AGENDA ITEM

							                                                                             AGENDA ITEM 09
                                                         BOARD OF DIRECTORS 26 JANUARY 2010

Report to:     Board of Directors

Date:          26th January 2010

Report by:     Director of Human Resources & Organisational Development

Subject:       Equality and Diversity Annual Report


PURPOSE OF THE REPORT

To make a public report to the Board regarding progress to ensure equality of access and provision of
services, and of employment.

EXECUTIVE SUMMARY

Each year Director of Human Resources & Organisational Development, as lead executive director
for equality and diversity, will identify positive steps and practice to improvement performance in this
area. The report also identifies further work to be done as a result of evidence collected.

FINANCIAL IMPLICATIONS

Non-recurring investment has been made in supporting the 2010/11 work programme. The Trust will
make any further investments on the basis of a clear business case.

RISK IMPLICATIONS

Unsatisfactory performance in providing services and employment which reflect the diverse nature of
the population served by the Trust will be a significant risk to reputation and leave the Trust open to
legal challenge.

LEGAL IMPLICATIONS

The Trust is required to comply with statutory race, disability and gender equality scheme
requirements. This includes publishing progress on equalities action plans.

ANNUAL HEALTH CHECK

This report is part of the evidence base for Core standard c7e and part of standard c18b.

ACTION REQUIRED

The Board of Directors is asked to receive this report for information.




Martin Munro
Director of Human Resources & Organisational Development
26th January 2010



                                                    1
1.        SERVICE ACCESS AND PROVISION
Employment and service issues are considered by the Trust’s Equality and Diversity Group which
acts as an advisory body to the lead Executive Director and the Executive Management Team to
ensure that the Trust meets legal requirements, NHS standards and exceeds both through best
practice.   The Group meets on a bi-monthly basis, providing a forum for staff, service users,
directorates and representatives from the neighbouring Trusts to work together on the whole
equalities agenda. The Group supported a continuing focus on five priority areas of service
provision and access identified in 2008/9:

     1.   training and awareness raising, including cultural competence
     2.   communication, including language support services
     3.   recognising and meeting spiritual needs
     4.   preparing a single equalities scheme and using equality impact assessments
     5.   Count Me in Census action plan and Community engagement – Delivering Race Equality
          (DRE)

This year the Trust agreed that a Non-Executive Director (NED) will take specific responsibility as
NED Equalities champion on the Board, which compliments the roles of the Executive Director lead,
and the two NED leads for spiritual care and for Improving Working Lives. The NED champion is a
member of the Group

Equality of service access and quality issues are considered in this section. The information sources
available to the Trust in respect of service are the annual patient survey, annual staff survey, the
“Count Me In” census which looks at BME service users of in-patient services, Serious Untoward
Incidents (SUIs), complaints, and feedback from service user representatives through user led
standards. The full Board report on the “Count me in” census can be found in the October 2009
Board papers published on the Trust website.


1.1.      TRAINING AND RAISING AWARENESS

Cultural Capability
In 2009, the Trust commissioned an experienced clinician with a trans-cultural psychiatry
background to develop and test the effectiveness of team based cultural competency development.
The aim of this post was as follows:

●         To improve the competency of clinical staff, engage and work appropriately with clients
          from ethnic backgrounds.
●         To evaluate the implementation of cultural competent service being in place for the
          service user/carers in inpatient settings and community services.
●         To address issues in the implementation of cultural competent service.
●         Recognise areas of unmet needs and reasons for this.
●         Re-training staff.
●         Empowering staff who are competent in implementing this and supporting them to mentor
          other staff and new recruits

The results of this work are currently being assessed and will be used as a basis for future resource
allocation.



                                                  2
E- Learning
An e-learning package for equality and diversity was re-launched and staff have been encouraged to
log on and complete this training. As of 31 December 2009 a total of 20 staff had completed this
training.

Equality and Diversity Training
Training has been developed in partnership with neighbouring Trusts; on disability, sexual orientation
and gender specific, which has been accessed by NELFT staff. For Equality and Diversity Training
between April 2008 to March 2009, 326 staff trained, and from April 2009 to December 2009, 105
staff trained.

