Equality diversity and human rights scheme

1) DOCUMENT CONTROL PAGE

Title: Equality, Diversity and Human Rights Scheme
Title

Version: 1 (20.04.10)

Ref Number: SET 0002 - 2010
Supersedes

Supersedes: Race, Disability and Gender Equality Schemes

Significant Changes: To meet the legislative requirements of the Trust’s and
revised process for embedding, monitoring and surpassing compliance of
Equality, Diversity and Human Rights

Originated By: Berenice Postlethwaite
Originator or
modifier

Designation:

Modified by: Mark Nesbitt

Designation: Equalities Consultant
Ratification

Referred for approval by: Operational Management Group

Date of Referral:
Application

All Staff
Circulation

Issue Date: March 2010.

Circulated by: Service Equality Team

Dissemination and Implementation: Refer to section 12

Review Date: March 2013.
Review

Responsibility of: Head of Equality and Diversity (SET)

Date placed on the Intranet: Please enter your EqIA Registration Number here:

Equality, Diversity and Human Rights Strategy Page 0 of 20
See the Intranet for the latest version. Version Number: 1 (20.04.10)

EQUALITY, DIVERSITY
AND
HUMAN RIGHTS
SCHEME

2010 – 2016


Section Contents Page

1 Introduction 3

2 Purpose 3

3 The Trust Vision 4

4 Roles and Responsibilities 5

5 The Scheme 6

6 Definitions 8

7 National NHS Context 9

8 Local NHS Context 9

9 The Business Case 11

10 Legislative Context 12

11 Consultation, Approval and Ratification Process 13

12 Dissemination and Implementation 14

13 Monitoring 12

14 Associated Trust Documents 15

15 Appendices 16

Acknowledgement
Central Manchester University Hospitals NHS Foundation Trust would like to thank all the individuals, groups and organisations
who gave their time and expertise to contribute to the development of this Scheme, and who continue to help us move further
towards full equality for all people who access and work in our services.


1. INTRODUCTION

1.1 Central Manchester University Hospitals NHS Foundation Trust (CMFT) is the
leading Trust for research and teaching in the North West, the largest provider
of specialist services in the North West, and is one of three NHS providers of
secondary services within Manchester. CMFT was established in 2001 to
incorporate Manchester Royal Infirmary, St Mary’s Hospital for Women and
Children, Manchester Royal Eye Hospital, the University Dental Hospital, and
Royal Manchester and Booth Hall Children’s Hospitals.

1.2 The Trust is a centre of excellence for healthcare research with a long
standing and extremely successful academic partnership with the University
of Manchester. The success of this partnership now sees the Trust as one of
a small number of organisations in England which has attained Biomedical
Research Centre (BRC) status.

1.3 The Trust has delivered its financial duties during 2007/08 and our business
plan sets out strong financial plans through to 2012/13 and beyond. Recent
changes to the Payment by Results regime, and in particular the evolution of
tariffs for specialist services, now means that the real costs of delivering these
major element of our services are better recognised. This represents a
significant financial benefit to the Trust and is factored into our financial
modelling.

1.4 We have a strong track-record of delivery against national standards and
targets, achieving early the Government’s challenging access and waiting
time targets for elective services.

1.5 We are near completion of a six year Private Finance Initiative (PFI)
development that will facilitate the centralisation of adults and children’s
services on the main Oxford Road site. This development, known as the New
Hospitals’ Development (NHD), is a unique opportunity for the Trust to make a
step change in the quality and effectiveness of patient care delivery for both
secondary services for the local population and also specialist services for the
population of the North West. The scheme concludes in 2010 and is on
schedule, and on budget.

2. THE PURPOSE OF THE SCHEME

2.1 This Scheme sets out the Trusts commitment to equality, diversity and human
rights and describes the plans for implementation over the next 6 years (2010-
2016).


