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NHS Nene CCG and NHS Corby CCGWorkforce Race Equality Standard (WRES) Report 2018 – 2019*
and Action Plan
*Redacted for Publication
Prepared by: Judith Glashen Equality, Diversity and Inclusion Manager, NEL
‘Corby and Nene CCGs working together for Northamptonshire’
2‘Corby and Nene CCGs working together for Northamptonshire’
Contents
About Workforce Race Equality Standards (WRES) 3
Foreword 4
Workforce Race Equality (WRES) Indicators 5
Providers and Compliance 6
WRES Report 2018-19 7 – 14
WRES Action Plan 15
3‘Corby and Nene CCGs working together for Northamptonshire’
Local NHS Healthcare Providers’ and ComplianceHealthcare Provider WRES Report 2018 – 19 published
as at September 2019*Link / Attachment Level of
Compliance
Northampton General Hospital NoLast Report Publication: 2017-18
WRES Action Plan incorporated into Equality Objectives Four Year Plan 2016 – 2020
Reports and Action Plans: Inconsistent audit trail of annual Publication
https://www.northamptongeneral.nhs.uk/About/Policies-Reports-and-strategies/Equality-and-diversity-
information/Downloads/Workforce-Race-Equality-Standard-WRES/WRES-NGH-Response-September-2018-
FINAL.pdf
Northamptonshire Healthcare NHS Foundation Trust
NoLast Report Publication: 2017-18
WRES Action Plan 2018-19Reports and Action Plans: consistent audit trail of annual
Publication
https://www.nhft.nhs.uk/download.cfm?doc=docm93jijm4n10378.pdf&ver=25390
Kettering General Hospital NHS Foundation Trust
NoLast Report Publication: WRES Report and Action Plan year ended
31 March 2018Reports and Action Plans: Inconsistent audit trail of annual
Publication due to Websites and links under-going transition, links to some evidence/information is not readily accessible
https://www.kgh.nhs.uk/download.cfm?ver=1112
*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.
4‘Corby and Nene CCGs working together for Northamptonshire’
About Workforce Race Equality Standards (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. This will help to show the national, clinical and commissioning workforce.
“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 NHS England
5‘Corby and Nene CCGs working together for Northamptonshire’
ForewordNHS Nene CCG and NHS Corby CCG (the CCGs’) are committed to ensuring that diversity and inclusion is at the heart of everything we do in the CCGs’ and to seek assurance from our providers that they do the same to meet the contractual requirements in relation to the Workforce Race Equality Standard (WRES) and Equality Delivery System (EDS2).
There is robust evidence for the effectiveness of having an ambition that is based upon commitment of specific goals, monitored by frequent feedback. BME leadership representation across the NHS has shown signs of improvement since the introduction of the WRES, there is a clear need for further accelerated improvement. Aspirational goals to increase BME representation at leadership levels and across the workforce pipeline will reinforce the existing WRES programme of work.
Many organisations and part of the NHS are already setting aspirational goals for a number of WRES Indicators. Issues of the lack of leadership representation apply as much to the clinical workforce as they do to the non-clinical workforce. Whilst the next part of the WRES strategy focuses upon representation across the Agenda for Change (AfC) bandings, this strategy approach will apply to those NHS staff that do not fall under the Agenda for Change model.
This recommended model will align with the timeframe announced by the government on this aspiration for the public sector, it is in line with the timeframe for the NHS Long Term Plan and Interim NHS People Plan and is the basis upon which this strategy is informed for the current WRES programme of work across the NHS.
This WRES report sets out the CCGs’ performance information against the nine mandatory NHS Workforce Race Equality Standard (WRES) metrics. Since inception, the CCGs’ have adopted the EDS2 and now we are publishing the WRES report. But publishing reports is one part of the ‘due regard’ it’s about our commitment to ensuring we are inclusive in our service delivery and that our staff reflect the communities we serve.
NHS Corby CCG and NHS Nene CCG have a long standing history of collaborative working, and since 2018-19 the two CCGs have made significant good progress in moving towards a joint operating model. Earlier in 2019 the CCGs agreed to finalise the appointment to a joint Corporate Management Team (CMT) and a single Lay Member structure with the aim to remove duplication of roles and responsibilities and create efficiencies in operational working. The CCGs will continue to build on this during 2019-20 as we explore the move to a single commissioning organisation for Northamptonshire.
