nhs workforce race equality standard (wres) · all communications activity will be led by nhs...
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SAG Paper 3
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Communications strategy
NHS Workforce Race Equality Standard (WRES)
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Version number: 1 Prepared by: Reg Wilhelm Classification: Official
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Background and context TheNHSEqualityandDiversityCouncilannouncedon31July2014thatithadagreedactiontoensureemployeesfromblackandminorityethnic(BME)backgroundshaveequalaccesstocareeropportunitiesandreceivefairtreatmentintheworkplaceasthereisincreasingevidencethatafullyinclusiveandengagedworkforceleadstotheeffectiveandefficientrunningoftheNHS–includinghigherqualitypatientcare,patientsatisfactionandpatientsafety.TheWorkforceRaceEqualityStandard(WRES)wasintroducedinApril2015,followingmeaningfulengagementandconsultationwithkeystakeholders,includinglocalNHSorganisationsacrossEngland.ThefirstphaseoftheprogrammerunsfromApril2015-March2017.Withoveronemillionemployees,theNHSismandatedtoshowprogressagainstanumberofindicatorsofworkforceequality,includingaspecificindicatortoaddressthelownumbersofBMEboardmembersacrosstheorganisation. TheWRESismandatedintheNHSstandardcontract,startingin2015/16andisincludedin2016/17.NHStrustsproducedandpublishedtheirfirstWRESbaselinedataon1July2015andthefirstWRESreport,whichprovidesanalysisandanoverviewoftheirdatareturns,waspublishedinJune2016. Communications purpose ThepublicationandsubsequentannouncementofthefirsteverWRESreportwasproactive,gainingwidenationalmediacoverage,inmainstreammedia,tradepress,socialmediaandwebpublications.
Duetoalackofdedicatedcommunicationsresourcewithintheprogramme,proactivecommunicationsactivityhadbeenlimitedresultinginsomelossoftractionontheagenda.Anevidencebasedapproachtoimprovingraceequalitywillneedastrongcommunicationsstrategyasoneofthekeycomponents.Itwillhelpraiseawareness,helppeopletogainanunderstandingoftheissues,aswellaskeepingtheproblemofraceinequalitieshighontheagenda.
Thisstrategywilloutlinecommunicationsactivities,events,campaignsandchannelsofpromotingtheWRESasNHSEngland’scommitment,working with key stakeholders including national healthcare Arm Length Bodiestoidentifyandactonworkforceraceinequalitiesovertheshort,mediumandlongtermwithinthewiderNHSsystem.
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Cross system engagement
• Advice,knowledgeandguidance–providingthesystemwithrelevantguidance,toolsandadviceontheWRESanditsimplementation–tailoredtotheneedsofdifferenttypesofNHSorganisations;ensuringallNHSorganisationsarefullysupportedtoimplementtheWRES.Forexampleworkshops,casestudytemplates,drafttweetsandopenandfrankstaffforumswhereviewscanbeshared.
• Lead-Empowerandenableorganisationsandpeopletobeabletoimplementideasandchange
• Partnership–Promotethepacesetters,celebrateprogress,buildingandsharingbestpractice.Workwithexternalorganisationssuchasunionstotraincolleaguesanddevelopequalitychampions.
• CrosssystemapproachaimedatallNHSstaff,whoseorganisationsaresubjecttotheWRES
• BehaviouralandculturechangeTheultimategoalofWRESisculturalandbehaviouralchange.Thevisionisforequalitynottobeanobjectivetobeachieved,butbusinessasusual.ItishopedthiswillbereflectedintheWRESdatafromtrustsinthecomingyearsacrossallindicators
Public awareness
• Systemengagementwillinfluencepublicawareness.Regularpublicfacingcommunications,mainlythroughWRESdigitalplatforms,notonlyatkeymilestones,butthroughoutthelifeoftheprogrammeandbeyond.Atkeymilestones,increaseawarenessthroughproactivepublicrelationsandtargetedcommunicationsactivities.
Risk and reputation management Asaresultofeffectiveprofessionalengagementandpublicawareness,wewillcontinuetodeveloppositiveworkingrelationshipswithkeystakeholdersandhelpbuildapositiveprofile.Byworkingtogether,NHSEngland,providers,commissionersandALBscommunicationswillbelinkedandaligned.Thiswillmeanthatthemessagingacrossthesystemwillbemorecoherentandconsistent.Atopiclikeraceequalitycanbeuncomfortable,awkwardlyreported,easilydistortedandveryeasilymisunderstood.Thelikelihoodofthisprogrammebeingmisrepresentedasanattemptatpoliticalcorrectnessorminorityunrestishigh.Throughoutthelifeoftheprogrammeandatkeymilestones,therewillbebothproactiveandreactiveactivities.Proactivelytellthestoryofwhatitis,whatitsaimsandobjectivesareandreactivelyrebuttingmisreportingbyrespondingquicklytomediaenquiries.
