1 Executive summary
This report provides an overview of the work required for Rotherham Doncaster and South Humber NHS Trust (RDaSH) to meet its contractual requirements of the workforce race equality standard (WRES) which is required to be submitted by 30 October 2024. The WRES explores 9 Metrics by gathering data from the Electronic Staff Records (ESR), recruitment, disciplinary and training data sets and the national staff survey as of 31 March 2024.
The report provides a detailed analysis of the 2024 data for RDaSH for all metrics over the past three years. The report highlights our key areas of focus in the action plan, which is co-produced by the REaCH Network, Anti-Racism Alliance. Our over-arching commitment is to increase the diversity of our workforce and improve the experience of black and minority ethnic (BME) colleagues across the employee life cycle.
The recent comparison of the 2023 and 2024 WRES data has highlighted areas of improvement which needs to be acknowledged. However, it must be acknowledged that there has been a deterioration in some areas of the staff survey in particular bullying and harassment.
The trust has a commitment through promise 26, become an anti-racist organisation by 2025, as part of a wider commitment to fighting discrimination and positively promoting inclusion.
The key areas of work to deliver promise 26:
- inclusive recruitment and de biasing the process
- becoming an actively anti-racist organisation
- achieve accreditation
- nurture and develop our talent
2 Background
There is a mandatory requirement for the organisation to assess their performance against the workforce race equality standard (WRES). Each organisation must undertake this evaluation against 9 Metrics on an annual basis on 31 March and following the analysis of performance, develop and publish action plans with the NHS mandated timelines.
The WRES has been designed to improve the representation and experience of black and minority ethnic (BME) colleagues from all levels of the organisation but particularly within senior management.
The Equality Act and the Public Sector Equality Duty provides us with a legislative framework to ensure we do not treat people with a protected characteristic less favourably than those without and ensure we put in place conditions to address this imbalance.
The data illustrates that our BME workforce continues to be moderately impacted, which has an impact on the talent and resources of existing colleagues being under-utilized. This is a waste of precious talent and organisational resources and perpetuates inequalities throughout the individual’s work and life experience. The trust has been pro-active in response to its duty under The Equality Act 2010 and for colleague’s experience to match the ethos of the organisation although we still have a long way to go to close the gap.
Discrimination has emotional cost to the individual impacting on their work, home and potentially career progression. This discrimination also puts the organisation under strain as absent colleagues create additional strain on colleagues and impacts on agency costs. The employee may also make a case against the organisation which could impact the organisation both financially and its reputation.
The quality-of-care argument is well presented by Professor Michael West in demonstrating that an organisation that is truly inclusive improves outcomes on patient quality of care and that diverse teams drive innovations.
Focusing on race equality will enable RDaSH to demonstrate inclusivity and compassion by ensuring that its workforce is supported and developed.
The clinical leadership executive is asked to note progress to date, approve the WRES annual report and continue to give the support to this so that the Trust can move at pace to make these systemic and sustainable changes.
3 Workforce race equality standard (WRES) in 2023 and 2024
3.1 Metric 1, percentage of black and minority ethnic colleagues in the workforce broken down by agenda for change band
Please note, for all metrics we have highlighted both positive and negative trends that are statistically significant plus or minus 0.3%, anything below 0.3% is considered static, denoted by positive, negative, and static respectively.
| Pay bands | 2022 Total black and minority ethnic |
2023 Total black and minority ethnic |
2024 Total black and minority ethnic |
|---|---|---|---|
| Bands 1 to 4 | 2% positive | 2.4% positive | 2.7% positive |
| Bands 5 to 7 | 4.7% positive | 6.2% positive | 6.8% positive |
| Bands 8a to 8b | 7.1% positive | 5.1% negative | 3.3% negative |
| 8c to very senior manager | 0% static | 8.3% positive | 5.3% negative |
| Pay bands | 2022 Total black and minority ethnic |
2023 Total black and minority ethnic |
2024 Total black and minority ethnic |
|---|---|---|---|
| Bands 1 to 4 | 5.6% positive | 6.5% positive | 5.8% negative |
| Bands 5 to 7 | 6.8% positive | 8.7% positive | 10.9% positive |
| Bands 8a to 8b | 6.9% positive | 4.3% negative | 5.8% positive |
| 8c to very senior manager | 4.3% positive | 4% negative | 3.7% negative |
| Medical and dental consultants | 50% static | 44% negative | 50% positive |
| Medical and dental career grades | 46% positive | 38.5% negative | 46% positive |
| Medical and dental trainee grades | 33% positive | 20% negative | 43% positive |
There has been an improvement of BME representation across the trust a slight increase in BME representation in clinical bands 5 to 7 which is attributed to the success of the International Nurse Recruitment programme.