3. THE TRUST VISION

3.1 Our vision at the Trust is:

‘to become the leading integrated health, teaching, research and innovation
campus in the NHS and to position the Trust on an international basis
alongside the major biomedical research centres, as part of the thriving city
region of Manchester – with its strong emphasis on economic regeneration,
science and enterprise.‘

3.2 Underpinning our vision are five strategic aims. Namely to build upon our
already strong position within the health economy and formally establishing
the Trust as being:

• The leading provider of tertiary and specialist services in the North
West
• A prestigious internationally renowned centre for research and
innovation
• An excellent district general hospital for the residents of central
Manchester
• At the heart of the regeneration of Manchester
• The best place to train and work

3.3 The Trust recognises that individual and institutional discrimination obstruct
the fundamental aims and objectives of the Trust as a public service provider.

3.4 In addition, the Trust respects and values the diversity of its workforce,
patients, service users, relatives, carers and visitors and is committed to:

• Serving its community in a way that is appropriate, accessible and
responsive
• Making best use of the range of talent and experience available within
its workforce and potential workforce.
• Ensuring that its legal obligations are fulfilled.

3.5 The Trust has 4 Key Strategic Equality, Diversity and Human Right Aims

Moving Beyond Compliance
We will work to ensure that we move beyond simply complying with the
current and any forthcoming legislative and regulatory framework, which we
work under. By moving beyond compliance we aim to reach excellence in all
areas of our work.

Creating an Inclusive Workplace
We will strive to be the best employer across the NHS by ensuring we provide
a supportive, inclusive and safe place to work.


Surpassing Patient Expectations
We will work to ensure that all patients, family members and visitors
expectations are surpassed before, during and after they have been with us.

Strength in Numbers
We will work in partnership with our patients, visitors, stakeholders and local
communities to ensure that we can deliver the key success measures outlined
within our Equalities, Diversity and Human Rights Strategic Framework.

4. ROLES AND RESPONSIBILITIES

4.1 Roles and Responsibilities
The Equality Scheme belongs to the whole organisation and has to be
delivered through the active engagement and ownership by senior managers
and leaders in the organisation.

4.2 Board and Executive Management Team
The Chief Executive and Board of Directors are ultimately responsible for
ensuring the delivery of the Strategy and for ensuring that the Trust meets its
legal and statutory obligations in this area. The Board and Executive
Management Team are responsible for ensuring that the needs of diverse
groups are explicitly taken into account in its own work and that these needs
have been appropriately addressed in the work submitted to the Executive
Management Team or Board of Directors for endorsement or approval.

4.3 Executive Director of Nursing
The Executive Director of Nursing is the executive lead of equality and
diversity and is responsible for coordinating and leading the organisation in
delivery of this Scheme.

4.4 Human Resources and Organisational Development
The Equality and Diversity lead within Human Resources and the
Organisational Development and Training Manager will support the
implementation of the Scheme’s plans and actions.

4.5 All Divisional Directors / Managers
All Divisional Directors /Managers are responsible for ensuring delivery of this
Scheme in their area of work. This includes, ensuring that all staff receive the
appropriate training.

4.6 All Staff
Every member of staff must ensure that she/he does not practice unlawful or
otherwise unjustifiable direct or indirect discrimination in carrying out his/her
duties. She/he must demonstrate appropriate levels of courtesy, dignity and
respect in all their dealings with colleagues, the public, patients and carers.

5.0 THE SCHEME


5.1 By 2016, The Trust wants to be...

• Surpassing compliance with current equality legislative requirements
and regulatory guidance
• Assured that all of its policies, procedures and services are free from
direct and indirect discrimination
• A fully inclusive organisation, with equality and diversity embedded in
everything that we do
• An exemplar employer with equality of opportunity central to the
recruitment and development of staff
• Adaptable in service provision to meet the identified needs of patients,
service users and their communities
• Delivering innovative services to vulnerable people to help improve
their health and well-being
• Successful in our partnership work with a cross section of stakeholders
and partners
• A creator of innovative opportunities for all communities to participate
in the decisions, which affect the delivery of services they receive

