equality & diversity strategy 2018-21 - newham ccg · implementing nhs mandatesand programmes. the...

Equality & Diversity Strategy 2018-21

Final Draft- 1.7

Newham story S3-4

Context S5

How we are developing our strategy S6

Building on our achievements S7

Key equality duties S8

National evidence and priorities-patients and carers S9

Local evidence and priorities-patients and carers S10

Evidence and priorities- workforce and governance S11

Our corporate objectives S12

Themes and objectives S13-15

Key enablers S16

Governance S17

Appendix 1: Workforce Race Equality Standard -Metrics S18

Appendix 2: Equality Delivery System (EDS2) Goals and Outcomes

S19

Appendix 3: Annual Action Plan S20-31

Contents

Newham story

Our population

Newham is an exciting, young borough with a growing population due to an increase in births and migration to the borough as people choose to come and live here. The Joint Strategic Needs Assessment (JSNA) for Newham has highlighted a range of challenges in providing health services including historically poor health outcomes, the transient population, increasing numbers of people living in the borough and the diversity of the communities we serve.

Our JSNA has identified that people living in Newham have a lower life expectancy in comparison to theLondon and England average and when considering healthy life expectancy, men are likely to face 20 years of poor health at the end of their life while for women this figure goes up to 25 years.

About us

NHS Newham Clinical Commissioning Group (CCG) is a membership body, made up of local GPs, that plans and buys public healthcare services for over 320,000 (GLA estimate, 2014) people in Newham. We plan healthcare by identifying the health needs of the population and forecasting what services might be needed in the years to come.

We are a clinically led organisation and we have a Governing Body made up of a majority of local GPs along with other independent members and representatives from partner organisations. All our Governing Body meetings are open to the public and all agendas are available on our website.

We employ about eighty staff from diverse backgrounds, and we also source support from NEL Commissioning Unit to help us commission services from multiple providers. At present our two main providers are Barts Health NHS Trust and East London NHS Foundation Trust who offer medical, surgical and emergency services for the local community and a range of mental health support for our residents. The main hospital in Newham is Newham University Hospital, part of Barts Health NHS Trust, who also manage Whipps Cross, Mile End and The Royal London hospitals. East London NHS Foundation Trust is the provider for community based and mental health services in Newham. We also work with Healthwatch Newham, the London Ambulance Service, NHS England and with the London Borough of Newham as part of our health and care commissioning.

Newham story

Protected groups in NewhamSource: Public Health Newham 2016

Context

NHS Newham Clinical Commissioning Group (CCG) developed its first Equality and Diversity Strategy in 2012 and was refreshed in 2013 to ensure our Strategy is aligned with our duties.

This refresh focuses on the existing and emerging healthcare needs of our diverse population and how we should work with our staff, patients, member practices and stakeholders to commission high quality services that offer equitable outcomes.

Over the last four years we have successfully addressed some of the pressing health inequality issues and we have been commended for our work. We recognise how important it is to meet our equality duty and we also recognise the value of working with our local interests, providers and partners in order to advance equality and diversity.

Information about how we have performed against our current equality objectives can be found in our annual equality information reports on our website -www.newhamccg.nhs.uk/news/policies-and-procedures.htm

http://www.newhamccg.nhs.uk/news/policies-and-procedures.htm

How we are developing our StrategyTh

emes

We are developing themes around our priorities and key equality and diversity drivers; the key focus being our protected groups and people who are at risk of experiencing poor health outcomes- linking them to our CCG corporate objectives.

Each theme will be used to build our equality objectives for next four years with outcomes in mind.

Obj

ectiv

es

Based around the themes, we will develop a set of equality objectives in consultation with our internal and external stakeholders.

These objectives will be high level and be delivered over next four years through an annual action plan.

Annu

al A

ctio

n Pl

an

Every year we will develop and implement an Action Plan to deliver our Equality Objectives.

