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“Our approach to EDS and PFD” Elizabeth Horne Director of Human Resources Background • UK's largest specialist cardiothoracic hospital and the country's main heart and lung transplant centre • 23,000 inpatient and day cases • 59,000 outpatients • 278 beds • Patient experience – top 20% • Employs 1,600 people Income £120 m (Pay £65 m) • Member of Cambridge University Health Partners (CUHP) and EAHSN Workforce Profile Ethnicity % Age % White Asian or Asian British Black or Black British Mixed-White and Black Chinese Any other ethnic group Not stated 18.00% 16.00% 14.00% 12.00% 10.00% 8.00% 6.00% 4.00% 2.00% 0.00% 16- 21- 26- 31- 36- 41- 46- 51- 56- 61- 66- 71+ 20 25 30 35 40 45 50 55 60 65 70 Disability % Gender % 24% 98% Disabled Staff Male Non-Disabled/ not disclosed Female 76% 2% Business Case Aim: “Set Standards and Change Behaviour for the Benefit of Patients and Staff” What Did We Do? • Set up an Equality and Diversity Taskforce Group – Chaired by Medical Director and includes elected and nominated governors, patients, staff side and PALS • Set up Equality and Diversity Workshops • Equality Impact Assessments and published on intranet • Linking Equality and Diversity to staff development – KSF outlines • Incorporating Equality and Diversity in Induction and Training Programmes – Mandatory for all staff to attend either “Working or Managing at Papworth” Workshops • Stakeholder involvement - reference groups, collating evidence informing design and delivery. What Influened?: NHS Constitution Pledges to staff Expectations from staff For staff the NHS will strive to: Staff should strive to: • Maintain the highest possible standards of care and service, taking responsibility not • Provide all staff with personal only for the care you personally provide development, access to appropriate but also for your wider contribution to the training for their jobs and line management aims of your team and the NHS as a support to succeed whole • Provide well designed and rewarding jobs • Provide support to staff to keep themselves healthy and safe • Take up training and development opportunities provided • Engage staff in decisions that affect them and the services they provide both individually and through representatives • Contribute to a climate where the truth can be heard and the reporting of, and learning from, errors are encouraged What Did We Do? Papworth People campaign ‘Papworth People’ campaign is being used to brand Personal Governance and other initiatives including the Service Improvement Programme, for example: ‘Papworth People’ • Working Differently • Caring for Patients • Valuing Health & Wellbeing • Achieving Excellence Valuing You •Your ideas •Your talent •Your innovation •Your input to patient care •Your health & wellbeing Personal Governance Personal Governance will be measureable structured approach around the individual’s: • Actions • Behaviours • Competencies Corporate Governance Clinical Governance Personal Governance Personal Governance What We Do How We Do It Objectives Values Metrics Performance Review Standards Targets Behaviours Projects Measures EDS – Where Did We Start? • Listened to our staff and patients through: – Investors in People Award – Staff Survey Results – Patient Survey • Evolving process: building on successes and lessons learnt Equality Delivery System In 2012, the external review of the Trust’s performance against each of the 18 EDS outcomes resulted in: • 2 x amber (developing) • 10 x green (achieving) • 6 x purple (excelling) 4 Objectives Better health outcomes for all Objective: To review the patient data collected and work towards capturing information that reflects the 9 characteristics to ensure that all patients are treated with dignity and respect Progress: Capability of information systems to capture data for all 9 protected characteristics reviewed. Do not have the facility. Will be included in Electronic Patient Record development project. Improved patient access and experience Objective: Specific focus on dementia patients and the need to work across health and social care, engaging consultant geriatricians with this cohort of patients to ensure their healthcare services are not marginalised Progress: Dementia Screening of patients aged 75 and over introduced. Key nurses trained to train others in dementia awareness. Training being rolled-out across the Trust 4 Objectives (cont) Empowered, engaged and inclusive staff Objective: Equality and Diversity training programmes are developed over the next year, with Equality and Diversity training becoming mandatory from 1st April 2013 Progress: E&D training events have been commissioned from March 2013 to include bespoke programmes for managers, all staff and the Staff-Side. In addition, a ‘train the trainer’ event will create a cohort of staff trainers to deliver future mandatory sessions Inclusive leadership Objective: The Board of Directors demonstrate their commitment to E&D by signing up to become Personal, Fair and Diverse Champions Progress: All Non-Executive and Executive Directors have signed-up as PFD champions, including new appointees to the Board, who were invited to sign as soon as they took up their roles Key Messages • Incremental development but sustainable = equality and diversity issues embedded into organisation; • Owned by the hospital and supported by the Board of Directors and Board of Governors; • Partnership Working with Stakeholders is paramount to success • Allocate Funding, Time and Resources “Everyone is equal but sometimes you have to treat them differently” “I am willing to make the mistakes if someone else is willing to learn from them”