Defining our Values Board Report v1x - Health in Wales · Unions across the Health Board. Consequences ... clear evidence of trust and fairness based on mutual respect, where two

Betsi Cadwaladr University Health Board

Board Paper 23.6.11 Item 11/044.2

Subject: Engagement Programme – Defining our Values

Summary

or

Issues of Significance

This paper details the consultation that has taken place since February 2011 to involve the workforce and other stakeholders in creating a defined set of values and associated behaviours for Betsi Cadwaladr University Health Board. The report details the values which have been created by the staff and service-users and the actions required to embed the values and behaviours. The paper is accompanied by a Workforce Engagement Strategy which details how the Health Board will sustain the engagement programme.

National / Local Objectives Addressed:

The consultation and resulting values and behaviours have been underpinned by the 5 Strategic themes as detailed in the Health Board’s ‘A Strategic Direction:2009-12’.The work falls under the Health Board’s Organisational Development Strategy-Making it Happen.

Legislation or Healthcare Standard:

The Human Rights act principles known as FREDA

Healthcare Standards 1, 2, 5, 6, 7, 8, 9, 10, 11, 12, 13, 18, 19, 21, 22, 23, 25, 26,

Evidence base or other relevant information to inform decision(s)

Equality legislation, research into engagement, values and behaviours

Consultation

with others:

All staff groups have been represented; volunteer groups; service-users and carers. Consultation with Stakeholder reference Group, Partnership Forum, LNC, Healthcare Professionals Forum.

Consideration

of legal issues

Impact on

Other Services:

Delivery requires partnership working with staff, managers and Trade Unions across the Health Board.

Consequences

& Risks:

.

Consideration must be given to the impact of decisions on all groups of people. Public authorities must ensure decisions are made in such a way as to minimize unfairness and ensure that they do not have a disproportionately negative effect on people from different ethnic groups, disabled people, men and women.

Consideration must be given to the impact of decisi ons in respect of :

Age Race

Gender Sexuality

Disability Language

Religion and belief Human Rights

http://howis.wales.nhs.uk/sites3/page.cfm?orgid=115&pid=21554

Has EqIA screening been undertaken?

Yes (attached)

Has a full EqIA been undertaken?

No

Equality Impact Assessment

(EqIA)

When developing proposals and making decisions, the organisation must comply with the statutory equality duties

Recommendations:

1. To agree the values and behaviours identified within the report and the actions required to embed them.

2. To support the actions identified in the Workforce Engagement Strategy.

Author(s) Mr Mark Sykes Assistant Director of OD/ Mrs Nia Thomas Head of OD.

Presented by Mr JM Jones, Executive Director of Workforce & OD

Date of report 10th June 2011

Date of meeting 23rd June 2011

BCUHB Coversheet v3.0

The Big Conversation – Defining our Values

1. Introduction

Shared and enduring values are at the heart of successful organisations. They provide purpose to all within the organisation and communicate expectations and service commitments to those who come into contact with the organisation. For the Health Board a strong set of values will provide the basis around which to coalesce the various strands of a sustainable engagement strategy driven by clinical leadership, openness and support for innovation and improvement.

We believe it is most helpful to see employee engagement as a workplace approach designed to ensure that employees are committed to the organisation’s goals and values, motivated to contribute to organisational success, and are able at the same time to enhance their own sense of wellbeing. Engaged organisations have strong and authentic values, with clear evidence of trust and fairness based on mutual respect, where two way promises and commitments – between employers and staff – are understood and fulfilled. (McLeod, D., Clarke, N., 2009. Engaging for Success: enhancing performance through employee engagement).

Leading organisations and leading brands share many common characteristics and arguably the most important of these is achieving consistency between internal behaviours and external messages in order to give them total credibility in the eyes of employees, service users and partners. In order to achieve this, staff need to be aware of, understand and be committed to the values of the organisation. This is not something that can be achieved overnight.

As defined in the Health Board’s Organisational Development Strategy, Lewin’s three stage model of culture change has been an important part of the process and methodology used to commence the work on defining the Health Board’s value statements. The proposed Workforce Engagement Strategy accompanying this report will be a key feature of the work required to embed the values.

2. Why do we need values?

There is a growing body of evidence to suggest that strong organisational values can lead to real, tangible improvement in performance. The benefits of strong local values are:

1. Improved patient experience 2. Improvements in patient safety 3. More staff satisfied with their jobs and workplace 4. Staff who identify more strongly with their organisation 5. Staff who feel more personally successful, and more supported in that

success by the organisation 6. Long term organisational success and impact

7. Increased public trust in professionals

(NHS Employers 2009)

The ultimate goal is for the values to be an integral part of everyone’s working life, no matter what their individual role. Value statements will also help us to define and develop our culture – what we do and how we do it. Publishing the values of the Health Board, making them part of our culture and demonstrating them throughout the organisation will help us to develop a shared way of behaving.

To support the highest quality of care at the front line, there is an organisational requirement for leaders to model the appropriate behaviours and to communicate these at every opportunity.

3. Methodology – how were the values formed?

Following an extensive period of consultation with clinical, non-clinical and managerial staff, service users and volunteers, the Health Board has identified a set of values and underpinning behaviours.

A variety of methods were utilised to engage with staff under the banner of the ‘Big Conversation’. Appealing to different engagement styles was important to us so we developed visual, pictorial and kinaesthetic materials. Events ranged from formal Big Conversation forums to world cafes and smaller drop-in sessions across community sites. The intranet was also utilised to engage staff through the use of a ‘chat’ forum to capture ideas and views. This forum had 2,631 hits in the period between 1st February and 25th May 2011.

In order to ensure the engagement activities involved service users and the public in addition to our staff, a questionnaire was designed for service users, carers, the general public and staff. 301 questionnaires were returned. All questionnaires were transcribed and themed/categorised. World cafes were also held for volunteers across the geographical area of the Health Board.

Throughout the period of engagement, presentations and interim progress reports have been provided to a range of committees and forums including the Partnership Forum; Local Negotiating Committee; Health Professions Forum; Stakeholder Reference Group and the Remuneration and Terms of Service Committee. Announcements and articles have also featured in the Corporate Notice board and Clebran/Talk about magazine.

Once the engagement events were completed a stakeholder group of key facilitators involved in a range of engagement activities participated in a workshop to shape the values and behaviour statements. All the values that had been categorised were circulated at the workshop and great care was taken to include the essence and language of all views represented in the values categories and behaviour statements. Two key guiding sets of principles were also followed during this workshop, the first were the Health Board’s 5 strategic themes; Making it safe; making it better; making it sound; making it work; and making it happen; the second were the FREDA principles which are Freedom; Respect; Equality; Diversity; and Autonomy.

