Managing Equality and Diversity in an Organisation (ILM 4)

Follow up day Thursday 14 June 2018

Welcome and Introductions Karen Bloomfield Head of Leadership and Organisational Development, East of England Leadership Academy Helen Webb Consultant, EW Group

Objectives • reconnect with colleagues to strengthen existing

relationships and build new ones;

• celebrate successful completion of the programme;

• share and learn from each other’s experiences and insights

Programme 10:20 Connecting Conversations 10:40 Diversity is Everything and Everything is Diversity

Paul Deemer, Head of Diversity and Inclusion, NHS Employers 11.15 Refreshments 11:30 Sharing Learning 12:00 What we’ve heard so far 12:15 Story of Success

Amy Knights, Norfolk & Norwich University Hospitals NHS Foundation Trust 12:30 Building Leadership for Inclusion – National context 12:40 #NHS70 A call to pledge 12:45 Lunch 13:45 Sharing Stories

Becs Manning, Cambridgeshire and Peterborough NHS Foundation Trust Paul Curry, Bedfordshire, East and North Herts and Herts Valleys CCGs Kit Connick, Cambridgeshire and Peterborough NHS Foundation Trust

14:15 Focusing on the Future 15:15 Summary and feedback from the day 15:30 Presentation of certificates 15:45 Next steps and Close

Photographer, Warren Page

Connect on Twitter Tell your story, share your experience

#eoeinclusive @eoeleadership @NHSLeadership @HEE_EoE

Connecting Conversations Reconnecting with colleagues and making new connections

Helen Webb Consultant, EW Group

Setting the Scene In your groups discuss the following questions: • What has brought you to the event today (e.g. is there

anything you hope to achieve?)

• What do you think has been the most important thing for you (or if you are a sponsor, your staff member) of attending the ILM Programme?

Put your individual answers to each question on a post it notes to display in the room.

Diversity is everything and everything is diversity Paul Deemer – NHS Employers – via LinkedIn, Twitter (@NHSE_Paul), Scoopit or text (07789653511)

https://www.youtube.com/watch?v=T2YJYVYYhfI

Diversity is everything – everything is diversity (Ode to Wendy) By Paul Deemer

I write this provocation With a slightly heavy heart I write this provocation But I don’t know where to start I want to be outrageous And try to tell the truth But every time I try that I just get asked for proof So here’s my provocation It’s just a personal view But hopefully I’ll ring some bells That resonate with you This provocation started When Wendy said to me “What makes inclusive work places Be the best that they can be?” I paused just for a moment And looked her in the eye And said “I think I know that one”

And here’s the reason why. I’ve seen a lot of good And I’ve seen a lot of bad I’ve seen a lot of middle And a fair amount of sad I’ve also seen some happy And lots more in between I’ve also seen some crappy Which really makes me green! The best are often hidden They don’t stand up and shout They just get on it and do it Without the need to flout They melt into the background And quietly work away They don’t need bells and whistles Or a trumpet they can play So – going back to Wendy

What makes these places good? What makes a good employer Do all the things they should? I’ll tell you what I think And then I’d like to know If any of it echoes With where you’d like to go Inclusion isn’t optional Or so I’d like to think It needs to be a way of life A chain with all the links Inclusion isn’t optional It needs to be all seeing It needs to view both me and you As a normal human being Inclusion is a mindset That then dictates the culture Inclusion is an owl And not a ravaged vulture

cont.

Diversity is everything – everything is diversity ….. Inclusion is a way of life The way we do it here! Inclusion is a must-do With vision that is clear Inclusion needs to permeate Like a stick of rock The words need to be written From the bottom to the top But more than words we need To see it have a life To see inclusion spreading Like butter and a knife We need to see it growing Like flowers in a bed And we need to nurture it Like a baker making bread The best employers do this They lead it from the top They start with one small step And then they never stop It needs to have momentum A constant in the mind

It needs to be inclusive For the sighted and the blind It needs to have a relevance For every race and creed It needs to have a meaning It needs to be believed Inclusion is the actions Of everyone at work The way we say good morning To the CEO and clerk Inclusion is behaviour That makes us feel OK And helps us get some meaning To every single day Inclusion is pure kindness A simple helping hand An offer of a seat When someone cannot stand Inclusion is an offer To just sit down and chat When someone isn’t happy About where they are at

Inclusion isn’t difficult It doesn’t cost much money It isn’t an illusion Like the land of milk and honey Inclusion is right next to you It’s well within your grasp Most people will respond You only need to ask. So – let’s get back to Wendy She’s starting to look scared! She’s wondering what’s coming next Around the verbal stairs. My message is a simple one Without further ado Thank you all for listening To Wendy – and to you!

