Self Assessment Template

Document Sample
Self Assessment Template Powered By Docstoc
					Practice Plus: Overview of Progress
Area:              2. Equality and Diversity
Overall Score:                                                                                28

The Trust has developed a strong ethos of equality and diversity, through the leadership of the
Chair, the Chief Executive and the Director of Public Health. As a member of the Race for Health
network, sponsored by the Department of Health, the Trust aims to be a national champion for
race equality in the workforce as well as in commissioning and service delivery. Strong
relationships with the voluntary and community sector have helped to foster a culture of
accountability to and partnership with local communities.

The Chair of the Trust, chairs the Trust‟s Diversity Steering Group. It includes Executive Directors,
Senior Managers, the PEC, the BME Network, and voluntary sector representatives. It meets
quarterly and is responsible for developing the Trust‟s Equality and Diversity Strategy and Race
Equality Scheme. It is currently engaged in consulting on the forthcoming Race Equality Scheme
and ensuring that the views of all stakeholders are taken into account.

The Diversity Operational Group, chaired by a Non Executive Director, brings together champions
from each of the Trust‟s directorates and service areas, in order to implement the Equality and
Diversity Strategy. For the last six months this group has been developing an Equality Impact
Assessment tool, to identify potential areas for attention and action in service delivery and the
workforce.

The Trust designated February 2005 as Diversity Month. The Chair took this initiative, to make a
public statement about the Trust‟s commitment to equality and diversity. An issue of the staff
magazine Ealing Matters was dedicated to diversity. Activities in Diversity Month included a Board
networking event for organisations working with people with disabilities; a BME Network
celebration; a staff „speed networking‟ event; displays about workforce and service delivery issues;
and Directorate events, such as a bring-and-share world cuisine lunch at the Primary Care
Education Centre.

The Trust has a well-established programme of training for Applying Diversity Awareness. This
one-day course goes beyond raising awareness, to helping staff and managers plan their work
and solve practical problems.There are three major learning and development initiatives
specifically for BME staff, in recognition of the additional empowerment some BME staff may need
in order to have equal opportunities for career progression. These are a BME Mentoring Scheme,
the national Breaking Through Programme, and most recently a locally tailored version of
Breaking Through.

For the past two years the Trust has run a Social Inclusion Project that aims to give supported
employment to people with learning disabilities. Funded by the WDC, this project involves
intensive support for individuals who would otherwise be unable to get access to the job market.
Seven placements have been made in Human Resources/Learning and Development Directorate,
and a further three are planned in different Directorates throughout the Trust.

The BME NHS Network covers the three main Trusts that deliver services in Ealing. It provides a
forum for discussion, encouragement and empowerment of BME staff. An Employment, Training
and Harassment sub-group has supported the Trust on BME Mentoring, the local Breaking
Through Programme, and the Bullying and Harassment policy. It is currently engaged in
developing telephone surgeries for staff that need help in signposting to policies and sources of
support. A Publicity and Events sub-group has organised four events in the last year, including a
major celebration in February attended by 230 staff. At this event the BME Network rallied support
from the Chief Executives, Chairs and Boards and provided encouragement to staff from all par ts
8aa58229-6b16-4d14-9d9c-0eca4262cee0.doc                                            13
of the Trust. A Practice Manager, who is well placed to advocate for staff employed by
independent contractors to ensure they are fully included in the Network and Trust initiatives,
chairs the BME Network. The Trust‟s Equality and Diversity Co-ordinator, as a formal part of the
job description, supports the BME Network.

The Trust is positively reliant on diversity in the workforce. For example, about three-quarters of
the population in Southall are from minority ethnic communities, mainly south Asian. The Trust
greatly values staff that speaks two or more languages and can conduct business with patients in
the language in which they are most competent. The value of multi-lingual staff is being
recognized through Agenda for Change.

The Black, Minority Ethnic and Refugee Health and Social Care Forum (BMER Forum) has a wide
brief that includes workforce issues such as recruitment and selection. Workforce data were
presented to the BMER Forum last year in the context of a discussion about how to promote job
opportunities in local communities and scrutinising fairness in recruitment. In October, Southall
Healthy Living Initiative ran recruitment fair, involving the WDC and a range of partners in the NHS
and beyond. This was attended by over 250 people.

The Trust is currently working with the WDC and Trusts in two neighbouring Boroughs, on a bid for
LDA funding to recruit and train people from local communities who would not be job-ready without
additional learning opportunities. The focus here is on the lower rungs of the skills escalator. The
project will link with the Grand Union NVQ Centre and will provide some learning opportunities for
staff already employed. If successful, this project will benefit 200 people who live in the ambit of
Heathrow, (including most of Southall), in the way of work placements and training.

