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King’s College Hospital
Diversity and Inclusion Matters
Strategy Document
2017 to 2020
Draft – Version 1
Executive Lead: Shelley Dolan (KCH - Chief Nurse and Executive Director of Midwifery)
Author: Anthony Shivbarat (KCH - Diversity and Inclusion Workforce Lead)
2
Contents
1. Purpose 3
2. Why Diversity and Inclusion matters to King’s 4
3. Background 5
- Equality Act 2010
- Public Sector Equality Duty
- Equality and Delivery System (EDS2)
- Workforce Race Equality Standard (WRES)
4. How our strategy supports our Trust Wide Objectives ` 6
5. Diversity and Inclusion - our 2020 Vision, Priorities and Objectives 6
6. Implementation: How we will deliver our Diversity Priorities & Objectives 7
7. How King’s Leadership will drive and embed the strategy 8
8. Staff Networks 8-9
9. Communication 9
10. Learning and Development 10
11. Monitoring, Reporting and Metrics 10
12. Governance 10
13. Approval 11
14. Appendices
- Equality Delivery Standard Key Indicators (Appendix A) 12
- Trust Wide Objectives (Appendix B) 13
- Workforce Race Equality Scheme Improvement Plan (Appendix C) 14/15
3
1. Purpose
1.1 This document sets out King’s College Hospital NHS Foundation Trust’s Diversity and
Inclusion Strategy. It explains our Vision for Diversity and Inclusion up to 2020 and
makes clear why mainstreaming Diversity into everything we do is paramount to
delivering the best possible outcomes for both our patients and staff. This document
also describes how the Trust plans to fulfil its duty under the Public Sector Equality
Duty, Equality Delivery System and the Workforce Race Equality Scheme.
2. Why Diversity and inclusion matters to King’s?
2.1 Over the last 170 years, King’s has built its reputation as a world class hospital, with
roots that lie firmly in the heart of our community. We are both a leading teaching
hospital and a local hospital with a diverse inner city population.
2.2 We are also a values based organisation (see figure 1 below) and our mission and
way it to build on this proud history and achieve excellence whilst creating an
environment in which Diversity is valued and encouraged, recognising the diverse
needs of the patients and carers we serve and staff we employ.
Figure1
2.2 To achieve this mainstreaming Diversity and Inclusion into everything we do matters
because
King's
Values
Understanding
You
Inspiring
confidence
in
our care
Always
aiming
higher
Working
together
Making
a
diifference
in our
Community
4
We are bound by the Public Sector Equality Duty to eliminate discrimination and
advance equality of opportunity;
It will support our vision of clinical and non-clinical excellence;
It is instrumental in driving up and maintaining high standards of performance
delivery;
It enhances our reputation and improves the patient experience;
It makes our workforce proud to work for us and helps us to attract and retain
talented individuals into King’s.
2.3 In addition to this, Diversity and Inclusion matters to King’s because whether you are
a patient, member of the public or a member of staff you have the right to be
treated with dignity and respect.
2.4. King’s has a very diverse workforce with 44% of employees declaring themselves
from a Black Asian and Minority Ethnic (BAME) background and we should be proud
of that. However we must challenge ourselves to ensure that Diversity and Inclusion
is a natural way of working and thinking, embedded in our culture and highly visible
to our patients and staff.
2.5 Our 2016 survey results show that discrimination on the ground of ethnicity is higher
than other protected characteristics covered in the Equality Act e.g. age, sex,
religion, sexual orientation etc.
2.5 As of result, our immediate focus is on addressing this and more details about how
we are tackling this can be found in sections 5, 6 & 7 of this document.
3. Background
The Equality Act 2010
3.1. The Equality Act 2010 prohibits discrimination (whether direct or indirect) against
one of the 9 protected characteristics (see below paragraph 3.2). It also prohibits the
harassment and victimisation against such people.
