Workforce Race Equality Standard

Reporting Template

Name of provider / Date of report: month/year
West London Mental Health (NHS) Trust / July / 2016
Name and title of Board lead for Workforce Race Equality Standard
Wendy Brewer – Executive Director of Workforce
Name and contact details of lead manager compiling this report
Maggie Morgan –Valentine - Head of Diversity –
Names of commissioners this report has been sent to
; ;
Name and contact details of co-ordinating commissioner this report has been sent to
Unique URL link on which this report will be found (to be added after submission)
This report has been signed off by on behalf of the Board on (insert name and date)
Wendy Brewer – Executive Director of Workforce
  1. Background narrative

a. Any issues of completeness of data
b. Any matters relating to reliability of comparisons with previous years
2. Total numbers of staff
a. Employed within this organisation at the date of the report
3335
b. Proportion of BME staff employed within this organisation at the date of the report
46%[Black, Asian, Chinese, Mixed, Other does not include White Irish and White Other]
3. Self-reporting
a. The proportion of total staff who have self–reported their ethnicity
96%
b. Have any steps been taken in the last reporting period to improve the level of self-reporting by ethnicity
No, our target for ethnicity is 95%, so target has been met.
c. Are any steps planned during the current reporting period to improve the level of self-reporting by ethnicity
No – as per 3b above
4. Workforce data
a. What period does the organisation’s workforce data refer to?
Financial year 2016-17
5 Workforce Race Equality indicators
Indicator / Data for reporting year
(2015) / Data for previous year
(2016) / Narrative – the implications of the data and any additional background explanatory narrative / Action taken and planned including e.g. does the indicator link to EDS2 evidence and/or a corporate Equality Objective
For each of these four workforce indicators, the Standard compares the metrics for White and BME staff.
1 / Percentage of BME staff in Bands 8-9, VSM (including executive Board members and senior medical staff) compared with the percentage of BME staff in the overall workforce
=46% of workforce / B8a
White British=51.3%
BME =29.9%;
B8b
White British=73%
B8b = BME =12.7%
B8c
White British=57.5%
B8c = BME =17.5%
B8d
White British=71.4%
B8d = BME =7.1%
B9
White British=89.9%
B9 = BME =0%
White British staff
38% of workforce
BME staff
=47%of workforce / B8a
White British=50%
BME =31%;
B8b
White British=68%
BME =14%
B8c
White British=63%
BME =16%
B8d
White British=75%
BME =6%
B9
White British=88% BME =0%
White British staff =38% of workforce
BME staff / Every other ethnic group experiences an increase in their proportion as the pay-band increases, the BME group is the only group whose representation steadily declines as the pay-band increases. /
  • The Trust has implemented a BME KPI to work towards increasing the representation if BME staff in senior grades by 10% over the next 3 years.
  • A number of activities have been implemented to support the KPI:
  • Quarterly Diversity scorecard to monitor workforce experience metrics;
  • Mandatory Unconscious Bias Training for senior managers;
  • BME Leadership Development Programme, now recruiting 3rd cohort, has had 7 promotions in the last year from the first cohort.
  • New Equality objectives introduce additional elements that further support the KPI. [Objectives published on website and included within Annual Diversity Activity Board Report.

2 / Relative likelihood of BME staff being appointed from shortlisting compared to that of White staff being appointed from shortlisting across all posts. / 1.69 / 1.17 / National research suggests that White candidates are 1.74 times more likely to be appointed once shortlisted than are shortlisted BME staff (Kline 2013) Our figure below the national average, our figures related to senior roles only, as this is our focal point and not all appointments. /
  • BME/Diversity presenceon all panels at band 8a and above.
  • Panel members must have completed Trust Unconscious Bias in Recruitment Training
  • Monitoring of recruitment via Quarterly Diversity employment scorecard at Equality and Diversity Steering Group Meeting.

3 / Relative likelihood of BME staff entering the formal disciplinary process, compared to that of White staff entering the formal disciplinary process, as measured by entry into a formal disciplinary investigation*
*Note: this indicator will be based on data from a two year rolling average of the current year and the previous year. / 2.03 / 2.15 / Quarterly diversity scorecard revealed that the largest and most consistent disparity in disciplinary data involved BME staff in Local services. /
  • A Disciplinary Audit was conducted on all disciplinary cases in Local services over the calendar year. A report was produced of the findings. A series of actions have been agreed upon to reduce the number of disciplinary cases.
  • Continue to monitor disciplinary data in quarterly diversity employment scorecard

4 / Relative likelihood of BME staff accessing non-mandatory training and CPD as compared to White staff / 1.16 / - / Currently only monitoring leadership development programs. Program has been stopped. New middle manager program being implemented that will commence in September 2016. / Will include monitoring of other programs identified as assisting career progression.
5 / For each of these four staff survey indicators, the Standard compares the metrics for each survey question response for White and BME staff
KF 18 [25]. Percentage of staff experiencing harassment, bullying or abuse from patients, relatives or the public in last 12 months / White
2014 / 32% / White
2015 / 34%
BAME
2014 / 43% / BAME
2015 / 37%
KF 19 [26]. Percentage of staff experiencing harassment, bullying or abuse from staff in last 12 months / White
2014 / 26% / White
2015 / 28% / We have improved our position on all of the staff survey equality indicators over the last year. /
  • High profile bullying and harassment campaign with executive leadership on tackling bullying and harassment.
  • Mediation, Confidence and Assertiveness training.

BAME
2014 / 32% / BAME
2015 / 29%
KF 27(21). Percentage believing that trust provides equal opportunities for career progression or promotion / White
2014 / 80% / White
2015 / 77% /
  • Continue roll-out of the BME Leadership
Development Programme;
  • Review of Acting-up arrangements; and deep dive into identified areas.
  • Launch Talent Management Strategy for all staff

BAME
2014 / 62% / BAME
2015 / 66%
Q23 (17b). In the last 12 months have you personally experienced discrimination at work from any of the following? b) Manager/team leader or other colleague / White
2014 / 10% / White
2015 / 8%
BAME
2014 / 18% / BAME
2015 / 14%
Does the Board meet the requirement on Board membership in 9?
Boards are expected to be broadly representative of the population they serve / 93.3% White
2015
6.7% BME / 87% White
2016
13% BME /
  • The Chairman has signed the Trust up as an active participant in the TDA’s ‘Next Director Scheme’, which is a positive action programme to increase the availability of ‘board ready’ NED candidates from BAME backgrounds.