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Havering Clinical Commissioning Group Workforce Race Equality Standard 2018 – 2019
Havering Clinical Commissioning Group
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
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
About the Workforce Race Equality Standard (WRES)
ForewordHavering Clinical Commissioning Group (CCG) works with health and social care partners to plan, buy and monitor most local health services for the population of Havering. We do this along with our neighbouring
CCGs in Barking and Dagenham 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.
While across north east London there is a very diverse population and workforce, Havering CCG is one of the least ethnically diverse in London with 83% of residents recorded as white British (census 2011).
However the diversity of our workforce makes equality a key driver for the CCG, and we are committed locally to ensuring we develop an inclusive culture and in our approach to service delivery.
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:
• Supporting the workforce to access non-mandatory training and CPD
• Bullying and harassment levels are high compared to the national average
• Almost half of Governing Body members did not disclose their ethnic background
An action plan has been developed with actions aimed at addressing the variances between white and BME staff experiences.
As Havering 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.
Havering 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 decrease in white staff and an increase in BME staff numbers from 2017/18.
• Disclosure of ethnicity has slightly improved compared to the previous year.
• The CCG workforce has an overrepresentation of BME staff at 33% when compared to the Borough Population of 12% (2011 Census). An under representation of white staff (53%) is evident with the white population at 88%.
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.
Developing
Havering CCG Workforce
Ethnicity 2018-19 2017-18Borough Population
Source: 2011 Census)
White 8 53% 9 60% 88%
BME 5 33% 3 20% 12%
Not disclosed
2 13% 3 20%
N/A
Total 15 100% 15 100% 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 11 to 43%.• BME staff in post has decreased by 12% 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 2018-19• Investigate Reverse Mentoring Programme at
NELCA.
Developing
67%
50%
0%
43%
63%
0%
11%
33%
0%
43%
25%
0%
22%
17%
0%
14%13%
0%
Bands 1-7 Bands 8-9 Band VSM Bands 1-7 Bands 8-9 Band VSM
2017-2018 2018-2019
Havering CCG - 2017/18 and 2018/19 Staff in post by ethnicity and AfC bands
White
BME
Not Known
Table 2
Relative likelihood of staff being appointed from shortlisting across all postsIndicator 2
What is the data telling us? • The Goal of this indicator is a neutral likelihood score of 1.
The 2018 score for England is 1.6. • Table 3 shows once BME candidates are shortlisted they
are almost just as likely as white candidates to be appointed from shortlisting.
• This is a very slight decrease from last year’s neutral score • However this may not reflect the most accurate picture
when a significant number of candidates have not disclosed their ethnicity.
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? • Continue to monitor this indicator for trends.
Achieving
Table 4
2018-19 2017-18
Havering CCG White BME Not stated White BME Not stated
Number of staff in workforce
8 5 2 9 3 3
Number short listed applicants
1 4 6 10 18 0
Number appointed applicants
0 0 2 1 0 0
Ratio shortlisting to appointment
0.1 0 0 0 0 0.3
Relative likelihood of white staff being appointed from short listing compared to BME staff
0.1 0
36%
100%
9%0%
64%
0%
36%
0%0% 0%
55%
100%
Shortlisted Appointed Shortlisted Appointed
2017-18 2018-19
Comparison of Recruitment activity 2017/18 and 2018/19 White
BME
Not Known
Table 3
Relative likelihood of staff entering the formal disciplinary process, as measured by entry into aformal disciplinary investigation (This indicator will be based on data from a two year rolling averageof the current year and previous year)
Indicator 3
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
Havering CCG2018-19 2017-18
Indicator 3: Disciplinary Process
White BME Not stated White BME Not stated
Number of staff in workforce 8 5 2 9 3 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
Relative likelihood of staff accessing non-mandatory training and CPD Indicator 4
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.• The Goal of this indicator is a neutral likelihood score of 1. • Figures in 2017/18 were aggregated across BHR CCGs and have not been
included.• Very few 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.
• There is a very slight higher likelihood that BME staff will access non-mandatory training compared with white staff.
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? • 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
Havering CCG 2018-19
Indicator 4: Non-mandatory training and CPD White BME
Number of staff in workforce 8 5
Number of staff accessing non mandatory
training and CPD- 1
Likelihood of white staff accessing non-
mandatory training and CPD0
Likelihood of BME staff accessing non-
mandatory training and CPD0.16
Relative likelihood of white staff accessing non-
mandatory training and CPD compared to BME
staff
0
Table 6
National NHS Staff Survey Indicators 2018 – 19Indicators 5 – 6
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.• This was partially aligned with the 2018 NHS National Staff Survey. • BHR results are an aggregate of results from all three CCGs.• Please note 124 members of staff took part in the 2018 staff
survey. This is a response rate of 62.9% across the three CCGs. • 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 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
rolled out to all staff.• Introduce a zero tolerance approach to bullying and harassment.• Reinforce values and behaviours framework.
Under-developed
Summary of 2018-19 Staff Survey outcomes (WRES Indicators 5-6)
Havering CCG
Local 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/A
BME: N/A
Of the total who
responded those
who said ‘YES‘:
White: N/A
BME: 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/A
BME: N/A
White: 18.9%
BME: 29.8%
Table 7
National NHS Staff Survey Indicators 2018 – 19Indicators 7 – 8
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 CCG 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 themes
Under-developed Summary of 2018 -19 Staff Survey outcomes (WRES Indicators 7-8)
Havering 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 for career progression orpromotion
Of the total who
responded
those who said
‘YES’:
White: N/A
BME: 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/A
BME: N/A
White: 5%
BME: 15%
Table 8
Percentage difference between (i) the organisations Board voting membership and its overall workforce and (ii) the organisations Board executive membership and its overall workforce
Indicator 9
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 almost half of GB members have chosen
not to disclose their ethnicity. This is much higher level of non-disclosure than the general workforce.
• It appears BME GB members are under-represented (7%) when compared with the BME workforce (33%), although this will be skewed by the level of non-disclosure.
• White GB members (50%) are almost equally proportionate to the white workforce (53%), but is under representative in comparison to the population (82%).
Difference of total Board compared with overall workforce• White: 2.9%• BME: -28.2%• Not stated: 25.2%
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
42%50% 53%
58%
7%
33%
0%
43%
13%
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
Pam Dobson 28 February 2020
2 AchievingAddress the variance in recruitment likelihood between BME and white staff
• Continue to monitor this indicator for trends. 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.
• Continue to monitor this indicator to identify any trends over time.
Sharon Lindsey March 2020
WRES Action Plan 2019 – 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
themes
Sharon LindseyPam Dobson
May 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: [email protected]