3.2. The Equality Act 2010 affords protection in line with section 3.1. to individuals
possessing a minimum of one of the nine ‘protected characteristics’ below. We all
possess some of these characteristics, these are
Age
Disability
Race including ethnicity and national identify
Sex
5
Gender re-assignment
Marriage and Civil Partnership
Pregnancy and Maternity
Religion or belief, including a lack of belief
Sexual Orientation
Public Sector Equality Duty
3.3. In addition to this, the Public Sector Equality Duty (PSED – section 149) requires
public bodies to have due regard to the need to:
Eliminate discrimination, harassment, victimisation and other conduct prohibited by
the Act;
Advance equality of opportunity between persons who share a relevant protected
characteristic and those who do not share it;
Foster good relations between persons who share a relevant protected characteristic
and persons who do not share it.
3.4 Specific duties, set out in regulations to the Equality Act require us to:
Publish information to demonstrate compliance with the Public Sector Equality Duty
annually. This information must be published so that it is accessible to the public,
either in a separate document or within another published document.
Prepare and publish equality objectives at least every four years. All such objectives
must be specific and measurable.
Equality Delivery System (EDS)
3.5 King’s has been using the NHS Equality Delivery System (EDS2) to help us comply
with the requirements of the Equality Act 2010. We will be assessing our
performance by using community and staff panels of experts, community leaders
and voluntary sector and staff representatives to provide us with an objective
review.
3.6 The EDS2 includes 18 outcomes against which Trusts (and stakeholders) assess and
grade themselves. These outcomes are grouped under four goals (see Appendix A).
3.7 EDS2 is designed to have a positive impact on the quality of services provided, and
the morale of our workforce. It provides a framework for demonstrating there is a
framework for improvement and that this is being measured and validated.
6
The NHS Workforce Race Equality Standard (WRES)
3.8 The Workforce Race Equality Standard (WRES) was introduced in 2014 and requires
all NHS Trusts to comply with reporting and action planning in 9 key areas. The
actions in the WRES are a key part of the strategy and all Trusts are required to
report progress against the WRES which is published by NHS England.
4. How our Vision supports our Trust Wide Objectives
4.1 In 2017 the Trust reviewed it strategic objectives. One of those objectives linked to
the theme Skilled, Motivated and Can-do teams and was in response to our 2016
annual staff survey results which resulted in the creation 6 work-streams.
4.2 Since then the Trust has developed Strategic Objectives for 2018/19 (please see
Appendix B). This strategy supports the delivery of improving engagement and
morale across the Trust which is one of the Trust Wide Objectives for 2018/19.
4.3. Diversity and Inclusion is one of the six work streams set up to drive improvements
in the staff survey results. Each work-stream is required to meet every month as a
minimum. The Diversity Work stream Group is Chaired by the Chief Nurse and
Executive Director of Midwifery.
5. Diversity and Inclusion: Our 2020 Vision, Priorities and Diversity
Objectives
5.1. Equality and Diversity is the golden thread that enables the delivery of diverse
patient care to a diverse patient group from a Diverse Workforce and links to all
parts of our Workforce Strategy.
5.2 To ensure we meet this commitment we have set the following twin priorities
I. To ensure we understand the needs of our under-represented groups, developing a
positive and regular dialogue with these groups and putting in place measures to
address under-representation and/or inequality.
II. Through our leadership and management community drive and cultivate a strong
culture of inclusion and be ‘effortlessly inclusive’ which means
Treating everyone i.e. our patients, their families and staff with respect and dignity
at all times
challenging discriminatory behaviour and practice and/or raising issues with the
Freedom to Speak Up Guardians
7
Recognising and embracing diversity
Ensuring equal and easy access to services
Ensuring equal access to employment and development opportunities
Consulting and engaging with staff, patients and their families to ensure that the
services and the facilities of the Trust meet their needs
5.3 With regard the first priority during 2016/17 our immediate focus is on embedding
and achieving the measures in the Workforce Race Equality Standard as feedback
from our staff via the annual staff survey and diversity data highlights a need for
action in this area.