The report covers the CCGs’ workforce profile, staff survey, and Board composition by ethnicity. The report also details the calculations and analyses results against each Indicator metric withrecommendations for improvements where appropriate. The report will be published as an internal document following approval by the Joint Quality Committee in August 2019 and the new requirement for NHSE WRES Data Submission will be submitted by 30 August 2019.
Key highlightsWhere numbers / respondents are fewer than 11, to protect confidentiality / anonymity these numbers will appear as ( ‘ – ‘ )Overall 96% of staff reported their ethnicity as at 31 March 2019. This remains the same as the previous year BME staff has increased by 1% on the previous year. The disclosure rate has fluctuated year on year (2016, 13%; 2017, 10%)Indicator 1: There is a decrease of 2% for BME staff in AfC Bands 1-7 compared to the previous year and an increase of 4% for BME staff in AfC Bands 8A-9Indicator 2: White candidates when shortlisted are 1.72 times more likely to be appointed to roles than BME candidates. This is a significant decrease on the previous year where Nene CCG alone reported this as 2.26 times more likely to appointedIndicator 3: Whilst there are small numbers of staff entering the formal disciplinary process, 2018-19 data shows that White staff are more likely than BME staff to enter the formal disciplinary processIndicator 4: Currently a process is not in place to record Non-Mandatory Training by Ethnicity this will be addressed through this 2018-19 WRES Report Action Plan for implementation in 2019-20Indicator 5-6: The CCGs’ have undertaken a Local versus the National NHS Staff Survey in 2018-19 therefore it has not been possible to compare with previous years’ resultsIndicator 7-8: The CCGs’ have undertaken a Local versus the National NHS Staff Survey in 2018-19 therefore it has not been possible to compare with previous years’ resultsIndicator 9: Currently Nene and Corby CCGs Governing Body Members at 22% BME is over-representative by +11% of its workforce (11% BME) and the BME populations served (8.5%)
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Workforce Race Equality Standards Indicators (WRES) Indicators
Source: WRES Indicators - WRES Technical Guidance 2019
7
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
Developing
Source: Electronic Staff Record (ESR) as at 31 March 2019
Indicator 1 – Data
**Nene & Corby CCGs’ Substantive Staff Aggregated by Ethnicity
87% 85% 88% 82%100%
10% 10% 8% 14%0%3% 5% 4% 5% 0%
Band 1-7 Band 8A-9 VSM Band 1-7 Band 8A-9 VSM
2017-18* 2018-19
Nene & Corby CCGsAfC Banding 2017-18 and 2018-19
White BME Not Disclosed
Table 3Table 2
Nene & Corby CCGsCombined
2017-2018** 2018-2019
White 115 86% 117 85%
BME 13 10% 15 11%
Not Disclosed - 4% - 4%
Total 133 100% 138 100%
Table 1 Nene CCG* Corby CCGNene & Corby CCGs’
Combined
2017-2018 2018-2019 2018-2019 2018-2019
Band 1-7 Band 8A-VSM Band 1-7 Band 8A-9 VSM Band 1-7 Band 8A-9 VSM Band 1-7 Band 8A-9 VSM
White 62 87% 53 85% 61 90% 50 82% - 100% - 50% - 75% - )% 63 88% 53 82% - 100%
BME - 10% - 10% - 6% - 13% - 0% - 50% - 25% - 0% - 8% - 14% - 0%
Not Disclosed - 3% - 5% - 4% - 5% - 0% - 0% - 0% - 0% - 4% - 5% - 0%
Total 71 62 68 61 - 4 4 0 72 65 -
*Nene CCG Substantive Staff disaggregated by AfC Banding where data available
‘Corby and Nene CCGs working together for Northamptonshire’
Combined data / % figures have been round-up
What is the data telling us?• Table 1 shows results disaggregated (*where available) by Banding for Nene CCG and Corby CCG. For Nene CCG Bands 1-7, the proportion of BME Staff has decreased by 4%
in 2018-19; for Corby CCG in 2018-19 BME represent 50% of staff in Bands 1-7• In the same period for Nene CCG BME Staff at Band 8a-VSM has increased by 3% and for Corby Band 8 – 9 is 25% with 0% at VSM level• Nene and Corby CCGs’ combined in 2018-19 shows an overall representation at Bands 1-7 of 88% White, 8% BME and 4% not disclosed. At Band 8A-VSM this is 82% White,
14% BME and 5% not disclosed• Table 2 shows results aggregated for both Nene and Corby CCGs’. Over the last year 2017-18 to 2018-19 the number of BME staff in post has increased resulting in a slight
increased aggregate representation of 1%. White staff in post has also increased however there is a slight decreased aggregate representation by 1% overall• The number of staff who have not disclosed their ethnicity has increased by (n=1) over the past year but proportionately remains unchanged at 4% for aggregated results• Table 3 shows results for Nene CCG 2017-18 compared with 2018-19 aggregated results for both Nene and Corby CCGs’. This shows that for White Staff there is an increase