5.2 Key Strategic Actions to deliver this we will be...

• Evidence compliance with current legislative acts (core strands of
equality) Equalities Act
• Evidence compliance with the requirements of the newly revised CQC
– Essential Standards for Quality and Safety
• Evidence compliance with the requirements of the Human Rights Act
• Identify, record, monitor and mitigate the Trust key risks regarding
equality and diversity.
• Develop a programme for Equality Impact Assessments (EqIAs) to be
completed
• Provide additional training and support for staff to enable the EqIA
framework to be fully embedded within the Trust
• Further develop The Equality Implementation Groups at corporate
Level and embed E&D through the Governance and Audit process at
Divisional Level
• Increase the number of Diversity Coordinators and enhance their role
across the Trust
• Develop Diversity Champions across the Trust at a Corporate and
Divisional level
• Promote and publicise through all available marketing channels the
positive approach to embedding equality and diversity
• Seek to address under representation across the organisation?
• Develop and equality and diversity training framework to meet the
needs of all staff and KSF levels
• Monitor compliance with IiP/ E&D in Employment


• Monitor and evaluate work with partners to maximise training and
employment related initiatives for unemployed people living in our local
communities.
• Monitor the increase the percentage of patient profile information
across all six strands
• Monitor use of patient profile and tailored services
• Ensure that Patients Religious and Spiritual needs are met
• Ensure that communication and access barriers are removed from all
services/properties delivered by the Trust.
• Develop projects to improve the health and wellbeing of our local
communities
• Monitor and evidence all internal and external partnerships and their
successes
• Main PFI partners to be set minimum standards and audited for E&D
compliance and adherence to our ethos
• Develop an E&D Contractor forum to share good practice and
experiences
• Develop E&D themed training for Contractors partners and other key
stakeholders
• Monitor the increasing diversity of Public and Patient Involvement
activities
• Deliver an annual stakeholder event to outline progress and joint
working to tackle the Trust key themes
• Ensure the Board Trustees and Council of Governors can obtain views
and opinion from a wide range of diverse communities

6.0 DEFINITIONS

6.1 Diversity is about the recognition and valuing of difference in its broadest
sense. It is about creating a working culture and practices which recognise,
respect, value and harness difference for the benefit of the organisation, the
individual and the patients and communities we serve.

6.2 Diversity is more than a focus on the individual equality strands supported by
legislation. Diversity is more about a collective mix of individuals, cultures,
beliefs, expertise and organisational expertise – all the differences which
make us individual and the commonalities that connect us for the benefit of
the patient and the organisation.

6.3 Equality is about creating a fairer society where everyone can participate and
has the opportunity to fulfil their potential. It is backed by legislation designed
to address unfair discrimination (including potential discrimination) that is
based on membership of a particular group.

6.4 It is often summarised in terms of:

• Equal opportunity
• Equal access


• Equal treatment
• Equal outcomes

6.5 The core strands refers to the core equality and diversity strands covered by
legislation:

• Age
• Disability
• Gender (including Transgender)
• Race
• Religion and belief
• Sexual orientation

6.6 Social and economic inclusion recognises that diversity is much wider than a
focus on the core stands and is about the inclusion of all individuals
irrespective of their background.

7. NATIONAL NHS CONTEXT

7.1 Recognition of the importance of the issue of Equality and Diversity in the
service and employment within the Health Service goes back to the
publication of the NHS Plan in 2002 and this has been underpinned by a
range of initiatives including Working Together, Positively Diverse, Vital
Connection and Improving Working Lives.

7.2 The issues are also reflected through a range of NHS standards against
which Trusts are measured. The newly revised Care Quality Commission’s,
Essential Standards for Quality and Safety provides a clear recognition that
equality, diversity and human rights is fundamental to the delivery of
individualised and high quality healthcare, as these key issues underpins a
range of different clinical and governance standards within the framework.