5.4 In addition to section 5.3 during 2018 the focus will broaden out to focus on other
protected groups e.g. staff with disabilities in 2018 and supporting leaders and
managers to mainstream diversity into how we work and think.
5.5 We will also in line with new legislation report and publish our Gender Pay Gap
putting in place measures to reduce the gap.
5.6 With reference to the second priority we want our workplaces to feel like an
inclusive environment for everyone. We will drive this culture change through our
leadership (see section 7).
By 2020 we wish to see:
a) Year on year improvement against all 9 indicators in the Workforce Race Equality
Standard (see Annex C);
b) The Workforce Disability Equality Standard embedded in King’s
c) King’s College Hospital accredited to level 1 DWP Disability Confident
d) An inclusive culture evidenced by cases studies where managers feel supported
and confident to manage cases of bullying and harassment when faced with a
compliant;
e) Strong and regular engagement with diverse groups in particular BAME, Lesbian
Gay Bisexual and Transgender (LGBT) and disabled people to inform our
understanding of their needs, with a view to ensuring a good patient experience
and equity of access in the provision of healthcare services.
f) A positive shift in all areas of Equality Delivery System (EDS 2) resulting in better
health outcomes and patient access and experience.
g) An upward trend in the questions in the annual staff survey that relate to
Diversity and Inclusion.
h) Year on Year improvement in tackling the Gender Pay Gap
8
5.7. To achieve our Diversity objectives we will continue to use the following frameworks
(see below) to comply with relevant legislation and NHS England and Commissioner
requirements;
The NHS Equality Delivery System (EDS2);
The NHS Workforce Race Equality Standard (WRES);
Accessible Information Standard (Disability).
The NHS Workforce Disability Equality Standard (WDES)
6. Implementation: How we will deliver our Diversity Objectives
6.1 We will review our governance structure during 2017/18 to ensure that all parts of
the organisation, including representatives from the Trade Unions feel they can
contribute to the attainment of our Diversity and Inclusion objectives.
6.2 We will create a BAME Diversity and Inclusion Steering Group (launching in October
2017) to ensure that we achieve the measures in the WRES improvement plan and 9
EDS2 indicator areas.
6.3. We pilot Reverse Mentoring in King’s by 31 October 2017 aimed at supporting the
career development of staff from under-represented groups.
6.4. We will review our Recruitment processes to ensure compliance with the process
6.5. We will review the effectiveness of all of our Staff Networks making
recommendations to Education & Workforce Development Committee (EDWC)
6.6. We will work with the Freedom To Speak Up Guardians to support them in their
roles.
7. How our Leadership in King’s will drive and embed the strategy
7.1 Passionate, authentic and committed leadership is vital to the success of any
Diversity and Inclusion Strategy. To strengthen knowledge and commitment at this
level
I. An Executive Board member will be nominated as a key sponsor for Diversity and
Inclusion;
II. Diversity and Inclusion will be discussed regularly at the Patient Experience
Committee and at least twice yearly at the Education Workforce and
Development Committee (EDWC) which is Chaired by a Non-Executive Director
9
III. Sign up the NHSi NExT Director scheme where a King’s Non-Executive Director
agrees to mentor an individual from an under-represented group from another
Trust on a secondment basis to prepare them for their first Board role;
IV. Opportunities will be made available for Board members to meet with
representatives of staff networks to foster greater understanding (e.g. through
the use of reverse mentoring);
V. A Non-Executive Board member will Chair the BAME Steering Group;
VI. Diversity and Inclusion will feature regularly on the King’s Senior Leadership
Group Conference agenda’s;
VII. Senior Leaders will be expected to model the behaviours of inclusive leaders and
share their feedback with their peers through initiatives such as reverse
mentoring at senior leadership conferences.