The Action Plan will be aligned with our commissioning cycle, EDS2 and the WRES action plans

Duties and

priorities

National Local Analysis of duties

priorities Engaging stakeholders Developing objectives

and action plan Publishing the Strategy

Strategy development process

Building on our achievements

NHS Newham CCG has made some good progress over the last three years since it developed its first Equality and Diversity Strategy in 2013 and we want to build on our achievements over the next four years. Our Annual Report (2016-17) provides an update on our recent achievements and priorities.

Joint working to tackle health inequalities

• We are working in partnership with the London Borough of Newham and Public Health England to decide priorities for local healthcare services.• We will continue working with our partners and providers to improve services for disadvantaged groups including transforming services together (TST); our

children’s health commissioning programme and transforming access to mental health services for young people; improving the quality of care our providers provide (e.g. Barts Health); early detection of cancer; integrated care programmes; equitable access to medicine programme; reducing readmission into mental health services by vulnerable groups; community based adults services; diabetes prevention programme; and commission primary care services.

Engaging patients, carers and stakeholders

• We have promoted the involvement of patients, their carers’ and representatives, in decisions that relate to the prevention or diagnosis of illness in the patient, their care and treatment by ensuring that patients and public are involved in the development and consideration of proposals for changes in commissioning arrangements. To support this we work closely with key stakeholders such as Healthwatch Newham, patient and public engagement groups, the Health and Wellbeing Board, the London Borough of Newham and other local NHS providers

• We will continue to engage widely when devising commissioning plans through a range of approaches including face-to-face public engagement events, drop-in sessions for people to share their views, online surveys, working with our youth commissioners, attending local events to encourage involvement, attendance at partner organisations events and meetings and by using online and offline communications channels to raise awareness about the ways that people can get involved with our decision making processes.

• We will continue to recruit and train community diabetes champions.

Leadership and governance

• Our Governing Body Lay Member and Vice Chair of the CCG, clinical leads and commissioning managers have been working patients and stakeholders to listen to their views and to engage them in commissioning.

• We will review our current governance arrangement to strengthen the leadership roles in equality and diversity.• Continue providing on line and face-to-face training for Governing Body Members and staff on equality, diversity and Human Rights.

http://www.newhamccg.nhs.uk/Downloads/News-and-Publications/Annual%20report%20and%20accounts/Annual%20Report%202015-16.pdf

Key equality duties

Public Sector Equality Duty Implementing NHS mandates and programmes

The Equality Act (2010) harmonised previous equality legislation, and further extended discrimination protection for those inemployment, education and training, and in the provision of goods and services. Protection from discrimination under the Act is on the basis of the following ‘protected characteristics’:

• age• disability• gender reassignment• marriage and civil partnership (but only in respect of eliminating unlawful discrimination)• pregnancy and maternity• race – this includes ethnic or national origins, colour or nationality• religion or belief • sex• sexual orientation.

The Equality Act (2010) also imposes a Public Sector Equality Duty (PSED) on us which includes a general duty with three main aims. It requires the CCG to have due regard for the need to:

• eliminate unlawful discrimination, harassment and victimisation and any other conduct prohibited by the Equality Act (2010)

• advance equality of opportunity between people who share a protected characteristic and people who do not share it • foster good relations between people who share a protected characteristic and people who do not share it.

Having due regard means that we must take account of these three aims as part of our decision making processes – in how we act as an employer, how we develop and review policy; how we design, deliver and evaluate services; and how we commission and buy services from others. We are also required to consider the need to:

• remove or minimise disadvantages suffered by people due to their protected characteristics• meet the needs of people with protected characteristics• encourage people with protected characteristics to participate in public life or in other activities where participation is low.

At present the CCG meets the duty by producing equality objectives and the annual equality information and by carrying out equality analysis of its policies and services.

Equality Delivery System (EDS2)

EDS2 is a mandatory tool which all NHS organisations are required to use to manage their equality and diversity performance. There are four goals and eighteen outcomes in EDS2 which cover commissioning, workforce and governing. The CCG is required to conduct a grading to determine its current performance which then helps to set equality objectives.

