Document Type:
Strategy
Unique Identifier:
CORP/STRAT/012
Document Title:
Scope:
Trust Wide
Version Number:
1
Status:
Ratified
Classification:
Organisational
Author / Title:
Karmini McCann, Workforce Lead
Responsibility:
Equality and Diversity
Replaces:
Validated By:
Quality Committee
Head of Department:
David Wilkinson, Director of
Workforce and Organisational
Development
Date:
19/09/2016
Ratified By:
Trust Board
Date:
28/09/2016
Inclusion and Diversity Strategy 2016 - 2021
Review dates may alter if any significant changes
Review Date:
01/01/2022
are made
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Religion and Belief, Age, Disability, Gender, Sexual Orientation, Gender Identity, Pregnancy &
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Deprivation discrimination? Yes
Document for Public Display: Yes
Evidence Search Completed by…………………Not Applicable………………………..……….
To be completed by Library and Knowledge Services Staff
Our Inclusion and Diversity
Strategy 2016 - 2021
Our Journey To Effortless Inclusion @UHMBT
A great place to be cared for; a great place to work.
Quality Improvement Strategy 2016 - 2019
Contents
Foreword from Jackie Daniel, Chief Executive
3
Our Vision & Values
4
What are we trying to accomplish?
5
Governance
7
Looking back – our progress in 2015/16
10
Developing Partnerships
12
Inclusive Leadership
14
Engagement
17
Improvement Focus
21
Delivering Our Towards Inclusion Plan
24
We aim to be Effortlessly Inclusive
We value all views in shaping patient
and employee experience
A great place to be cared for; a great place to work.
2
Our Inclusion and Diversity Strategy 2016 – 2021
Foreword from
Jackie Daniel,
Chief Executive
We have been extremely privileged to be part of
NHS Employers Equality Partner Programme, during
2015/16 and again 2016/17. This programme has
enabled us to fully develop and refine our Inclusion
and Diversity strategy to create one that is far
reaching and enables real culture change.
I have always believed that the only
way to consistently provide the
highest possible level of care is
through being truly inclusive,
creating the right conditions
for our employees to flourish
and for our patients to receive
the services that they need, in
the way that they need them,
in the right environment based
on their individual needs.
Michael West talked at one of our leadership
workshops about three principles that I believe are at
the heart of inclusive leadership:
• Listening with Fascination
• Showing Compassion and Understanding
• Acting with Intelligence
Whilst board and senior manager leadership is key,
it is leadership at all levels that will really make the
difference on our journey Towards Inclusion. We
have recently been recognised nationally for the
work we have done to become more inclusive
– and this is down to how passionate and
courageous many of our front line staff have been
in making change happen.
Becoming a truly inclusive employer and
service provider will enable University Hospitals of
Morecambe Bay NHS Foundation Trust (UHMBT) to
realise our ambition of making our hospitals great
places to be cared for and great places to work for all.
We have been on an incredible journey so far. I
commissioned an external review into equality and
diversity practice at UHMBT in Autumn 2014 which
enabled us to take stock of our current position, and
to agree a new strategic approach to embedding
inclusion and diversity into ‘The Bay Way’.
Our ambitions are big – we want to be the best
and our aim is to become ‘effortlessly inclusive’.
We will recognise, respect and value every patient,
service user, family member, carer and employee
as an individual, recognising different needs and
harnessing these differences to the benefit of all.
Our initial approach focused on employee and
patient engagement and involvement, developing
networks internally and externally and enabling
leadership at all levels. The introduction of the
national NHS Workforce Race Equality Standard has
nurtured a pro-active response from Trust leadership
on equality analysis and discussions at Board level
that identify gaps, and understand the impact of
Trust decision making, policies and actions.
Jackie Daniel,
Chief Executive.
Developing partnerships has been really important.
I am really proud of the work we have started,
including our Personal Fair Diverse Champion
network, BME, Disability and LGBT networks, local
patient groups, Lancashire LGBT and the British
Association of Physicians if Indian Origin (BAPIO)
locally and nationally. There are many more.
A great place to be cared for; a great place to work.
Every Individual Matters
We recognise, respect, value and
harness difference for the benefit
of our patients and employees
3
Quality Improvement Strategy 2016 - 2019
Our Vision
& Values
Our Vision
We will constantly provide the highest possible standards of
compassionate care and the very best patient and staff experience.
We will listen to and involve our patients, staff, and partners.
Our Values
Our patients
Our patients will be treated with compassion, dignity, and respect.
Their experience is our most important measure of achievement.
Our people
Our staff and volunteers are the ones who make a difference.
They understand and share our values and this is reflected in their work.
Our partnerships
Our partnerships make us strong. By investing in them,
we will deliver the best possible care to our communities.
Our performance
Our performance drives our organisation. Providing consistently safe,
high quality care is how we define ourselves and our success.
Our progress
Our progress will be improved through innovation, education,
research, and technology to meet the challenges of the future.