It was also agreed that Barking & Dagenham, Havering and Redbridge PCTs offer NELFT places on
the Equality and Diversity Training for Managers. This was well attended, in particular by managers
in Barking & Dagenham and Havering.

RECC training
Two places were offered by East London NHS Foundation Trust for the Train the Trainers
programme on Race Equality and Cultural Capability Training (RECC). The 6 week course has been
successfully completed by the Transcultural Psychiatric Lead and the Interim Equalities and Diversity
Lead. A practice run of the training was delivered to a voluntary sector organisation in Waltham
Forest, with a positive feedback, in partnership with East London Foundation Trust.

Another session was delivered on two different occasions to the UQUAT (User Quality Action Group)
members who independently monitor user quality standards within the Trust. The feedback from
these two sessions was that the Trust has begun to address Black and Ethnic minority (BME) issues
in therapeutic settings and the service users expressed a wish that this would be rolled out widely
within the Trust.

Forced Marriage
Awareness sessions have taken place in Redbridge and delivered by “Ashiana”, a voluntary sector
organisation in Waltham Forest, who work in partnership with the Home Office on issues affecting
Asian women and men who are forced in marriages. The sessions focussed on the differences
between forced and engaged marriages. The training has so far been delivered to the following
teams:-
     EIP
     Assertive Outreach Team
     Psychological Services

Recovery Star
The Recovery Star is a key-working outcomes measurement tool designed to map an individual’s
journey towards recovery. It uses a ‘ladder of change’ as a framework for service user’s, supported
by their key workers, to explore key themes in working towards recovery. The Transcultural
Psychiatric lead has been piloting the recovery star in a team in Waltham Forest and also presented
this to the Trust nurse’s day. The Recovery Star has been included in the NHS mental heath “New
Horizons” strategy published in November 2009. Discussions to implement the Recovery Star are
underway with the Operations Directorates.

“Breaking Through” Programme
The National Breaking Through programme is a positive action programme, that uses a
transformational approach to support the development of advanced leadership and managerial skills
of senior Black & Minority Ethnic (BME) managers and clinicians to enable them to perform
effectively at director level. Last year, 6 BME members of staff attended the Breaking Through
Programme and are seeking to put what they have learned into practice, in particular, to set up a
staff BME network.



                                                  3
1.2.   COMMUNICATION

Interpreting and Translation Services
Last year the focus of the work was to explore languages being used in the different boroughs and
what the demand has been. We were able to identify some gaps in the delivery of service to people
whose first language was not English. The Trust has set up a steering group to focus on delivering
coherent and robust language and interpreting provider services. The steering group consists of
administrative staff, Assistant Operational Director, lead Executive Director, clinical staff and
representatives from Language Line.

The roll out will include the following:-
       Access to telephone interpreting/translation
       Develop policies and information
       Training needs analysis
       Publicity material
       Communication
       Reporting requirements

A draft Interpreting and Translation Strategy has completed and will be circulated for consultation in
January 2010 for implementation in April 2010.

As part of the strategy a business case has been prepared to be presented to Operational Directors
to roll out a preferred provider contract for interpreting and translation services under the NHS
national purchasing framework agreement. Waltham Forest has been a pilot site for the past 18
months and this arrangement has proved successful.


Language Support Strategy
The Language Support Strategy was widely circulated and the Trust Equality and Diversity Group
have agreed to action some of the recommendations in the strategy via the Steering Group. The aim
of having such a Strategy was to have a coherent and robust evidence based language and
interpreting provision that can be used to develop focussed services within the Trust.
There is legislation and relevant policy developments which support the recommendations in the
Strategy, i.e. Acheson Report, Stephen Lawrence Enquiry, Inside Outside, Better Information and
Choices, Developing local communication and support services, and the Race Relations Amendment
Act.

The main objectives of the Language Support Strategy are:

      To ensure appropriate language support for all users.
      When interpreting and translation services are the method of communication, the Trust would
       undertake to provide such support to the highest standard.
      To ensure that front-line staff are able to access different forms of language support
       appropriate to their needs.
      To provide quality and consistency of language support through monitoring and evaluation.
      To provide choice and flexibility that reflects the diverse needs.
      To provide a service delivery framework that support further development and innovations.

Consultation on the Language support strategy will have been completed by the end of February
2010 with a view to Executive Management Team agreement and implementation by April 2010.