Throughout the engagement events there has been a real ‘buzz’ from staff and a genuine interest and determination to create values that would be meaningful and could be easily related to in day to day practice.

A full range and details of the events with evidence of participation and engagement can be seen at Appendix 1.

An Equality Impact Assessment has been conducted on the work undertaken during the engagement events, this can be seen at Appendix 2.

4. What are the identified values and associated be haviours?

We can make it sound by putting patients at the heart of everything we do

• Take pride in the service we provide and display high ethical standards in order to improve standards of care

• Involve patients and their families in treatment decisions and outcomes • Demonstrate respect for privacy, choice, dignity and independence • Ensure each patient feels they have been listened to and treated as an

individual • Show empathy and be aware and sensitive to an individual’s needs

We can make it happen by working together for patients

• Work together positively to achieve efficiency, forward thinking and vision • Promote an environment of mutual support and cooperation among

individuals and teams • Embrace challenges, support each other and work together to overcome

problems • Develop a unified standard of excellence for performance and delivery of care • Always do what is right, even when challenged

We can make it work by learning and being innovative in all that we do

• Use our energy, enthusiasm and initiative to invest in our success • Encourage ownership and involvement in service improvement • Explore and challenge the boundaries of technology, clinical practice and

research • Encourage and support creativity to foster ideas for our future success and

demonstrate a ‘can do’ attitude • Maximise your own and others’ potential through learning, nurturing,

development and shared wisdom

We can make it safe by valuing and respecting each other

• Share, respect and celebrate our achievements together • Be approachable, visible, professional and inspirational as a role model for

others • Engage, listen and value the contribution of others • Appreciate the qualities and diversity of each individual and work together

towards a common purpose • Hold ourselves, individually and together, accountable for our decisions,

actions and performance

We can make it better by communicating openly and honestly

• Demonstrate honesty and integrity in our decision-making and communication • Build trust and display transparency in our actions as well as our words • Be professional, polite, courteous, and non-judgemental in our communication • Be honest, respectful and sincere in giving and receiving feedback

• Display accuracy, simplicity, respect and clarity in communications with our service users

5. What needs to happen now? � The Board is asked to agree/adopt the values and behaviours. � The values and behaviours will become a key part of everything that we do as

an organisation, being included in job descriptions and in our publications. � This will be reinforced through employee development (e.g. induction,

Personal Development Review) � The values and behaviours will be included in all leadership development

activities. � There needs to be a pictorial/logo representation to identify and communicate

the value statements, this will be submitted to the Board once the value statements have been approved.

� Following approval by the Board of both the value statement and associated logo it is proposed the values and associated behaviours will be disseminated utilising a small marketing strategy (to be approved by the Executive Director of Workforce &OD) to firstly raise awareness and then embed the values and behaviours into existing events such as recruitment activity, induction, leadership and management development programmes and the Health Board’s publications. This marketing strategy will also consider the longer term vision of how the values can be demonstrated and evidenced throughout the whole organisation and across all staff groups.

� There needs to be close liaison with the Governance & Communication Corporate Function to support the marketing strategy as it is crucial that staff can visibly see progress and development following the launch of the Value statements.

� As identified in the proposed Workforce Engagement Strategy, measurement of staff compliance with, and the success of the proposed behaviours can be measured through organisational culture and staff surveys, personal development reviews and development programmes. It is proposed to develop a team toolbox which will allow teams of staff to have discussions at team meetings regarding what the values mean to them in their roles and to their team and how they can demonstrate the behaviours which underpin the values and provide evidence of this behaviour.

� The Personal Development Review needs to be revised to incorporate objectives based around the 5 values.

� The Staff Achievement Awards needs to be reviewed to incorporate the 5 values.

6. Recommendations

6.1 The Board is asked to support the values and behaviour statement in section 4 of the report.

6.2 The Board is asked to approve the identified actions in section 5 of the report

The Big The Big The Big The Big ConversationConversationConversationConversation

Data Collection Final Report 10.06.11

Contents Page

The Big Conversation, what are we trying to do? Page 3

What have we done? Page 3

Panel Members and Facilitators Page 8

What questions did we ask? Page 9

Top Values Page 16

Focus Group Page 16

The Big Conversation, what are we trying to do?

We have started a conversation about what kind of organisation we want to be, what kind of values will define us as an organisation and which behaviours can underpin these values.

We are asking you to generate your ideas. Take your ideas back to your colleagues and have a conversation. What helps you give of your best for patients?

Engage everyone in shaping our Health Board to deliver the best service we can for patients, carers and the communities we serve.

What have we done?

Big Conversation Events

We held three Big Conversation Events on the 14th, 15th and 16th February 2011, in different locations. Overall there were a total of 187 participants.

Count of Participants Big Conversations Total

11/010 Big Conversation 15/02/11 Venue Cymru, Llandudno 65

11/050 Big Conversation 16/02/11 Optic Centre, St Asaph 68

11/060 Big Conversation 14/02/11 Glyndwr University, Wrexham 54

Grand Total 187

These events were interactive discussions amongst groups of staff from across the Health Board involving dialogue between the participants and senior executives, along with key influential leaders from the National Leadership and Innovation Agency for Healthcare and Mersey Care NHS Trust. A panel answered questions around values and then the participants worked in groups to answer two questions.

Panel Questions:

What are values?

Why do values matter?

Why is it important for BCU to be undertaking this work now?

When you see a successful organisation, leader or team in action what do you notice about

the way they work?

Participant Questions:

What inspires you to deliver the best service to patients/service users?

What are the values that best help us work together effectively?

Venue Cymru, Llandudno

Venue Cymru, Llandudno

Optic Centre, St Asaph

Optic Centre, St Asaph

Glyndwr University, Wrexham

World Café Events

The engagement work has been further developed by utilising World Cafe events to stimulate deeper conversations and determine the behaviours which will be required to demonstrate the values identified from the Big Conversation. These events included employees, volunteers and public members group.

Over coffee and cake in a relaxed environment groups answered questions around personal values and how they influenced us in giving our best for service users, drew on the table cloths and moved around the tables sharing what has been discussed around the room. Sample table cloth drawing below.

We held ten World Café Events in February, March and May, in different locations. Overall

there were a total of 127 participants.