8. Staff Networks
8.1 Staff Networks have great potential to shape the culture and behaviours of the
organisation they serve and provide staff with a mechanism to be heard. In King’s we
have the following 3 Staff Networks:
Black Asian and Minority Ethnic (BAME) Network
Disability Staff Network (Kingsable)
Lesbian Gay and Bisexual Transgender (LBGT) Forum
8.2. Given the size of the BAME workforce in Kings and their feedback following the
annual staff survey in 2016 the immediate focus has been on achieving the measures
in the WRES improvement plan and as a result we relaunched the BAME Network in
July 2017.
8.4. The LGBT Network Forum each year organises the PRIDE March. During 2017-18 we
will engage with the LGBT Forum to determine if the forum would like to have a
broader strategic role beyond organising events such as PRIDE.
8.5 Kings has been re-accredited every year since obtaining its Two Ticks Positive about
Disability status after being audited by Job Centre Plus who governs the scheme. This
means King’s will:
Interview all applicants with a disability who meet the minimum criteria for the
vacancy
Consult with disabled employees about how we can help to develop their abilities
Makes every effort when employees become disabled to ensure they stay in
employment
Take action to ensure key employees develop awareness of disability
10
Review achievements, plans ways to improve on the above commitments and
informs staff about progress and future plans.
8.6 Over the course of this strategy and in conjunction with the impending launch of the
Workforce Disability Equality Standard (WDES) planned for 2018 we will consider
how our current two ticks accreditation can be taken forward as part of becoming
Disability Confident Level 1 accredited in King’s. We will also re-engage with
colleagues across the Trust keen to embed the WDES and make an improvement in
the area of disability.
9. Communication
9.1. Diversity or Inclusion needs to be reflected and mainstreamed into everything we
do. Ensuring that all parts of our Workforce understands the approach and is aware
of key developments is tantamount to realising this and achieving success. As a
result the Diversity and Inclusion Strategy will be supported through a dedicated and
tailored communications plan.
9.2. The Communications plan will reflect the key aims and objectives, understand target
audiences, agree key messages and language and align to key Diversity and Inclusion
deliverables.
9.3. The plan will
Develop clear branding and strapline to support Diversity initiatives and campaigns
such as annual Black History Month celebrations
Make the best use of all channels including social media to influence and engage the
Workforce
Promote the equality calendar of events to foster a culture of greater inclusion
9.4. Separate tactical plans covering each of the three areas of focus (ethnicity, disability,
sexual orientation) will be developed.
10. Learning and Development
10.1 Ensuring that our workforce has a good understanding of the law, our policies and
unconscious bias is necessary to ensuring that King’s meets its Diversity and Inclusion
strategic objectives. As a result we will continue to offer:
a) Diversity and Induction awareness training for all new starters as part of Induction;
b) IT based and in person Diversity training for recruiting managers;
11
c) Training opportunities for staff that sign up to our staff networks e.g. reverse
mentoring for BAME Network members;
10.2. We are also working on ensuring that Diversity and Inclusion training and
Unconscious Bias training is included in the creation of the new Leadership and
Management development pathway due to be implemented in 2018.
11. Monitoring, Reporting and Metrics
11.1 Workforce Diversity and Inclusion metrics are regularly discussed at the Education
Workforce and Development Committee that has overall responsibility for assuring
Diversity and Inclusion plans and measures in King’s.
11.2. As part of the creation of the BAME Steering Group the group will work with the
Trust Diversity and Inclusion Lead and Patient Experience Lead and Workforce
Planning and Transformation Assistant Director to review the current suite of
metrics.
11.3 A summary report on progress against the WRES improvement measures and nine
EDS2 indicator areas will be presented to the Board annually.
12. Governance
12.1 The Education & Workforce Development Committee (EWDC) is the Trust Board sub-
committee that has overall responsibility for Workforce and assuring Diversity and
Inclusion plans and measures in King’s. The EWDC is chaired by a Non-Executive
Director and is attended by the Chief Nurse and Executive Director of Midwifery that
has the Executive Lead for Diversity and Inclusion, the Executive Director of
Workforce as well as the Executive Medical Director, key Workforce Leads and a
nominated Staff Governor.