- We have only seen a slight improvement with non-clinical colleagues with bands 1 to 4 and 5 to 7. Bands 8a to 8b and 8c to VSM have seen a decline and further work will need to be addressed in this area.
- For clinical colleagues apart from bands 1 to 4 and 8c to VSM which has seen a decline the remaining banding groups have seen significant improvement.
The Workforce and Recruitment teams are embarking on a widening access project, through creative ways of recruiting within our communities, which supports the clinical strategy of nurturing the power of our communities. This work targets bands 2 to 4. Access workshops, apprenticeship scenes, job fairs, refugee events, community events, for example, Pride at Doncaster and Scunthorpe, annual members meeting.
3.1.1 Band 8 to very senior manager roles
Currently under development is a more structured career planning process for leadership colleagues after completing the talent programme to ensure they remain motivated about their career development opportunities through career conversations. The talent management process will develop employee skill sets which will improve patient care.
The programme is planned for Autum this year and will focus on:
- employee aspiration and ambition
- 360 degrees
- leadership and talent development
- coaching and mentoring
- career mapping
3.2 Metric 2
| 2022 total white |
2023 total white |
2024 total white |
|---|---|---|
| 0.90 positive | 0.83 positive | 0.71 positive |
- We have seen a positive improvement with this metric and continue for focus on a collective approach to inclusive recruitment through the recruitment and retention workstream.
- As a reminder, metrics 2, 3 and 4 relate to recruitment, formal disciplinary action, and training which all consider the likelihood for BME colleagues and white colleagues in such situations where any score above 1.25 is noted as significant and in practice adversely impacts our BME colleagues. Any score below 0.8 shows an adverse impact on white colleagues.
- This metric continues to improve with a greater number of BME candidates being appointed from shortlisting. Further work is being undertaken as part of the recent NHSEI EDI priorities in reviewing the recruitment process which will allow us to understand at which stage we need to target further initiatives.
3.3 Metric 3
| 2022 total black and minority ethnic |
2023 total black and minority ethnic |
2024 total black and minority ethnic |
|---|---|---|
| 0.99 positive | 0 positive | 0 static |
- We have seen a positive decrease in the relative likelihood of BME colleagues entering the formal disciplinary process since 2022 to 2024. The continued use and implementation of the just restorative and learning culture that this will continue to improve.
- Culture change takes time and there now needs to be an even greater emphasis of addressing these systemic issues through the WRES action plan.
3.4 Metric 4
| 2022 total black and minority ethnic |
2023 total black and minority ethnic |
2024 total black and minority ethnic |
|---|---|---|
| 1.02 positive | 1.12 positive | 1.02 negative |
- Further analysis of this metric is required to determine the negative decrease between 2023 and 2024
- This is an area where there is little evidence of practice having a disproportionate impact on BME or white colleagues in how they access mandatory training.
Metrics 5 to 8 come from the staff survey which are reported on the annual dataset each year 31 March, for these metrics it must be noted that the data is collected from the previous year 2022.
3.5 Metric 5
| Staff group | 2022 (2021 staff survey) |
2023 (2022 staff survey) |
2024 (2023 staff survey) |
|---|---|---|---|
| Black and minority ethnic | 26.7% positive | 26.85% static | 28.79% static |
| White | 21.8% positive | 20.24% positive | 17.45% static |
- There is a slight increase for our BME colleagues experiencing harassment, bullying or abuse from patients, relatives or the public in the past 12 months reflected in the staff survey results. Although the increase is slight, it is a high percent and requires action. We are aware of an increasing number of incidents taking place that are being reported via the IRI system. However, we anecdotally know that there is a lack of confidence within the existing system of reporting for various reasons and that incidences go unreported at times. Work continues through the FTSU, Inclusion Network and anti-racism alliance to encourage and support BME colleagues to continue to report such incidences. The development of a hate crime standard operating procedure (SOP) and direct reporting to a central email for any incidents, including reports to the police where applicable.
- Implementation of the Unacceptable behaviour policy, red card yellow card, that gives colleagues and managers a comprehensive guide on how to deal with unacceptable and unwanted behaviour.
- The trust is taking a clear stance and communicating that it will not tolerate discriminatory behaviour towards our colleagues.
- Actively encourage colleagues to share their experiences, voices heard through working with REaCH inclusion network.
3.6 Metric 6
| Staff group | 2022 (2021 staff survey) |
2023 (2022 staff survey) |
2024 (2023 staff survey) |
|---|---|---|---|
| Black and minority ethnic | 22.5% positive | 19.4% positive | 25.37% negative |
| White | 14.7% positive | 13% positive | 14.08% negative |
- This highlights cause for concern as the staff survey results indicate a 5.97% increase of colleague-on-colleague bullying and harassment.