World Café Events Total Attended

11/010 World Cafe 01/03/11 YG 14.00pm 12

11/010 World Cafe 21/02/11 BYN 10.00am 17

11/010 World Cafe 21/02/11 BYN 14.00pm 12

11/050 World Cafe 22/02/11 ABH 10.00am 7

11/060 World Cafe 25/02/11 WXM 10.00am 16

11/060 World Cafe 25/02/11 WXM 14.00pm 7

11/060 World Cafe 28/02/11 Holywell 14.00pm 10

11/050 World Cafe 02/03/11 RAH 10.00am 24

May 2011 World Café Volunteers Wrexham 6

May 2011 World Café Volunteers Glan Clwyd 16

Grand Total 127

Q3. Behaviours

HAPPY Consistency

Communication

Listened to

Understanding your team or

individuals within your Team!

Enthusiasm

Empowering

Appropriate Delegating

Sharing Knowledge

Supported Professional

Approachable

Sympathetic

COURTESY

Time Management

Respectful

Motivated

Autonomy

Trust

Intranet Forum

The Big Conversation Forum featured on the Intranet where staff could post their ideas, comments, suggestions and participate in the conversation. To date this has received 2,594 ‘views’ from the organisation.

Intranet Forum Total

Comments 21

Responses Big Conversation Team 16

Intranet Forum Views 2594

2631

http://howis.wales.nhs.uk/sitesplus/861/page/43156

Write into or email

Participants were also able to write to Tracey Amos, Training Facilitator, Abergele Training Department, Abergele Hospital, Llanfair Road, Abergele. Or email [email protected]

Big Conversation Questionnaire

A questionnaire was produced with a prize draw voucher for all employees, volunteers and service users to complete. The questionnaire asked for top five values and behaviour statements to support these. The questionnaire was produced in English and Welsh. Word search questionnaires, simple picture postcards, postcards where participants could draw their responses and flashcard games were also produced to enable full participation and engagement. Overall 301 completed questionnaires have been received in various formats.

Completed Questionnaires Total Received

Employee 263

Inpatient 3

Outpatient 12

Patient Visitor 6

Service User 4

Volunteer 5

Intranet Forum 8

Grand Total 301

Presentations

The Organisational Development Senior Management Team attended Stakeholder Reference Group, Healthcare Professionals Forum, Joint Partnership Forum and the BMA Local Negotiating Committee.

Date Presentation/Meetings Attended Total Attendance

11.03.11 Health Care Professionals Forum 12

21.03.11 Stakeholders Reference Group 15

29.03.11 Joint Partnership Forum 15

21.04.11 BMA Local Negotiating Committee 12

54

Drop in Sessions

The Training and Development team set up exhibition stands in seventeen locations including the three main hospital sites and community hospitals. Conversations were had with employees and service users. Exhibition stands were also set up in the doctors areas in line with their Grand Round events.

Drop in Sessions

HM Stanley - St Asaph Deeside Community Hospital Dolgellau Community Hospital

Glan Clwyd Hospital Mold Community Hospital Doctors Grand Round Wrexham Maelor Hospital

Colwyn Bay Community Hospital Alltwen Community Hospital Doctors Grand Round Clan Clwyd Hospital

Denbigh Community Hospital Holywell Community Hospital Doctors Grand Round Ysbyty Gwynedd

Royal Alex Community Hospital Wrexham Maelor Hospital

Llangollen Community Hospital Eryri Community Hospital

Chirk Community Hospital Ysbyty Penrhos Stanley

Flint Community Hospital Ysbyty Gwynedd Hospital

Panel Members and Facilitators

We had eight panel members over the three Big Conversation Events. Lindsey Dyer from Mersey Care Trust attended all three dates.

Lindsey Dyer Director Service Users and Carers, Mersey Care Trust

Grace Lewis-Parry Director of Governance & Communications

Jill Galvani Director of Nursing & Patient Care

Martin Jones Director of Workforce & Organisational Development

Mary Burrows Chief Executive

Christine Bamford Director of Leadership and Organisational Development NLIAH

Giles Harborne Chief of Staff MH&LD

Brian Tehan Assistant Medical Director

We used thirty six table facilitators across all of the Big Conversation and World Café events. Many of these facilitators attended a number of the events and were very supportive.

Lesley Hall Assistant Director, Employment Strategies & Practices

Amanda Spanswick Leadership/Organisation Change Development Manager NLIAH

Angela Johnson Workforce & OD

Barbara Lloyd Assistant Director Corporate Affiars

Bethan Johnson Snr Leadership & Organisational Change Dev Manager NLIAH

Damian Heron ACOS Operations & Planning

David Fletcher Associate Chief of Staff Operations Pathology

Dianne Lewis Training Facilitator

GillIan Jones Strategic Back Care

Greg Bloor Porters Manager

Heather Bebbington Head of Employment Practice & Business Support

Jane Trowman Head of Planning

Janette Hamilton Service Improvement Sister

Jill Newman Assistant Director Performance

Joy Lloyd Deputy Training & Development Manager

Kath Clarke Clinical Nurse Manager Surgical Services

Liz Childs HR Manager BSP

Llinos Thomas Acting Head of Nursing for Surgery

Mandy Hughes Support Worker Education Manager

Mark Sykes Assistant Director Organisational Development

Mary Popplewell Assistant Director Risk and Assurance

Mike Townson Equalities Manager

Muriel Vernon Training Manager

Nia Thomas Head of Organisational and Leadership Management

Pam Luckock Senior Equality Manager

Pam Roberts Trainer

Patrick Hill Deputy Director, Medical Physics

Richard Tompkins Assistant Director Workforce Development & Service Improvement

Rosemary Tuszynska Head of Learning and Education

Sally Baxter Assistant Director Strategy & Engagement (Planning)

Sally Hughes Jones Head of Equality, Diversity & Human Rights

Sandra Robinson Clark Assistant Head of Nursing

Tracey Eccles Manual Handling Manager

Barry Davies Training Administrator

Tracey Amos Training Facilitator

Joanne Williams Health Care Support Worker Education

What questions did we ask?

The Big Conversation, panel questions and sample of responses

What are values?

Mary Burrows - They are what help me live day to day, integrity, honesty, truth, equality, duty, service to others, how we behave and respect one another.

Jill Galvani - Upbringing – knowing what is right and wrong. Putting others before yourself – caring –often from a religious tradition, doing your best at all times – being a good citizen. Fundamental value – treat others as you would like to be treated yourself. This translates to the workplace through wisdom, kindness, fairness, equality, dignity, compassion – passionate about this approach.

Martin Jones - Values are a set of guiding principles, a statement of issues of conduct in how we behave. We all have personal values. I hope that we get a set of value statements for organisation of 16000 people in BCU – set of values that will find the glue that holds the organisation together, the reason why we came into public service. Guiding principles, statements of conduct that we will not give up no matter how hard times are, things that we hold dearly.

Why do values matter?

