Redbridge CCG

Workforce Race Equality Standard 2018 – 2019

Contents

About the Workforce Race Equality Standard (WRES) 3

Foreword 4

WRES Indicators 5

Providers and compliance 6

WRES Report 2018 – 2019 7 – 14

Action Plan 2019 – 2020 15 – 16

About the Workforce Race Equality Standard (WRES)

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

employees from Black and Minority Ethnic (BME) backgrounds have equal access to career

opportunities and receive fair treatment in the workplace. It was agreed that a Workforce Race

Equality Standard (WRES) should be developed, and in April 2015 it was made available to the NHS.

All NHS organisations including CCGs, Trusts and CSUs as well as national organisations are

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

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

NHS leadership is drawn from diverse communities across the country, and when all our frontline

staff are themselves free from discrimination. These new mandatory standards will help NHS

organisations to achieve these important goals.”

Simon Stevens

Chief Executive of NHS England

ForewordRedbridge Clinical Commissioning Group (CCG) works with health and social care partners to plan, buy and monitor most local health services for the population of Redbridge. We do this along with our neighbouring

CCGs in Barking and Dagenham and Havering. Collectively we are known as BHR CCGs.

As part of the wider developments in the north east London commissioning landscape, the CCG is currently aligning as part of the North East London Commissioning Alliance (NELCA) which brings together all the seven

CCGs in north east London - City and Hackney, Newham, Waltham Forest, Tower Hamlets, Barking and Dagenham, Havering and Redbridge. Jane Milligan is the Accountable Officer and the executive lead for the North

London STP – the East London Health and Care Partnership.

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

population at 57%. Therefore we are committed locally to ensuring we are inclusive in our approach to service delivery and that staff reflect the community we serve.

In BHR we have a shared management team and staff in BHR work for all three CCGs rather than for one particular borough. The majority of staff are formally employed by Redbridge CCG, with very small numbers on

the Barking and Dagenham or Havering CCG establishment. This is historic and does not reflect the borough that they work for given staff work in teams across all three boroughs. Therefore the reports for B&D and

Havering CCGs need to be treated with caution due to the fact that staff not only work for those boroughs and also the very low numbers – rendering them statistically questionable. Despite this, the overall pattern across

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

three governing bodies, but are on the Redbridge CCG establishment.

This WRES report sets out the CCG’s performance against the nine mandatory NHS Workforce Race Equality Standard (WRES) metrics. This is the fourth WRES report the CCG has produced and while a number of

improvements have been made, there remain areas to address to ensure parity across our workforce.

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

• The very high level of non-disclosure of ethnicity in the workforce

• The likelihood of white applicants being appointed compared to BME applicants from shortlisting

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

• Over 40% of Governing Body members chose not to disclose their ethnic background

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

As Redbridge 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.

Redbridge CCG 1 April 2018 – 31 March 2019

What is the data telling us?• Please note: 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 numbers of white and BME staff, and a significant increase in unstated ethnicity from 2017/18.

• The introduction of the Workforce Management System (WFMS) may explain the changes in the ethnicity profile.

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 2018-19?• Undertake a review of establishment reports to improve data quality

on ESR.• Continue to encourage disclosure and investigate drivers for non-

disclosure. • Develop an appropriate and responsive WRES Action Plan for 2019/20

and beyond across individual CCG, CCG system and STP-wide.

DevelopingRedbridge CCG Workforce

Ethnicity 2018-19 2017-18

Borough

Population

Source (2011

Census)

White 9 7% 29 25% 43%

BME 15 13% 24 20% 57%

Not

disclosed90 80% 65 55% N/A

Total 114 100% 118 100% 100%

Table 1

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 workforce disaggregated by: Non-Clinical staff/Clinical staff

What is the Data telling us?• Table 2 highlights a decrease in numbers of white and BME

staff, and a significant increase in unstated ethnicity from 2017/18.

• The introduction of the Workforce Management System (WFMS) may explain the changes in the ethnicity profile.

• There has been a decrease in white staff in bands 1-7 and 8-9from the previous year.

• There has been a decrease in BME staff in bands 1-7 and 8-9from the previous year.

• VSM staff have been recorded 100% white in both 2017/18and 2018/19.

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) updated accordingly.

• Continue to monitor this indicator for trends.

What are we planning for 2018-19• Investigate Reverse Mentoring Programme at NELCA.

Developing

26%

32%

100%

6%11%

100%

26%

11%

0%

20%

2% 0%

48%

57%

0%

74%

87%

0%

Bands 1-7 Bands 8-9 Band VSM Bands 1-7 Bands 8-9 Band VSM

2017-2018 2018-2019

Redbridge CCG - 2017/18 and 2018/19 Staff in post by ethnicity and AfC bands

White

BME

Not Known

Table 2

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

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. • The relative likelihood of a white applicant being

appointed compared to a BME applicant has reduced in the last 12 months from a score of 2.16 in 2017/18 to 1.14 in 2018/19.

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

What are we planning to do in the year ahead? • Continue to monitor this indicator for trends.

Developing Redbridge CCG 2018-19 2017-18

EthnicityWhite BME

Not

statedWhite BME

Not

stated

Number of staff in

workforce 8 5 2 9 3 3

Number short listed

applicants35 70 0 57 123 0

Number appointed

applicants 8 14 0 11 11 0

Ratio shortlisting to

appointment 0.19 0.09 0 0.23 0.2 0.3

Relative likelihood of

white staff being

appointed from short

listing compared to

BME staff

2.16 1.14

Table 3

Table 4

32%50%

33% 36%

68%50%

67% 64%

0% 0% 0%

100%

Shortlisted Appointed Shortlisted Appointed

2017-18 2018-19

Comparison of Recruitment activity 2017/18 and 2018/19

White

BME

Not Known

Table 4

Relative likelihood of staff entering the formal disciplinary process, as measured by entry into a formal disciplinary investigation (This indicator will be based on data from a two year rolling 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

Redbridge CCG2018-19 2017-18

Indicator 3:

Disciplinary Process White BME

Not

statedWhite BME

Not

stated

Number of staff in

workforce 9 15 90 29 24 64

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.• 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 DN’s.

• There is a slightly 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.

DevelopingRedbridge 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 CPD7 6

Likelihood of white staff accessing non-mandatory

training and CPD0.38

Likelihood of BME staff accessing non-mandatory

training and CPD0.66

Relative likelihood of white staff accessing non-

mandatory training and CPD compared to BME

staff

0.58

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)

Redbridge 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 2017 – 18Indicators 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)

Redbridge 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 overallworkforce 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 over 40% of GB members have chosen not to

disclose their ethnicity. This is a high level of non-disclosure, but is still lower than the general workforce.

• It appears BME GB membership stands at 29%, although the data can not be reliably compared to the BME population or workforce due to the very high levels of non-disclosure.

• White GB membership stands at 29%, although the data can not be reliably compared to the BME population or workforce due to the very high levels of non-disclosure.

Difference of total Board compared with overall workforce• White: 16.8%• BME: 23.1%• Not stated: -39.9%

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

0%

29%

8%0%

29%

13%

100%

41%

79%

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: pam.dobson@nhs.net