The Trust has a volunteer‟s policy and employs volunteers particularly in PALS and palliative care
services. The Trust also employs Community Health Educators from South Asian and Somali
communities on a sessional basis. These initiatives provide opportunities for people to get work
experience and develop a range of skills. There are also potential opportunities for people who
have overseas qualifications and are working towards employment in the NHS.

The Trust employs a Head of Partnerships and Diversity, whose role is to develop and monitor the
Equality and Diversity Strategy, and an Equality and Diversity Co-ordinator. Activities includes
consultation on the Race Equality Scheme, supporting the BME Network, training staff in
Directorates and service areas on Equality Impact Assessment, planning and promoting language
and interpreting services, developing the BMER Health and Social Care Forum, and working in
partnership to develop funding bids.

Area:              Equality and Diversity
Indicator: (2a)                                                                          Rating:
Staff are valued and are able to see how they contribute to service improvements
and how their contribution is recognised.                                                     5

General Narrative

The vision statement for the PCT encourages staff to show flexibility, collaboration
and mutual support to patients and clients. In turn the staff employed by the PCT
have the right to expect the application of the same in the way they are valued
and recognised at work. Staff feel that there is a genuine commitment from the
top level leadership to value the range of diversity amongst the workforce. A
range of different evidences illustrates this.

Staff involvement in the planned total redesign of Community Nursing and
Therapy services will be crucial to its success and is already being demonstrated
8aa58229-6b16-4d14-9d9c-0eca4262cee0.doc                                            14
in the approach to service improvements being adopted.

The SOS has year on year shown that staff feel valued by their managers and
that their ideas are considered in deciding changes in their work.

In particular the PCT‟s commitment to equality and diversity, led by the PCT Chair
is a strong feature of the overall ethos of Ealing PCT, which aims to “Promote
fairness and equity as an integral part of our every-day work so that it becomes
the responsibility of each manager, service provider and each member of staff
rather than the role of “specialists”.

Evidence:
Focus Group:
A specific Focus Group was held on 23 March 2005 on Equality & Diversity, to
which 6 staff attended. There was a mixed response from the staff who attended.
Two participants said they saw very little of their managers, did not have regular
supervision meetings and got no feedback about their problems, staff meetings
were not about positive feedback and about being valued. One participant said
there had been problems in the team but recently the department had held an
away day and there seemed to be improvement. Three other participants gave a
more positive account and one said that she felt positively valued.
Participants had suggestions for improvement: continued dialogue between
managers and staff and making communication a two way process.

Staff Survey Results:
2004 (2003 in brackets)
                62% (60) of staff are satisfied or very satisfied with the support they
                 receive from their immediate manager.
                61% (56) of staff said that they are involved in deciding the changes
                 introduced that effect their work area/team/department.
                72% (68) of staff were satisfied with the responsibility that they are
                 given.
                A scale summary score of 3.5 (3.5) was achieved from the responses to
                 the question concerning job satisfaction.

Case Studies:
The Trust designated February 2005 as Diversity Month. The Chair took this
initiative, to make a public statement about the Trust's commitment to equality
and diversity. An issue of the staff magazine Ealing Matters was dedicated to
diversity. Activities in Diversity Month included a Board networking event for
organisations working with people with disabilities; a BME Network celebration; a
staff 'speed networking' event; displays about workforce and service delivery
issues; and Directorate events, such as a bring-and-share world cuisine lunch at
the Primary Care Education Centre.

Other Feedback:
The Chair of the PCT, Marion Saunders, speaking about the service
presentations given to the PCT Board:
 “ All members of the Board have found the service presentations very valuable in
giving us an insight into the challenges faced by our staff, as well as the

8aa58229-6b16-4d14-9d9c-0eca4262cee0.doc                                                   15
opportunities for partnership working between staff and service users, to develop
and enhance health care provision in Ealing.“
Documentary Evidence:


    Equality and Diversity Strategy.
    Diversity celebrations.
    Ealing Matters.
    Service Redesign Projects.
    Minutes and actions from BME network.
    Minutes of Equality and Diversity Strategy and Operational Groups.
    Directors Surgeries notes/actions.
    Social Inclusion Policy.
    Equal Opportunities Policy.
    Mobile Phone/Security Policy.




Area:              Equality and Diversity
Indicator: (2b)                                                                             Rating:

Managers understand how equality of opportunity for all staff enhances service                   6
delivery and staff are treated with dignity and respect.

General Narrative

As a member of the Race for Health network, sponsored by the Department of
Health, the Trust aims to be a national champion for race equality in the workforce
as well as in commissioning and service delivery.