                                                   4
 Web-site
The Trust now has a revised web-site, and the link to the Equality and Diversity section is on the
opening page of the web-site to ensure easy access by the public. The web-site includes the Trusts’
Equality and Diversity Impact Assessments and the Single Equality Scheme. The web-site also
includes health profiles of the four boroughs the Trust serves and monitoring data for staff working in
NELFT. A discussion box has been created, and asks staff about their awareness of the Single
Equality Scheme.

The NELFT web-site now has links to the following guidance agreed by the Equality Partnership
Group of which NELFT is a member that staff can access and use appropriately:

              Cultural guide – developed by Barking and Dagenham PCT
              Interfaith Calendar – developed by Redbridge PCT
              Living and dying (with respect and dignity guide) developed by Havering PCT
              Welcome Poster – developed by NELFT

The Trust’s intranet also has a section on Equality and Diversity and includes minutes of the Trust
Equality and Diversity Group meetings. The site on the intranet will be developed further as a
resource to staff in 2010.


1.3.   SPIRITUAL CARE

Spiritual care strategy
The NHS Plan and “Your Guide to the NHS” provide national standards on religious beliefs and
spirituality and recognise that meeting the varied spiritual needs of service users and staff is
fundamental to the care of service users.

The Action plan from the Single Equality Scheme requires the Trust to carry out formal needs
assessment of service user with faith and spiritual needs, and to engage with local faith forums and
improve on the knowledge of different faiths and cultures. The Trust has therefore consulted with
user and faith groups to develop a Spiritual Care strategy and supporting arrangements. This was
approved by the Executive Management Team in December 2009.

Diversity Calendar
In partnership with neighbouring PCTs, NELFT have produced an electronic and printed Diversity
calendar for 2010, and a link has been included in weekly news for all staff to access.


1.4.   SINGLE EQUALITY AND HUMAN RIGHTS SCHEME

The final draft of the Single Equality Scheme was launched in July 2009, and was well attended by
voluntary, primary and Statutory sector organisations and both service users and carers. Chief
Executives from all Trusts who have signed up for the single equality scheme attended to confirm
their commitment to the equalities agenda.

The scheme is available to download from the NELFT web-site and the actions from the Scheme
have been incorporated into the Equality and Diversity Action plan. The actions focus on, race,
gender, religious or belief systems, sexuality, age and disability and are monitored via the Equality
and Diversity Group.




                                                  5
1.5.   EQUALITY IMPACT ASSESSMENTS

Carrying out Equality Impact assessments is a key requirement of the Race Relations Amendment
Act that applies to all public organisations, and an integral part of statutory equality schemes. As the
Trust has moved towards a single equality scheme in line with best practice, the toolkit facilitates the
impact of all six strands. Undertaking Equality Impact Assessments are now monitored via the Trust
Performance Group. Plans and strategies arising from New Horizons will all be subject to impact
assessments and equality impact assessments and NELFT will play a key part in this process.

10 major Equality Impact Assessments have been completed since April 2009 to date. These include
the following:-

       Section 75 Agreement
       Vocational Support Services - Barking and Dagenham
       Poly Clinic in (Redbridge) - access to MH services in the Community
       Community Early Intervention in Psychosis Team - Redbridge
       Tier 3 Child and Adolescent MH Services – Barking and Dagenham
       Tier 3 Child and Adolescent MH Services – Havering
       IMPART - Waltham Forest
       Peri-natal Services - Redbridge
       Marigold Ward - Havering
       Victor Hugo Ward – Specialist Services

The Assessments all included reviews of operational policies to include a section on equality and
diversity and carrying out equality impact assessments.

Work in progress on needs identified in 2009/10:-

Disability
To make it easier for people with disabilities to find out about access to Trust Buildings, The Trust has
asked a company called “Disabled Go” to work with the Trust to produce a guide to all the facilities in
the Trust. The information will be available on the Disabled Go website from late February 2010.

Learning Disabilities service quality
Learning Disabilities Ward (Victor Hugo) have recently bought a software which will allow care plans
to be developed in picture form, so that service users can understand and read their own care plans.

