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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)

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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

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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

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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

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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.

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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

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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

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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

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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

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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;

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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

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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

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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

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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

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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

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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

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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

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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