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Communications objectives ThesolepurposeofthecommunicationsstrategyistohelpsuccessfullyembedtheWRESintothecorefabricofeveryNHSorganisation(andbeyond)acrossEnglandandthereforehelpimprovetheexperiencesandrepresentationoftheBMEworkforce,andbyassociation–theexperiencesofallpatients.ThefollowingobjectivesarekeyforcommunicatingtheWRESmessage.Wewillworkwithorganisations,colleaguesandstakeholdersto:
• IncreaseawarenessoftheWRESanditspurpose• Highlightkeymessagesoftheprogramme(ItisnotalegupforBMEs)• Ensurethatkeypartnersandstakeholdersarefullyengaged• Engagewithtrustsandtheirwiderworkforce• Promotegoodpracticesandprocesses• EstablishandimproveaccesstoBMEnetworkswithinNHSorganisations• FacilitateaninclusiveapproachtowardsworkforcemanagementacrosstheNHS• PromotesustainableculturalchangewithinandbetweenlocalNHSorganisations
Tone and positioning RaceinequalitiesacrosstheNHSaredifficultformanypeopletounderstandandcomprehend,howeveritisanissuethatneedstobediscussedandtackledinameaningfulmanner.ThefirsteverWRESbaselinereport,highlightedinequality,bullyingandlackofopportunitiesforBMEcolleaguesacrossthehealthcaresystem.Aswearestartingfromalowbaseline,theaimhereiscontinuousimprovementthroughengagement,sharingideasandpractices–leadingultimatelytoanorganisationandsystem-wideculturechangeonthisagenda.Ourtoneisfacilitatingchange:
• HighlightthedifferentexperiencesforBMEandwhitestaffintheNHSthroughthedata• Thebenefitstopatientswhenthereisequality,inclusionandengagementintheworkforce• AcomprehensivenarrativeexplainingthatWRESdesignedtosupporthighqualitysafeand
efficientpatientcare• Itisaboutworkingforimprovementonthisagendaacrossthewholeofthehealthcare
system• TodevelopalevelplayingfieldwhereBMEpeopleandtheirwhitecounterpartshavethe
samechancesandopportunities.• Beclearontheshort,middleandlongtermobjectives
Deliveryoftheaboveobjectiveswillbesignificantlysupportedbythefollowingkeymessages.
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Key messages Thetoneandstyleoflanguagewillbetailoredtotheaudienceandtheactivitytakingplace.AsWRESsupportsproviderstoworktowardsimplementingtheiractionplans,theapproachneedstobeflexibleandinnovative.AllcommunicationsactivitywillbeledbyNHSEngland,withpartnersandstakeholders,cascadingkeymessagesaccordingly. Generalmessages
• ThefirstWRESreportsinceitwasagreedbytheEqualityandDiversityCouncilin2014andintroducedinApril2015,waspublishedinJune2016.
• TheWRESaimstoa) Ensureemployeesfromblackandminorityethnic(BME)backgroundshaveequalaccess
tocareeropportunitiesandreceivefairtreatmentintheworkplace.b) MeettheNHSConstitutionaimsofafairandequitableNHSforallc) EnablingorganisationstounderstandthegapsinexperiencebetweenBMEandwhite
staffd) Maketheserviceunderstandtheclosecorrelationbetweenafullyinclusiveculturein
organisationsandhighquality,safeandsatisfactorypatientcareandtheefficientrunningoftheNHS
• IthasbeenpartoftheNHSstandardcontractsinceApril2015• TheWRESrequiresNHStruststoself-assessagainstnineindicators
o Fourseektomeasurestaffexperienceoverthelast12monthsfor;harassment,bullying,orabusefrompatients,relativesorthepublic.Italsoexploresthesameexperiencesinrelationtofellowcolleagues,managersorteamleaderandprogressionopportunities.
o Fourarebasedonworkforcedata(thesearenotreportedonthisyear)andoneconsidersBMErepresentationonboards
• ResultsshowBMEsaremorepronetoharassment,bullyingorabusefrompatients,relativesorthepublic.Thesameexperiencesarereportedtohavebeenencounteredwithmanagers,teamleadersandothercolleagues.
• BMEstafffeelalackofequalopportunitiesandcareerprogression• Someorganisationshaveembracedthechallengeonanumberofindicators;however,many
organisationsacrossthecountryhavemoreprogresstomake.• Asanorganisation,theNHScouldbebetteratbeingmoreinclusive• Thereisstillworktobedoneandroomtoimprove.• TheNHSiscommittedtocultivatingaculturechange• TheNHSiscommittedtosharinggoodpracticeandprocessestokickstartaculturechange.• TheWRESisdesignedtohelporganisationsidentifywheretheyarerightnowonthis
agenda,wheretheyneedtobe,andhowtheycangetthere.• FromApril2016,WRESwillbeconsideredaspartofthe“wellled”domainintheCare
QualityCommission’s(CQC)inspectionforbothNHSandindependentproviderhospitals.• NHSEnglandistakingtheissueofperceivedorrealracediscriminationseriously.