LGBT (Lesbian, Gay, Bisexual and Transgendered)
The Trust has made a contribution to the LGBT London Float which is due to take place next year,
and members of staff will be attending this event. The NELFT logo will be included on the PRIDE
float banners, and this will be publicised, to demonstrate the commitment that the Trust has to LGBT
service access and employment opportunities.

1.6.   NATIONAL “COUNT ME IN” CENSUS

The national “Count Me In” Census survey has taken place within the Trust for the past 5 years. The
survey was conducted on 31st March 2009 for all inpatient units, and includes Child and Adolescent
Mental Health Inpatient units and Learning Disabilities. The full report on the survey can be found in
the October 2009 Board Report on the Trust Web site. The consistent features of the survey are the
high representation of black groups, especially young black men detained under the Mental Health
Act, and a low one for Asian groups. One of the positive outcomes this year is that episodes of
control and restraint are lower than last year; however referrals from A & E and the police are on the
increase.




                                                   6
After the last census, an action plan was put into place in August 2008 following the
recommendations made in the report and was monitored via the Trust Equality and Diversity Group.

Actions achieved

1.     The 2008 Census report was reported to the Trust Operational Integrated Governance Group
       and to the Board of Directors. This has raised awareness of the Census at Board level in the
       Trust.

2.     The Mental Health Act Manager has produced an annual report on Section 136 and this is
       reported to the performance management process and is part of the Trust dashboard and
       hence is now been monitored on a regular basis.

3.     The interim Equalities Lead for the Trust includes key findings from the Census in induction of
       new staff and has raised awareness of the Census through various governance structures in
       the Trust.

4.     Storage of all census data from years 2008 and 2009 has been undertaken and is available to
       staff if requested, and supports service managers when carrying out Equality Impact
       Assessments.

5.     The Interim Equalities Lead was identified as the person to take a lead for the 2009 census,
       and was involved in the distribution of the audit tools to the various inpatient wards, data
       collection, input and analysis, and production of the 2009 report for presentation to the Board
       of Directors.

6.     To further explore the reasons why Black men are more likely to be detained, in Barking and
       Dagenham, the community development workers have undertaken an audit of care pathways
       for BME, diagnosis, etc. The audit has now been completed and the findings presented to the
       Equality and Diversity Group in January 2010.

7.     Uptake of community services by Muslim service users is being explored by the community
       development worker in Barking and Dagenham, and an audit has been listed as a forward
       plan.

8.     In Havering, Police Borough Group meetings have been set up and this has improved the
       referral processes from the Police and working jointly at an interagency level.

9.     Havering’s incident reporting has also improved since the last census when they were only
       reporting 1% of users involved in incidents. This has now increased to 5% which is seen as
       more realistic reporting. Changes in governance structures are now in place to ensure that
       incidents are being reported and followed up, and the SUI Manager is now a member of the
       Risk Assurance Group.

10.    The Interim Equalities Lead is working with User & Carer Involvement Co-ordinator and the
       Community Development Workers to build up a black user involvement both Trust wide and
       Borough based groups.

11.    The Trans-cultural Psychiatric development lead was appointed to carry out a Cross Cultural
       Psychiatric project to work with staff on improving the cultural capabilities of clinical teams in
       NELFT.




                                                    7
Actions Outstanding

1      The Trust has yet to commission a report from RIO on community uptake of services by ethnic
       groups. Ethnic monitoring was not been monitored by the performance group since the last
       Census but this has now been included onto the score board.

2      Waltham Forest has not as yet undertaken any work to explore why detentions are high on
       their inpatient wards. Waltham Forest now has two substantive Community Development
       workers in post, who can carry out an audit with the agreement of the Waltham Forest DRE
       Local Implementation Group, which holds responsibility for their work-plans.

3      Religious affiliation of patients is still poorly recorded. Improvement will be part of the
       implementation of the Spiritual Care strategy.

4      Waltham Forest and Redbridge report high incidents of accidents and assaults, as they did in
       2008. Although assaults have decreased from 2008, clarity about the reasons for higher
       levels of assaults still remain outstanding in both Waltham Forest and Redbridge.

Using the above as a guide, an action plan has been proposed for agreement by Operational
Directors to complete the priority outstanding actions.