7.3 The issue of patient involvement and community engagement is also clearly
represented in the ALE standards. It is therefore, imperative that the Trust
delivers the equality, diversity and human rights agenda, if it is to progress
and then surpass these national standards and become a truly inclusive
organisation delivering world class services.

7.4 A new national strategy for the NHS has been defined in 2008 through the
‘Our Future Our NHS’ review. This will set the context for future development
of Foundation Trusts and other NHS organisations. Although, the review is
ongoing there are some clear themes emerging which link closely with the
equality and diversity agenda:

• Aligning healthcare delivery and service more closely to diverse patient
needs and expectations
• Focus on the public health duties of health care professionals, helping
to address the widening health inequalities agenda.


• A commitment to more meaningful engagement with patients, staff and
the public.

8.0 LOCAL NHS CONTEXT

8.1 Central Manchester University Hospitals NHS Foundation Trust is located in
Manchester, just 2 miles outside the city centre. This local area is very
diverse in its make up, with some 42% of its residents coming from a Black
and Ethnic Minority background. It is the leading Trust for teaching, research
and specialist services in the North West of England. We provide an
extensive range of district general hospital services to the local population of
c.166,000 residents within central Manchester and tertiary and specialist
services to patients from across the North West and beyond.

8.2 We are a centre of excellence for healthcare research with a long standing
and extremely successful academic partnership with the University of
Manchester. The success of this partnership now sees the Trust as one of a
small number of organisations in England who have attained Biomedical
Research Centre (BRC) status. We collaborate closely with other NHS
organisations in Greater Manchester and have strong links with institutions
within Manchester such as the City Council and across the North West and
beyond including the Northwest Regional Development Agency.

8.3 The Trust is a large and very complex organisation. Cutting through all of this
however is our continued focussed attention on three themes, namely:

• Clinical quality and safety
• Patient experience
• Productivity and efficiency

8.4 In terms of our services, our Trust comprises of four hospitals currently
located across two sites:

• The Oxford Road site which comprises:
o Manchester Royal Infirmary
o Manchester Royal Eye Hospital
o Royal Manchester Children’s Hospital
o St Mary’s Hospital
• University Dental Hospital of Manchester
• There are circa.1400 beds across our hospitals
• We employ approximately 8,500 staff, including 400 biomedical
research staff
• We train up to 450 under-graduate medical students each year
• We have an annual turnover of more than £500M
• We carry out more than 600 research projects which attracts external
grant funding of £20 million per annum


• We publish around 700 high quality peer reviewed papers, which
influence the way in which healthcare services are delivered in
Manchester and nationally.
• Between April 2007 and March 2008:
o More than 195,000 patients attended our A&E departments
o Almost 600,000 outpatient appointments took place
o Around 120,000 inpatients and day cases were treated
o Almost 110,000 operations were carried out
o More than 5,000 babies were born
o More than 100 renal transplants were carried out
o More than 9,000 cataract procedures were undertaken


9.0 THE BUSINESS CASE...

9.1 The Moral Imperative
Employment legislation provides individual and collective rights concerned
with employment. The Human Rights legislation gives protection to all people
as individual citizens. It is now perceived and accepted by all the major
political parties and the majority of people in the UK that equality of
opportunity, equity of access to public services and human rights are basic
components of our life. It is the right thing to do and the case in favour is now
overpowering to such an extent that there is a view that the business case is
now subsidiary. However, for the Trust each of the following cases presents
strong evidence that complement and indeed reinforces the other.

9.2 Governance
The issue of how Board Members respond to their Trustee/Non Executive
Director obligations relating to equality and human rights in respect of
integrated governance is essential to the whole Trust. The strategic direction,
ethos, values and the executive accountability determines the route the Trust
takes. In most cases the strength of this governance and executive direction
separates the average from the excellent performing Trusts.

