Case study: Barking, Havering and Redbridge University Hospitals NHS Trust

Introduction

Barking, Havering and Redbridge University Hospitals NHS Trust (BHRUT) has sought to reduce its disciplinary gap by seeking to cultivate a restorative, just and learning culture which enables staff to have 'conversations that make a difference' and resolve issues informally.

BHRUT provides care to three of London's most diverse boroughs. The acute trust operates at King George's Hospital in Goodmayes and Queen's Hospital in Romford, as well as providing outpatient services across four sites. The trust specialises in neuroscience services to the whole country. BHRUT has a workforce of approximately 7,700, 56% of which are from an ethnic minority background.

The trust's annual NHS Workforce Race Equality Standard (WRES) submission for 2021/22 showed that, against metric three (the relative likelihood of ethnic minority staff entering the formal disciplinary process compared to white staff), BHRUT ethnic minority staff were 1.02 times more likely than white staff to enter a formal disciplinary process (where 1.0 is equally as likely), meaning there is no disparity between ethnic minority and white staff entering a formal disciplinary process. This is also lower than the London average (1.47), acute provider average (1.07), and national average (1.14). Previously, the trust reported a figure of 0.51 in 2021, and 1.12 in 2020.

The NHS Providers Race Equality programme and Hempsons team spoke to Janine La Rosa, chief people officer (CPO), and Sara Najjuma, head of equality, diversity and inclusion (EDI), at BHRUT to hear more about the organisation's work to address disparities within the disciplinary process. This case study shares details of the interventions they have implemented, their impact, the challenges faced, and advice they would give to other board members.

 

BHRUT's top tip for board members

Resist the temptation to be the 'hero' leader. Cultural change requires collaboration and buy-in not just from the board but at all levels. Recognising this transforms the way people work.