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• NHSEnglandiscommittedtosupportingNHSorganisationstocontinuouslyimproveonworkforceraceequalitystandards.
• NHSorganisationswillengagewithstaff,staffnetworksandlocalstaff-sideorganisationsinadoptingandimplementingtheWRES
• WREShelpsindividualorganisationsidentify,planandtakenecessaryactioninreducingtheexperienceandopportunitygapsbetweenWhiteandBMEcolleagues.
• AstheUK’slargestemployer,theNHSinEnglandaimstobereflectiveofthecommunitiesandpeoplesitserves.
• AllproviderssubjecttotheNHSstandardcontract2015/16,except‘smallproviders’(withcontractslessthan£200,000)andprimarycare,areexpectedtoimplementtheWRESfromApril2015
• AllNHSemployerssubjecttoWRESwillcollect,analyseandunderstanddatasothatdiscriminationcanbechallenged.
• ReinforcestheNHSConstitutionandpublicsectorequalityduty.Short,mediumandlongtermmessages
Short-termgoals(upto2017/18):SupportorganisationswithWRESimplementationacrossthesystem.
• Supportorganisationsinunderstandingtheirdataandtodevelopmeaningfulactionstoimprove;
• Measuringimprovementswithinandbetweenorganisations.
Shorttermgoalmeasureswillidentifywhathasbeenimprovedandidentifywherestrengtheningisneededinimplementation.Medium-termgoals(2019/21):
• Identifygoodprocessesandpracticeswithinorganisations• SharelearningandreplicablegoodprocessesandpracticesacrosstheNHS.• Workcloselywithsectorsandgroupsoforganisationstosupportimprovementsforall
organisations• Addedsupportfororganisationsthataremostbehind.
Long-termgoals:
• VastimprovementinequalityandtruthfulrepresentationandoutcomesacrosstheNHS• Notableandpermanentshiftinprocessesandcultureswithinorganisations• ImprovementintheBMEworkforcedataandrepresentationatseniorandleadershiplevels
acrosstheNHS• Greaterstaffandpatientsatisfaction,greaterefficiencyandproductivityacrosstheNHSasa
directresult.
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Communications approach • Proactive
o Continuedsocialmediamessaging,periodicalupdatestopartnersandthepublic o Proactivemediaactivities
§ Utilisecontactsandopportunitiesinmainstreamandtrademediaoutlets§ Interviews,commentariesandcasestudies§ Mediareleasesatkeystages
• Engagingorganisationsandtheirworkforce • JoinedupworkwithUnitefollowingtheirsupportofWRESwiththeirtoolkit
o Utilisetheirmembershipandcommunicationschannels • Legacychampions • Highvisibility(identifyevents,platforms,mediaopportunities) • Longtermgoalofculturechange.
• Reactive
o ReactivemediahandlingwillbecoordinatedwiththeNHSEnglandcentralandregionalmediateamsalongwithanytrustsandpartnersasrequired.
§ Mediaenquiries§ Holdingline§ Callforcomment§ Rebuttalstatements§ Reactivelines§ Requestforquotes
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Partners and stakeholders Primarytargetaudience
• AllNHStrusts(PolicyteamcontactchairsandCEOsdirectly)• NHSImprovement• NHSEmployers• EqualityandHumanRightsCommission• NHSProviders• NHSClinicalCommissioners• LocalNHSEnglandteams• Localprovidertrustsandcommissioningorganisations(CCGs)• ALBs• Independenthealthcareorganisations–includingtheAIHO• Professionalorganisations,BMA,RCN,RCM,AoMRC
Otherkeystakeholders
• NHSClinicalCommissioners• CQC• NHSAlliance• Healthwatch-Local• HealthandWellbeingBoards• Healthwatch• PatientsAssociation• NationalVoices• NHSConfederation• NuffieldTrust• KingsFund• DHpolicyteam• MembersofHSCandChairofPublicAccountsCommittee• DHExternalPartnershipsteam• NationalAuditOffice• CommissionforRacialEquality/EqualityandHumanRightsCommission• Unions(MiP,Unite,TUC,Unison)• NHSDigital• Local,regionalandnationalBMEnetworks
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Timings
National or regional events Event details Audience(s) Purpose Date 2016 - 2017 Activity/milestone Event details Audience Date Key communication risks and mitigation The following communication risks have been identified, along with mitigating actions: Risk Mitigation
ThequestionandopinionoftheNHSbeinginstitutionallyracist(refertokeyfindings)
AlthoughtheWRESreportisunfavourablestatisticallyandthingscouldalwaysbebetter,theproblemhasbeenidentifiedandisbeingtackled.Mediaenquirieswillbehandedreactively.
TrustreturnsinthefirstWRESsubmissionwerewidelynegative.NHSEnglandandtrustswillbeunderthespotlight
TrustchairsandCEOswillbeprovidedwithembargoedcopiesofthereportforinternalplanninganddiscussionsincludingcommunicationhandling.