- Actions for improvement continue through education and awareness sessions for colleagues with the emphasis on living and modelling RDaSH values. This can be seen leading from the front where the executive trust board who have personally set EDI objectives for the forth coming year.
- The RDaSH leadership development programme. Leadership training that challenges behaviour and thinking of our leaders, to overcome structural discrimination and biased decision-making to break the cycle. Improving inclusive leadership, cultural intelligence and emotional intelligence.
- Civility and respect workshops continue to be offered to the Care groups and have seen a high uptake within teams.
- Compassion circles.
- Race circles work is planned from the Organisational Development team.
3.7 Metric 7
| Staff group | 2022 (2021 staff survey) |
2023 (2022 staff survey) |
2024 (2023 staff survey) |
|---|---|---|---|
| Black and minority ethnic | 46.7% negative | 50% positive | 43.61% negative |
| White | 66.3% positive | 68.7% positive | 63.45% negative |
- We have seen a 6.39% decrease in colleagues believing that the trust provides equal opportunities for career progression. This is concerning for both BME and white colleagues.
- The results from the staff survey indicate that there has been an improvement in the position for both BME colleagues and white colleagues, although the differential has widened between BME and white colleagues substantially. The WRES action plan for 2024 to 2025 will also address this as a large focus of the work
3.8 Metric 8
| Staff group | 2022 (2021 staff survey) |
2023 (2022 staff survey) |
2024 (2023 staff survey) |
|---|---|---|---|
| Black and minority ethnic | 11.5% negative | 9.4% positive | 20.9% negative |
| White | 3.7% static | 3.9% static | 4.7% static |
- This metric is cause for concern with an 11.5% increase in colleagues personally experiencing discrimination from managers.
- We will work to tackle overt discrimination head-on. In addition, unconscious bias is one of the main barriers to equality of opportunity that needs to be addressed.
- Implementation of the leadership development programme, there needs to be a greater focus on increasing the quality of people management capability and encouraging investment in the skills of our people in a forward-thinking strategy that helps create a more inclusive workplace, enhance job quality and boost productivity. The action plan will further address this.
- Utilisation of the Learning Half days to promote anti-racism inclusive practice.
3.9 Metric 9
| 2022 total black and minority ethnic |
2023 total black and minority ethnic |
2024 total black and minority ethnic |
|---|---|---|
| 7.7% static | 7.7% static | 11% positive |
- We have seen a positive shift in board membership which is leading on inclusivity
4 Consultation
The outcome of the data analysis has been discussed at the ARA along with the REaCH colleagues network to obtain an initial observation regarding the changes in the data.
5 Conclusion
Overall, the WRES collection for 2023 to 2024 has shown several improvements compared to figures previously which is good to see. However, the trust recognises that it’s on a journey and more needs to be done to improve experiences of our ethnic minority colleagues especially in relation to the culture relating to bullying, harassment and discrimination.
The trust’s stance on “no excuse for abuse” both from colleagues and people who use our services needs to be embedded into the culture of “Nurturing the power of our communities”, to support in the creation of a positive working culture and valued colleagues. As a trust we also acknowledge the hurt and provide pastoral wrap around support for those BME colleagues impacted by discrimination.
The trust is planning to implement positive action firstly within its talent management processes to support a greater understanding of the barriers to career progression for BME colleagues. With the implementation of the Anti-Racism Alliance supporting this work with a stronger anti-racist position, improvement and a more significant role for the Inclusion Networks, specifically the REaCH network in shaping and leading interventions.
- The NHSE Equity programme is being offered to BME and white senior leaders
- Active-bystander allyship programmes will also be offered to colleagues.
Whilst compiling this report, we are acutely aware of the societal and organisational context in which we live, and the recent disorder across our neighbourhoods and within our communities has amplified the need to progress this work at pace and in true partnership with our diverse colleagues. Racism and Islamophobia has no place at RDaSH and the recent unrest has had a profound impact on our colleagues, patients, carers and communities.
RDaSH has responded with a whole suite of support to ensure the safety and well-being of our colleagues. This has included extraordinary daily inclusion network support sessions.
These were open sessions for all colleagues where we acknowledged the hurt, the anger and uncertainty over recent events. Large numbers of colleagues attended these psychologically safe spaces on a daily basis. To compliment the session’s the following support was also provided for all colleagues:
- executive team delivered video logs to express our RDaSH values and support for colleagues
- additional safety huddles
- dynamic risk assessments
- senior leaders walk rounds and increased visibility within services and ward areas
- increased lone working vigilance, taxis, community workers wellbeing
- additional psychological services and support
- frequently asked questions
The above response is testimony to the RDaSH values and role modelling and living these values in everything we do.