The four EDS2 Goals are-• Better health outcomes for all• Improved patient access and experience• Representative and supported workforce• Inclusive leadership

Newham CCG carried out a grading in 2014-15 and published the grades. The grades will be refreshed in 2018-19 by engaging community interests.

NHS Workforce Race Equality Standard (WRES)

The WRES was introduced in 2015 to help NHS organisations to improve race equality in the workforce. The CCG has been publishing its WRES reports annually since 2015.

Accessible Information Standard (AIS)The CCG is required to implement the AIS by ensuring that all its publications are accessible to the disabled people, by seeking assurance from providers on their compliance with the standard, and by promoting the standard to member practices and providers.

National evidence and priorities–patients and carersWhen developing our priorities for equality objectives we want to make sure our local priorities are aligned with the priorities of NHS England as set out in the NHS mandate.This mandate sets out objectives to 2020, sets requirements relating to the Better Care Fund, and sets NHS England’s budget for five years. NHS England ensures that clinical CCGs play their part in delivering the mandate. As a local CCG we will ensure that our equality objectives reflect the national priorities.

The NHS Five Year Forward View sets out a clear direction for the NHS, making the case for change and setting out what the NHS can achieve by itself, but also where the NHS needs to forms partnerships with local communities, local authorities and employers. The investment of an additional £10billion per year backs in full the Five Year Forward View and will mean patients receive a truly seven-day health service, with the services people need being offered in hospitals at the weekend and people able to access a GP at evenings and weekends.

NHS England's objectives to 2020

Objective 1: Through better commissioning, improve local and national health outcomes, particularly by addressing poor outcomes and inequalities

Objective 2: To help create the safest, highest quality health and care service.Objective 3: To balance the NHS budget and improve efficiency and productivity.Objective 4: To lead a step change in the NHS in preventing ill health and supporting people to live healthier lives.Objective 5: To maintain and improve performance against core standards.Objective 6: To improve out-of-hospital care.Objective 7: To support research, innovation and growth.

.

CancerMental healthLearning disabilitiesDementiaDiabetesMaternity

Equa

lity

Out

com

es

Annual health checks for people with learning disabilitiesCancer diagnosis and treatment100% population have access to seven days a week care (GP, Urgent care etc.)Prevent premature mortalityReduction on childhood obesityEmployment of disabled people in the NHS

The NHS Outcomes Framework 2016-17

Indicators in the NHS Outcomes Framework are grouped into five Domains, which set out the high-level national outcomes that the NHS should be aiming to improve. The five Domains are:

Local evidence and priorities- patients and carersLinked to the evidence on health inequalities, there are specific areas that are our priorities for 2018-21 and beyond. These areas will be the focus of our equality objectives and the action plan. Based on our recent reports (e.g. annual report, equality information, Workforce Race Equality Report) work with our clinical leads, local Public Health and Human Resources we have highlighted some local priorities which will help us formulate our equality objectives.

Groups Patients and carers

Race • Lower life expectancy amongst White working class and BME groups• High prevalence of diabetes, cancer, obesity, hypertension, MSK and mental ill health amongst certain BME groups.

Age • Childhood obesity• Mental health amongst young BME people.• Chronic a long term conditions amongst older men and women including dementia

Disability • Low life expectancy of people with learning disabilities• Employment of disabled people

Gender • Prevalence of cancer amongst women• Highest rate of smoking amongst White men and women, east Europeans and Bangladeshi and Pakistani men.• Poor maternal health amongst disadvantaged and poorer social groups

Lesbian GBT • Mental health • Anxiety and fear about coming out• Access to appropriate services including primary care

Religion/Belief • Culturally appropriate services• Disproportionately higher prevalence of chronic and long term conditions amongst Muslim population, linked lifestyle and economic

circumstances 9e.g. unemployment)

Pregnancy and maternity • Maternal health• Lower birthweight among new-born• Higher prevalence of diabetes during pregnancy