Lyndsey Dyer– In essence need to start from point of view of patient, staff, director etc – about common humanity of each and every person and I think that big health care organisations forget it is not about differences but what is common between us. The values that are common we would expect to see those values anywhere in the world. We need to judge ourselves by international standards of good practice. If you feel part of international movement, it will give you the courage to be brave sometimes to stand up for what is right.

Martin Jones – Set of words that show what we are about and as a sense of inspiration bind us together –. At times when things go wrong we need guiding statements to keep us honest – values can help in defining quality of the service we want, guidance where we draw a line eg: some of the words respect dignity compassion.

Mary Burrows - Need courage for standing up for what you believe, take risks. Be compassionate and nice to people - all individuals have common purpose, a right to be here. Fun and humour are important.

Why is it important for BCU to be undertaking this work now?

Giles Harborne –We need to get something more from work than just pay – personal values are important and as an organisation we need to support people and realise their values as a health professional.

Brian Tehan – We have a lot of work still to establish BCU and we are now at a really good point in development in establishing core values to move forward.

Grace Lewis Parry – Values will help us have a conversation, new vocabulary – new process to build on.

When you see a successful organisation, leader or t eam in action what do you notice about the way they work?

Chris Bamford – Team – good teams talk about patients all the time, heart of the dialogue less effective teams don’t do. Can do attitude means we can do this a bit better. Everyone knows their role within team, doesn’t matter what profession, clear what they are there to do, leadership can pass to another member of team depending on what they are good at. Care about other team members, who they are at work and who they are outside work, care and compassion. Wider remit, leadership need clear leadership from top but comes from all levels – need to be clear about direction. Can do better – fostering people’s development, continue to grow and develop them

Brian Tehan – Alignment of vision and purpose, taking pride as a team in the results. Mutual understanding and appreciation of each individual in the team and the contribution that they make.

Responses to table feedback and questions

Q. How do we now involve patients?

Mark Sykes - Will be organising focus groups, with service users, patients.

Q When values decided how will they be measured to show how achieve?

Martin Jones - Value is a statement of conduct of what we what to happen, hold on to, behavioural standards for the values, feedback from service users could be a mechanism. Like to think that if we agreed 3-5 I could go into any part of organisation and say what does this mean to you? If we have touchstones the way people interpret is important we need to know what we mean across diverse organisation if we are clear about the behavioural standards we will have external monitoring relationships as well. Staff survey, staff attitudes, one thing we should ask in the future if we define this ask staff whether we live up to it.

Q How do we highlight success – pick out values – a lways focused on the negative aspects?

Grace Lewis Parry – Patient stories, patient experience will help us understand and identify our success. It’s all about the story that you tell about what it is like to be an employee of the health board – this is where our success can spread as well and be used in a positive way. Social networking needs to be explored – twitter, face book and the like to sell ourselves and our health board.

Overall Feedback

Mary Burrows - Brilliant stuff, very humbling. To me the key words are togetherness and rights and responsibilities – it isn’t us and them. If we are to do the best and serve we need to get rid of ‘us and them’ mentality. We all have contribution to play. Rights and responsibilities- we focus on the rights of the individual and sometimes don’t focus on responsibilities. Other point is about autonomy – we are all autonomous we don’t need permission to do the right thing for patients. Everyone has the power to improve service.

Martin Jones – Our responsibility is to help people see the link between service improvement and improving well being for staff. One way to help this is to make sure we all have a voice in how we run services, everyone’s view needs to be taken into account.

Big Conversation table questions

Question 1 : What inspires you to deliver the best service to patients/service users?

Question 2: What are the values that best help us work together effectively?

Keyword results below, top 10 highlighted in yellow.

Question 1 Count of Key Words


Key Words Total Percentage Key Words Total

Percentage

Autonomy 4 1.3% Autonomy 9 2.8%

Brave 1 0.3% Brave 2 0.6%

Clarity 3 1.0% Clarity 7 2.1%

Communication 13 4.2% Communication 24 7.4%

Consistency 2 0.6% Consistency 1 0.3%

Courageous 4 1.3% Courageous 5 1.5%

Dignity 3 1.0% Dignity 4 1.2%

Do the right thing 2 0.6% Diversity 6 1.8%

Empathy 4 1.3% Do the right thing 3 0.9%

Empowerment 9 2.9% Empathy 6 1.8%

Equality 1 0.3% Empowerment 9 2.8%

Fairness 3 1.0% Equality 11 3.4%

Feedback 23 7.4% Fairness 6 1.8%

Flexibility 1 0.3% Feedback 14 4.3%

Honesty 3 1.0% Flexibility 4 1.2%

Humanity 4 1.3% Honesty 12 3.7%

Humour 1 0.3% Humanity 2 0.6%

Integrity 2 0.6% Humour 4 1.2%

Knowledge/Education 21 6.8% Integrity 2 0.6%

Leadership 11 3.6% Knowledge/Education 17 5.2%

Listening 5 1.6% Leadership 14 4.3%

Make a difference 18 5.8% Listening 7 2.1%

Making it happen 1 0.3% Open/transparent 7 2.1%

Open/transparent 1 0.3% Patient 23 7.1%

Patient 48 15.5% Pride 4 1.2%

Pride 18 5.8% Professionalism 5 1.5%

Professionalism 2 0.6% Respect 27 8.3%

Respect 9 2.9% Responsibility/Accountability 8 2.5%

Responsibility/Accountability 9 2.9% Teamwork 21 6.4%

Teamwork 26 8.4% Transparency 2 0.6%

Trust 5 1.6% Trust 10 3.1%

Unity 11 3.6% Unity 20 6.1%

Valued 41 13.3% Valued 30 9.2%

(blank) (blank)

Grand Total 309 Grand Total 326

Selection of Participant Quotes and Phrases

Communication

Effective communication - makes easier to contact people and connect, share and inform, service user involvement, grow appreciative of other roles, keep it simple, make it easy to understand, big words are a barrier, invite feedback and encourage.

Communication, needs improving from the bottom up, top down and sideways, clarity.

Communication, patients, carers, staff partners, face to face

Communication: bread and butter not a nice to have, meaningful, not tick box, two way process

Knowledge/Education

Share of working knowledge, information, skills, cooperation all pieces of the jig saw

Need to be more business like and focus on scientific/cutting edge with university links/research/academic network.

Investment in staff – given space / ability to influence / tools to do job

Knowledge through experiential learning

Unity

Belonging and unity to the whole organisation rather than separately. ie CPG

Common goals - unity

Like minded values set that everyone signs up to and feels part of.

Commonality of purpose

Respect

Respect, care for everyone, irrespective of background (drug user and chief executive – power differential).