It is important that both the Chief Executive and Chairman of the Board can
demonstrate (to the satisfaction of the enforcement agencies, if necessary)
that equality, diversity and human rights is properly resourced and is
embedded into the strategic planning, operational delivery and any evaluation
actions of the Trust as a whole.

9.3 Patient Experience
The Trust has a positive reputation as the leading provider of tertiary and
specialist healthcare services in Manchester treating more than a million
patients every year, evidenced by the positive feedback received from patient
surveys. However, this can be further enhanced if barriers to accessing or
using Trust services are reduced as The Trust feel some people in our
communities do not always understand how best to access and utilise acute
health services in particular.

The benefits of achieving improved patient and service user satisfaction can
be summarised as:

• Reducing deaths and improving quality of life in our communities by
better interventions and by reducing health inequalities.
• Increasing satisfaction and the Trust’s reputation as communities
realise and value the Trust’s work.
• Improving consultation, involvement and engagement will help the
Trust to design services which meet the needs of people
• Reducing costly errors, mistakes and complaints


9.4 To Become An Employer Of Choice
The latest Trust employment statistics show that 74.6% of the workforce is
classed as White British. 21.1% are classed as Black and Minority Ethnic
(BME) or mixed (5.3% have not declared). This compares with a population
profile in the Manchester of 25.5% who are classed as BME or mixed.
However, this headline figures does mask the fact that the majority of the
BME staff are within Medical Staffing (42.3%) and Ancillary & Maintenance
(25%) which also equates to some of the lowest pay grades across the Trust
(Source: Trust Workforce Profile 2008/09

9.5 Increasingly the disability, age, sex, marital status, religious beliefs and sexual
orientation of staff and applicants are matters which employers need to be
aware of to ensure that indirect discrimination is not allowed to exist in the
workplace. By doing this, the Trust will be giving a strong message about the
human rights of all people it employs, works with or serves.

9.6 The Trust faces big challenges for the future and if it is to recruit the most able
people into the right jobs, it must attract its applicants from the widest pool.
Having a workforce which broadly reflects the profiles of the very best from all
of our communities that it serves will help the Trust to be seen as a truly
diverse organisation.

9.7 The Trust is a major public service employer and service provider and as such
must comply with all equality and employment legislation requirements. The
Trust must seek to exceed the minimum standards, where it is possible. The
Trust must strive to be the NHS employer of choice. The Trust is competing
for talent in an employment market with other public employers, as well as the
private and independent sector.

9.8 Demonstrating best practice standards will enhance the prospect of the Trust
being able to engage meaningfully with all sections of the community/potential
workforce, and equality and human rights ‘quality standards’ such as Positivity
Diverse, , the Disability Two-Tick symbol, Age Positive status, and the
Stonewall Diversity Champions standards provide a visible commitment to
existing and potential employees.

9.9 The benefits of having a diverse workforce can be summarised as:

• Providing a better understanding of our communities
• A Trust that delivers better tailored services for all of our communities
• Providing a wider pool of talent to select from for all posts
• Bi-lingual skills
• Realising efficiency savings by reducing turnover and hence
recruitment spend
• Enabling a wide range of views to be present in the Trust, including
views that may challenge the status quo
• Supporting the public profile of the Trust


9.10 National Standards
Within the National Standards, Local Action – Planning Framework 2005/06 –
2007/08, reducing health inequalities is a key priority. It requires an evidence
based approach, targeted action and a cycle of evaluation. Evidence can
come from Equality Impact Assessments; and under the Race Relations Act
(as amended) and the Disability Discrimination Act (as amended), evaluation
of EqIA evidence requires the involvement and engagement of communities
(especially for qualitative measures). Delivering good quality care will require
Trusts to demonstrate competence in identifying and taking action on
inequality; and also needing to engage with communities that have not found
accessing public services as easy as the majority population. The recently
published NHS Operating Framework states that Trusts should continue to
use needs assessment systematically to identify and address the specific
needs of different groups in the population.