Socio-economic groups • Obesity and long term conditions amongst poorer groups• Gap in life expectancy between the rich and less well off.• There is a correlation between poverty and ill health; the highest poverty rate is in the Bangladeshi and Pakistani households (2008).• Carers are one of disadvantaged groups- many carers experience social isolation and ill health and disability.• Homeless people

Evidence and priorities – workforce and governance

National picture

Various research findings show that-• Both in London and nationally BME and female staff are under represented in senior

management jobs (8a-9). • The Boards of NHS Trusts and the main national NHS leadership bodies fail to reflect the

ethnic composition of their wider workforce or the population they serve.• The likelihood of white staff in London being senior or very senior managers is three times

higher than it is for black and minority ethnic staff.• There is an established link between the treatment of BME staff and the care that patients

receive. Research shows the workplace treatment of BME staff is a very good barometer of the climate of respect and care for all within NHS trusts and correlates with patient experience.

• Also in 2008, the Health Service Journal surveyed NHS Trusts and found that black and minority ethnic applicants for NHS posts were three times less likely to be appointed than white applicants, and one and a half times less likely to be appointed even if they had been shortlisted. (Santry C 2008)

• A Stonewall attitude survey shows, one in ten health and social care staff across Britain have witnessed colleagues express the dangerous belief that someone can be ‘cured’ of being lesbian, gay or bisexual. It also found that LGBT staff face discrimination and abusive behaviour from both colleagues and patients.

• 77% of all NHs staff are female, of whom only 16% are from BME backgrounds• A Disability Rights UK survey in 2015 found that 41% felt their disability meant career

progression was hampered; a key identified was monitoring of disability related sick leave.An NHS England commission research into disability equality found that, relative to non-disabled staff, disabled staff felt more bullied, in particular from their managers (12 percentage points more); more pressure to work when feeling unwell (11 percentage points more); and more disadvantaged with respect to career progression (8 points difference). BME and Muslim staff with disability are more disabled than their counterparts.

• The chances of BME and Muslim being invited for an interview or receiving a favourable call from employers are less than it is for people with white names.

.

CCG picture

Our CCG workforce data shows that-• The CCG is a small employer currently employing around eighty staff

compared to provider Trusts and national organisations. • BME staff are well represented in senior management bands (8a-9) • The CCG Governing Body do not quite reflect the workforce and the

community it serves.• The CCG’s current workforce consist of 40% male and 60% female

which shows male are less representative in the workforce but a lot higher compared with the national figures (77%)

• 2% of our staff have declared to have a disability- 40% have not declared their disability.

• No staff from LGBT backgrounds- 31% staff have not declared their sexual orientation.

• Recent staff survey results show a low percentage of staff that experience bullying and harassment from staff and mangers and a high percentage of staff believe the CCG provides equal opportunities for career progression and promotion.

• There is a CCG Staff Forum which meets on a regular basis to discuss staff issues.

• Key areas that require attention are non-mandatory training and CPD courses, and how the CCG conducts succession planning to ensure retention of its diverse staff.

Our corporate objectives

Linked to the evidence on health inequalities, there are specific areas that are our priorities for 2018-21 and beyond. These areas will be the focus of our equality objectives and the action plan.

Our strategic priorities for 2018-19

• To commission a Newham-based integrated health and care system which delivers high quality services for the people of Newham, in accordance with statutory requirements

• To commission and develop GP services that are modern, accessible and fit for the future in caring for the local population

• Securing financial stability

• Making sure our governance is fit for purpose

• Valuing and enabling our staff, Board and Clinical Leaders to learn and develop thereby enabling them to deliver against the CCG Priorities

• Ensuring we maintain our performance across the key business areas

Themes and Objectives

Theme one (EDS2 Goal 1 & 2): Access to services and better outcomes for all

Proposed objective 1

Ensure equality in access to services by vulnerable and disadvantaged groups.

