nhs workforce race equality standard (wres) · all communications activity will be led by nhs...
TRANSCRIPT
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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
ScottKemp SocialMediaandMessagingManager
JohnWhitehouse PublicAffairsandStakeholderManager
NazarethGayle PublicAffairsandStakeholderRelationsOfficer
AlexBall HeadofStrategicCommunications
PaulGoulding
DigitalCommunicationsOfficer
Pressoffice Mediagenericbox
Digitalteam Digitalteamgenericbox
NHS England Regional communications
JaneAppleton Regionalcommunications [email protected]
ChrisCapewell Regionalcommunications [email protected]
GlenEverton Regionalcommunications
Southwest
GillianGarratt RegionalcommunicationsCentralMidlands
StuartGreen Regionalcommunications [email protected]
StephenLightbown Regionalcommunications [email protected]
AmandaStocks RegionalcommunicationsNorth
CarolWood Regionalcommunications [email protected]
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JodieFulton Regionalcommunications [email protected]
PeterBramwell Regionalcommunications [email protected]
JoBaggott RegionalcommunicationsMidlands&East
TimWiseman RegionalcommunicationsSouth
CCGbulletin CCGbulletineditor [email protected]
Intranetarticlesandstaffbulletins
[email protected] Regionalmedia Mediahub [email protected]
ALBs communications
NHSImprovement CommunicationsAdvisor
(North) [email protected] CommunicationsAdvisor
(South) [email protected] CommunicationsAdvisor
(MidlandsandEast) [email protected] CommunicationsAdvisor
(London) [email protected] [email protected] Pressoffice [email protected]
CQC HeadofMedia [email protected] MediaManager [email protected] HeadofMediaRelations [email protected] CommunicationsManager [email protected] Media [email protected] Press [email protected] ExternalEngagement [email protected] ExternalEngagement [email protected] CorporateCommunications
Officer [email protected] SeniorCommunications
Officer
[email protected]@nhsconfed.org
NHSLeadershipAcademy
HeadofCommunications [email protected]
ProjectCo-ordinator:Comms [email protected]
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DepartmentofHealth
NHSDigital Media [email protected] SeniorMediaRelation
Officer [email protected] PressOfficer [email protected] Pressoffice [email protected]
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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#[email protected]/2euuzwkAn#EqualNHSisabetter#NHS@rogerkline@yvonnecoghill1@NHSE_Paul
• Makingamorediverse&equalworkforceisanongoingprocess;Sometoptipstomonitor
howyouaredoing.@NHSEmployers@RoyalFreeNHS
• You/yourorganisationthinkingaboutsettingupanetwork?Thiswillguideyou.
@NHSEmployers@[email protected]/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:[email protected]
• 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