of 1% for Bands 1-7 and a 3% decrease for Bands 8A-9/VSM however it should be noted that for 2018-19 the data is disaggregated by Bands 1-7, 8A-9 and VSM therefore an accurate comparison of this Indicator outcome may not be possible
• Table 1 and Table 3 it must be noted that for 2017-18 results reflect Nene CCG since WRES data for this period was available to the Commissioning Support Unit (CSU), Corby CCG began receiving CSU support for completion of WRES data from the period 2018-19
• Where possible and data available for both Nene & Corby CCGs’, Substantive Staff has been aggregated by Ethnicity
What have we done over the last year? • 2016-17 was a baseline year of collection of data for Nene CCG however the threshold for publication of 150 staff was not met • Understood that small numbers of staff exist within groups and therefore measures must be taken to balance maintaining anonymity with opportunities for learning from
WRES results and effecting change• Development of an appropriate Action Plan arising from 2017-18 and 2018-19 results is carried forward to 2019-20 for implementation
What are we planning for 2019-20? • This Report will now utilise 2017-18* and 2018-19 results to inform the 2019-20 Action Plan• Continue to monitor and review workforce demographics regularly and set appropriate/relevant improvement Key Performance Measures (KPI’s) aligned to e.g. NHS Long
Term Plan the Interim NHS People Plan and A Model Employer: Increasing black and minority ethnic representation at senior levels across the NHS
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
Indicator 1 – Narrative on Data
‘Corby and Nene CCGs working together for Northamptonshire’
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Relative likelihood of BME staff being appointed from shortlisting compared to that of white staff being appointed from shortlisting across all posts
Source: Recruitment activity 1 April 2018 to 31 March 2019
What is the data telling us? • In disaggregated data for Nene CCG in 2018-19, White candidates
were 2.26* times more likely to be appointed from shortlisting than BME candidates (*figures rounded up/down – 0.15/0.07)
• In disaggregated data for Corby CCG in 2018-19 BME candidates are just as likely (0.00/0.33) as White candidates to be appointed from shortlisting
• Overall for Nene and Corby CCGs combined White candidates were 1.72* times more likely than BME candidates to be appointed from shortlisting (*figures rounded up/down – 0.149/0.081)
What have we done over the last year? • 2016-17 was the baseline year of collection of data however the
threshold for publication of 150 staff was not met • This Report will utilise any results from 2017-18 as a baseline to
inform development of an appropriate Action Plan arising from 2018-19 results with Action Planning carried forward to 2019-20 for implementation
What are we planning for 2019-20? • Continue to monitor recruitment and retention practices in order to
identify trends to further equalise the disproportion for BME candidates
Indicator 2:
Indicator 2: Recruitment Nene CCG2018-19
Corby CCG2018-19
Nene & Corby CCGsCombined2018-19
Ethnicity White BME White BME White BME
Number of Staff in workforce 112 12 5 3 117 15
Number shortlisted applicants 111 59 3 3 114 62
Number appointed applicants 17 4 0 1 17 5
Ratio shortlisting to appointment 0.15 0.07 0.00 0.33 0.15 0.08
Relative likelihood of White candidates being appointed from shortlisting compared to BME candidates
2.26 0.00 1.72
Developing
‘Corby and Nene CCGs working together for Northamptonshire’
10‘Corby and Nene CCGs working together for Northamptonshire’
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 average of the current year and previous year)
Indicator 3:
Source: Disciplinary action data held by Human Resources 1 April 2018 to 31 March 2019
What is the data telling us? • There were very few people entering the formal disciplinary
process and the number of formal disciplinary cases recorded was fewer than n=5 and are too small to identify any trends however, for 2018-19 of all CCGs’ formal disciplinary cases (n=<5 are represented by a ‘ – ‘ ), BME staff were less likely than White staff to enter the formal disciplinary process
What have we done over the last year?• Continued to monitor this indicator by ethnicity to identify