A great place to be cared for; a great place to work.
4
Our Inclusion and Diversity Strategy 2016 – 2021
Our Aim is to become
‘Effortlessly Inclusive’
We are committed to the elimination of discrimination,
in reducing health inequalities, promoting equality of
opportunity and dignity & respect for all our patients,
service users, their families, carers and our staff to
ensure that we are a
We want to be the best, and believe that being
‘Effortlessly Inclusive’ is at the heart of how UHMBT
will be a Great Place to be Cared For; Great Place to
Work for all.
•Healthcare Provider of Choice in treating our
patients, service users, their families and carers with
care, compassion and dignity & respect;
We are working towards becoming a truly inclusive
employer and service provider; in creating an
environment and culture that celebrates inclusion
& diversity, dignity & respect, values, nurtures and a
harnesses difference for the benefit of patients, service
users, their families, carers, members of the public and
our employees.
•Employer of Choice in recruiting, training,
developing, nurturing and retaining the best
people;
•Partner of Choice for local, regional and national
organisations, together creating innovative and
mutually beneficial solutions for all;
•Buyer of Choice for suppliers of goods, facilities and
services supporting our aims and ambitions;
•Organisation of Choice for all our population
who are future patients, services users, prospective
partners & employees who live and work in our area.
Being Effortlessly Inclusive means:
•
•
•
•
We will actively listen and give people a voice
We will treat every person as an individual, with dignity and respect
We will celebrate diversity and difference
We will make no assumptions (no decision about you without you)
A great place to be cared for; a great place to work.
5
Our Inclusion and Diversity Strategy 2016 – 2021
Equality Objectives
Striving to achieve these equality objectives should
enable to the Trust to significantly improve its performance
within the Equality Delivery System (EDS2), the national
equality performance framework for NHS organisations
– with aspirations to become as a minimum ‘Achieving’
in all areas within the four years.
The Trust has consulted widely with people from
protected groups in the development of this strategy
and equality objectives, through internal and external
stakeholder events and one to one discussions.
The Trust Board agreed four overarching equality
objectives in 2015:
The outcomes of this plan link closely to those described
in the Trust’s Quality Accounts and the Care Quality
Commission’s (CQC) domains of safe, effective, caring,
responsive, and well-led.
1. To eliminate unlawful discrimination, harassment
and victimisation
2. To improve year on year the reported patient
experience for protected groups
3. To improve year on year the reported employee
experience for protected groups
4. To reduce health inequalities for protected groups by
improving access to all services.
Whilst this Strategy and improvement plan will be
delivered through the annual planning round, it is
important that we continue to progress the big ticket
items that will deliver improved outcomes.
Our Inclusion and Diversity Strategy will focus on four key areas. These are:
• Learning and Organisational Development
• Leadership at all levels
• Employee Health and Wellbeing
• Listening into Action
• Learning from Best Practice
• Employee Centric
•
•
•
•
•
•
•
Employee engagement
Patient engagement
Personal Fair Diverse
Champions
Respect Champions
Respect Campaigns
Celebrating diversity
Behavioural Standards
Framework
A great place to be cared for; a great place to work.
Inclusive
Leadership
BME staff network
LGBT network
Disability staff network
BAPIO - nationally and locally
Lancashire LGBT
Stonewall Champion
Better Care Together
NHS Employers
Equality Partner
•
•
•
•
•
•
•
•
Equality Delivery System
Workforce Race
Equality Standard
Equality Standards
Accessible Information Standard
Governance framework
Equality Analysis
•
•
Partnerships
Engagement
Improvement
Focus
6
•
•
•
•
Our Inclusion and Diversity Strategy 2016 – 2021
Governance
Governance arrangements will ensure that the
Trust Board received regular assurance that the
Trust is meeting its Public Sector Equality Duty.
Systems will be developed to ensure that all of the
required data is collected to inform Inclusion and
Diversity activity and that evidence is collated to
support EDS2 continuous assessment.
Trust
Board
Workforce
Assurance
Committee
Quality
Committee
(patient
experience)
(employee
experience)
Inclusion
& Diversity
Steering
Group
Joint Working
Group
Equality of Access
to Health Group
BME staff
Network & BAPIO
LGBT Network
Key Roles
Personal Fair
Diverse Champion
Network
Trust Inclusion and Diversity Leads
With responsibility for Inclusion and Diversity strategy
and the coordination of delivery plans.
• Lead for Workforce Inclusion and Diversity
• Lead for Service Inclusion and Diversity
Board Level Leads
With overall responsibility and accountability for
Inclusion and Diversity.
• Identified Non Executive Lead for Inclusion and
Diversity, with specific responsibilities for the
Workforce Race Equality Standard
• Identified Executive Director Lead for Inclusion
and Diversity
• Executive Sponsors for each staff inclusion network
A great place to be cared for; a great place to work.
Disability Staff
Network
Workstream Leads
With responsibility for the implementation of delivery
plans and the provision of evidence for EDS2.