Regionalcommunicationsleadswillbenotifiedforregionalhandlingandbriefing.
MisunderstandingthatWRESisdesignedtopromotepeoplefromaBMEbackgroundthatmightnotbequalifiedfortherole
TheWRESisnotdesignedtobepositivediscrimination.Itisdesigneddtolevelouttheplayingfield,createequalopportunitiesandimprovetheexperiencesoftheBMEworkforce.
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Key channels Website TheWRESpageswillbetheprimarysourceofinformation.ItwillexplainwhatWRESis,whyitwasintroducedandwhatithopestoachieve.Itwillcontinuetobethemainpointofreference.Thepageswillbekeptrefreshed,updatedandcontinuetobeclear,informative,snappyandconformtoaccessibilitystandards.Controlandseektoreducethenumberofinformationthatisonasinglepage,usesubpages,jumplinksandcontinuetoupdatethevideoandresourcelibrariestoholdallusefulextrainformation. Media NationalmediahandlingwillbebasedonkeymessagesandQ&Asfromthiscommunicationsstrategyandsubsequentcommunicationsplans.Aswecannotalwaysanticipateissuesthatmayariseormediaenquiries,ahandlingplanwillbedevelopedseparatelytomanageanyincidentsthatmayarise,outliningkeyissuesandpotentialresponses.ThepressofficehasadedicatedWRESmediaadvisor.Pleaseseetableofusefulcontactsonpage16Toensurecoordinatedhandling,keymessagesandlineswillbesharedwithregionalcolleagues.Inturn,theywillliaisewithregionalandlocaltruststomanagecommunicationsrequirementsandcascadekeymessages.Individualtrustswillleadontheirproactivemediaactivitiesandrespondtoenquiriesthataredirectlyrelatedtotheirorganisations.National
• Adhoc• Proactive• Reactive
Geographicalsplit
• Centralhandling• Regionalhandling• Trustshandling
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Social media SocialmediawillbeacrucialpartofallWREScommunicationsactivities.Itisthequickestmeansofcommunicatingwithaverywideaudience,whichcanalsobehighlytargetedtospecificaudiences.Itisavaluablemediumforcampaignsandkeymilestones. ThededicatedWREStwitteraccountisausefultooltoengagewithstakeholdersandasourceofpromotionoftheworktheteamdoes.Itisself-administered,witharrangementsinplaceforasharedcontentapproachwiththecentralteam.Thisisthemosteffectivewaytoincreaseitstrafficandproductivity.
• Continuetogrowouraudiencei.e.followers• Scheduledtweetswithkeymessages• Retweetsof@NHSEngland,ALBsandtrustforrelevantworkforce,raceandequalitymatters• Campaigns(e.g.awarenessdays,supportofwiderNHScampaignse.g.wintermessages)• Identifyrelevantinfluencerstoengage• IntroducingauniqueWREShashtag,#equalNHStoaccompanyWREStweetsandcreatea
socialmovement.• Evaluatethepossibilityoftwittertakeoveroneweekpermonthbyastakeholder
(basedontheconceptofCuratorsofSweden)
Developastockoftweetsforshort,mediumandlongtermmessaging
• Shortterm:keymessages• Mediumterm:Engagement• Longtermmessage:Culturechangeandgoodnews
Bulletins Targetedcommunicationswillbesentviaelectronicbulletinsinternallyandexternallyatkeymoments.Thesewillbeutilisedasauxiliaryengagementtoolstopromoteevents,announcementsorcalltoactiontohighlytargetedaudienceslikeCCGsandregionalteams.LinkedIn Theprofessionalsocialnetworksitewouldbeusedtointeractwithdecisionmakers,key influencers,professionalbodies,sectorsinterestedinWRESequalityandworkforceimprovementEngagewithprofessionalbodies,gainopinion,commentsandviews.Itisalsoanopportunitytoreachaudiencesthataredigitallyliterate,butnotusersofsocialmedia.Itcanalsobeusedasanalternativeplatformtopostblogs,ideasandopinionpieces.Thesecouldbeopentoguestcontributorsandpartnerorganisations.Visits / platforms / speeches Usespeakingopportunitiestodrivehomekeymessagesandobjectives,tailoredtotheaudience.Encourageworkforceengagement,networkingandtriggerconversations.