12.2 During the course of the strategy we will consider how Chairs and Key
representatives from our Staff Networks/Steering Groups are contributing to the
Governance Structure and influencing the approach.
13 Approval
13.1 This strategy is due to be approved at the EWDC meeting on 31 October 2017
14. Appendices
12
Appendix A – Equality Delivery System indicators
Goal Number Provisional Rating
Description of outcome
Better Health Outcomes
1.1 Developing Services are commissioned, procured, designed and delivered to meet the health needs of local communities
1.2 Developing Individual people's health needs are assessed and met in appropriate and effective ways
1.3 Developing Transitions from one service to another, for people on care pathways, are made smoothly with everyone well informed
1.4 Developing When people use NHS services their safety is prioritised and they are free from mistakes, mistreatment and abuse
1.5 Developing Screening, vaccination and other health promotion services reach and benefit all communities
Improved Patient Access and Experience
2.1 Developing People, carers and communities can readily access hospital, community health or primary care services and should not be denied access on unreasonable grounds
2.2 Developing People are informed and supported to be as involved as they wish to be in decisions about their care
2.3 Developing People report positive experiences of the NHS
2.4 Developing People’s complaints about services are handled respectfully and efficiently
A Representative and supportive Workforce
3.1 Developing Fair NHS recruitment and selection processes lead to a more representative workforce at all levels
3.2 Achieving The NHS is committed to equal pay for work of equal value and expects employers to use equal pay audits to help fulfil their legal obligations
3.3 Achieving Training and development opportunities are taken up and positively evaluated by all staff
3.4 Developing When at work, staff are free from abuse, harassment, bullying and violence from any source
3.5 Achieving Flexible working options are available to all staff consistent with the needs of the service and the way people lead their lives
3.6 Achieving Staff report positive experiences of their membership of the workforce
Inclusive
Leadership
4.1 Achieving Boards and senior leaders routinely demonstrate their commitment to promoting equality within and beyond their organisations
4.2 Developing Papers that come before the Board and other major Committees identify equality-related impacts including risks, and say how these risks are to be managed
4.3 Achieving Middle managers and other line managers support their staff
to work in culturally competent ways within a work environment free from discrimination
13
Appendix B – King’s College Hospital Trust Wide Objectives 2018/19 (Draft)
OBJECTIVES
1. Agree a 5 year vision and strategy for King’s
2. Improve Engagement and Morale across the Trust
3. Deliver Excellent Clinical Outcomes and Improved Patient Experience
4. Achieve Compliant performance across all key access standards
5. Drive Productivity across all Services and Sites
6. Build the foundations for world class centres of excellence and King’s translational and biomedical hub
7. Deliver fit for purpose infrastructure to support our aims
8. Achieve 18/19 financial plan
14
Appendix C: Workforce Race Equality Standard – Improvement Plan 2016 – 2020 (draft version 0.2)
WRES Indicator Actions (How will we improve?) Progress against actions Responsible Person Timescale
INDICATOR 1: Percentage of BAME staff in each of the AfC Bands 1 to 9 compared to White Staff Non Clinical Staff White = 58% BAME = 42% Non Clinical White = 57% BAME = 43% Clinical Medical and Dental (White staff) = 55% Medical and Dental (BAME staff) = 45% Clinical (non-medical) White = 52 BAME = 48%
Set up BAME Network in 2017
Launch Reverse Mentoring in
2017
Create BAME Steering Group in
2017
BAME Network launched Reverse Mentoring Launched October 2017 BAME Steering Group in place – first meeting November 2017
Diversity and Inclusion Workforce Lead Diversity and Inclusion Workforce Lead Diversity and Inclusion Workforce Lead
By December 2017 By December 2017 By December 2017
INDICATOR 2: Relative likelihood of BAME staff being appointed from shortlisting across all posts compared to White Staff