9.11 Other National measures and guidance have been issued and are subjected
to audit and assurance. These are intrinsic to the fundamental core principles
of ensuring that equality and diversity are embedded in all that the Trust does
and the Trust must pay due regard to these also.

10. LEGISLATIVE CONTEXT
The following is a summary of the legislation covering the strands of equality:

• Race Relations (Amendment Act) 2000
• Disability Discrimination Act (DDA) 1995/2005
• Disability Equality Duty 2006
• Equality Act 2006
• Sex Discrimination Act 1975
• Equal Pay Act 1970
• Gender Recognition Act 200
• Employment Equality (Sexual Orientation) Regulations 2003
• Employment Equality (Religion or beliefs) Regulations 2003
• Employment Equality (Age) Regulations 2006
• The Trust also has to have due regard to the Human Rights Act

11. CONSULTATION, APPROVAL AND RATIFICATION

11.1 The Scheme is a designed to be ‘live’ at all times over the next six years. This
means that it will undergo several consultation stages and further
development during this period. We will continue the development of this
Scheme, by ensuring the following groups and individuals are consulted and
remain abreast of changes and reviews:

• Trust Board members
• Trust Council of Governors
• Trust Membership


• Staff across the Trust
• Staff Networks
• NHS North West
• Other Manchester NHS Trusts
• NHS Manchester
• Local Regeneration Teams
• Third Sector Organisations including:
o Manchester Disabled Peoples Access Group
o Manchester Alliance for Community Care
o Manchester Race Health Forum
o Manchester BME Network
o Lesbian Gay Foundation
o Manchester Young People Network
o Community Network for Manchester

11.2 We will continue to proactively engage and encourage all of the above to
comment and support the delivery of this Scheme.

11.3 Through our Public and Patient Involvement Strategy we will ensure that all
members of the community have the opportunity to contribute to the
successful outcomes contained within the Scheme.

12.0 DISSEMINATION AND IMPLEMENTATION

12.1 The Scheme will be disseminated at the annual summit and through the
website (both internal and external). The Scheme’s action plan will be
updated quarterly and placed upon the websites to show progress and any
changes as a result of the implementation of the Scheme.

12.2 We expect all staff to abide by the spirit and where appropriate, the direct
actions within the Scheme. The Scheme will be implemented through
individual team/department action plans across key services of the Trust.
Each Division is expected to develop their Divisional Action Plan under the
guidance of their SET Advisor

12.3 An Equalities Implementation Group is to be established to oversee the
implementation of the Scheme and monitor the implementation of the action
plans

13.0 MONITORING

13.1 This Scheme will be monitored via the Trusts governance, audit and risk
structure and an Annual Report to the Board will be produced.

13.2 Corporate and Divisional information analysts will be further augmented with a
business intelligence solution which will bring together information from


disparate parts of the Trust and provide more accessible information on
trends and progress.

13.4 Over the course of the first year of this Scheme, the Trust will develop a set of
comprehensive Key Performance Indicators which will be reported to the
Trust Board.

13.5 Up to date monitoring and progress against the Scheme Annual Action Plan
will be monitored by the Equalities Implementation Group and outcomes and
progress will be available via the Trust’s website.

13.6 In line with current legislation, this Scheme will undergo a review in 2013 and
in 2016.

14.0 ASSOCIATED TRUST DOCUMENTS

• Trust Equality, Diversity and Human Rights Strategic Framework
• Corporate Integrated Business Plan 2009-10
• E&D in Employment
• Dignity and privacy
• HR polices
• Trust Equality Impact Assessment Framework


Appendix A
Combined Trust Strategic Equality, Diversity and Human Rights Framework and Scheme Actions

Trust E&D Strategic Aim By 2016, the Trust will be ... Trust Strategic Objective Trust – Key Strategic Actions