any trends over timeWhat are we planning for 2019-20?• Continue to monitor this indicator by ethnicity to identify
any trends over time• Utilise System resources and levers to inform development
and practices for delivery of ‘Aspirations at an Organisational Level’ e.g. A Fair Experience for All: Closing the ethnicity gap in rates of disciplinary action across the NHS workforce the NHS Long Term Plan and the Model Employer strategy
Nene & Corby CCGs’ 2018-19
Indicator 3: Disciplinary Process White BME
Number of staff in workforce 117 15
Number of staff entering formal disciplinary - -
Likelihood of White staff entering formal disciplinary 0.0085
Likelihood of BME staff entering formal disciplinary -
The relative likelihood of BME staff entering formal disciplinary compared to White staff
-
Under-developedAchieving
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Relative likelihood of staff accessing non-mandatory training and CPD Indicator 4:
What is the data telling us? • Information for non-mandatory and CPD training is not
currently collected nor available disaggregated by ethnicity and therefore it has not been possible to identify any trends
• Where data is not available for reporting this is represented by (‘ – ‘ ) within the results table
What have we done over the last year?
• The CCGs do not currently collect this information
What are we planning to do in the year ahead? • Develop a toolkit enabling capture of data on training and
CPD episodes• Initiate collection of data disaggregated by Ethnicity
• Review System levers to inform and develop practice e.g. Interim NHS People Plan
Nene & Corby CCGs 2018-19
Indicator 4: Non-mandatory training and CPD White BME
Number of staff in workforce 117 15
Number of staff accessing non mandatory training and CPD
- -
likelihood of white staff accessing non-mandatory training and CPD
-
likelihood of BME staff accessing non-mandatory training and CPD
-
Relative likelihood of white staff accessing non-mandatory training and CPD compared to BME staff
-
Under-developed
‘Corby and Nene CCGs working together for Northamptonshire’
Source: Non-mandatory training and CPD data held by Human Resources 1 April 2018 to 31 March 2019
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National NHS Staff Survey Indicators 2018-19Indicator 5-6:What is the data telling us? • For 2018 the CCGs have not participated in the National NHS
Staff Survey and therefore comparison to 2017-18 results is not possible
• The baseline year for Nene CCG taking part in the national staff survey was 2017-18
• The data demonstrated that there was an above average proportion of staff stating they had experienced harassment, bullying or abuse from staff
• 11% of the workforce is made up of BME staff, to preserve the anonymity of some individuals from BME backgrounds a score is replaced with a dash (‘ – ‘) to indicate the staff group in question contributed few than 11 responses to that score
What have we done over the last year?• 2017-18 was the baseline year for Nene CCG• During 2018-19 the CCGs’ have undertaken an internal /
‘Local’ Staff SurveyWhat are we planning for 2019-20? • Ensure that the CCGs’ participate in the National NHS Staff
Survey to enable Benchmarking across NHS Indicators by Ethnicity
• Outcomes of the Local Staff Survey are to be addressed through actions built into and implemented through the CCGs’ People plan
• A Fair Experience for All: Closing the ethnicity gap in rates of disciplinary action across the NHS workforce the NHS Long Term Plan and the Model Employer strategy
Summary of 2018-19 Staff Survey outcomes(WRES Indicators 5-6)
Nene CCGNene & Corby
CCGs’National Average
for CCGs2017 2018
5 – KF25 Percentage of staff experiencing harassment, bullying or abuse from patients, relatives or the public in last 12 months
Of the total who responded those who said ‘Yes’:
Of the total who responded those who said ‘Yes’:
White: 9.4%
BME: 10%
White: 6% White: -%
BME: -% BME: -%
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’:
Of the total who responded those who said ‘Yes’:
White: 18.9%
BME: 29.8%
White: 33% White: -%
BME : -% BME: -%
Developing
‘Corby and Nene CCGs working together for Northamptonshire’
Source: National NHS Staff Survey
13
National NHS Staff Survey Indicators 2018-19Indicator 7-8:What is the data telling us? • For 2018 the CCGs’ have not participated in the National NHS Staff
Survey and therefore comparison to 2017-18 results is not possible.