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Thefollowinglistofchannelswillbeutilisedtodelivercommunicationsobjectivesandmessages. External
• Roadshowsandfacetofacenational/regionalevents• Briefingnotes• Socialmedia• Blogs/discussions• NHSEnglandwebsite• RegionalActionbulletin• CCGbulletin• NHSClinicalCommissionersbulletin• ChiefNursingOfficersblog• Videos/animation• Mediabriefings/pressnotices• Attendanceatmeetingswithkeystakeholderstodeliverkeymessages,discussthoughtsand
obtainbuy-intoculturechange• Blogs• Communicationschannelsofpartnersandstakeholders
Internal
• NHSEnglandintranetandEngagebulletin• RegionalActionnewsletter• Chiefexecsstaffbriefing• Awaydays• BMEnetworkengagement
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Tactical plan template
Date Activity Targetaudience Lead Email Copyoffinalreporttoregional
headsofcommunicationsRegionalcolleagues WRES
communications Letterco-signedbyALBchairsto
trustchairswithembargoedreport
NHStrusts Policyteam
NotificationemailtokeyNHSstakeholderandpartners
Stakeholders,oversightandALBpartners
WREScommunications/Stakeholderrelations
Bulletins Informed NHSstaffandpeople
interestedintheworkofNHSEngland
WREScommunications
CCGbulletin CCGAO’sandclinicalleads
WREScommunications
Engage NHSEnglandstaff WREScommunications
NHSEnglandwebsite 00:01newsarticlepublished Generalpublic Webteam 00:01updateWRESpagewith
pdfofreportGeneralpublic Webteam
NHSEnglandInternalcommunications
Homepageslider,updateWRESandBMEnetworkareaswithreport
NHSEnglandstaff Internalcommunications
Circulatetoregionalinternalbulletins
NHSEnglandstaff Internalcommunications
Media Webnewscopy Generalpublic/media Mediateam Mediarelease Generalpublic/media Mediateam
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Evaluation Thefollowingindicatorswillbeusedtomeasureeffectivenessofthestrategy.
• Increaseinpositive/neutralearnedmediainteraction:o Numberofearnedmediaopportunitieso Readershipanalysisandcirculationo Toneofarticlesandcommentarieso ClearunderstandingofthepurposeofWRESanditsbenefitso Broadunderstandingofourkeymessages
• Stakeholderandstaffindicators:
o Increaseinlevelsofunderstandingo Increaseinlevelsofsupporto Evidenceofculturalchange
• Webtrafficandsocialmediaengagement:
o Increasedengagementondiscussionplatforms/blogs/sitesonNHSEnglandandthroughotherpartners’socialmediaactivity
o Retweetsandpostsusingthedesignatedtwitterhashtagso Clickthroughratesfrombulletins,openratesanddeleted
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Key communications contacts (NHS England) Name Role Contact details
NHS England
RoseObianwu MediaRelationsAdvisor
rose.obianwu@nhs.net
ScottKemp SocialMediaandMessagingManager
scott.kemp2@nhs.net
JohnWhitehouse PublicAffairsandStakeholderManager
john.whitehouse2@nhs.net
NazarethGayle PublicAffairsandStakeholderRelationsOfficer
nazareth.ayele-gayle@nhs.net
AlexBall HeadofStrategicCommunications
alex.ball1@nhs.net
PaulGoulding
DigitalCommunicationsOfficer
paulgoulding@nhs.net
Pressoffice Mediagenericbox
nhsengland.media@nhs.net
Digitalteam Digitalteamgenericbox
england.web@england.nhs.uk
NHS England Regional communications
JaneAppleton Regionalcommunications jane.appleton3@nhs.net
ChrisCapewell Regionalcommunications ccapewell@nhs.net
GlenEverton Regionalcommunications
Southwest
glen.everton1@nhs.net
GillianGarratt RegionalcommunicationsCentralMidlands
gillian.garratt@nhs.net
StuartGreen Regionalcommunications stuart.green5@nhs.net
StephenLightbown Regionalcommunications stephenlightbown@nhs.net
AmandaStocks RegionalcommunicationsNorth
amandastocks@nhs.net
CarolWood Regionalcommunications carol.wood4@nhs.net
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JodieFulton Regionalcommunications Jodie.fulton1@nhs.net
PeterBramwell Regionalcommunications p.bramwell@nhs.net
JoBaggott RegionalcommunicationsMidlands&East
Jo.baggott@nhs.net
TimWiseman RegionalcommunicationsSouth
tim.wiseman@nhs.net
CCGbulletin CCGbulletineditor england.ccgbulletin@nhs.netInternalcommunications
Intranetarticlesandstaffbulletins
england.internalcomms@nhs.net
england.mediahub@nhs.net Regionalmedia Mediahub england.mediahub@nhs.net
ALBs communications
NHSImprovement CommunicationsAdvisor
(North) h.maskill@nhs.net CommunicationsAdvisor
(South) Dominic.benson@nhs.net CommunicationsAdvisor