The opportunities for Equality and Diversity related training for all staff has
developed since Practice. This is shown in the SOS data below and as recorded
in the comprehensive Training records data base, which is frequently analysed
and reported on to the Remuneration and Managing People Committee.

Breaking Through in Ealing, is a positive action leadership programme planned
across 3 health organisations in Ealing and Ealing Council, specifically for staff
from the BME group and will complement the national Breaking Through
Programme. The application process started in April 2005. It will involve a 2-day
development centre, plus modular development days to support the development
of first line managers and those with supervisory responsibilities.

A BME Mentoring Programme has been launched to give staff an opportunity to
learn from a mentor‟s experience and to act as a stepping-stone to further
development. The programme is being tailored to the needs of individuals and will
be evaluated at the end of the nine-month programme.

A significant initiative in the PCT is the promotion of the Social Inclusion Policy.
This is an employment project aimed at people who are typically excluded from
job opportunities. The project is initially focusing on those with learning
disabilities. Last year 3 staff were employed in HR, Public Health and Meadow
8aa58229-6b16-4d14-9d9c-0eca4262cee0.doc                                               16
House.
GPs and their staff have access to attend PCT training courses on Applying
Diversity Awareness. Ealing PCT has also subscribed all surgeries within the
Ealing area to a website which specialise in general practice and employment
law. Surgeries can download a “zone” on equal opportunities and diversity. This
zone also contains a diversity policy which surgeries change to suit their practice.
The PCT Equal Opportunities Policy has recently been reviewed in partnership
with the Staff Side and will be relaunched to ensure effective implementation and
monitoring, to complement the vast range of well developed initiatives, training
and statistical monitoring already in place.



Focus Group:
A specific Focus Group was held on 4 th April 2005 for managers on Equality &
Diversity, to which 4 managers attended. The group were very positive on how
they felt the PCT welcomes and promotes Equality & Diversity. The group felt the
PCT excelled, re: policies, respect for staff and that the PCT had embraced other
cultures within the PCT. And with regard to equaity and promotion the group did
not perceive any specific barriers.

Staff Survey:
2004 (2003 in brackets)
                81% (76) of staff considered that their employer was committed to
                 equal opportunities for all staff.
                62% of staff reported that their employer acted fairly with regard to
                 career progression / promotion, regardless of ethnicity, gender, religion,
                 sexual orientation, disability or age.
                Since starting work in the organisation staff have received training in
                 the following areas of equality and diversity.
                            o 43% (22) on equal opportunities.
                            o 41% (21) on racial awareness.
                            o 25% (9) on gender awareness.
                            o 30% (12) on disability awareness.
                            o 24% (11) on harassment and bullying awareness.
                            o 20% (9) on religious awareness.

Case Studies:


Other Feedback:
    1:1 with PCT Chair, Marion Saunders and Chair of the Equality and Diversity
     Strategy Group.


Documentary Evidence:
    Equality and Diversity Strategy.
    Minutes and actions from BME network.
    Minutes of Equality and Diversity Strategy and Operational Groups.
    Directors Surgeries notes/actions.
8aa58229-6b16-4d14-9d9c-0eca4262cee0.doc                                                   17
    Social Inclusion Policy.
    Equal Opportunities Policy.
    Mobile Phone/Security Policy.
    Recruitment and Selection Policy.
    Analysis of Equlity and Diversity recruitment data.
    Diversity Training and statistics.
    Training for BME staff groups.
    Leadership Development Programmes.


Area:      Equality and Diversity
Indicator: (2c)                                                                   Rating:

Significant progress has been made in developing a workforce representative of
the communities the organisation serves.                                                6




8aa58229-6b16-4d14-9d9c-0eca4262cee0.doc                                         18
General Narrative

This is a key priority for Ealing PCT and is reflected in the Equality and Diversity
Strategy title – Valuing Diversity – Everyone Matters. The PCT has endorsed the
aim of a workforce where: “Staff are drawn from all sections of the community
and are knowledgeable about the needs of the diverse populations we serve”.

A regular report on the ethnic make up of the workforce and the local community
is made to the Board. The Board‟s commitment to representing the local
community is reiterated at corporate induction.
A profile of the workforce compared to that of the local population was presented
to the BME and The Black, Minority Ethnic and Refugee Health and Social Care
Forum (BMER Forum) last year, in the context of a discussion about how to
promote job opportunities in local communities and scrutinising fairness in
recruitment. In October, Southall Healthy Living Initiative ran recruitment fair,
involving the WDC and a range of partners in the NHS and beyond. Over 250
people were in attendance.