• The baseline year for Nene CCG taking part in the national staff survey was 2017-18
• For the last known results for 2017, the data demonstrated that the proportion of staff believing that the CCG provides equal opportunities for career progression was below the national average
• White staff reporting experience of discrimination at work at 6% was slightly higher than the national average of 4.6%
• 11% of the workforce is made up of BME staff, to preserve the anonymity of some individuals from BME backgrounds a score is replaced with a dash (‘ – ‘) to indicate the staff group in question contributed few than 11 responses to that score
What have we done over the last year?• 2017-18 was the baseline year for Nene CCG• During 2018-19 the CCGs’ have undertaken a ‘Local’ Staff Survey
What are we planning for 2019-20? • Participate in the National NHS Staff Survey to enable Benchmarking
across NHS Indicators by Ethnicity• Outcomes of the Local Staff Survey are to be addressed through
actions built into and implemented through the CCGs’ People plan aligned to National System-wide Strategies A Fair Experience for All: Closing the ethnicity gap in rates of disciplinary action across the NHS workforce the NHS Long Term Plan and the Model Employer strategy
Summary of 2018-19 Staff Survey outcomes(WRES Indicators 7-8)
Nene CCGNene & Corby
CCGs’ National Average for CCGs
2017 2018
7 – KF21 percentage believing that the CCG provides equalopportunities for career progression or promotion
Of the total who responded those who said ‘Yes’:
Of the total who responded those who said ‘Yes’:
White: 79% White: -% White: 88.1%
BME: -% BME: -%BME: 59.3%
8 – Q17 In the last 12 months have you personally experienced discrimination at work from any of the following:Manager, Team Leader, Other Colleagues
Of the total who responded those who said ‘Yes’:
Of the total who responded those who said ‘Yes’:
White: 6% White: -% White: 4.6%
BME : -% BME : -% BME: 14%
Developing
‘Corby and Nene CCGs working together for Northamptonshire’
Source: National NHS Staff Survey
14
Percentage difference between (i) the organisations’ Board voting membership and its overall workforce and (ii) the organisations’ Board executive membership and its overall workforceIndicator 9:
What is the data telling us? • For 2018-19 as in 2017-18 Nene & Corby CCGs’ Governing Bodies
show a higher proportion of BME representation than the overall workforce. This is also a higher proportion than the local population it serves (8.5% BME)
• There is also a higher % rate of non-disclosure amongst GB Members (22%) than there is within the Workforce (4%)
What have we done over the last year?• Governing Bodies in Common have participated in specific training
covering the Equality Delivery System (EDS) responsibilities of Governing Body Members in assuring and championing Equality Diversity and Inclusion
• GB Members undertook Grading of EDS Goal 4 for the first time for inclusion in the published EDS2 Evidence Portfolio 2018
What are we planning for 2019-20? • All Committee Chairs are to put into place governance measures to
demonstrate assurance that ‘Due Regard’ of Equality considerations, outcomes and decisions are discussed and recorded within Committee Minutes
• Address the 22% not disclosed ethnicity by Governing Body Members in light of WRES imperatives for Reporting from 2019
• Continue to monitor and review Governing Body to Workforce demographic ratio regularly and set appropriate/relevant improvement Key Performance Measures (KPI’s) aligned to e.g. A Model Employer: Increasing black and minority ethnic representation at senior levels across the NHS
Nene & Corby CCGs2017-18
Nene & Corby CCGs2018-19
GB / Board Workforce%
Difference GB / Board Workforce
% Difference
White 22 73% 113* 86% 13 57% 117 85%
BME 5 17% 1310%
+7% 5 22% 15 11% +11%
Not disclosed
3 10% 54%
5 22% 6 4%
Total 30 133 23 138
Achieving
‘Corby and Nene CCGs working together for Northamptonshire’
2017-18 2018-19
73%57%
17%22%
10% 22%
Nene & Corby CCGs Governing Body Members2017-18 – 2018-19
White BME Not disclosed
*Source: Electronic Staff Record (ESR) as at 31 March 2019
15‘Corby and Nene CCGs working together for Northamptonshire’
Action Plan 2019-20
Indicator Status and priority level
Point for focus Action Owner / Named CCG Lead
Planned Date
1 and 9 Medium Senior BME Representation Bands 8+ and VSMBoard Leadership and Commitment