Refreshments

Sharing the Learning Implementation of the ILM Programme learning

Helen Webb Consultant, EW Group

Sharing the Learning • Working in small groups of three you will interview

each other. • You have about 7 minutes for each group members

interview. • There are suggested questions for sponsors and

ILM programme attendees on your tables. • Prepared some feedback for the main group of

headline points.

A Story of Success Amy Knights Chartered MCIPD, MA HRS Senior Human Resources Manager Norfolk & Norwich University Hospitals NHS Foundation Trust

Equality, Diversity and Inclusion at NNUH

following completion of ILM Level 4 Award in Managing Equality and Diversity

14th June 2018

Amy Knights Senior HR Manager

A catchment area of up to 1m people

Every year our staff treat nearly 1m people

4 Divisions and 38 specialities Corporate Departments

We have approximately 8,000 members of staff and work in partnership with Serco and our volunteer team.

Involved in teaching and training of a wide range of health professionals

Background to NNUH

• No EDI dedicated resource • E&D Steering Group

• Changes in key leadership roles

Background to NNUH

The Business Case for Equality and Diversity is clear

• Evidence shows diversity is key for high productivity, creativity, innovation and competitive advantage

• Valuing differences gets the best out of staff

• Strong correlation between high satisfaction levels for staff and patients

• Address Health Inequalities

Building a EDI Structure • Paper to Hospital Management Board - Clarity of E&D reporting structure and objectives • Creation of HR E&D Group (HEDGe) • Creation of Local E&D Groups (LEDGe)

Compliance element…..but focus on improvement

Building a EDI Structure • EDI Briefing for LEDGes

• Creation of EDI Action Plans

• Collating an EDI Evidence base

The evidence that Black and Minority Ethnic staff are less favourably treated in the NHS is indisputable.

One in five nurses, more than one in three doctors and one in six of all NHS staff are from black and minority ethnic (BME) backgrounds. Analysis of NHS workforce and NHS staff survey data across England shows that: • White shortlisted job applicants are, on average, much more likely (1.74 times more likely) to be

appointed than are Black and Minority Ethnic (BME) shortlisted applicants.

• The proportion of NHS board members and senior managers who are BME is significantly smaller than the proportion of the NHS workforce or local communities that are from BME backgrounds.

• BME NHS staff members are much more likely to be disciplined than White staff members.

• NHS staff survey data shows that BME staff are more likely than White staff to experience harassment, bullying or abuse from other staff (but not from patients, relatives of the public); are more likely to experience discrimination at work from colleagues and their managers; and are much less likely to believe that the trust provides equal opportunities for career progression.

Evidence suggests such inequality exists just as strongly where there are relatively small numbers of BME staff as where there are larger proportions of BME staff in the workforce.

Engagement

KNOW YOUR STAFF

Outcome focused

People before

process

No surprises

Apply discretion

Clarity, Ownership,

Accountability

Trust, Relationships, Engagement, Empowered

‘KNOW YOUR STAFF’

KNOW YOUR STAFF

Outcome focused

People before

process

No surprises

Apply discretion

Clarity Ownership

Accountable

Trust Relationships Engagement Empowered

Better staff experience = Better patient

experience

How will you be remembered? • Your staff & patients may not remember what you

did • They may not remember what you said … BUT …

• They will remember how you made them feel

Equality versus Equity

Norfolk Census Data Demographic trends and societal changes mean that the NHS must maintain an ‘edge’ in both developing and delivering services, as well as recruiting and retaining the best staff.

Presenter

Presentation Notes

Any questions?

Building Leadership for Inclusion – National Context

Karen Bloomfield Head of Leadership and Organisational Development East of England Leadership Academy

The NHS Leadership Academy to 2020: Vision, objectives and workstreams

In partnership with local stakeholders provide bespoke leadership interventions.

Through research build system knowledge for creating inclusive cultures.

Create and support a national network of service coaches and mentors.

Support the national network of OD professionals.