• Patient Experience Lead
• Community Engagement Lead
• Inclusion Network leads
• Divisional and Corporate Workstream Leads (both
workforce and service)
7
Our Inclusion and Diversity Strategy 2016 – 2021
Key Groups
Board of Directors:
The Board of Directors has overall responsibility for
delivering services and is accountable for operational
performance as well as the implementation of
strategy and policy.
Inclusion and Diversity Steering Group:
The Inclusion and Diversity Steering Group coordinates
Inclusion and Diversity activity to ensure that resources
are targeted to support key priority areas. This group
will oversee the review and publishing of Equality
Impact Assessments.
Quality Committee:
The Quality Committee provides assurance in respect
of clinical quality and patient safety, effectiveness and
experience through robust reporting and performance
monitoring.
Membership of this group includes representation
from each of the inclusion networks and corporate
and workstream inclusion leads.
Equality of Access to Health Group:
The Equality of Access to Health Group is a forum
open to stakeholders internally and externally to
get involved in Inclusion and Diversity improvement
activity on a regular basis.
Workforce Assurance Committee:
The Workforce Assurance Committee provides
assurance in respect of workforce effectiveness and
experience through robust reporting and performance
monitoring.
A great place to be cared for; a great place to work.
8
Our Inclusion and Diversity Strategy 2016 – 2021
Joint Working Group:
The Trust’s Joint Working Group is a forum that
oversees the development and implementation of
workforce policy and procedure to ensure UHMBT
is a great place to work for all staff. Inclusion and
Diversity is a regular agenda item for updates,
discussion and ensuring the involvement of staff side
colleagues in programmes of work.
The Trust will provide regular updates, including
sharing of resources and opportunities for learning
to its Personal Fair Diverse Champion network. The
network will be led by a Personal Fair Diverse network
lead / s, supported corporately in terms of time and
leadership.
Personal Fair Diverse Champions can choose to get
involved in wider activity including:
• Sharing of resources and good practice with
colleagues
• Awareness raising of diversity issues
• Inclusion and Diversity related campaigns across
the Trust
• Inclusion and Diversity Steering Group
• Developing resources to promote inclusion
• Equality of Access to Health Group
• Equality Impact Assessment
The Trust has an active network of
staff who have joined the national
Personal, Fair and Diverse (PFD)
campaign and are committed to
taking action, however small, to create a personal,
fair and diverse NHS.
The minimum expectation of a Personal Fair Diverse
Champion, is to promote inclusive practice in their
own day to day work.
A great place to be cared for; a great place to work.
9
Our Inclusion and Diversity Strategy 2016 – 2021
Inclusion networks (BME, Disability, LGBT):
Our BME, Disability and LGBT networks are open to all
staff, volunteers and students undertaking placements.
Each network has an elected chair, and an Executive
Sponsor to ensure a direct link at Board level.
Our LGBT network is also open to service users to join
and engage with. The aspiration is that all networks
will also be open to wider membership over time.
The Trust is working actively with the local branch
of BAPIO to improve employee experience for all
staff groups, but particularly those from a BME
background.
Further networks will be developed for other
protected equality groups.
A great place to be cared for; a great place to work.
10
Our Inclusion and Diversity Strategy 2016 – 2021
Looking back – our progress in 2015/16
May 2015
Equality and Human
Rights Week
Started Personal Fair Diverse
Campaign @UHMBT
February 2015
March/April 2015
April 2015
New leadership structure
introduced
External and internal
engagement events
NHS Employers Equality
Partners Programme 2015/16
November 2015
October 2015
Towards Inclusion Conference: Race Equality Patient
engagement events
BAPIO Partnership agreed
by Trust Board
December 2015
September 2015
Dementia Conference
October 2015
LGBT staff network launched
Behavioural Standards
Framework Launched
BME staff network launched
Disability staff network launched
January 2016
February 2016
New translation and interpretation
guidance developed
Ready Now Programme 2016/17
commenced (3 UHMBT staff)
March 2016
LGBT patient engagement group set up
April 2016
Leads appointed for the
Personal Fair Diverse
Champion network
NHS Employers Equality
Partners Programme 2016/17
May 2016
NHS Employers ‘Inclusive Team of the Year’
NHS Employers ‘Inclusive Leader’ award
NHS Employers Equality Partners Alumni member
May 2016
April 2016
Connect and Communicate
‘Talk to my Face’ Listening
into Action Scheme
Equality of Access to
Health Group revised
Terms of Reference
June 2016
July 2016
Workforce Race Equality Standard action plan developed
in partnership with BAPIO and BME network
New Equality Impact
Assessment Guidance
and Toolkit approved
LGBT and Disability workforce improvement plans
developed in partnership with staff
Executive Sponsors appointed for staff networks
LGBT patient experience survey
Finalist at the HealthCare People Management Awards
(HPMA) in the ‘Courage to Manage’ Category
A great place to be cared for; a great place to work.