Expected outcomes

• Better access to primary and hospital care services and seven days a week out of hours and urgent care services

• Improved screening and diagnosis

• More joined up services• Better involvement of

patients in treatment and care planning

• Improved satisfaction amongst patients

Target groups

• Minority ethnic groups including new migrants (e.g. Gypsy and the Roma community)

• Disabled people including people with learning disability and sensory impairment

• Lesbian, Gay and Bi-sexual, and Transgender people

• Pregnant women and mothers of new-born

• Children and young people• Older people


Theme two (EDS2 Goal 1 & 2): Involvement of patients and stakeholders


Continue to involve patients from all communities in commissioning

Expected outcomes

• Better and inclusive engagement activities.

• Continuous feedback from patients about commissioning

• Better and effective utilisation of commissioning resource.

Target groups

• Minority groups • Disabled people including

people with learning disability and sensory impairment.

• People with mental health• Older people• Faith communities• Lesbian, Gay and Bi-sexual,

and Transgender people.• Pregnant women and

mothers of new-born• Young people


Theme three (EDS2 Goal 3): A well supported diverse workforce


Continue to work towards ensuring an inclusive workforce within the CCG and in the sector as a whole

Expected outcomes

• Improved representation of staff from minority groups across all bands in the CCG

• Visible leadership in the sector to influence providers in advancing equality and diversity

• Increased take up of learning and development opportunities by all staff.

Target groups

• Staff from all backgrounds, particular focus on disabled people.

Key enablers

Equality and Diversity Strategy

Supportive strategic leadership and strong governance

Effective communication with patients; and external and internal stakeholders

Engaging managers, clinical leads, and Governing Body Members

Annual action plan with measurable targets

Partnership working with providers and local stakeholders/interests

Training for staff and Governing Body Members

Information from providers on compliance and performance

Governance

The Governing Body at the CCG is responsible for ensuring that the CCG meets its legal duties. To support the Governing Body, the following committees and roles will be in place:

Executive CommitteeThe Executive Committee is responsible for ensuring that Newham CCG remains on track to deliver its stated objectives as set out in the Operating Plan. The Executive Committee reports directly to the Board and acts as a programme management committee to assure the work of each of the commissioning committees and transformation programmes.

Equality and Diversity Group (EDG)The Equality and Diversity EDG is responsible for planning, supporting and overseeing all policy and strategy work. The Group is chaired by a Governing Body Member and meets throughout the year.

Director of Partnerships and GovernanceThe Director of Partnership and Governance is responsible for managing and leading on the equality duties. This includes project managing the development of equality objectives and annual reports. He also manages the development of staff and Governing Body involvement processes and advises on policy development and also works with partners to develop good practice in meeting the CCG’s legal duties.

18

WRES indicators: 1-4- Workforce indicators , 5-8: Staff survey , Indicator 9: GB(Board) Members

Appendix 1: Workforce Race Equality Standard - Metrics

19

Goal Outcome Goal Outcome

1. B

ette

r hea

lth o

utco

mes

for a

ll

1.1 Services are commissioned, procured, designed and delivered to meet the health needs of local communities

3. E

mpo

wer

ed, e

ngag

ed a

nd w

ell-s

uppo

rted

staf

f

3.1 Fair NHS recruitment and selection processes lead to a more representative workforce.

1.2 Individual peoples’ health needs are assessed and met in appropriate and effective ways.

3.2 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.

1.3 Transitions from one service to another, for people on care pathways, are made smoothly with everyone well-informed.

3.3 Training and development opportunities are taken up and positively evaluated by all staff.

1.4 When people use NHS services their safety is prioritised and they are free from mistreatment and abuse and mistakes are minimised.

3.4 When at work, staff are free from abuse, harassment, bullying and violence from any source.

1.5 Screening, vaccination and other health promotion services reach and benefit all local communities.

3.5 Flexible working options are available to all staff consistent with the needs of the service and the way people lead their lives.