Since the “Count me In” report NELFT performance monitoring for the July-September quarter (which
are the latest figures available) has shown that overall BME detentions are in proportion to the census
BME population, which is significantly better than a majority of NHS mental health services but there
are differences between Boroughs which will be explored.

1.7.   COMMUNITY ENGAGEMENT (DELIVERING RACE EQUALITY)

Community Development Workers (CDWs) in the four Boroughs served
Since 2005, the Trust has been part of a Focussed Implementation Site for Delivering Race Equality
(DRE).   Part of DRE is the appointment of CDWs with work plans agreed by Borough Local
Implementation Teams led by PCTs, as part of a collaborative approach with NELFT. They may be
employed by a range of organisations, but are active members of the NELFT Equality & Diversity
Group.

CDW work plans are listed in Annex 2.

1.8.   STAFF NETWORKS

One of the action plan points which is evidence to be used in Core Standard C7e, is to ensure that
the Trust has a BME staff network. On two separate occasions, these networks were set up,
but the attendance was very poor and hence did not continue on a formal basis. However, a
small group of staff who were committed ran workshops supported by the Trust which were
well attended, with 80 staff attending the empowerment session. This model appears to better
meet staff needs in a geographically dispersed organisation.

The Trust is working in partnership with neighbouring NHS Trusts to explore the possibility of joining
up forces with their staff networks which would be easier for staff to attend. In February 2010 a
questionnaire will be sent out to all BME staff asking them what they would want from a staff network.




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2.     EQUALITY & DIVERSITY IN EMPLOYMENT
2.1    INTRODUCTION

This section considers employment matters.

There are specific legal requirements for monitoring within race, gender and disability legislation. The
Trust is also able to monitor employment in relation to sexual orientation and religion. The
information sources used are the Electronic Staff Record (ESR) Human Resources and payroll
system, the electronic recruitment system (e-rec) and the annual staff survey. The Trust also collects
data on disciplinary, grievance and harassment cases. All of the data is anonymised and is only used
for the purpose of equality monitoring.


2.2    MONITORING DATA AND ANALYSIS

It is important to have accurate data to identify if there any significant variations between different
groups in respect of:-

Applications for Employment
Is the Trust perceived as an attractive employer by all sections of the local community and is this
translated into a diversity of employment applications?

New Starters
Is the diversity of applicants maintained amongst new employees who are hired?

Training
Do figures show access to training is not restricted to specific groups?

Career Progression
Do staff from all groups have similar promotion and development opportunities?

Disciplinaries/Dismissals, Grievances or Harassment claims
Do figures show any disproportionate use of formal procedures?

Gender pay gaps
Is action required to remedy any gender pay gaps identified?

The following appendices are attached for Mental Health Services and Corporate Directorates.
Community Health Services which are now being hosted will be included in subsequent annual
reports.

1       Ethnicity of NELFT staff 2009, 2008 and 2007.
There have been no significant changes in the last three years. To simplify reporting the 5 major
ethnicity classifications are used. Where necessary the Trust can use the much larger set of sub-
codes.

2      Ethnicity of staff
The desirable position is to be representative of the local population. For information, both are
compared to the recorded ethnicity of service users. Whilst it is desirable to employ staff from a wide
range of cultures to work with service users, it is not a goal to match the service user profile exactly,
as there are valid concerns about over and under-use of services by different groups. The population
is understood to have become more diverse since the 2001 census and no significant concerns
emerge from this data.



                                                     9
3 to 8 Ethnicity of staff by service – Barking & Dagenham, Havering, Redbridge, Waltham Forest,
       Specialist Services and Corporate Directorates.
The general picture continues to be that NELFT has greater workforce ethnic diversity than the local
population. Whilst this does not indicate any targeted action is required, it is important to ensure that
jobs which give access to career paths within the NHS such as support workers are filled by a local
workforce. The population served is becoming more diverse, with white users reducing from 69% in
2007 to 63% in 2009.

9      Ethnicity of staff by pay band
Black or black british staff are well represented in pay bands 1, 5 and 6. Asian or asian british staff
have high representation in bands 2 and 5, and white staff predominate in the higher bands 7 to 9.
Note that there are too few band 9 posts to draw any conclusion. Because of these differences it is
important to look at both promotion opportunities (graph 10) and recruitment profile (graph 12).