June 2016
Finalist at the
HPMA Awards
Board presentation
– Workforce Race
Equality Standard
Reporting improvement
in a number of metrics
11
August 2016 August 2016
Over 180 Personal
Fair Diverse
Champions
Shortlisted for
a CIPD Award
September
2016
Shortlisted for
a HSJ Award
Our Inclusion and Diversity Strategy 2016 – 2021
Developing Partnerships
Local Partnerships
The Trust’s Patient Involvement and Experience
Strategy outlines how we will engage with patients
and the public so they are involved in planning services
which will ultimately meet their individual needs and
expectations. A primary focus is one tackling inequality
in how we engage with people who use our services.
The development of strong partnerships, internally and
externally, will support UHMBT to becoming a truly
inclusive organisation.
Internal Partnerships
We are committed to developing strong relationships
with staff across our organisation, working together to
identify areas for improvement in relation to inclusive
practice and developing action plans in partnership.
The Trust will follow the Equality Delivery System for
the NHS (EDS2): Guide to Engagement with the Local
Voluntary Sector. This guide will support UHMBT and
our Better Care Together clinical strategy explore how
the local voluntary and community sector can help to
improve engagement with our local communities and,
by extension, implement EDS2 better.
We will achieve this through our
• Personal Fair Diverse network
• Personal Fair Diverse network lead/s
• British Association of Physicians of Indian Origin
(BAPIO) local branch
• BME staff network
• LGBT staff network
• Disability staff network
• Equality Impact Assessment processes
• Joint Working Group
• Freedom to Speak up Guardian
• Respect Champion network
• Annual Staff Conference: Towards Inclusion
• Inclusion related learning and networking events
A great place to be cared for; a great place to work.
Our Equality of Access to Health Group is an open
forum for local partner organisations, and individuals
to work with the Trust. Every year, the Trust will
engage and consult with a wide range of service users
to assess progress against EDS2.
The Trust will continue to develop its current
partnerships with local organisations, eg Lancashire
LGBT and will seek to develop new relationships linked
not only to ongoing improvement work, but bespoke
pieces of work.
12
Our Inclusion and Diversity Strategy 2016 – 2021
The Trust will seek to learn with and from best
practice organisations and networks in the field
of inclusion and diversity. This will include:
National and Regional Partnerships
The Trust has been hugely privileged to have been
selected as one of NHS Employers Equality and
Diversity Partners for 2015/16 and 2016/17. It is
now also a member of its Alumni programme. This
continues to be a fantastic opportunity to work with
NHS employers, other partners, as well as national
stakeholders such as the Leadership Academy and
NHS England to support us to embed and integrate
Inclusion and Diversity into the culture and structure
at UHMB, and for us to be involved in system wide
efforts to improve Inclusion and Diversity across the
NHS. The Trust will continue Partner Programme to
fully develop and refine our Inclusion and Diversity
approach to create one that is far reaching and
enables real culture change.
• Becoming a Stonewall Diversity Champion
• Engagement with ENEI (Employers Network
for Equality and Inclusion)
• Active involvement in national consultation
exercises for improvements to equality
related practice across healthcare and other
sectors
• The North West Equality Leads forum,
proactively working collaboratively with
other NHS Trusts in the region to address
equality related issues.
• The NHS Leadership Academy Equality,
Diversity and Inclusion Reference Group,
working collaboratively to develop inclusive
practice across the NHS.
• Workforce Race Equality Standard
Implementation Team
“It’s not the difference that the
makes the difference, but the
difference that the difference
makes” Joel O’Loughlin
Through its formal partnership, the Trust
will continue to work with BAPIO nationally,
including through
• Assisting in the development and delivery of
the Trust’s Towards Inclusion approach and
improvement plans
• Awareness training and providing resources
to advise and support BME staff
• Face-to-face learning and development
sessions to help staff across the Trust
understand the causes and effects of race
inequality.
• Promotion of the Trust nationally and
internationally to assist with recruitment
• Providing opportunities for networking with
BME employees and leaders
“Strength lies in differences, not
in similarities” Stephen R Covey
A great place to be cared for; a great place to work.
13
Our Inclusion and Diversity Strategy 2016 – 2021
Inclusive Leadership
Collective and inclusive leadership offers huge opportunities for creating cultures of continually
improving, high quality, and compassionate care. But it requires a courage, persistence and
professionalism from all leaders (informal and informal) to fully realize its potential.
Michael West, 2014.
What is inclusive leadership?
Undertaking meaningful equality analysis is a role
of all leaders in the Trust. A new equality impact
assessment guidance and toolkit will support
learning in action as analysis is undertaken across
services, policies, procedural documents and change
programmes.
The Employers Network for Equality and Inclusion
(ENEI) have undertaken some recent research into
inclusive leadership and offer the following definition:
‘Leaders who are aware of their own biases and
preferences, actively seek out and consider different
views and perspectives to inform better decision-making.
They see diverse talent as a source of competitive
advantage and inspire diverse people to drive
organisational and individual performance towards a
shared vision’ ENEI, 2016.