Establish, and support, Regional Talent Boards

Deliver the NHS GMTS to recruit and develop the next generation of NHS leaders

Support those with the talent and ambition to occupy the most senior leadership roles.

Provide toolkits and support for organisation level talent management

Develop a range of offers to support primary care leadership development.

Provide a resource to endorse high quality LD interventions and providers.

Provide leadership development pgms at all levels, and at a scale to match need.

Provide resources and support to enable System leadership and STPs.

Provide leadership development interventions

that have an increased reach and impact

Enable, convene and support whole system

talent management

System Development that enables

service improvement across health and care Strategic O

bjectives

Workstream

s Vision:

Outstanding leadership at every level of the

NHS creates cultures of compassion and

inclusion that improves lives in local communities.

Purpose: The NHS has the right number of leaders with the knowledge, skills, attitudes and behaviours that are required to deliver high quality services, improve health outcomes and continually improve patient care.

Strategic Aims • Raise the level of ambition on inclusion – with a

focus on leaders and leadership systems across NHS funded services.

• Quicken the pace of change towards inclusion - and equality.

• Ensure that leadership is equipped to achieve and leave an ever increasing and sustainable legacy of inclusion - and that they have access to high quality development in order to grow the relevant skills, knowledge and capabilities to create inclusive and compassionate cultures.

5 Building Blocks 1. Learning through lived experience – hearing and

acting upon the stories of those people who have the most to gain from inclusion

2. Pedagogy/Andragogy - creating more inclusive approaches for learning

3. Highly skilled facilitation – ensuring that those who facilitate leadership development are highly skilled on inclusion

4. Leadership development – developing inclusive content, tools and approaches

5. Leadership practice – embedding everyday practices that create and sustain progress towards inclusion

How you can get involved • Senior Influencers Groups(SIGs) : Learning from

Lived Experience There are four SIGs representing the four protected characteristics in the initial phase of the BLFI programme of work.

• Senior BAME Influencers • Senior Disability Influencers • Senior LGBT+ Influencers • Senior Women Influencers

What’s in progress …. • 6 pilot sites selected to test out newly developed

inclusive leadership development interventions • Academic research and literature review • Expert Inclusive Facilitation • BLFI Inclusive Leadership Development programmes • Positive action programmes – Ready Now and

Stepping Up • EoE OD network invites all EDI leads to join • https://www.leadershipacademy.nhs.uk/programmes/blfi/

Interview questions over lunch • What impact has the Managing Diversity programme

had for you as a leader? • Why is promoting diversity and inclusion important to

you? • What are you most proud of in your work to promote

inclusion? • What 3 words would best describe an inclusive leader?

#NHS70 Join the conversation and help celebrate our NHS leaders and the values they champion!

Please share a picture of your NHS leaders as well as the qualities and values you feel leaders will need for tomorrow’s NHS.

Fill out a poster and take a picture of yourself holding it up and share it on Twitter @NHSLeadership, Facebook NHS Leadership Academy, Instagram nhsleadership or Snapchat nhsleadership using the hashtag

#NHS70daysofleaders All of the photos will be showcased on social media on the week of the birthday in July!

Template one: My NHS leader is… Template two: As an NHS leader, I will be… Template three: Tomorrow’s NHS leaders will need to be…

Lunch

Sharing Stories Becs Manning, PRISM Team Manager (South) and Staff Governor Cambridgeshire and Peterborough NHS Foundation Trust Paul Curry, Equality and Diversity Lead Bedfordshire, East and North Herts and Herts Valley CCG

Kit Connick, Interim Director for Corporate Affairs Cambridgeshire and Peterborough NHS Foundation Trust

Sharing Stories

Becs Manning, PRISM Team Manager (South) and Staff Governor Cambridgeshire and Peterborough NHS Foundation Trust

Sharing Stories Paul Curry, Equality and Diversity Lead Bedfordshire, East and North Herts and Herts Valley CCGs

Sharing Stories Kit Connick, Interim Director for Corporate Affairs Cambridgeshire and Peterborough NHS Foundation Trust

Pride in our care

A member of Cambridge University Health Partners

Pride in our care

CPFT – Our Equality, Diversity and Inclusion Journey Kit Connick, Interim Director of Corporate Affairs June 2018

2016/17 - Where were we? Compliance for submissions and reporting

Lead for ED&I (0.6WTE)

Policies and procedures

Board/senior management awareness

Static reporting data year on year

‘bolt on’ to HR

Trust culture: E,D&I Team are responsible

Passive agenda and apathy/disengagement

2017/18 - What did we do? Board and NED lead – new home for ED&I in Corporate Affairs

Application for national programmes (Diversity and Inclusion Partners)

Application for ILM 4 – Exec, ED&I Manager

Reach out to potential partners – NHS, police, fire, LA

Reality check:

• What is the data telling us?