Deal with people as you want to be dealt with.

Respect for each others jobs.

Respect needs to be mutual

Respect: for others – staff and patients – valuing others and valuing and understanding each others role to contribute to effective team working.

Pride

Pride in being a health care professional

Reputation both personal and organisational

Pride in work, done my best, do extra mile, done the right thing.

Belonging, feel that I belong and have pride in what you do.

Valued

Valuing contributions of all team members

Recognition and acknowledgement, being valued and trusted. Good will is two way.

Appreciation: motivates you, self worth, being valued

Family friendly - work life balance - values members as individuals as well as organisation

Patient Care

Delivering best care – making a positive difference

All staff are potential service users, therefore provide a service we would expect. Patient and client focused.

Patient expectations and patient centred, high quality service, quick easy access, be heard and listen, choice, confident in staff, professional care, best available care

Caring organisation

Teamwork

Understanding the roles of others that impact your work.

Nothing about me 'without me' in all elements of the organisation.

Strong relationships within teams. Support each other/become close knit.

Team Working – supported by development

Leadership

Strong leadership support the direction of staff/change. If staff concerns are listened to and feel they are in an environment to deliver excellent care.

Must be led from the top and modelled throughout the organisation.

Confidence in management

Role model and good leader, values set and aligned to our own.

Feedback

Positive feedback from patients, carers, colleagues, relatives, manager, users

Feedback – inspiring you to do better (appreciate inquiry). Sustains good practice.

Sharing good practice

Hearing about the good news – patient care and good experiences

Honesty

Open and honest with each other.

Honesty: with each other to produce effective team working.

Self awareness, honesty

Empowerment

Feeling empowered, individually and as a team.

Empowering staff to shape the future

Empowerment, being flexible, trusted, decision making.

Empowerment / patients

Total

0

5

10

15

20

25

30

35

Aut

onom

y

Bra

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Cla

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Com

mun

icat

ion

Con

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ency

Cou

rage

ous

Dig

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Div

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ty

Do

the

right

thi

ng

Em

path

y

Em

pow

erm

ent

Equ

ality

Fai

rnes

s

Fee

dbac

k

Fle

xibi

lity

Hon

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Hum

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Hum

our

Inte

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Kno

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Edu

catio

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Lead

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List

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Ope

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ansp

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Pat

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Prid

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Pro

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Res

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Res

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Tea

mw

ork

Tra

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Tru

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Uni

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Val

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(bla

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Total


Key Words

World Café table questions

Question 1: What are your values?

Question 2: Which is most important to you, rank your values in order 1-5?

Question 3: What behaviours would we need to deliver these values?

What are your values Top 10 What behaviours Top 10

Communication Communication/Listening

Equality Honesty

Honesty Knowledge/Education

Knowledge/Education Leadership/Approachable

Patient Care Openness

Recognition Respect

Respect Teamwork

Teamwork Valued

Trust Patient Care

Valued Trust

Selection of Participant Quotes and Phrases

What are your values Top 10

Communication

Honest and open communication with all.

Communication - positive language

Equality

Treating others as you would like to be treated yourself

Equality – treatment of staff

Honesty

Honesty in communications

Honesty – transparency (within your own role)

Knowledge/Education

Development - staff training knowledge - improved customer service

Sharing knowledge skills and learning

Patient Care

Giving the best, being the best, gold star service

Doing the best job you can for the patient – directly and indirectly.

Recognition

Recognition for work done, receiving positive feedback.

Recognition for the work we do.

Respect

Unconditional positive regard for all.

Back to basics: respectful, smile, common courtesy.

Teamwork

Working in partnership with colleagues, team effort.

Sense of belonging

Trust

Trust – you trust me and I will trust you, 2-way

Doing what you said you will do

Valued

Recognise peoples individual expertise 'All cogs in the same wheel'

Being appreciated by patients, staff, management, colleagues:

Behaviours Top 10

Communication/Listening

Being polite, using respectable language, tone of voice, pace people can understand

Effective, two-way communication, eg., team meetings (not corporate brief), engagement.

Honesty

Optimistic and enthusiastic, tempered with honesty and realism – balanced view.

Be honest with staff and patients.

Knowledge/Education

Inspiration through mentorship

Offer equal opportunity to receive training and development.

Leadership/Approachable

Leaders should support staff to have a good work life balance.

Visibility – important to have visible leadership.

Openness

Being willing to listen/open minded

Clarity, transparency – communication to let people know impact of structures

Respect

Being respectful of all, the person and the patient

Respect professional views and experience

Teamwork

Understanding your team and individuals within your team.

Listening/understanding/appreciating, supportive (to teams), social aspect important – respect for each other.

Valued

Motivate staff – respect professionals views and experience

Being treated fairly - treating others as you want to be treated yourself

Patient Care

Treat others how you would expect you or your family be treated.

All staff to help identify areas of effectiveness and efficiency whilst maintaining patient safety

Trust

Trust your instinct

Trusting Relationships.

Top Values

Data has been collected from the Big Conversation Events, World Café Events, Intranet Forum Feedback, Drop in Sessions and completed questionnaires to give an overall scale of values and importance. Scale shows number times word said.

Over 200 100-200 50-100 25-50

Communication Honesty Empowerment Dignity

Patient Care Knowledge/Education Feedback Empathy

Respect Leadership Pride Fairness

Teamwork Trust Recognition Listening

Valued Equality Unity Make a difference

Autonomy Openness

Responsibility/Accountability

Transparency

Focus Group

Sixteen members of the facilitation team for the above events met as a six thinking hats methodology focus group. This group worked with the top values scale as above to determine, values, behaviour statements and grouping of values.

Betsi Cadwaladr University Health Board

Workforce Engagement Strategy

1.0 Introduction

1.1 This paper supports the paper on defining values for the Health Board

and makes recommendations on future interventions to build

workforce engagement.

2.0 Background

2.1 Workforce engagement is increasingly seen as a critical factor in

determining organisational success. Engagement can be defined as:

‘……a positive attitude held by the employee towards the

organisation and its values. An engaged employee is aware of

business context and works with colleagues to improve performance

within the job…….’

(D. Robinson, S. Perryman, S. Hayday, The Drivers of Employee

Engagement, Report 408, Institute for Employment Studies, 2004)

Robinson et al go onto say that organisations must work hard to

nurture maintain and grow engagement based on principles of trust,

shared values and defined autonomy.