Moving Beyond Compliance Surpassing compliance with current 1 To ensure that the Trust's internal 1.1 Evidence compliance with
We will work to ensure that we move equality legislative requirements and practices and performance are current legislative acts (core
beyond simply complying with the regulatory guidance surpassing compliance with equality strands of equality) Equality
current and any forthcoming legislative requirements, Human Bill/Act
legislative and regulatory compliance Rights legislation and regulatory
framework, which we work under. By guidance.
moving beyond compliance we aim
to reach excellence in all areas of our
work.
1.2 Evidence compliance with the
requirements of the newly
revised CQC – Essential
Standards for Quality and Safety
1.3 Evidence compliance with the
requirements of the Human
Rights Act
1.4 Identify, record, monitor and
mitigate the Trust key risks
regarding equality and diversity.
Assured that all of its policies, 2 Ensure all the policies, procedures 2.1 Develop a programme for
procedures and services are free and services are free from direct and Equality Impact Assessments
from direct and indirect indirect discrimination. (EqIAs) to be completed
discrimination
2.2 Provide additional training and
support for staff to enable the
EqIA framework to be fully
embedded within the Trust


A fully inclusive organisation, with 3 Continue to embed equality and 3.1 Further develop The Equality
equality and diversity embedded in diversity in everything that we do Implementation Groups at
everything that we do corporate Level and embed E&D
through the Governance and
Audit process at Divisional
Level
3.2 Increase the number of Diversity
Coordinators and enhance their
role across the Trust
3.3 Develop Diversity Champions
across the Trust at a Corporate
and Divisional level
3.4 Promote and publicise through
all available marketing channels
the positive approach to
embedding equality and
diversity
Creating An Inclusive Workplace An exemplar employer with equality 4 Be an exemplar employer, with 4.1 Seek to address under
We will strive to be the best employer of opportunity central to the equality of opportunity central to the representation across the
across the NHS by ensuring we recruitment and development of staff recruitment and development of staff organisation
provide a supportive, inclusive and
safe place to work.
4.2 Develop and equality and
diversity training framework to
meet all the needs of staff and
KSF levels
4.3 Monitor compliance with IiP/
E&D in Employment


4.4 Monitor and evaluate work with
partners to maximise training
and employment related
initiatives for unemployed
people living in our local
communities.
Surpassing Patient Expectations Adaptable in service provision to 5 Adapt service provision to meet the 5.1 Monitor the increase the
We will work to ensure that all meet the identified needs of patients, identified needs of our patients, percentage of patient profile
patients, their family members and service users and their communities service users and the wider information across all six strands
visitors have their expectations community
surpassed before, during and after
they have been with us.
5.2 Monitor use of patient profile
and tailored services
5.3 Ensure that Patients Religious
and Spiritual needs are met
5.4 Ensure that communication and
access barriers are removed
from all services/properties
delivered by the Trust.
Delivering innovative services to 5.5 Develop projects to improve the
vulnerable people to help improve health and wellbeing of our local
their health and well-being communities

Strength In Numbers Successful in our partnership work 6 Work with our main contractors and 6.1 Monitor and evidence all internal
We will work in partnership with our with a cross section of stakeholders suppliers to ensure ethos and values and external partnerships and
staff, patients, visitors and and partners of Trust re: equality and diversity is their successes
stakeholders to ensure that we embedded within their workforce
deliver high quality services and
invest in our local communities.


6.2 Main PFI partners to be set
minimum standards and audited
for E&D compliance and
adherence to our ethos
6.3 Develop an E&D Contractor
forum to share good practice
and experiences
6.4 Develop E&D themed training
for Contractors partners and
other key stakeholders
A creator of innovative opportunities 7 Provide opportunities for all service 7.1 Monitor the increasing diversity
for all communities to participate in users to participate in the decisions of Public and Patient
the decisions, which affect the which affect the delivery of services Involvement activities
delivery of services they receive they receive
7.2 Deliver an annual stakeholder
event to outline progress and
joint working to tackle the Trust
key themes
7.3 Ensure the Board Trustees and
Council of Governors can obtain
views and opinion from a wide
range of diverse communities


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