10       Ethnicity of staff promoted
For the second year the Trust has been able to use the ESR system to identify the ethnicity of staff
promoted during the year. This graph demonstrates that the number of white staff promoted is similar
to the proportion of the workforce. Asian and Black staff have a lower proportion promoted, whilst
Chinese and other ethnic groups have had more promotions than their percentage of the workforce.
The Trust ran major assessment and management Skills Development Programmes in 2009 for 70
clinical team leaders and ward managers to develop talent within the workforce. They are
representative of the workforce and the Trust will be closely monitoring any increase in promotions
from this group to see if a positive impact can be demonstrated. The equality and diversity work plan
also has specific action on mentoring and coaching to support BME staff to apply for promotion with
confidence.

11    Gender split
Unchanged over last three years.

       Disability
The position in respect of disability is that staff are encouraged to identify any relevant disabilities but
these are held in confidence by occupational health and not the main ESR system, in order that they
need only be disclosed where advice is sought about making reasonable adjustments to support staff
continuing in employment. At this time the Trust is not therefore able to present any meaningful data.

12     Ethnicity of starters and leavers
This graph compares starter and leavers to identify any changes to the ethnicity of the workforce. It
is known that the local population served is becoming more diverse so the balance of starters and
leavers in staff from BME backgrounds accords with trend.

13     Ethnicity of staff attending Trust training & development events
Attendance at training events is broadly consistent with the diversity of staff employed, reflecting
greater diversity in Waltham Forest compared to Havering..

14      Sexual orientation
Most staff are still not prepared to disclose their sexual orientation, although 42% did so, up from 36%
last year.

15     Religion
Whilst many staff are not prepared to disclose their religious affiliation so no detailed analysis can yet
be undertaken, the number disclosing is on a positive trend with 35% declaring this year compared to
18% last year.




                                                    10
16      Age profile
The age profile of the Trust shows no pattern of exclusion based on age, recognising that
professional training and life experience are relevant to appointments. The Trust is keeping the
default retirement age of 65 under review.

17       Ethnicity comparison for Disciplinary action
Very small numbers preclude analysis and no obvious imbalance is noticeable that would indicate
institutional discrimination.

18       Ethnicity comparison for grievances, bullying and harassment
Very small numbers preclude analysis and no obvious imbalance is noticeable that would indicate
institutional discrimination.

19      Gender comparison for grievances, bullying and harassment
Very small number preclude analysis but men were more likely to be the subject of disciplinary action
whilst grievances and bullying allegations accord with the composition of the workforce.

20      Ethnicity of applicants compared to successful candidates
For the first time, the Trust has been able to make this comparison using the electronic recruitment
system (e-rec) and the Electronic Staff Record (ESR). Overall, there is positive news that candidates
are representative of the community. However, Black or black british candidates are 9% less likely to
be successful than white candidates. The Trust will break down the application figures on the
recruitment system to identify which jobs or professions this applies to, in order to determine what
action may be required. Asian and other ethic groups are appointed in proportion to levels of
applications.

21    Gender of applicants
The gender of applicants mirrors the composition of the workforce.

22      Religion of applicants
This is included for the first time in order that future trends may be identified, year on year.

23      Sexual orientation of candidates
This is similar to the declared composition of the current workforce.


Table 1        Average pay by gender- Agenda for Change bands 1 to 9
Women are better paid on average than men in the non-professional bands 2 to 4 and men in bands
1, and the professional bands 5 to 8. Band 9 is not statistically significant due to the small number of
staff. Overall, women are paid 9% less on average. This is much less than the 21% gap for the
whole public sector in 2008/9 (Office of National Statistics), though these figures take paid overtime
into account, which is not available in NELFT.

In respect of doctors, who are the highest paid group in the Trust, there is higher male representation
at higher levels with 36% of consultant psychiatrists being female. Increasing numbers of female
consultant job candidates are beginning to come forward as the gender balance of doctors in training
changes (46% of non-consultant doctors employed are female), so no immediate action is proposed
for the Trust, although the use of values based recruitment should help avoid inadvertent gender
stereotyping.

