each of the AfC Bands 1-9 and VSM (including executive Board members) compared with the percentage of staff in the overall non clinical workforce. A decrease of 53 within band 2 for BME staff (127 in 2017) 8c remains the same Remains the same in band 8b ( 3 in 2017) Increase of 1 for 8d (0 in 2017 ) Decrease in bands 6, 7 8a, For white staff increases in bands 2,3,4,5,6,8a, but only by small amounts

Breakdown of Medical and Dental Workforce (2018)

Likelihood of White staff being appointed from short listing Indicator 2: Relative likelihood of White staff being appointed from shortlisting compared to that of BAME staff across all posts. 2018 graph added We shortlisted more BME staff than in 2017 – up by 17.74 percentage points Appointed more BME staff up by 12.69 percentage points Year Likelihood of White staff being appointed from short listing 2017 1.87 2018 1.73

Likelihood of BAME staff Entering the Disciplinary Process Indicator 3: Relative likelihood of BAME 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 (2 year rolling period). Rolling 2 year period BME Investigations – 21 in 2017 for 2018 there were 15 Dismissals – 2 in 2017 for 2018 there were 4 Formal sanctions 5 in 2017 for 2018 there were 7 White Investigations – 15 in 2017 for 2018 there was 2 Dismissals – 1 in 2017 for 2018 it was 2 Formal sanctions – 4 in 2017 for 2018 it was 1 Year Likelihood of BAME staff Entering the Disciplinary Process 2017 3.29 2018 1.84

Indicator 4: Relative likelihood of BAME staff accessing non-mandatory Training and CPD as compared to White staff.  

White BAME 27% White BAME 22% 26% Indicator 5: KF 25: Percentage of staff experiencing harassment, bullying or abuse from patients, relatives or the public in the last 12 months Indicator 6: KF26 Percentage of staff experiencing harassment, bullying or abuse from staff in last 12 months White BAME 27% White BAME 22% 26% Similar to 2015/16 on both accounts. Trust not comparatively worse than similar Trusts 2018 information Indicator 5- remained the same for BAME staff–decreased for White staff by 1 percentage point from 28% Indicator 6- increased by 2 percentage points for White staff from 20% and for BAME staff it has remained the same 2016 White BAME 28% 27% 2016 White BAME 20% 26%

Indicator 7i: KF21 Percentage believing that the Trust provides equal opportunities for career progression or promotion.   White BAME 88% 75% 2016 White BME 87% 67% Indicator 7ii: Proportion & Number of Staff Promoted by Ethnic Group   Perception remains the same Increased for both – by 1 percentage point for White staff and by 8 for BAME staff (67%)   2016/ 7 2017/18 White 94 56% 129 59% BAME 74 44% 88 41% 168 217

Indicator 8: Q17 - In the last 12 months have you personally experienced discrimination at work from any of the following? b) Manager / team leader or other colleagues White BAME 6% 14% Same as last year – 2017 2018 decreased for White staff by 1 % point from 7 and for BME increased by 1 from 13 2016 White BME 7% 14%

Indicator 9: Percentage difference between the organisation’s Board voting membership and its overall workforce No change for 2018

Findings (1) 1 The breakdown of the Trust’s workforce is 52% BAME and 45% White The data from ESR shows that there is an under-representation of BAME staff in all posts that are Band 6 and above, this differential increases the higher up the pay structure one goes. Over time however, there has been an increase in BAME representation into the higher pay bands. There are no BAME staff in VSM posts during the data period that this information has been drawn from. In July 2018 a BAME member of staff was appointed as an Executive Director and will be reflected in 2018 /19 data. 2 The data from TRAC shows that 57% of shortlisted applicants are BAME and 42% of those appointed are BAME. In contrast 48% of all staff appointed are White. The figures for shortlisting and appointment have both shown improvement from the 2017 report for BAME applicants shortlisted and appointed. In 2017 29% of appointed staff were from a BAME background in 2018 this has increased to 42%. 3 There were 9 dismissals during the reporting period (17/18) 6 were BAME members of staff. 3 were White staff 71% of formal sanctions are issued to BAME staff compared to 29% of formal sanctions being issued to White staff. The 2017/18 data shows an improvement from the previous year in the likelihood of BAME staff entering the disciplinary process (3.29 down to 1.84)

Findings (2) 4 Based on the data available 46% of staff accessing non-mandatory training and CPD were BAME in 2017/18, these figures are in line with 2016/17. In the 2017 staff survey BAME staff were still more likely to report that they have had no training, learning or development in the last 12 months (q. 18a) 5 BAME staff did not report being disproportionately affected by harassment, bullying or abuse from patients/service users, their relatives or members of the public, this figure has remained the same as last year. 6 BAME staff are still reporting higher levels of harassment, bullying or abuse from managers or other colleagues, however this figure has remained the same as last year.

Findings (3) 7 The staff survey 2017 highlighted that BAME staff were more likely to report that the Trust does not provide equal opportunities for career progression or promotion. This rating has improved from last year– gap reduced from 20% points to 13% points. Data from ESR reports that 41% of promotions were BAME staff compared to 59% of promotions for White staff. This is a slight decrease from last year’s figures. 8 BAME staff were still more likely to report that they were discriminated against by their manager/team leader or other colleague compared to White staff, this has not improved since the 2016/17. 9 There is no reported BAME representation on the Trust Board during this reporting period, however, 3 BAME representatives have been recruited to the Board during the 2018 / 19 reporting period.

Actions we are taking to improve In response to the 2017 Staff Survey and WRES Data the Trust developed a comprehensive set of actions. These plans are embedded within the Trust’s Workforce Strategy and are overseen by the Trust’s Workforce Committee which has Board representation. The Board have identified these initiatives as a priority and receive regular progress reports. Our key improvement priorities and actions for 2018/19 are set out below. Development of an over-arching Inclusion Strategy that highlights the benefits of a diverse workforce in supporting the delivery of the Trust’s priorities and aspirations Equality and inclusion to be embedded within broader Organisational Development work focusing on Leadership Framework Talent Management Staff Engagement Undertake a review of approaches to setting workforce diversity targets with a view to implementing targets across the Trust Develop a structured review process for evaluating recruitment decisions and using this to improve recruitment practice Continuing participation in the London wide ‘Improving equalities outcomes through better practices – WRES Indicator 3 Project’ and implementing the learning from the project Further analysis of learning & development + promotion data and using this to inform the development of a Trust talent management strategy that supports development of a diverse workforce across the organisation Development of structured processes so that staff experiences are easily and readily heard e.g. staff networks and reverse mentoring Undertake a review of Trust's leadership training and development programme to ensure that equality and inclusion feature throughout as a core component Develop other complimentary equalities work including – WDES, Gender Pay Gap, EDS II

For further information /discussion please feel free to contact Daniel Waldron, Director of Organisational Transformation Iain Patterson, Associate Director of Workforce Kemi Downer, Head of Employee Relations and Workforce Governance Margaret Bingham-Crisp, Staff Experience Lead