The BME NHS Network covers the three main Trusts that deliver services in
Ealing. It provides a forum for discussion, encouragement and empowerment of
BME staff. An Employment, Training and Harassment sub-group has supported
the Trust on BME Mentoring, the local Breaking Through Programme and
Bullying and Harassment policy. It is currently engaged in developing telephone
surgeries for staff that need help in signposting to policies and sources of
support.


The workforce profile compares very favourably with the resident population of
Ealing –
                Broad Ethnic               Workforce   Ealing Population
                Group                      profile
                White                      55%         58%
                Asian/ Asian               21%         25%
                British
                Black/Black British        15%         9%
                Chinese/Chinese            4%          4%
                British
                Mixed                      2%          4%
                Not stated                 3%
Evidence:
Focus Group:

Staff Survey:
2004 (2003 in brackets)
                Response rate of 58% - 402 responses (42 – 295 responses).
                62% (64) of staff employed are white.
                38% (34) are non white, including 10% (10) black, 23% (19) Asian, 3%
                 (3) mixed origin, 2% (3) Chinese or other origin.
                87% (87) of staff are female.
                51% (48) of staff have dependents living with them and of those 99%
8aa58229-6b16-4d14-9d9c-0eca4262cee0.doc                                                19
                 (94) have children under the age of 16 and 9% (11) have elderly
                 dependents living with them.
                61% (55) of staff are aged over 40.
                7% (4) of staff report a disability or other illness which limits the work
                 they can do.

Case Studies:


Other Feedback:
    1:1s with Chair of BME NHS Network, Saresh Shah, who is also a Practice
     Manager


Documentary Evidence:
As for 2b plus:
    Population/workforce data
    BME NHS Network minutes and action plans
    Local network and partner initiatives minutes and action plans
    Newsletters


Area:              Equality and Diversity
Indicator: (2d)                                                                                    Rating:
                                                                                                         5
Workplace environment that actively supports people with disabilities.

General Narrative

The PCT is committed to recruiting more staff with disabilities and to provide
appropriate support to staff who become disabled during employment. The Trust
has maintained its Disability Symbol award and is building on this; this includes
physical and mental disability.

In partnership with Staff Side, the Trust has reviewed its equal opportunities,
sickness absence and rehabilitation policies.

The recruitment and selection and applying diversity awareness training courses
addresses diversity issues including disability.

The Trust works closely with the OH service, noting its advice on rehabilitation
programmes to ensure a safe and healthy return to work for staff on sick leave.

The Trust works closely with the Employment Service, seeking its professional
advice with ergonomic assessments when staff return to work requiring aids or
adaptations.

As a part of the DDA, the Estates Department has undertaken a survey and
identified all of the adaptations that need to be made. The LIFT programme has
allocated £250,000 to upgrade GP premises in line with the Disability
Discrimination Act and access requirements. In addition the Capital Programme
for 2004/5 saw a £150,000 investment in the refurbishment and/or upgrading of

8aa58229-6b16-4d14-9d9c-0eca4262cee0.doc                                                      20
four larger worksites, along with works to comply with statutory requirements,
particularly the Disability Discrimination Act. The PCT recognises that there is still
a great deal to do, but the trust demonstrates commitment to supporting people
with disabilities in the workplace.

A significant initiative in the PCT is the promotion of the Social Inclusion Policy.
This is an employment project aimed at people who are typically excluded from
job opportunities. The project is initially focusing on those with learning
disabilities. Last year 3 staff were employed in HR, Public Health and Meadow
House. It is anticipated that 4 more staff will be employed at Armstrong Way,
where adaptations may be needed to accommodate more regular wheel chair
access.

The Trust is currently working with the WDC and Trusts in two neighbouring
Boroughs on a bid for London Development Agency funding to recruit and train
people from local communities who would not be job-ready without additional
learning opportunities. The focus here is on the lower rungs of the skills escalator,
and the project will link with the Grand Union NVQ Centre and will provide some
learning opportunities for staff already employed. If successful, this project will
benefit 200 people who live in the ambit of Heathrow, including most of Southall,
in the way of work placements and training.

(See evidence in 5e and 5f )


Evidence:
Focus Group:
A specific Focus Group was held on 4 th April for staff with Disabilities, to which 6
staff attended.
The group felt that PCT have tried dealing with issues regarding workplace
environment for staff with disabilities but there is still not enough being done. It
was mentioned how managers need to take responsibility to explain to their staff
that they need to support staff with disabilities. Staff did feel that managers in
general are supportive and some managers are people friendly, however some
are not. From the group, 5 out of 6 were not aware of any specific policies
regarding staff with disabilities.