Nationally, the reasons cited are career breaks which mean women have less opportunity for annual
progression through pay scales, and the higher number of men in more senior grades. The higher
earning of women in non-professional grades is usual and is explained by the TUC as due to women
remaining in lower grades longer than men. Agenda for Change job evaluation has been successfully
defended in a national test case in 2009 so there is no evidence of bias in job weighting. The Trust


                                                    11
promotes a range of flexible working and family friendly policies to support staff with carer
responsibilities.




Martin Munro
Director of Human Resources & Organisational Development
26 January 2010




                                                   12
Board of Directors
Equality & Diversity annual report
Annex 2

COMMUNITY DEVELOPMENT WORKER BOROUGH WORK PLAN REPORTS 2009

Barking and Dagenham:

Barking and Dagenham have 2 CDWs in post, one based in Tulip (a not for profit organisation).

The work plan for one of the CDWs include the following:-

Audit of BME service user journey.
    Organised a BME leadership and engagement event to promote the development of mental
        health champions, with a view to increasing the channels of communication between BME
        communities and mental health providers and commissioners.
            Undertook local consultation on the New Horizons Strategy and feed this back to the
               Department of Health.
            Held an event on the 22nd of October to show the “Open Secrets” film to faith and
               community leaders, using the discussion pathway produced by SHIFT.
            The CDW in Tulip organised a briefing on the mental health champions’ initiative and
               invited people to sign up to it.
            Development of a poster to ensure earlier referrals to Tulip and IAPT in the community
               – targeting GPs in particular.
            Awareness sessions on mental well-being and engaging with the community around
               healthy living and eating.
            The CDWs were involved in the Black History event and World Mental Health day in
               Barking and Dagenham.
            A CDW is undertaking training on Race Equality Cultural Capacity and will be running
               a practice day on the 5th of January.

       The second CDW in Barking and Dagenham is focussing her work plan on the following:
           Recruitment of Mental Health Champions.
           Development of a monthly newsletter for BME communities.
           Launch of a BME mental health forum and will meet on a monthly basis.
           Promoting talking therapies, in particular a specialist service that aims to provide
             counselling for individuals who speak Urdu, Hindi and Gujerati.
           Undertaking an equality impact assessment at Tulip (piloting using the tool for
             voluntary sector mental health partner organisations).

       Havering

       Havering has 2 CDWs in post. The work plan for the CDWs in Havering, which has a very
       small percentage of Black and Ethnic Minority (BME) people (8.8%) are:

             Networking with community groups, voluntary sector and statutory organisations.
             Mapping process of mental health service providers
             Signposting Black And Ethnic Minority (BME) Communities to services available locally
             Mapping process of the mental health needs of Black And Ethnic Minority (BME)
              Communities
             Training service providers in cultural and religious awareness.




                                                13
Waltham Forest

Waltham Forest have 2 CDWs in post, and the post of the CDW in IMPART has now come to
an end. The CDW in Impart carried out a piece of research looking at barriers for South Asian
families accessing IMPART (Personality Disorder Team) in Waltham Forest, and the feedback
has been reported to the IMPART teams across the Trust, Local Implementation Team and
the DRE Steering Group.

There are 2 CDWs in Solutions Team and their main work plan has been as follows:

      Delivered mental health awareness session for 120 BME individuals, and included
       education on depression, stress and anxiety.
      A training workshop for Somali Women, as an identified hard to reach group.
      Development of health promotion materials.
      A Men’s self help group has now been set up
      The development of the Waltham Forest Mental Health Directory.
      Consultation process with BME organisations and individuals on the Mayor of London
       – The London Health Inequalities Strategy.
      Negotiating a way to involve faith groups/leaders to help tackle stigma.
      Delivered a BME Leadership and Engagement Seminar with the Asian Health Agency
       and African Forum.
      Piloted 2 events using Open Secrets with professionals and 3rd sector organisations.
      NELFT CDW steering group has been set up to exchange work plans and share good
       practice.

Redbridge

The Borough now has two CDWs in post. The main focus of their work has been to put into
place the recommendations made in two substantive reports by the previous CDW in
Redbridge; “Barriers for BME communities and Redbridge” and “faith and mental health”.

Planning and preparation for a Foundation training course for faith and community leaders is
being completed. This 6 day programme will be run in conjunction with NELFT and will
provide up to 58 leaders with basic knowledge of mental health issues in the community and
how these can be linked to spiritual care.




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