Each divisional leadership team has a responsibility to
engage with the Equality of Access to Health Group,
and Trust’s Joint Working Group as the forums for
developing inclusive patient and employee practice.
The Trust will continue to encourage staff to sign up
to the national Personal, Fair and Diverse campaign
to demonstrate the commitment across the Trust to
Inclusion and Diversity.
We will invest resources in supporting and developing
our staff inclusion networks to enable the enthusiasm
and talent of staff working at all levels across our
organisation to flourish.
We believe that inclusive leadership, at all levels, is
essential to becoming a Great Place to be Cared For;
Great Place to Work for every individual.
Board and senior management must be leading by
example in relation to inclusive practice. In addition,
we believe that to develop a truly inclusive culture,
we must develop leadership at all levels and enable
everyone to lead by the following three principles
(a challenge set by Michael West at our leadership
conference in 2015):
• Showing compassion and understanding
• Listening with fascination
• Taking intelligent action
Employee Health and Wellbeing
We will support our staff to Flourish at Work, creating
positive working environments for all staff, working to
improve the health and wellbeing of our workforce.
Employee Centric Employee Processes
Inclusion and Diversity is at the heart of employee
centric employment practice. Core to this is
recognising, harnessing and valuing difference and
creating inclusive system throughout the employee life
cycle. The Workforce and Organisational Development
team will be developed and supported to ensure that
all can provide Inclusion and Diversity related advice
to employees and managers related to their area of
expertise (eg recruitment, employee relations, learning
and development).
How will we develop
inclusive leadership?
Leadership at all levels
Inclusion and Diversity should be everybody’s business.
Everyone in the Trust is expected to take an active
part, supported by the work of specialist Inclusion and
Diversity leadership.
A great place to be cared for; a great place to work.
14
Our Inclusion and Diversity Strategy 2016 – 2021
• A taught programme for staff on the underpinning
principles of equality, diversity and inclusion
including unconscious and unconscious bias.
• Individual and team based development based
on understanding diversity in relation to preferred
behaviours and styles, to include psychometric
assessment and tools such as ‘Insights Discovery’.
We will support staff to make improvements in their
own areas of work, and to contribute and lead Trust
wide schemes through our Listening into Action and
improvement schemes.
Bespoke training and awareness raising of inclusion
related topics will be commissioned linked to agreed
improvement plans and as identified through work in
partnership with key stakeholders.
Learning and Development
The Trust will develop a strong focus on inclusive
leadership, developing the skills and capability
required to ensure that Inclusion and Diversity is fully
embedded across the Trust.
An annual Towards Inclusion Conference will be
developed in partnership with the Trust’s inclusion
networks which will be open to all staff.
The Trust’s core Learning and Development offer
for Inclusion and Diversity is being reviewed and a
business case will be put forward ahead of 2017/18
financial planning to support the development of
leadership capability and core skills of staff across the
organisation which will include
The Trust is committed to developing and supporting
the career progression of staff from all groups. We will
actively promote positive action programmes, such
as the Leadership Academy’s Ready Now programme
to all eligible staff through targeted and Trust
wide communications. We will aim to encourage
representative cohorts of staff on internal and
external courses, and seek to understand any barriers
to different groups is applying for, an undertaking
continued professional development and nonmandatory training.
• Values based e learning package for all staff as
a minimum element of core skills. As well as
the wider Inclusion and Diversity agenda this
will include the Trust’s Behavioural Standards
Framework and Workforce Race Equality Standard
awareness. Assessment of underpinning principles
and values
• All leadership development programmes will
include Inclusion and Diversity as specific modules
on a values and principles basis. Programmes
at this level will require actions and behavioural
change so will focus on personal responsibilities
for inclusion and diversity.
• Specialist training provision for equality
impact assessments of service change, policy
developments and all aspects of provision
/ delivery. Line managers should have the
competencies and knowledge to be able to
understand inequalities in current provision
through analysis of data and the ability to develop
appropriate solutions to address them, through
involvement and engagement with relevant
stakeholder groups.
A great place to be cared for; a great place to work.
Learning from Best Practice
We will continually look outside the organisation,
to learn from best practice and experiences of other
organisations within and outside of the NHS. We
will do this through our local, regional and national
partnerships, and investing resource in learning,
developing evidence based approaches at UHMBT.
“The only way to continually grow
is serial innovation, and serial
innovation can only take place
in a context of difference and
diversity” Liz Bingham
15
Our Inclusion and Diversity Strategy 2016 – 2021
Engagement
Without engagement with local stakeholders EDS2 will not work. Engagement refers to the process
of getting local stakeholders involved in important decisions about the planning, developing,
commissioning, management and delivery of health services in a sustained way. For staff,
engagement also means helping to plan, develop and manage working environments, and activities
that aim to improve working lives.