(MidlandsandEast) laura.marshall15@nhs.net CommunicationsAdvisor
(London) jamie.whitburn@nhs.netNHSEmployers Jan.Worthy@nhsemployers.orgCQC Pressoffice media.team@cqc.org.uk
CQC HeadofMedia anna.jefferson@cqc.org.uk MediaManager Paul.cooney@cqc.org.ukHealthEducationEngland HeadofMediaRelations richardgreen1@nhs.net CommunicationsManager naomi.farmer@nhs.net Media hee.communications@nhs.netPublicHealthEngland Press phe-pressoffice@phe.gov.uk ExternalEngagement Amy.Sinclair@phe.gov.uk ExternalEngagement Mohini.Morris@phe.gov.uk CorporateCommunications
Officer natalie.roe@phe.gov.ukNHSConfederation SeniorCommunications
Officer
Julie.Johnson@nhsconfed.orgmike.Foster@nhsconfed.org
NHSLeadershipAcademy
HeadofCommunications helen.dennis@leadershipacademy.nhs.uk
ProjectCo-ordinator:Comms sophie.jones@leadershipacademy.nhs.uk
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DepartmentofHealth
Emily.brown@dh.gsi.gov.uk
NHSDigital Media media@nhs.net SeniorMediaRelation
Officer kristina.wilcock@nhs.net PressOfficer Heather.Doherty3@nhs.netHealthwatchEngland Pressoffice Jacob.Lant@healthwatch.co.uk
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Appendices
1.1 Draft tweets: • DoyouknowwhattheNHSWRESis?Whyitwasintroducedandwhy?Thisshortvideowill
tellyoumorebit.ly/2bBA64o#WRES
• Everydayforthenext10days,wewillpost1aimoftheNHSWRES@NHSEngland@DHgovUK@NHSCC@#equalNHS
• WRES:toensureblackandminorityethnic(BME)colleagueshaveequalcareer
opportunitiesandfairtreatmentintheworkplace#equalNHS
• WRES:MeettheNHSConstitutionaimsofafairandequitableNHSforall@NHSEmployers@NHSImprovement@NHSConfed#equalNHS
• WRES:EnablingorganisationstounderstandthegapsinexperiencebetweenBMEandwhite
colleagues.#equalNHS
• WRES:DataintheWREScomesfromtheNHSstaffsurvey.Haveyoucompletedyoursthis
year?#equalNHS
• WRES:harassment,bullying/abusefrompatients,relativesorthepublic,BMEcolleagueshadaworseexperiencecomparedtowhitecolleagues.
• WRES:BMEstafffeelalackofequalopportunitiesandcareerprogression@inserttrusthandlehere#equalNHS
• Someorganisationshaveembracedthechallengeonanumberofindicators;insertsomepositiveperformers@handle
• WRES;supportsorganisationstoidentify,planandtakeactioninreducingtheexperienceandopportunitygapsbetweenWhiteandBMEcolleagues.
• WRES:AstheUK’slargestemployer,theNHSinEnglandaimstobereflectiveofthe
communitiesandpeoplesitserves.#equalNHS
• BullyingisnotjustexperiencedbyBMEstaff.WRESisnotjustforBMEstaff.It’sforeveryoneworkinginthe#NHS.
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1.2 2015 WRES indicator tweets
Workforceindicators
• Heardabout#WRESbutdoyouknowtheindicators?Indicator1-%ofBMEsband8-9&VSMcomparedto%ofBMEstaffintheorganisation#EqualNHS
• #WRESindicator2-chancesofBMEsbeingappointedfromshortlistingcomparedtowhitecolleaguesbeingappointedacrossallposts#EqualNHS
• #WRESindicator3-likelihoodofBMEsenteringformaldisciplinaryprocess,comparedtowhitecolleagues.#EqualNHS
• #WRESindicator4-RelativelikelihoodofBMEstaffaccessingnonmandatorytrainingandcareerdevelopmentcomparedtowhitecolleagues
NationalNHSStaffSurveyfindings
• #WRESindicator5-%ofALLstaffexperiencingharassment,bullyingorabusefrompatients,relativesorthepublicinlast12months
• #WRESindicator6-Percentageof#NHSstaffexperiencingharassment,bullyingorabusefrom
staffinlast12months.#EqualNHS
• #WRESincdicator7-Percentagebelievingthattrustprovidesequalopportunitiesforcareerprogressionorpromotion#EqualNHS
• #WRESindicator8-experienceofbullying/discriminationfromamanager,teamleaderof
colleagueinthepastyr.#EqualNHS
• #WRESindicator9-boardrepresentation.#NHSorganisationsareexpectedtoberepresentativeofthepopulationtheyserve.#EqualNHS
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1.3 WRES 2016 publication tweet drafts:
• ProvidersundertheNHSstandardcontract,exceptthosewithcontractsunder200k&
primarycare,shouldimplementthe#WRES#equalNHS
• AllNHSemployerssubjectto#WRESwillcollect,analyseandunderstanddatasothatdiscriminationcanbechallenged.#equalNHS
• The#WRESreinforcestheNHSConstitutionandpublicsectorequalityduty.#equalNHS
• .@WRES_teamsupportorganisationsinunderstandingtheirdataandtodevelopmeaningful
actionstoimprove;findoutmorebit.ly/1SrzeglCelebratingandmeasuringimprovementswithinandbetweenorganisations
• xxx%inthefirstyeartoxx%inyr2.Greatjump@xxxxxtrust#equalNHS
• Ambulancetrustsupanddownthecountryhavemadestrideswith@WRES_team.