2.2 The Roffey Park Institute’s model of employee engagement (J.

Gifford, L. Finney, J. Hennessy, S. Varley, The Human Voice of

Employee Engagement. Roffey Park Research 2010) identified three

components of employee engagement:

• Engagement with the organisation (essentially about pride and identification)

• Engagement with the job role (essentially about contribution and involvement)

• Engagement with colleagues (essentially about relationships and respect)

2.3 In this model the crucial test is whether the employee sees a

‘payback’ for the engagement in terms of being valued, respected

and making a difference at work. This is about the employee

experience; is the employer seen as fair, reasonable and appreciative

and are employees supported, trusted and valued? In return is the

employee motivated to deliver discretionary effort?

3.0 The Case for Engagement

3.1 There is a clear evidence base that higher levels of individual and

organisational performance result from higher levels of engagement.

In addition employee well-being is correlated to degree of

engagement.

3.2 A Chartered Institute of Personnel & Development research

programme (reported in ‘Creating an Engaged Workforce.’ CIPD

January 2010) found the following outcomes of effective

engagement:

1. higher individual performance levels through appraisal 2. innovative work behaviour 3. employee satisfaction 4. higher levels of individual well being (coping with demands

and avoiding burnout) 3.3 Engagement is a key factor in effective team working. Findings from

the Health Care Team Effectiveness Project (West et al 2003)

indicated a correlation between team working and effectiveness:

1. better clinical outcomes/quality of care 2. higher levels of innovation 3. cost effectiveness 4. lower levels of stress 5. lower staff turnover

3.4 The MacLeod Review (Engaging for success: enhancing performance

through employee engagement, A report to Government, Crown

Copyright 2009) reported research from Gallup in 2006 that business

units with engagement scores in the bottom quartile averaged higher

levels of employee turnover and accidents, those with engagement

scores in the top quartile averaged higher customer advocacy,

higher productivity and higher profitability. Similar research from

Tower- Perrins HR in 2006 linked profitability with engagement.

3.5 Other outcomes of engagement referred to by MacLeod are:

1. lower sickness 2. understanding of customer needs 3. employees acting as advocates for their organisation 4. companies in the ‘Best Companies to Work for’ Awards in the

period 2004 – 8 increased turnover by 94% and profits by 315% 5. the work of Beverley Alimo-Metcalfe at Bradford University on

engagement and performance in 46 NHS Mental Health Teams. Her findings linked engagement and performance. They quote her as follows:

6. ‘we were able to provide evidence that engaging leadership does, in fact, predict productivity…….(it) increases employees’ motivation, job satisfaction and commitment while reducing job-related stress.’

4.0 Creating Engagement

4.1 The case for engagement is compelling. In MacLeod’s view it should

be placed at the heart of business strategy. The report concludes

that engagement is crucial to sustainable success: ‘more people

need to ‘get it’ and more people need to do it.’

4.2 The CIPD and MacLeod Research identify some common enablers of

engagement:

1. finding purpose and meaning in the job (an employee believing it is important and s/he can make a difference)

2. leadership behaviour at all levels 3. senior leadership articulating a clear vision and values and

supporting through communication 4. positive perceptions of line managers 5. a ‘strong sense of employee ‘voice’’, i.e. that employees have

the opportunity to contribute to and influence key decisions affecting them in the workplace.

6. the quality of HR practices and policies (particularly personal review, training and development and career management).

4.3 Further CIPD Research (Locus of Engagement, Understanding what

employees connect with at work, CIPD 2011) suggests that employees

engage differentially with varying aspect of work. It concludes the

following:

1. Highest engagement with the job (variety, autonomy and meaning being key)

2. High engagement with line managers and colleagues (contribution, voice and working relationships)

3. Moderate engagement with the organisation (e.g. the employment relationship, and organisational reputation).

4. Low engagement with external partners, stakeholders etc. 4.4 This finding suggests that a workforce engagement strategy for the

Health Board should concentrate predominantly on

• Team working • The line manager/employee relationship • Employee development • Leadership behaviours These issues are explored further in section 7 below

5.0 Current Level of Workforce Engagement within BCUHB

5.1 The Health Board does not routinely collect evidence about the level

of Workforce Engagement. Therefore it is currently heavily dependent

on anecdotal evidence. It is recommended that more rigorous

collection of evidence is used-to assess engagement.

5.2 The last Staff Attitude Survey was in 2007 and therefore of limited

relevance. A recent 1000 Lives Safety Culture survey has been

conducted and analysis of responses will be circulated shortly.

5.3 The Health Board currently reports on a range of workforce metrics.

Some of the measures (e.g. turnover and sickness) are proxies for

engagement but it is very difficult to draw firm conclusions from them

about the level of engagement. The development of reliable

measures will be an early priority.

5.4 The Health Board is seeking to develop a set of measures that will

provide evidence of employee relations effectiveness (e.g. numbers

of grievances and speed of resolution). Work will be necessary with

Trade Union partners to identify measures.

5.5 It is not therefore possible to determine objectively the level of

engagement. However anecdotally the current level of employee

engagement has been significantly affected by organisational

change particularly in respect of:

1. organisational attachment (traditional boundaries, working relationships and teams have been affected)

2. uncertainty and change in terms of organisational structure 3. reduced proximity of senior leaders to their teams 4. difficulties of communications across a much larger organisation 5. changes to governance, policy and procedural arrangements 6. lower compliance with core people management processes

such as Personal Development reviews. In summary, this can be characterised as a state in which employees

have reduced confidence and capability in their ability to

understand their changing environment and to improve services.

6.0 Current Workforce Engagement Activities

6.1 The Health Board has a number of current activities that are related to

engagement as detailed below:

6.2 Pre-Employment

• careers information / liaison • work experience

6.3 Employment

• induction & orientation • Partnership Forum/LNC • Partnership arrangements • Service reviews-engagement processes • KSF and PDR processes • Leadership development programmes • Medical Appraisal and job planning • 1000 Lives surveys • Big Conversation-development of values • Safety Walkrounds • Medical &Dental Staff Committee • Charitable giving, Wales in Africa • Long Service Awards • Staff Achievement Awards • NHS Wales Awards • Corporate Health Standard • Communications

• Board of Directors update • Noticeboard/’Talk About’ • Mail to Mary/Rumour Hotline etc

6.4 Post-Employment

• Pre-retirement programmes

• Retirement Fellowship 7.0 Workforce Engagement Objectives for BCU

7.1 The CIPD Research Report “Locus of Engagement: understanding

what employees connect with at work” (May 2011) identified four

implications for practice.

1. Engagement is with something (it has a specific “locus”) – it is important to find out the locus or loci.

2. Engagement can be with many loci – what is the balance of levels of engagement to determine where the organisation should concentrate its efforts.