(A refreshed Equality Delivery System for the NHS, Nov 2013)
Employee Engagement
• AskSami workforce advice line, and workforce
teams aligned to divisional areas
• Personal Fair and Diverse Champion network
• Staff side organisations
• Staff undergoing formal investigation: Protected
characteristic advisors for Investigating Officers,
Panel and support for staff available.
Involvement
We will be open and transparent in our
communications regarding employee experience
data for different groups and will work with staff to
develop action plans to make improvements where
employee experience falls short of the standards we
are striving for.
Celebration
Celebrating diversity will be central to our approach.
We will be a visible partner in the work we are doing
collaboratively, both locally and nationally. We will
improve our presence at Inclusion and Diversity
related events, such as local Prides and community
events and will encourage staff to take the lead in
campaigns.
We will actively involve staff in changes to
policies, procedures and service developments and
improvements that will affect them. We recognise
the benefits that diversity of thought bring to an
organisation, and will encourage staff from different
groups to get involved in developing employment
practice, and in developing new models of working
aligned to our Better Care Together Clinical Strategy.
We will celebrate and share good practice of both
individuals and teams at UHMBT throughout the year
and with awards at our annual Towards Inclusion
Conference.
We will engage with our inclusion networks, and
we will encourage staff to join, and will develop
our Personal Fair and Diverse Champion network.
We will communicate regularly with this group and
encourage champions to get involved in developing
and delivering Towards Inclusion improvement plans.
Respect
Raising awareness of inclusion and diversity issues
and promoting inclusive practice is a core element of
our wider Respect campaigns. The Trust’s Behavioural
Standards Framework, developed by our staff, is
central to our employee practices and we will not
accept standards that fall below those expected.
We will champion and recognise inclusive behaviour.
Support
For staff requiring individual support and advice
relating to inclusion and diversity issues, we will
ensure multiple options are available in addition to
their managerial team:
• Inclusion networks for particular characteristics
• Respect Champions (for staff experiencing bullying
and harassment)
• Freedom to Speak Up Guardian
A great place to be cared for; a great place to work.
16
Our Inclusion and Diversity Strategy 2016 – 2021
Patient Engagement
We will identify and understanding whom our
community includes and what their specific needs are.
We will update our understanding through improved
data collection and evidence gathering, and increased
community engagement.
Our Patient and Public Involvement Strategy 2016 - 2018
outlines our values and objectives in relation to
community engagement and acts as a mechanism for
driving corporate consultation and the co-ordination
of patient engagement across the Trust.
We recognise that the key to measuring the success
of our actions is to ensure that stakeholders, including
service users, patients, carers, staff, Foundation Trust
members and the public have opportunities to share
their experience with us, and that we use these
shared experiences to inform and improve the design
of future services.
Whilst we recognise the importance of engaging with
service users and staff when developing, delivering
and designing services, we do recognise that this is
an important area for continual improvement. Our
patient and public engagement activities will fully
represent the diverse communities we serve and we
will ensure that the way in which we communicate
with people is fully inclusive and equitable. In line with
Equality Delivery System, we will engage with all our
stakeholders, involving them in assessing our progress
towards achieving our equality objectives.
The Trust has a number of ways in which it regularly
involves local people and staff in the development of
services and the working environment for patients
and local people. The Trust has an active engagement
calendar.
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Our Inclusion and Diversity Strategy 2016 – 2021
Volunteers
Our volunteers bring a wealth of experience, time,
and commitment to our hospital services. They make
a unique contribution to patients, carers, and staff
at UHMBT. We recognise that volunteers are an
essential resource that helps us achieve our vision
while supporting and enhance the patient’s and
public experience and perception of our hospitals.
Our volunteers and foundation trust members are an
important voice within our services.
In addition wherever practicable designers consult
with Inclusion and Diversity leads within the trust
which often encompasses patient groups and forums.
The Trust is fully committed to ensuring that it
promotes and influences inclusion and diversity issues
through its procurement process.
Healthwatch
Healthwatch are the consumer champion for health
and social care, and together we will maintain and
develop our professional working relationship,
Healthwatch Cumbria and Healthwatch Lancashire
listen hard to people, especially the most vulnerable,
to understand their experiences and what matters
most to them, empowering and informing people to
get the most from their health and social care services.
Access to Services
We are committed to improving access to our
premises and services by removing physical and other
barriers experienced by our staff and service users.
We will ensure that equality impact assessments are
undertaken on all modifications to premises and
service redesigns. All the Trust’s estates schemes
are designed and constructed in accordance with
Disability Legislation and the Building Regulations Part
M standards.
A great place to be cared for; a great place to work.
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Our Inclusion and Diversity Strategy 2016 – 2021
Reflective account
A key outcome for our recent partnership work includes
Our maternity services in Cumbria have faced significant challenges. In 2015, a report found major failings
at Furness General Hospital.
As a result, health commissioners put plans in place to reorganise local maternity services. Residents in the
area spoke to Healthwatch Cumbria about this and expressed concerns that maternity services may be
under threat.