#Progress#willgetbetter#equalNHS
• @xxxtrustleadthewayformentalhealthtrustsinEngland.Greatexample.#Progress#willgetbetter#equalNHS
• @LondonAmbulance;xx%increase,greatstart.@WRES_teamhappytosupportwithcolleagueengagementinthecomingyear.#equalNHS
• Welldoneto@xxtrustinappointingyourfirst#equalitychampion.
• #WRESsupportsorganisationstoidentify,plan&takeactiontoreducetheexperience&opportunitygapsbetweenwhite&BMEcolleagues.#equalNHS
• Inclusiveculturesinorganisationsleadtohighquality,safe&improvedpatientcare.
#equalNHS#WRES@NHSEngland@DHgovUK
• #WRESisconsideredinthe“wellled”domainin@CQCinspectionforboth#NHS&
independentproviderhospitals.@NHSEnland@NHSproviders
• 2015firstever#WRESreportwasnotgreatreading.Lotstobedone&isbeingdone.bit.ly/1UnLuee#equalNHS@yvonnecoghill1@rogerkline
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1.4 Themes by region tweet drafts: Indicator 5
• 69%oftrustsin#Londonreportahigher%ofBMEstaffbeingharassed,bulliedorabusedby
patients/relatives&thepublic#EqualNHS
• 53%oftrustsinmidlands&eastreportahigher%BMEstaffbeingharassed,bulliedorabused
bypatients/relatives/public#EqualNHS
• 49%oftrustsinthesouthregionreportahigher%BMEstaffbeingharassed,bulliedor
abusedbypatients/relatives/public#EqualNHS
• 46%oftrustsinthenorthregionreportahigher%BMEstaffbeingharassed,bulliedor
abusedbypatients/relatives/public#EqualNHS
Indicator 6
• 71%ofalltrustsintheMidlands&Eastregionshowahigher%ofBMEstaffreportbeing
harassed,bulliedorabusedbystaff.#EqualNHS
• In86%ofall#Londontrusts,ahigherproportionofBMEstaffreportbeingharassed,bullied
orabusedbystaff
• #WRES:In69%ofalltrustsintheNorthofEnglandregion,ahigher%BMEstaffreportbeing
harassed,bulliedorabusedbystaff#EqualNHS
• #WRES62%ofalltrustsintheSouthregion,haveahigher%BMEstaffreportbeing
harassed,bulliedorabusedbystaff#EqualNHS
Indicator 7
• Alltrustsin#Londonregionreportedlower%BMEstaffwhoconsidertheiremployeroffers
equalcareerprogression/promotion#EqualNHS
• 86%oftrustsinmidlands&eastregionreportlow%BMEstaffwhofeelemployersoffers
equalopportunities/careerprogression#EqualNHS
• 69%oftrustsinthenorthregionreportlow%ofBMEstaffwhoconsidertheiremployer
offersequalopportunities/promotion#EqualNHS
• 78%trustsinthesouthregionreportlow%BMEstaffconsidertheiremployeroffersequal
opportunitiesforprogression/promotion#EqualNHS
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Indicator 8
• In86%of#Londontrust,BMEcolleaguespersonallyexperiencedbullying&discrimination
fromamanager/teamleader/colleague.#EqualNHS
• In85%oftrustsinMidlands&East,BMEcolleaguesexperiencedbullying&discrimination
fromamanager/teamleader/colleague.#EqualNHS
• In77%oftrustsinthenorthregion,BMEcolleaguesexperiencedbullying&discrimination
fromamanager/teamleader/colleague.#EqualNHS
• In74%oftrustsinthesouthregion,BMEcolleaguesexperiencedbullying&discrimination
fromamanager/teamleader/colleague.#EqualNHS
Signposting tweets
• Interesting#mythbustersfrom@NHSEmployersbit.ly/2euuzwkAn#EqualNHSisabetter#NHS@rogerkline@yvonnecoghill1@NHSE_Paul
• Makingamorediverse&equalworkforceisanongoingprocess;Sometoptipstomonitor
howyouaredoing.@NHSEmployers@RoyalFreeNHS
• You/yourorganisationthinkingaboutsettingupanetwork?Thiswillguideyou.
@NHSEmployers@Unitetheunion@NHSProvidersbit.ly/2f144z9
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1.5 Media release NHS England / AACE Media release Xxx November 2016
AssociationofAmbulanceChiefExecutives(AACE)committoworkforceraceequality
TheambulanceserviceinEnglandissettoaddressracialinequalityacrossambulancetrustsafterpledgingitscommitmenttoNHSEngland'sWorkforceRaceEqualityStandard(WRES).
TheAssociationofAmbulanceChiefExecutives(AACE)representsalltenEnglishNHSambulancetrusts,partnersandmembersfromdevolvednations.
EachtrustwillnowtakeonfourWRESindicators-partoftheNHSstandardcontract–andcommittoshort,mediumandlongtermgoals,whichaddressthenumberofblackandminorityethnicstaffinworkplaces;theshortlistandappointmentratesandaddressissuesrelatingtoabuse,harassmentorbullyingfrompatients,membersofthepublicandcolleagues.