The Equality, Diversity and Inclusion (EDI) team, Organisational Development, Learning and Development team have been consulting and working closely with the REaCH network over the past year to focus on how we retain and grow our BME colleagues so that they have an improved experience within RDaSH. This work will be ongoing throughout 2024 to 2025 and will be presented in the WRES action plan.
6 Recommendations
The Executive Management team and board are asked to review the data and sign off the information presented prior to publication on the trust’s website by 30 September 2024.
The forthcoming action plan needs to be agreed and published by 31 October 2024.
7 Workforce race equality standard data analysis
Please note, for all metrics we have highlighted both positive and negative trends that are statistically significant plus or minus 0.3%, anything below 0.3% is considered static, denoted by positive, negative, and static respectively.
7.1 Metric 1
Percentage of staff in each of the AfC bands 1 to 9 and VSM (including executive board members) compared with the percentage of staff in the overall workforce.
Organisations should undertake this calculation separately for non-clinical and for clinical staff.
| Pay bands | 2022 Total black and minority ethnic |
2023 Total black and minority ethnic |
2024 Total black and minority ethnic |
|---|---|---|---|
| Bands 1 to 4 | 2% positive | 2.4% positive | 2.7% positive |
| Bands 5 to 7 | 4.7% positive | 6.2% positive | 6.8% positive |
| Bands 8a to 8b | 7.1% positive | 5.1% negative | 3.3% negative |
| 8c to very senior manager | 0% static | 8.3% positive | 5.3% negative |
| Pay bands | 2022 Total black and minority ethnic |
2023 Total black and minority ethnic |
2024 Total black and minority ethnic |
|---|---|---|---|
| Bands 1 to 4 | 5.6% positive | 6.5% positive | 5.8% negative |
| Bands 5 to 7 | 6.8% positive | 8.7% positive | 10.9% positive |
| Bands 8a to 8b | 6.9% positive | 4.3% negative | 5.8% positive |
| 8c to very senior manager | 4.3% positive | 4% negative | 3.7% negative |
| Medical and dental consultants | 50% static | 44% negative | 50% positive |
| Medical and dental career grades | 46% positive | 38.5% negative | 46% positive |
| Medical and dental trainee grades | 33% positive | 20% negative | 43% positive |
7.2 Metric 2
| 2022 total white |
2023 total white |
2024 total white |
|---|---|---|
| 0.9 positive | 0.83 positive | 0.71 positive |
7.3 Metric 3
| 2022 total black and minority ethnic |
2023 total black and minority ethnic |
2024 total black and minority ethnic |
|---|---|---|
| 0.99 positive | 0 positive | 0 static |
7.4 Metric 4
| 2021 total black and minority ethnic |
2022 total black and minority ethnic |
2023 total black and minority ethnic |
|---|---|---|
| 1.04 positive | 1.12 positive | 1.02 negative |
7.5 Metric 5
| Staff group | 2022 (2021 staff survey) |
2023 (2022 staff survey) |
2024 (2023 staff survey) |
|---|---|---|---|
| Black and minority ethnic | 26.7% positive | 26.85% static | 28.79% static |
| White | 21.8%positive | 20.2% positive | 17.45% static |
7.6 Metric 6
| Staff group | 2022 (2021 staff survey) |
2023 (2022 staff survey) |
2024 (2023 staff survey) |
|---|---|---|---|
| Black and minority ethnic | 22.5% positive | 19.4% positive | 25.37% negative |
| White | 14.7% positive | 13% positive | 14.08% negative |
7.7 Metric 7
| Staff group | 2022 (2021 staff survey) |
2023 (2022 staff survey) |
2024 (2023 staff survey) |
|---|---|---|---|
| Black and minority ethnic | 46.7% negative | 50% positive | 43.61% negative |
| White | 66.3% positive | 68.7% positive | 63.45% negative |
7.8 Metric 8
| Staff group | 2022 (2021 staff survey) |
2023 (2022 staff survey) |
2024 (2023 staff survey) |
|---|---|---|---|
| Black and minority ethnic | 11.5% negative | 9.4% positive | 20.9% negative |
| White | 3.7% static | 3.9% static | 4.7% static |
7.9 Metric 9
| 2022 total black and minority ethnic |
2023 total black and minority ethnic |
2024 total black and minority ethnic |
|---|---|---|
| 7.7& static | 7.7% static | 11% positive |
Document control
- Prepared by: Shirley Kirkland.
- Role: Equality, diversity and inclusion lead.
Page last reviewed: June 19, 2025
Next review due: June 19, 2026
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