2. Im

prov

ed p

atie

nt a

cces

s an

d ex

perie

nce

2.1 People, carers and communities can readily access hospital, community health or primary care services and should not be denied access on unreasonable grounds

3.6 Staff report positive experiences of their membership of the workforce.

2.2 People are informed and supported to be involved in decisions about them.

4. In

clus

ive

lead

ersh

ip a

t all

leve

ls

4.1 Boards and senior leaders routinely demonstrate their commitment to promoting equality within and beyond their organisations

2.3 People report positive experiences of the NHS 4.2 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.

2.4 People’s complaints about services are handled respectfully and efficiently.

4.3 All managers and staff support their staff to work in culturally competent ways within a work environment free from discrimination

Goals 1 & 2 are about services and access- the primary activities of the NHS. Goals 3 & 4 are about workforce, governance and leadership- the enablers.

At the heart of EDS2 are 18 outcomes, against which NHS organisations assess and grade themselves. They are grouped under four goals, as shown in the table on the following page. These outcomes relate to issues that matter to people who use, and work in, the NHS. Among other things they support the themes of, and deliver on, the NHS Outcomes Framework, the NHS Constitution, and the Care Quality Commission’s key inspection questions set out in “Raising standards, putting people first - Our strategy for 2013 to 2016”

Appendix 2: Equality Delivery System (EDS2) Goals and outcomes

Appendix 3: Annual Action Plan

Planning

Implementing

Monitoring

Reporting

Action Plan

Equality action planning cycle

The equality and Diversity Strategy will be implemented through an annual action plan which will be aligned with the CCG’s commissioning cycle and it will be informed by our EDS2 work and the WRES report. Each equality objective will be supported by a CCG director who will be the executive lead for that objective. NEL Commissioning Support Unit, a commissioning support service provider to the CCG, will work with the leads to coordinate the action plan and to prepare progress reports throughout the year.

Equality and Diversity Strategy (Action Plan 2018/19 and 2019/20): Delivery and accountability

The leads are responsible for implementing the actions.

A regular update will be sent to the Executive Team by using the dashboard

The Board will receive updates every six months

Equality and Diversity Strategy (Action Plan 2018-19)

Action Lead Success criteria (e.g. outcomes) Deadline

1.1 Improved access for carers while accessing the GP practice for appointment booking

Primary care team with PPE support

Carers will be able to access the GP practice via digital platform as well as traditional methods to book or cancel routine/urgent GP appointment

Oct 2018

1.2 Improved access for patients with hearing, voice and/or visual impairment while accessing the GP practice for appointment


All practices will follow locally designed standardised policy on coding of patients needs on patient’s clinical records as per national AIS guidelines. All Patients will have access to BSL interpreter for their appointment if required.

Sept 2018

1.3 “Access to BSL interpreter cards” for patients with hearing, voice and/or visual impairment while accessing the GP practice for appointment


Locally designed “Language support and access to BSL support card” for patients with hearing, voice and/or visual impairment.

Dec 2018

Objective 1: Ensure equality in access to services by vulnerable and disadvantaged groups (slide 1/3)

Priority groups: ethnic minority groups, disabilities (mental health and learning disabilities) and sexual orientation (LGBT)



1.4 As part of the 111 service mobilisation ensure equity in access to integrated urgent care services by people with learning disabilities.

Julie Van Bussel New service is tested to ensure appropriate pathways are in place for this group of patients prior to launch date (March 2018)

- Learning from the 111 service mobilisation serious incident learning from adult safeguarding is used.

- Accessible Information Standard followed by providers- Providers ensuring appropriate staff training

August 2018

1.5 Ensure that NUH have a patient choice policy in place with regard to patients who need to be discharged to a residential/nursing home by working with LBN and the CCG Julie Van Bussel

A policy developed and in place.July 2018

1.6 Once the UTC and 111 services are in place ensure that an annual survey is undertaken by both providers focussing on access.

Julie Van Bussel A KPI with regard to access is included within the new contractLearning is identified as a result of appropriate patientsurvey, one year on from start of service, this will include analysis of how patients who are within vulnerable or disadvantaged groups access services.