• Where do we want to be?

• What is the organisational appetite to change?

• Create a vision to engage and inspire

2018/19 - Progress and next steps? 30 Diversity Champions and 2 Diversity Advocates

Additional senior resource for ED&I (0.8 WTE)

A compelling vision, underpinned by a detailed action plan

Branding, investment and awareness-raising of the ED&I agenda

Alignment of ED&I with other Trust services/projects – change agents

Seek to be a system integrator; sharing learning and resources

Completeness of staff data – ESR self service

Trust-wide ownership of the ED&I agenda: ‘Embrace’

Long term strategy for staffing profile – reflect the community

we serve

Focusing on the Future Next steps for individuals and organisations

Helen Webb Consultant, EW Group

‘a process of learning and reflection that happens with the support of a group or “set” of colleagues working with real problems with the intention of getting things done’ (McGill & Beaty, 1995).

Action Learning is….

The Process 1. Individual outlines what they would like to do

next and, what if anything, is stopping them.

2. The group explores the issue through asking questions.

3. At the end of each section, each individual commits themselves to clear and specific action points.

Useful Questions • What am I (or what is my organisation) really trying to

do, first and last?

• What is stopping me (or my organisation) from doing it?

• What can I (or my organisation) contrive to do about it?

• Who knows what is the line of action that we are trying to implement?

• Who cares about getting this line of action really implemented?

• Who can actually contribute anything towards getting it implemented?

Summary and Feedback from the Day

Karen Bloomfield Head of Leadership and Organisational Development, East of England Leadership Academy Helen Webb Consultant, EW Group

Presentation of Certificates Jan Bloomfield Chair of EoE HRD Network Executive Director of Workforce and Communications West Suffolk NHS Foundation Trust

Ann Nutt The Princess Alexandra Hospital NHS Trust

Carly Matthews The Queen Elizabeth Hospital King's Lynn NHS Foundation Trust Certificate to come

Charlotte Thomas Essex Partnership University NHS Foundation Trust

Denise Pora West Suffolk NHS Foundation Trust

Helen Cruess James Paget University Hospital NHS Foundation Trust

Jo Debenham Essex Partnership University NHS Foundation Trust

John Kneller The Queen Elizabeth Hospital King's Lynn NHS Foundation Trust

Karn Purvis Norfolk and Suffolk NHS Foundation Trust

Kimberley Penn Essex Partnership University NHS Foundation Trust

Lisa Thurley The Princess Alexandra Hospital NHS Trust

Liz Taylor Royal Papworth NHS Foundation Trust

Louise McIver Southend University Hospital NHS Foundation Trust

Michelle Escott Mid Essex Clinical Commissioning Group

Oluremi Osimade North East London NHS Foundation Trust

Paul Curry Bedfordshire, East and North Herts and Herts Valley CCG

Pauline Priest The Princess Alexandra Hospital NHS Trust

Pawel Tamberg East and North Hertfordshire NHS Trust

Rebecca Manning Cambridgeshire and Peterborough NHS Foundation Trust

Rita Welham Norfolk and Suffolk Foundation NHS Trust Certificate to come

Samuel Chirwa Norfolk and Suffolk Foundation NHS Trust

Simon Chase East of England Ambulance Service NHS Trust

In progress Daniella Pritchard The Princess Alexandra Hospital NHS Trust Lorraine Nixon The Princess Alexandra Hospital NHS Trust Richard Abrahart Health Education England Sue Rampal Cambridgeshire and Peterborough NHS Foundation Trust

Absent Friends Charlotte Aspinall - Health Education England Janine La Rosa - North East London CSU Nichola Devey - Health Education England Shahid Sardar - The Princess Alexandra Hospital NHS Trust

Next Steps • Keeping connected • Share your learning • Access ongoing support and

development • EID Awards - http://www.excellenceindiversity.co.uk/

• Evaluation

Thank you for participating today and congratulations! Have a safe journey home