3. Engagement varies over time – it needs to be assessed and reviewed.

4. The link of engagement to performance depends on organisational context – the challenges facing the organisation at the time.

7.2 Without specific research into the state of engagement within BCUHB

it is not possible to define the loci objectively. However, there were

some clear messages from members of staff attending the Big

Conversation, World Café and drop-in sessions. These are identified in

7.3 below

7.3 1. The strongest pride and attachment felt by employees is at the level of the NHS, profession/vocation and own team rather than at the organisational level.

2. Nonetheless, it was felt important for the Health Board to stand for certain values which would be present at all levels of the organisation.

3. The importance of making a difference through the employee’s job and team was widely-shared.

4. The role of senior leaders in helping staff make sense of a changing environment was important.

5. Leadership behaviour was the crucial factor in determining whether staff felt supported and encouraged in contributing their ideas and energy. This was summed up as whether staff had ‘permission’ to make decisions and do the right thing for the service user. Therefore innovation and service transformation would be enabled or hindered by leadership behaviour.

7.4 These messages support a conclusion therefore that the future

workforce engagement interventions for the Health Board should be

focussed on the following objectives:

1. Cementing and embedding the values created by the workforce

throughout the Health Board.

2. Ensuring every member of staff is located in a high-performing

team.

3. Strengthening the line manager/employee relationship through

effective application of people-management policies and

practices.

4. Developing a consistently high level of leadership across the organisation through leadership development programmes that

emphasise effective behaviours.

5. Ensuring that employee development processes are fairly,

comprehensively and effectively applied to maximise individual

contribution (objective-setting, KSF outline, Personal Development

Review/Personal Development Plan). Consideration should be

given to whether a commitment to the Investors in People

Standard and programme for the Health Board would be

beneficial.

6. Strengthening partnership working at all levels of the organisation to strengthen the employee voice in decision-making.

7.5 A full action plan with agreed interventions will be developed but it is

likely to include the following elements:

1. Regular organisational culture surveys 2. Consideration of the Investors in People Standard 3. Leadership development programmes to embed the values

and behaviours co-created by the workforce

4. Team working development programmes

5. Joint training in partnership working 6. Effective monitoring of compliance with employee

development processes.

8.0 Recommendations

8.1 The Board is asked to support the conclusions in Section 7.0 of the

paper and objectives outlined in section 7.4

8.2 Subject to Board approval the Director of Workforce &OD would lead

implementation of an action plan to address the objectives. This

action plan would include definition of success measures, cultural

assessment and targeted interventions such as those identified in 7.5

above.

8.3 The Executive Team would establish the programme management

arrangements, in partnership, to drive this change.

Mark Sykes

Assistant Director, Organisational Development

May 2011

Note: For detailed guidance on the completion of these forms, please refer to Chapter 3 of the Toolkit that is available on the Equality pages of the BCUHB Intranet site.

EQUALITY IMPACT ASSESSMENT FORMS

Form 1: Preparation

1.

What are you equality impact

assessing?

Developing Values and Behavioural Statements for BCUHB - Strategic Recommendations Paper

2.

Aims and Brief Description of what you

are assessing.

Assessment includes ensuring inclusivity of all stakeholders within the work carried out to co-create the values and behaviours for the organisation.

3.

Who is responsible for the Policy/work

you are assessing?

Workforce & OD Director

Assistant Director of OD

4.

Who is Involved in undertaking this

EqIA?

Assistant Director of OD

Head of OD


5.

Is the Policy related to other

Policies/areas of work?

The agreed values and behaviour statements will need to be integrated into areas such as Recruitment and retention strategies, policies and procedures; Induction policy; Staff Surveys; patient satisfaction questionnaires; management code of conduct etc.

6.

Who are the key Stakeholders?

All employees of BCUHB

All service-users and external agencies working with BCUHB

7.

What might help/hinder the success of

the Policy?

Engagement and buy-in from the Board and all employees is crucial to the success of integrating the values and behaviours into day-to-day work, interaction with colleagues, service-users and external agencies.

Form 2: Information Gathering

Ag

e

Dis

ab

ilit

y

Ge

nd

er

Ge

nd

er

Re

ass

ign

me

nt

Pre

gn

an

cy &

Ma

tern

ity

Ra

ce/E

thn

icit

y o

r

Na

tio

na

lity

Re

lig

ion

or

Be

lie

f

Se

xu

al

Ori

en

tati

on


Form 2 Page

2

The Human Rights Act contains 15 rights, all of which NHS organisations have a duty to act compatibly with and to respect, protect and fulfil. The 6 rights

that are particularly relevant to healthcare are listed below. For a fuller explanation of these rights and other rights in the Human Rights Act please refer

to the Toolkit Appendix A: The Legislative Framework.

Depending on the Policy you are considering, you may find the examples below helpful in relation to the Articles.

Is the policy relevant to the public sector general duty relating to each equality

characteristic? Answer Yes or No in each box as appropriate (for a definition of

Relevance, refer to Toolkit)

In other words, is the Policy relevant to:

• eliminating discrimination and harassment in relation to:

Y Y Y Y Y Y Y Y

• advancing equality of opportunity in relation to:

Y Y Y Y Y Y Y Y

• promoting good relations and positive attitudes in relation to:

Y Y Y Y Y Y Y Y

• encouraging participation in public life in relation to disability

Y

In relation to disability only, does the Policy take account of difference, even if

it involves treating some individuals more favourably? Y


Yes No

Consider, is the Policy relevant to:

Article 2 : The right to life

Example: The protection and promotion of informed consent

�

Article 3 : The right not be tortured or treated in an inhuman or degrading way

Examples: Issues of dignity and privacy; the protection and promotion of the safety and welfare of patients and staff;

the treatment of vulnerable groups or groups that may experience social exclusion, for example, gypsies and travellers;

Issues of patient restraint and control

�

Article 5 : The right to liberty

Examples: Issues of patient choice, control, empowerment and independence; issues of patient restraint and control

�

Article 6 : The right to a fair trial

Example: issues of patient choice, control, empowerment and independence

�

Article 8 : The right to respect for private and family life, home and correspondence;

Examples: Issues of dignity and privacy; the protection and promotion of the safety and welfare of patients and staff;

the treatment of vulnerable groups or groups that may experience social exclusion, for example, gypsies and travellers;

�


the right of a patient or employee to enjoy their family and/or private life

Article 11 : The right to freedom of thought, conscience and religion

Examples: The protection and promotion of the safety and welfare of patients and staff; the treatment of vulnerable

groups or groups that may experience social exclusion, for example, gypsies and travellers

�


Form 2

Page 3

Equality Characteristic

Please list here details of any Information Gathered e.g. Reports, Statistics, Web links etc that are relevant to your

Policy and/or the Characteristics

Age

Disability

Gender

Gender Reassignment

Pregnancy & Maternity

Race (including Ethnicity and

Nationality)

Religion or Belief

Sexual Orientation


Welsh Language

Human Rights


Form 3: Assessment of Relevance and Priority

Scoring Chart A: Evidence Available Scoring Chart B: Potential Impact Scoring Chart C: Impact Decision

Equality Strand Evidence:

Existing Information to suggest some

groups affected. Gathered from Step 2.