The focus group recorded general agreement that Ealing PCT has flexible
working arrangements for people with disabilities.



Staff Survey:
2004 (2003 in brackets)
                7% (4) of staff report that they are disabled or have an illness that can
                 affect the work they do
Case Studies:
    Joannie Billson is employed under the Social Inclusion Policy in the HR
     Department at the Primary Care Education Centre. She was the feature of an
     article in the Ealing Matters called “Joannie gets to work”. Not only does she
     do photocopying and welcome people to the Centre but she also uses the
     computer to type letters and search for information. With clear instructions she
     is happy to help in whatever way she can.
Other Feedback:
8aa58229-6b16-4d14-9d9c-0eca4262cee0.doc                                                     21
          Mayte M Rodriguez, the Social Inclusion Advisor


Documentary Evidence:
    Rehabilitation and Redeployment Policy.
    Social Inclusion Policy.
    Sickness Absence Policy.
    Monitoring data.
    Work place adjustments.




Area:              Equality and Diversity
Indicator: (2e)                                                                           Rating:

Staff feel supported and safe in the employment environment and able to                        6
challenge discriminatory and/or unacceptable behaviour.

Zero tolerance to harassment and bullying.

General Narrative

The PCT takes violence to staff, bullying and harassment very seriously. Many of
our staff by the nature of their work have to visit people‟s homes and other
isolated and potentially vulnerable areas.

One of the PCT‟s core values is that we value our workforce and its diversity. The
Trust does not tolerate discriminatory or violent behaviour towards staff or
patients by our staff or the public. Part of this is the commitment to have zero
tolerance and to challenge bullying and harassment wherever it occurs.
To achieve these aims, the PCT has invested in physical facilities and training
and underpinned this by a number of effective policies.

The PCT has well developed Health and Safety and Risk Assessment systems,
which improve the safety of staff‟s working environment. There is a Risk
Management strategy and sub committee of the Board and a Health and Safety
Committee, which include staff side reps. This is supported by a well developed
incident reporting and risk analysis system. Regular reports on both, are made to
the Board and used to identify areas of high risk.

During the first three years of the PCT, the staff opinion surveys have shown an
increasingly positive staff view of the PCT regarding health, safety and security.

Individual staff can have panic attack alarms and we have a lone worker policy.
In order to enable staff to be able to challenge inappropriate behaviour the PCT
has a Whistleblowing Policy. The nature of the policy is explained to new staff at
induction. To support staff in dealing with inappropriate behaviour and
discrimination, the PCT provides assertiveness and conflict resolution training.
The PCT has an anti-bullying and harassment policy, and procedures, which have
proven effective in dealing with cases of harassment and bullying.
GPs and their staff have access to attend PCT training courses on Equality &
Diversity Awareness. Ealing PCT has also subscribed all surgeries within the
8aa58229-6b16-4d14-9d9c-0eca4262cee0.doc                                             22
Ealing area to a website which specialises in general practice and employment
law. Surgeries can download a “zone” on equal opportunities and diversity. This
zone also contains a diversity policy which surgeries change to suit their practice.

On the employment law website, there is access to a grievance policy and
bullying policy which GP practices can adapt to suit their practice.
GPs and staff within general practice also have access to a free counselling
service which specialise in work issues such as harassment and grievances. Staff
can also contact the PCT‟s Primary Care HR Manager for advice on bullying
issues.

(See evidence in 5a)

Evidence:
Focus Group:




Staff Survey:
2004 (2003 in brackets)
                A scale summary score of 4.8 (4.7) in response to question regarding
                 perceptions of effective action from employer towards violence and
                 harassment.
                3% (6) of staff experienced physical violence from patients and relatives
                 in the previous 12 months.
                19% (26) of staff experienced harassment, bullying or abuse from
                 patients and relatives in previous 12 months.
                74% (74) of staff said that if an incident occurs they would know how to
                 report it .


Case Studies:
    A Local Security Management Specialist has been employed by the PCT –
     Richard Grove. His role is to consider staff safety, particularly lone workers
     and investigate incidents.


Other Feedback:
    Warning to public and how affected.
    Counselling available to staff and take up.


Documentary Evidence:
    Zero Tolerance Policy.
    Health and Safety at Work Policy.
    Analysis of data.
    Whistle Blowing Policy.
    Evidence from GP practices.
    Grievance Handling and data.
    Mobile phones or lone workers.

8aa58229-6b16-4d14-9d9c-0eca4262cee0.doc                                                    23
    Conflict Resolution Training.
    Counselling Service.
    Signs on sites.




8aa58229-6b16-4d14-9d9c-0eca4262cee0.doc   24

				
DOCUMENT INFO