What did Healthwatch do?
Healthwatch Cumbria was asked by two local Clinical Commissioning Groups (CCG) to talk to the
community about their experiences and to gather people’s views about what a ‘great’ maternity service
should look like.
Working in partnership with the NHS and community groups, Healthwatch Cumbria launched a campaign
to encourage people to share their opinions.
They went out into the community to talk to people at toddler groups, play centres, clinics, schools and
leisure centres. All together they held 70 sessions to engage people. They also raised awareness online, in
the media, and they also sent out over 18,000 response postcards.
What was the impact?
This approach resulted in 1,234 online responses and a wealth of feedback. Their report directly
influenced the design of an £11 million maternity suite at a local hospital.
It has been upheld by the Royal College of Obstetricians and Gynaecologists, and the Department of
Health as an example of good local practice and a model for commissioning future maternity services.
Healthwatch Cumbria’s findings are now being used not only to help improve current maternity services,
but also to shape future services.
Interpreter and Translation
Our Interpreter and Translation Services Policy ensures
that all patients whose first language is not English
and patients with disabilities, such as hearing and
visual impairments, have access to quality health
services regardless of the language they speak or any
disability they may have.
A great place to be cared for; a great place to work.
“Diverse groups of people bring to
organizations more and different
ways of seeing a problem and,
thus, faster / better ways of
solving it” Prof. Scott E Page
19
Our Inclusion and Diversity Strategy 2016 – 2021
Improvement Focus
Our journey Towards Inclusion must be outcome focussed. Using data, to drive discussion, to
develop action plans in partnership to embed improvements in patient and employee experience
will create a Great Place to be Cared For; Great Place to Work for every individual.
The Equality Delivery System
The NHS Equality Delivery System (EDS2) is a
framework that enables Trust’s, in discussion
with local partners including local people, review
and improve their performance for people with
characteristics protected by the Equality Act 2010.
Using the EDS2 will also help the Trust deliver on the
Public Sector Equality Duty (PSED).
Workforce Equality Standards
On an annual basis we will review employee
experience for staff from protected groups. With a
focus on Race, Disability and sexual orientation and
gender identity, we will work in partnership with our
staff networks to design and deliver develop bespoke
action plans each year which we will publish as part of
our annual reporting cycle.
The Trust’s equality objectives have been mapped
to the EDS2 goals. The Trust has been following the
EDS2 Steps for Implementation since January 2015
and will continue to utilize this framework to support
a performance culture related to inclusion.
We have embraced the national NHS Workforce
Race Equality Standard (WRES) since its launch in
2015. Responding to this new standard has been a
fantastic opportunity to work in a different way with
staff, to work together to better understand the data
and develop and implement action plans to improve
priority areas. The improvements evidenced in a
number of indicators in year one is testament to the
amount of work that has been undertaken. There is,
however much more work to do and the Trust will
work on an ongoing basis with the staff BME and
BAPIO networks to design and deliver a bespoke
action plan for the WRES.
We will seek feedback on an annual basis from staff
and patients and service users on progress relating
to achieving the EDS2 goals and will publish the
outcomes as part of an annual reporting process
alongside an Annual Report and monitoring
information for both service and workforce (required
as part of the PSED).
Equality Analysis
Equality analysis encourages us to recognise that
people are different and to look at our plans from
different perspectives. We have introduced a new
Equality Impact Assessment Guideline and Toolkit to
support meaningful equality analysis and to support
leaders identify where a policy, procedural document,
service, service developments or organisational
change may have a negative impact on a particular
group of people and then to develop action plans to
address them.
We have replicated the approach of the WRES
for both disability and LGBT and has voluntarily
developed and published its own standards and
action plans for these characteristics. UHMBT has
volunteered to be involved in pilot schemes for
national equality standards for sexual orientation and
disability, and once introduced, these will replace our
locally developed standards.
Equality Impact Assessments will be reviewed
centrally, overseen by the Inclusion and Diversity
Steering Group. These documents will be published
on the Inclusion and Diversity Website
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20
Our Inclusion and Diversity Strategy 2016 – 2021
Accessible Information Standard
From the 1st August 2016 we commenced our
active monitoring of the Accessible Information
Standard based on the five distinct stages
1. Identification of needs: a consistent
approach to the identification of patients’,
service users’, carers’ and parents’ information
and communication needs, where they relate
to a disability, impairment or sensory loss.
2. Recording of needs:
b. Use of defined clinical terminology,
c. Use of specified English definitions
d. Recording of needs in such a way that
they are ‘highly visible’.
The Accessible Information Standard directs and
defines a specific, consistent approach to identifying,
recording, flagging, sharing and meeting the
information and communication support needs of
patients, service users, carers and parents, where
those needs relate to a disability, impairment or
sensory loss.
It is of particular relevance to individuals who are
blind, d/Deaf, deafblind and / or who have a learning
disability, although it will support anyone with
information or communication needs relating to a
disability, impairment or sensory loss, for example
people who have aphasia, autism or a mental health
condition which affects their ability to communicate.