(See Scoring Chart A)

Potential Impact:

Nature, profile, scale, cost, numbers affected,

significance.

Insert one overall score

(See Scoring Chart B)

Decision:

Multiply ‘evidence’ score by ‘potential

impact’ score.

(See Scoring Chart C)

Age 1 +3 3

Disability 1 +3 3

Gender 1 +3 3

Gender

Reassignment

1 +3 3

Pregnancy &

Maternity

1 +3 3

Race/Ethnicity or

Nationality

1 +3 3

Religion or Belief 1 +3 3

Sexual

Orientation

1 +3 3

Welsh Language 1 +3 3

Human Rights 1 +3 3


3 Existing data/research -3 High negative -6 to -9 High Impact (H)

2 Anecdotal/awareness data only -2 Medium negative -3 to -5 Medium Impact (M)

1 No evidence or suggestion -1 Low negative -1 to -2 Low Impact (L)

0 No impact 0 No Impact (N)

+1 Low positive 1 to 9 Positive Impact (P)

+2 Medium positive

+3 High positive

Form 4: Outcome Report and Action Plan

Organisation: BETSI CADWALADR UNIVERSITY HEALTH BOARD

Name: Mark Sykes

Title: Assistant Director of OD

Sponsored by:

Department: W&OD

Policy Title: (Copy from Form 1) Developing Values and Behavioural Statements for BCUHB - Strategic

Recommendations Paper


Brief Aims and Objectives of

Policy: (Copy from Form 1)

Assessment includes ensuring inclusivity of all stakeholders within the work carried out to co-

create the values and behaviours for the organisation.

Yes No Is the Outcome of the

Initial Screening to

proceed to full Equality

Impact Assessment?:

Record Reasons for Decision:

Not proceeding to a full equality impact assessment as only positive impact has been identified across all the

characteristics.

Yes No If no, are there any issues

to be addressed?

Record Details:

Is the Policy Lawful? Yes No

Yes No Will the Policy be

adopted?

If no, please record the reason and any further action required:

�

�

�

�


Yes No Are monitoring

arrangements in place?

Refer to Action Plan (see below) Refer to Engagement Strategy

Name: Mark Sykes

Title: Assistant Director of OD

Who is the Lead Officer?

Department: W&OD

Review Date of Policy: 01/09/2012

Name Title Signature

Mark Sykes Assistant Director of

OD

Nia Thomas Head of O&LD

Signature of all parties:

Please Note: An Action Plan should be attached to this Outcome Report prior to signature

�


Form 4: Action Plan

You are advised to use the template below to detail any actions that are planned following the completion of EqIA. You should include any remedial changes

that have been made to reduce or eliminate the effects of potential or actual negative impact, as well as any arrangements to collect data or undertake further

research. This Action Plan should be completed in conjunction with the Outcome Report.

Response Proposed Actions

Lead Officer

Identified

Timescale Progress

1. Will the Policy be adopted? Yes Submitted to June Board

Mark Sykes June Board

2. If No please give reasons and

any alternative action(s) agreed:

(If the Policy is not to be adopted

please proceed to step 9).



Lead Officer

Identified

Timescale Progress

3. How will the Policy be

monitored?

Through the actions identified within the Engagement Strategy

As per Engagement Strategy

Mark Sykes

Nia Thomas

4. What monitoring data will be

collected?

As per Engagement Strategy

5. How will this data be

collected?

6. When will the monitoring data

be analysed?

7. Who will analyse the data?

8. What changes have been made

to the Policy as a result of EqIA? None



Lead Officer

Identified

Timescale Progress

9. Where a Policy may have

differential impact on certain

groups, state what arrangements

are in place or are proposed to

mitigate these impacts?

N/A

10. Justification : for when a

policy may have a negative impact

on certain groups, but there is

good reason not to mitigate

N/A

11. Provide details of any actions

planned or taken to promote

equality

12. Describe the arrangements

for publishing the EqIA Outcome

Report

Attached as part of the report submitted to Board

Publicised on the Intranet with the Values & Behaviours document

Nia Thomas

13. When will the Policy be

subject to further Review?

01/09/2012


NOTE: If your decision recorded above is not to proceed to a Full Equality Impact Assessment, then you do not need not complete the following forms (5,6 and

7)


FORMS 5, 6 AND 7 TO BE USED ONLY FOR FULL EQUALITY IMPACT ASSESSMENT

Form 5: Examine the Information Gathered So Far

1.

Do you have adequate information?

Refer to Form 2 : Information Gathering for assistance

2.

Can you proceed with the Policy during EqIA?

3.

Does the information collected relate to all equality

strands?

4.

What additional information (if any) is required?

WP7 Version: 4 Page 53 of 57

5.

How are you going to collect any additional

information needed?

State which representative bodies or other organisations or

individuals you will be liaising or engaging with in order to

achieve this

Form 6: Judge/Assess the Potential Impact of the Policy across the Equality Strands

Detail below whether you have identified any positi ve/adverse/neutral impact for any of the following groups :


Equality Strand/Group

Key Equalities Legislation or Policy

Adv

erse

Pos

itive

Degree of Potential Impact:

High (H)

Medium (M)

Low (L)

Comments

Age

Disability

Gender

Gender Reassignment

Pregnancy & Maternity

Race

Religion/Belief

Sexual Orientation

Equality Act 2010

Welsh Language Welsh Language Act 1993


Human Rights Human Rights Act 1998


Form 7: Consider Any Alternatives to the Policy which will Reduce, Eliminate or Mitigate any Adverse Impact (As Identified in Form 6)

1.

Describe any mitigating actions taken to

reduce negative/adverse impact

2.

Is there a strategy for dealing with any

unavoidable but not unlawful negative impacts

that cannot be mitigated?


3.

Describe any actions taken to maximise the

opportunity to promote equality, ie: changes

to the Policy, regulation, guidance,

communication, monitoring or review

4.

What changes to the Policy have been made as

a result of conducting this EqIA?

Documents

Defining our Values Board Report v1x - Health in Wales · Unions across the Health Board. Consequences ... clear evidence of trust and fairness based on mutual respect, where two