1. Develop unconscious bias e-learning
2. Carry out 2 x recruitment
audits to ensure compliance
Being developed (subject to funding) First audit nearly complete
Learning Delivery and Design Manager Associate Director of
By 31 March 2019 By 31 May
15
White staff 1.78 times more likely to be appointed from short listing than BAME staff
with the process and policy
3. Include Positive action
statement in all job adverts
at 8C and above
In place
Workforce Operations Head of Recruitment
2018 June 2018
INDICATOR 3: Relative Likelihood of staff entering the formal disciplinary process. Over-representation of BAME staff entering the formal disciplinary process (1.89 times more likely)
1. Review disciplinary data by
Equality group
Workforce Director to review a sample of disciplinary cases entering the formal process
Executive Director of Workforce Head of Employee Relations
In progress
INDICATOR 4: Relative likelihood of BAME staff accessing non-mandatory training and CPD compared to White Staff. White (6045) staff 1.00% more likely to access non mandatory training and CPD compared to BAME (5267) staff
1. Compliance rates of non -
mandatory training
reviewed by diversity group
and division on LEAP
Targeted Communications to BAME Network members encouraging greater access of non-mandatory training on LEAP
Associate Director Learning and Organisational Development
TBC
INDICATOR 5 – staff survey question KF25. Percentage of BAME staff experiencing harassment, bullying or abuse from patients, relatives or the public in the
Discuss with Head of
Patient Experience
Invite member from Patient Experience Team to BAME Steering Group meeting to discuss
Head of Patient Experience
June 2018
16
last 12 months compared to White Staff. Over the last 12 months the percentage of BAME staff experiencing B&H has increased by 1% compared to White staff
Review statement makes
clear that bullying from
patients will not be
tolerated
To be considered as part of Equal Opportunities Policy Review
By September 2018
INDICATOR 6 – staff survey question KF 26. Percentage of BAME staff experiencing harassment, bullying or abuse from staff in the last 12 months compared to White staff Over the last 12 months the percentage of BAME staff experiencing B&H has increased by 3% compared to White staff
Support teams and
managers to create a
sustainable culture of
Inclusion across the Trust
Commission feedback from
the Freedom to Speak Up
Guardian to understand
more about ‘current’
workplace culture
Run ‘Listening Events’ To be invited to a future BAME Steering Group meeting
Deputy Director of Workforce Associate Director Learning and Organisational Development/Diversity and Inclusion Workforce Lead
Diagnostic carried out by September 2018
INDICATOR 7 – staff survey question KF21. Percentage of BAME staff believing that the Trust provides equal opportunities for career progression and promotion. The percentage of BAME staff that believe there are equal opportunities for career progression or promotion has decreased by 22%
1. Develop career pathways
for all Professional Groups
2. Review diversity
demographic of those on
talent programmes e.g.
aspiring matrons
Career Pathways for each professional group to be concluded by December 2018
Associate Director Learning and Organisational Development Head of Leadership and Talent
By March 2019
17
INDICATOR 8 – staff survey question Q17. In the last 12 months have you personally experienced discrimination at work from any of the following manager/team leader/or other colleagues. This indicator has increased by 12% from the following year
1. Develop Employment Law
training for Managers
Completed – available on LEAP platform.
Executive Director of Workforce and Head of Employee Relations
Completed
18
INDICATOR 9: Percentage difference between the organisations’ Board voting membership and its overall workforce We do not have any BAME members of staff on the Board
1. Recruitment into senior
management positions
(Band 8C and above
contains statements
encouraging applications
from underrepresented
BAME groups.
2. Participate in the NExT
Director Scheme
Discuss and agree measures with Head of Recruitment NExT Director BAME secondee starting in 2018
Head of Recruitment
June 2018