January 2019

1.7 An audit of calls made by individuals to 111 specifically selected by category, i.e. hard of hearing etc. to determine effectiveness and any learning.

Julie Van Bussel Audit undertaken to review clinical outcome and determine any learning outcomes

March 2019

Objective 1: Ensure equality in access to services by vulnerable and disadvantaged groups (Slide 2/3)




1.8 Planning on developing hubs close to transport links so they are easy to get to and it will-

- Provide services from a single location which is easily accessible - Provide access to seamless language and interpreting services based on individual’s

need.

WD/SS • Clear service specification based on consultations with service users including protected groups to ensure:

- Accessible Information Standard (AIS) followed by providers and complies with Equality Act 2010 - New services model is tested to ensure prior to launch (Rapid Testing Sites – PCH)- There is also something around staff training on AIS and measuring compliance

By September 2018

1. 9 Building prevention in the new model of care, including the provision of advice, education and screening -

WD/SS Clear service specsKPIs for provision to reflect

By September 2018

1.10 Developing one shared care record across all services which can be viewed by patients and providers.

WD/SS By September2018

1.11 ACS Structured Collaboration and model of service provision to have a clear specification around the workforce provision and it will be a requirement for providers to ensure their staff are sufficiently trained to deal with patients who have learning disabilities.

Where possible, new technology will assist in this process.

Contract leads This should see service levels improve.

1.12 Ensuring The Accessible Information Standards, introduced in July 2016, is part of service specs and contractual framework KPIs clearly aligned

Contracts leads will be a requirement for all providers to adhere to. This will ensure that information is in a suitable format for patients with specific requirements (for example, easy read format for patients with learning disabilities, braille for patients with visual impairments.





1.11 ACS Structured Collaboration and model of service provision to have a clear specification around the workforce provision and it will be a requirement for providers to ensure their staff are sufficiently trained to deal with patients who have learning disabilities.

Where possible, new technology will assist in this process.

Contract leads

This should see service levels improve. ProgressReport in October 2018 and April 2019

1.12 Ensuring The Accessible Information Standards, introduced in July 2016, is part of service specs and contractual framework KPIs clearly aligned

Contracts leads

will be a requirement for all providers to adhere to. This will ensure that information is in a suitable format for patients with specific requirements (for example, easy read format for patients with learning disabilities, braille for patients with visual impairments.

ProgressReport in October 2018 and April 2019





2.1 Involve representatives from seldom heard communities such as Roma, learning disabilities, hearing and/or visual impairment on commissioning of new services to ensure their views are considered and the future service is catered to meet the needs and demand of Newham population including those in hard to reach category

Primary care with PPE Services designed to meet the needs of residents. Improved health outcomes for residents from these communities

March 2019

2.2 Commission a new organisation to provide PPE services to engage our diverse communities representing protected and vulnerable groups through the use of modern technologies and communication channels.

Communication and Engagement Team

• Inclusive engagement of all protected groups at the neighbourhood level

• Evidence of effective engagement which can be used to address health inequalities and future commissioning.

Ongoing with six monthly progressreport

2.3 Ensure effective engagement of PPGs across all practices in the Newham.

Communication and Engagement Team

• Inclusive PPGs which represent protected and disadvantaged groups.

• PPG intelligence gathered and acted upon by commissioners.

Ongoing with six monthly progress report

Objective 2: Continue to involve residents from all communities in commissioning (slide 1/2)




3.1 Implement the WRES Action Plan 2017-18:

- Publicise CCG jobs through local networks- Ensure BME panel members for jobs in Bands 8 and above- Monitoring all recruitment data- Monitor disciplinary data- Provide equality and diversity training- Promote dignity at work through board development- Celebrate diversity in the organisation- Review and update GB ethnicity data

Director of Partnership and Governance & Director of Quality

• WRES Action plan implemented

• Recruitment training for manager including unconscious bias

Progress Report in October 2018 and April 2019

3.2 Seek assurance from all providers on the implementation of their WRES and EDS2

Director of Quality • Annual WRES action plan and progress report showing improvements in provider organisations.