AllNHSCommissionersandproviderorganisations(includingtheprivatesector)arerequiredtoimplementandpublishdataontheWRESStandard–asummaryofthegapbetweenthetreatmentandexperienceofwhiteandBMEstaff,againstninemetrics.
TracyMyhill,chiefexecutiveoftheWelshAmbulanceServiceandthediversityandinclusionleadfortheAACE,said;
“Thisisawatershedmomentforambulanceservicesaswehavemadeajointanddeterminedcommitmenttoimprovetheexperiencesofourblackandminorityethniccolleagues.Equalityinourranksdoesnotonlymakeusfairandattractiveemployers,butalsoexcellenthealthcareproviders.Weservediversecommunitiesandourworkforceshouldreflectthis.
"Overthecomingyears,wewillreflecttheethosandequitableNHStowhichweallbelong.”
YvonneCoghill,Director,WRESimplementationteamsaid;“IamabsolutelydelightedthattheAACEistakingtheissueofracialinequalityintheambulanceserviceseriously.
“Sincethepublicationofthe2015WRESdataandthe‘MakingtheDifference'reportbyProfessorsMichaelWestandJeremyDawson,CEOsandchairsofthe10ambulanceservicesinEnglandhavebeenaskinghowtheycanimprovethesituationtomakeuseofallofthetalentsofalltheirstaff,fromallbackgrounds.
“TheWRESteamispleasedtosupporttheambulanceservicestounderstandtheissuesandputstrategiesandprocessesinplacetoimprovethesituation.IbelievethattheNHSisawonderfulinstitution,itislovedbytheBritishpeopleandbyworkingtogethertomakeitfullyinclusivewetrulycandevelopitintotheexemplarorganisationonraceequalityglobally.”
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Withoveronemillionemployees,theNHSismandatedtoshowprogressagainstanumberofindicatorsofworkforceequality,includingaspecificindicatortoaddressthelownumbersofBMEboardmembersacrosstheorganisation.ResultsfromthefirsteverWRESsurveyrevealedBMEcolleaguesaremorepronetoharassment,bullyingorabusefrompatients,relatives,thepublic,managersteamleadersandothercolleagues.
NHSEnglandhasinvested£2movertwoyears(2015-17)intheWRESprogrammetoidentifyandsharebestpracticebuildingonwhattrustsarestartingtodotoimproverecruitment,boardmembership,andtacklingunduedisciplinaryactionandbullyingofBMEstaff.Thisincludestraininganddeveloping75championsbasedintrustswhowillhelpreduceinequality,spreadbestpracticeandimprovepatientcare.
TheAmbulanceservicewillimplementWRESindicators1,2,5,6whichareexpectedtoleadtodiverse,fairrecruitmentprocesses,equalaccesstonon-mandatoryanddevelopment,promotionandcareerprogression.Areductioninharassment,bullyingandharassmentfrompatients,familymembers,thepublicandfellowcolleaguesarealsopartoftheoutcomes.
ENDS
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Notes to editor
• FormoreinformationpleasecontactRoseObianwuinon01138247578;email:rose.obianwu@nhs.net
• FindoutmoreinformationabouttheAssociationofAmbulanceChiefExecutives• TheWRESwasintroducedtotheNHSStandardContractinApril2015andaimstohighlight
differencesintheexperiencesandopportunitiesavailableandthetreatmentofwhiteandBMEstaffwithaviewtoreducingthegap.
• TheNHSEqualityandDiversityCouncilannouncedon31July2014thatithadagreedactiontoensureemployeesfromblackandminorityethnic(BME)backgroundshaveequalaccesstocareeropportunitiesandreceivefairtreatmentintheworkplace.
• OnJune1NHSEnglandpublishedthefirsteverWRESdataagainstnineindictors.Theresultspublishedareofthefourmaincomparableindicators,whichshowthereisstillmuchmoretodo.
• Someofthestaffsurveyresultswhichformthedatacollectionweresamplesurveysandthereforetrustswillbeencouragedtocarryoutfullsurveysinfuturetoyieldthemostaccurateresults.
• SeehereformoreinformationontheWRES.• TheWRESStandardrequiresallNHSProviders(includingtheprivatesector)topublishdata
againstninemetricswhichsummarisegapbetweenthetreatmentandexperienceofWhiteandBMEstaffintheNHS–andthendemonstrateyearonyearimprovementsingradecomposition,appointments,disciplinaryaction,accesstocareerdevelopment,bullying,andBoardcomposition.www.england,.nhs.uk/wres/
• TheproposedinterventionsaddressWRESindicators1,2,5,6.
Indicator1:workforcedemographics,volumeofBMEstaffwithineachtrustIndicator2:shortlistedtoappointedratesforBMEapplicantsIndicator5:Abuse,harassmentandbullyingfrompatientsetc.Indicator6:Abuse,harassmentandbullyingfromcolleagues
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