• Implement NHSE & I Model Employer Strategy – setting targets for BME representation across the Leadership Team and wider workforce
• Set directorate / Board level representation goals ensuring focus on diversity in senior recruitment processes Recruitment Plans for Governing Body vacancies support representation of the workforce and community as aligned to NHS Long Term Plan the Interim NHS People Plan and A Model Employer: Increasing black and minority ethnic representation at senior levels across the NHS
• Undertake ESR Data Cleanse / Validation to ensure verification of figures submitted for NHSE / SDCS Annual WRES return
CCGs’ Governing Body Review progress at 6-monthly periods
2 Medium –High
Recruitment –ensure the likelihood of BME and White candidates being shortlisted and appointed is equal
• Continue to ensure all interview panels have had Recruitment and Selection and Unconscious Bias training • Managing temporary and interim vacancies within an Equality, Diversity and Inclusion framework• Consider Positive Action initiatives which support improvement of conversion from shortlisting to appointment of
BME candidates
Joint Quality Committee (JQC) / Deputy Director of Corporate AffairsJoint Workforce Group (JWG) – monitors progress
Review Quarterly:Sept 2019Dec 2019 March 2020
3 Medium –High
Ensure that disciplinary data is captured including by ethnicity
Embedding reliable data capture by ethnicity
• Continue to gather and report formal disciplinary occurrences • Ensure reliable data capture by ethnicity is embedded • Ensure alignment with NHSE WRES Strategy ambitions A Fair Experience for All: Closing the ethnicity gap in
rates of disciplinary action across the NHS workforce
JQC / Deputy Director of Corporate AffairsJoint Workforce Group (JWG) – monitors progress
Review Quarterly:Sept 2019Dec 2019 March 2020
4 High To assess the impact of non-mandatory training on BME career progression
Embedding reliable data capture by ethnicity
• This data is not currently recorded explicitly therefore mechanisms to enable this to begin need to be put in place.
• In relation to the People Plan review talent management programmes with focus on ensuring fair representation and access
• Develop and implement a Talent Management Programme derived from e.g. Appraisals / Training Needs Analysis
JQC / Deputy Director of Corporate AffairsJoint Workforce Group (JWG) – monitors progress
Review Quarterly:Sept 2019Dec 2019 March 2020
5 and 6 Medium –High
Focus on reducing incidences of bullying and harassment within the CCGs
Embedding reliable data capture by ethnicity
• Participate in National NHS Staff Survey to facilitate benchmarking• Promote staff Forum and involvement more widely • Ensure that Staff Survey Outcomes Action Plan aligns with WRES Strategy ambitions A Fair Experience for All:
Closing the ethnicity gap in rates of disciplinary action across the NHS workforce• CCGs to consider training portfolio /suite offers relating to e.g. Dignity & Respect including: Unconscious Bias,
Eliminating Bullying & Harassment and the importance of Equality Monitoring
JQC / Deputy Director of Corporate Affairs / Joint Workforce Group (JWG)Joint Workforce Group (JWG) – monitors progress
Review Quarterly:Sept 2019Dec 2019 March 2020
7 and 8 Medium Continue to promote culture of inclusion at Nene and Corby CCGs
• Participate in National NHS Staff Survey to facilitate benchmarking• Explore Managers Development programmes through the HR-OD People Plan to ensure that all and new
managers are aware of expected behaviours and values• Continue to develop and implement review of the impact of CCGs’ Values and Behaviours framework• Develop and promote a culture of inclusion
CCGs Governing BodyDeputy Director of Corporate Affairs / JWG
Review Quarterly:Dec 2019 March 2020
RAG status key
BME experience equivalent to White experience
Some difference between BME and White experience
Large difference between BME and White experience
16‘Corby and Nene CCGs working together for Northamptonshire’
To know more
If you would like to discuss any element of this report please contact:Equality Diversity and Inclusion Team, NEL [email protected]
For further information please contact us:
Telephone: 01604 651100Email: Nene CCG: [email protected] Or Corby CCG: [email protected]
Please write for the attention of:Neil Boughton, Deputy Director of Corporate AffairsOrStuart Rees, Chief Finance OfficerOrAngela Dempsey, Chief Nurse and Quality Officer