• Implementation of EDS2


3.3 Review EDS2 Goals 3 and 4 to ensure better workforce practices and governance in equality and diversity performance:- Complete EDS2 grading and develop action plan for 2018-19

Director of Partnership and Governance

Staff survey showing improved satisfaction amongst staff members.


3.4 Provide equality and diversity briefing for Governing Body Members and staff in addition to statutory and mandatory training

Director of Partnership and Governance

• Governing Body briefing session on EDS2 and Public Sector Equality Duty

• Equality Analysis –bite size session and mini workshops


3.5 Ensure that staff from all backgrounds are treated equitably when applying for non-mandatory training and CPD programmes

Director of Quality • PDP- completed and recorded• Records of all non-mandatory training and CPD

programmes are kept centrally and diversity data monitored.


Objective 3: Continue to work towards ensuring an inclusive workforce within the CCG and in the sector as a whole

Equality and Diversity Strategy (draft Action Plan 2019/20)

Note: This will be finalised following the EDS2 grading in October 2018

Equality and Diversity Strategy (draft Action Plan 2019-20)


1.1 Evaluate equality analysis outcomes of all business cases and develop action plans

Commissioners Equality analysis outcomes routinely embedded into commissioning decisions

Review annually

1.2 Ensure that the STP priorities take into account the access needs of all protected and vulnerable groups

Strategic Leads Protected and vulnerable groups are engaged in commissioning.

Review annually

Objective 1: Ensure equality in access to services by vulnerable and disadvantaged groups




2.1 Ensure continuous engagement of patient and carers in commissioning

Director of Partnerships and Governance

Targeted engagement with minority and vulnerable groups.

Review annually

2.2 Engage diverse groups in grading the CCG’s equality and diversity performance by using the Equality Delivery System (EDS2)


EDS2 grading focusing on commissioning (goals 1 and 2) Review annually

Objective 2: Continue to involve patients from all communities in commissioning




3.1 Implement the Workforce Race Equality Standard (WRES) anddevelop annual action plans


Annual WRES reports and action plan plus seeking assurance from providers

Review annually

3.2 Develop and implement an OD action plan based on the WRES report and staff survey outcomes.

Director of Quality & Development

Improved workforce outcomes Review annually

Objective 3: Continue to work towards ensuring an inclusive workforce within the CCG and in the sector as a whole

Slide Number 1Slide Number 2Newham story Slide Number 4ContextHow we are developing our StrategyBuilding on our achievementsKey equality dutiesNational evidence and priorities–patients and carersLocal evidence and priorities- patients and carersEvidence and priorities – workforce and governanceOur corporate objectivesThemes and ObjectivesThemes and ObjectivesThemes and ObjectivesKey enablersGovernanceAppendix 1: Workforce Race Equality Standard - MetricsAppendix 2: Equality Delivery System (EDS2) Goals and outcomesAppendix 3: Annual Action PlanEquality and Diversity Strategy (Action Plan 2018/19 and 2019/20): Delivery and accountabilityEquality and Diversity Strategy (Action Plan 2018-19)Equality and Diversity Strategy (Action Plan 2018-19)Equality and Diversity Strategy (Action Plan 2018-19)Equality and Diversity Strategy (Action Plan 2018-19)Equality and Diversity Strategy (Action Plan 2018-19)Equality and Diversity Strategy (Action Plan 2018-19)Equality and Diversity Strategy (draft Action Plan 2019/20)��Note: This will be finalised following the EDS2 grading in October 2018Equality and Diversity Strategy (draft Action Plan 2019-20)Equality and Diversity Strategy (draft Action Plan 2019-20)Equality and Diversity Strategy (draft Action Plan 2019-20)

equality & diversity strategy 2018-21 - newham ccg · implementing nhs mandatesand programmes. the...

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