Our organisational work around the flagging of needs
and the establishment of electronic flags / alerts to
indicate that an individual has recorded information
and or communication needs is now starting to
embed into the way we do things in the trust –
we call this The Bay Way. The systems will prompt
staff to take appropriate action and / or trigger auto-generation of information in an accessible format /
other actions such that those needs can be met.
The Standard applies to our services and it
specifically aims to improve the quality and safety
of care received by individuals with information and
communication needs, and their ability to be involved
in autonomous decision-making about their health,
care and wellbeing.
A great place to be cared for; a great place to work.
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Our Inclusion and Diversity Strategy 2016 – 2021
Delivering Our Towards Inclusion Plan
Our Inclusion and Diversity strategy demonstrates a five-year forward view of inclusion; however, given the pace
and breadth of change within the NHS over recent years, it is important to review strategy on a yearly basis to
ensure it remains fit for purpose.
The Towards Inclusion Plan provides a one-year summary of outcomes that are planned to be delivered during year
one of the strategy (2016-17).
The outcomes described in the inclusion plan will be the outcomes that will be used to provide assurance to: the
Board of Directors; commissioners; regulators; and to patients and staff, that the improvement goals we set are
being achieved. Please see individual action plans where these are referred to for detailed actions.
Inclusion Outcome Method
2016-17 Target
Improving BME employee
experience
NHS Workforce Race Equality
Standard Improvements
Delivery of Workforce Race Equality
Standard Action plan, approved at
Trust Board 27.7.16
Improving LGBT employee
experience
UHMBT LGBT Equality Metrics
Delivery of LGBT Equality Action plan,
approved at Trust Board 27.7.16
Improving staff with a
disability / long term
condition’s employee
experience
UHMBT Disability Equality Metrics
Delivery of Disability Equality Action
plan, approved at Trust Board 27.7.16
Increase in capabilities of
UHMBT staff to become
inclusive leaders
New Core Offer for Inclusion and
Diversity Learning and Development
Business Case development and
approval of resource to deliver revised
Learning and Development core
offer for Inclusion and Diversity from
2017/18
Towards Inclusion Conference to be
developed in partnership with staff
inclusion networks
Towards Inclusion Conference 2016
Trust Management Board session on
Inclusion and Diversity priorities
Delivery of Trust Management Board
session
New Equality Impact Assessment
Process introduced
New Equality Impact Assessment
Process introduced
Meaningful Equality
Analysis
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Our Inclusion and Diversity Strategy 2016 – 2021
Improved communications
and engagement
Effective Staff Inclusion
Networks
Internet site
New internet site for Inclusion and
Diversity to be launched
Development of Personal Fair and
Diverse Champion network
Regular communications
Support from network leads
Networking opportunities
Respect Campaigns
Respect Campaigns
Executive Sponsor for each network
Support and development from
corporate Inclusion leadership team
for each network
Development and support for
BME, Disability, LGBT staff inclusion
networks.
Development and support for Personal
Fair Diverse Champions
Public Sector Equality
Continued implementation of EDS2
Duty and Equality Delivery
System compliance
EDS2 evidence collation and
stakeholder engagement in assessing
progress to be undertaken
Annual reporting for 2016/17 to Trust
Board in July 17 ahead of publishing
Support the Equality
Delivery System (EDS2)
within the voluntary
sector
Regular third sector network
meetings in each hospital locality
Voluntary and third sector to attend
our annual inclusion event
Training, information
and instruction around
community engagement
tools in line with the
UHMB patient and Public
involvement strategy
Staff information sessions.
Staff engagement tool box resources
Divisions start to develop & utilise the
engagement matters training events
Divisions confirm that they feel
confident including and involvement
public and patients in decision
making
Patient and public representatives
are included in hospital meetings,
committees and groups as part of
the UHMB continuous improvement
progress
Review with our
Review current update
community members
Survey service user experience
the effectives of our
Survey staff access experience
Interpreter and Translation
Services
Patients can confirm that they have
received a modern, safe Interpreter
and Translation Services using where
appropriate diverse methods of
accessing an on time Interpreter.
Browse out loud will feature on the
UHMB trust website and link to all
UHMB resources including patient
information material
Improving Accessibility
of Information:
Website
Browsealoud software available for
use across UHMBT’s internet site
Purchase of Browsealoud
software
A great place to be cared for; a great place to work.
23
Contact us
University Hospitals of Morecambe Bay NHS Foundation Trust
Trust HQ
Westmorland General Hospital
Burton Road
Kendal
LA9 7RG
Web
Email
Twitter
Facebook
Tel
www.uhmb.nhs.uk
[email protected]
twitter.com/UHMBT
facebook.com/UHMBT
01539 716695 (Trust HQ)
If you would like to recieve this document in another format,
please do not hesitate to contact us.
Date of publication: September 2016
Version: 1.0
A great place to be cared for; a great place to work.