Barts Health Equality and Human Rights Impact Assessment Report

EDS Goal 4: Inclusive Leadership at All Levelswww.brap.org.ukMerger issuePositive implicationsof the mergerNegative implications of the mergerMitigationImplications forcompliance with PublicSector Equality DutyImplications forprotection andpromotion ofhuman rightsFBCrecognisesthat Newhamand WhippsCross (inparticular) facesignificantworkforcepressures(recruitment,retention ofstaff anddependenceupontemporary/agency staff).Multisite approach tostaff deployment willhelp to address someof the workforcepressures. This has thepotential to improvestaff motivation andrespond to some of theinequalities in staffdeployment.Integrated HR systemswill help to monitorprogress onresponding to theseworkforce pressuresand to understand whois disproportionatelyaffected by themacross the Trust.Merged Trust in April 2012 will stillhave workforce pressures and highnumbers of temporary/agency staff.This will raise a number of challengesaround how Trust staff are inductedaround the equality and human rights/performance/patient experienceexpectations of the merged Trust. Highturnover of staff and a lack ofmotivation has the potential to lessenthe impact of induction and training onthese issues.Rolling induction/training programme onequality and human rights/patientexperience obligations of staff (e.g.quarterly). This will help to ensurepeople who miss a ‘yearly’ equality anddiversity training session still have anopportunity to participate.Although there are nospecific duties to ensureall staff receive training,the Trust mustdemonstrate that it hastaken all necessary stepsto meet the general duties.This will include ensuringthat staff are sufficientlyskilled and knowledgeableto respond to inequalityand to avoid unlawfuldiscrimination. Inductioncan be a useful place toinitiate process of trainingand awareness-raising onthis issue.None identified.though knowledgeof staff will affectability of Trust toensure it iscomplying withArticle 14 of theHuman Rights Act(prohibition ofdiscrimination).As mergedTrust developsCAGs advisedto eachnominate anequalitychampion toembed equalityanalysis inpolicydevelopmentIf implemented, theEquality Champion willbe a person with clearresponsibility forprogressing thisagenda. Evidencesuggests that unlessvery senior leadershiphave responsibility forequality and humanrights, there is littlelikelihood of theThe advice outlined in the Appendix ofthe FBC is to be considered by CAGs.There is a risk that some of this advicemay not be followed.In addition, Equality Champions willneed to have sufficient training and aclear mandate so that they can manageperformance against equality targets.Similarly, others will need to have amandate to hold equality champions toaccount.This will be much easier for EqualityChampions to do if equality practiceand associated targets are‘mainstreamed’ and integrated intobroader organisational objectives. Ifthese actions sit outside themainstream, they become harder tochampion and harder to influenceothers to progress.The Equality Dutyencourages a range ofpeople within anorganisation to haveresponsibility for meetinglegislation. The FBCalready clearly indicates arange of places within theorganisation whereresponsibility will lie forequality and human rights.None identified.204