WDES 2024/25 Annual Report & WDES & WRES 2025/26 Action Plans

Meeting: Trust Board – Public Meeting

Date: 10 September 2025

Report Title: WDES 2024/25 Annual Report & WDES & WRES 2025/26 Action Plans

Agenda Item: PUB25/09/6.4

Author: Amanda Marsh, Senior HR Advisor Equality & Diversity and Tiffani Galicza, HR Advisor - EDI

Lead Director: Marika Stephenson, Chief People Officer & Deputy CEO

Purpose: Decision/Approval

Assurance: Substantial|

Link to CQC domain:

• Well-led
• Safe

Link to EEAST Strategic Mission:

• People Mission

Link to Strategic Risk:

• SR7 Workforce Sustainability
• SR8 Staff Retention
• SR9 Organisational Development

Equality Impact Assessment: No negative impact identified

Previously considered by: Phase 1: A paper was presented to the People Committee and Trust Board regarding the WDES and WRES data summary report. Approval was sought to sign off the data and enable its upload to the National Standards Data Collection Framework. This was approved and deadline for completion was met.

Phase 2: The 2025/26 Draft Action Plans were shared with the Disability Support Network and BME Network for consultation, to obtain feedback and seek suggestions before finalising and submitting them to the People Committee.

Phase 3: These papers were presented to the People Committee on 30 July and were approved.

Purpose: The paper provides the Trust Board with the WDES and WRES Action Plans and the WDES 2024/25 Annual Report. The report is included as an Appendix, with a comprehensive summary provided in the slide deck.

The recommended format of the WDES Annual Report provides:

1. An overview of delivery and achievements from the 2024/25 Action Plan.
2. An analysis of the 2024/25 workforce data, highlighting areas of progress as well as those with reduced performance.
3. Forward planning: based on the data and emerging themes across the Trust, the 2025/26 areas of focus and the WDES Action Plan are outlined within the report.

Board members are asked to review the slide deck, which summarises these key areas from the Annual Report.

The 2025/26 WDES Action Plan has been developed from both the workforce data and consultation with the Disability Support Network.

Similarly, the slide deck also covers the WRES 2025/26 Action Plan, developed in consultation with the BME Network, and includes a review of achievements and actions against the 2024/25 objectives

This information provides the necessary detail for the Board to approve publication of the WDES 2024/25 Annual Report and the WDES and WRES 2025/26 Action Plans on the Trust’s external website by 31 October, as required by NHS Mandated Standards. Completion of this supports its obligations under the Public Sector Equality Duty (General and Specific) and fulfils key funding agreement conditions with NHS England.

Recommendation: Trust Board members are asked to review and approve the WDES and WRES 2025/26 Action Plans and the WDES 2024/25 Annual Report, enabling publication on the Trust’s external website and sharing with our partner ICBs.

Executive Summary:

This report provides a detailed overview of the relevant workforce data and identifies key areas for the Trust to address.

While some improvements have been made, for example:

• Improved representation across certain pay bands.
• Increased confidence in equal opportunities.
• Reduced harassment from managers.

Progress in other areas has either slowed or shown negative trends, raising concerns and potential risks for the Trust. Some challenges identified include:

• Internal behaviours.
• Access to training.
• Reasonable adjustments.
• Outcomes from internal processes i.e. recruitment, disciplinary and capability panels.
• Harassment and abuse experienced by staff from patients and the public.

Whether the issues stem from internal or external factors, a clear commitment is required to address the identified areas of focus to bring about positive and meaningful change and improve the working experience for all staff.

WRES 2025/26 Action Plan: Four Areas of Focus:

• Percentage of BME staff in each AfC Band 1-9 and VSM, including executive board members, compared with the overall workforce.
• Relative likelihood of white applicants being appointed from shortlisting compared to BME applicants.
• Relative likelihood of BME staff entering the formal disciplinary process compared to white staff.
• Relative likelihood of white staff accessing non-mandated training/CPD compared to BME staff.

WDES 2025/26 Action Plan: Five Areas of Focus:

• Relative likelihood of disabled staff entering the formal capability process compared to non-disabled staff.
• Percentage of disabled staff experiencing harassment, bullying or abuse from patients.
• Percentage of disabled staff who believe the Trust provides equal opportunities for career progression or promotion.
• Percentage of disabled staff stating they are satisfied with the extent the Trust values their work.
• Percentage of disabled staff stating the Trust has made adequate adjustment(s) to enable them to carry out their work.

Failure to address these will worsen existing inequalities experienced by staff with protected characteristics and risk further reducing engagement levels, which have already shown stagnation—particularly among disabled staff.

Introduction / Background:

The NHS Mandated Standards set out a timetable of duties that EEAST is required to meet.

As stated, the sign off and uploading of the WDES and WRES workforce data by 31 May has been completed. The data is compiled form the NHS Staff Survey, ESR, TRAC, Learning and Development and HR.

Some key activities during 2024/25 have significantly impacted our data performance, including:

• Increased ethnicity and disability declaration rates. The improvement in declaration rates is largely credited to the ESR declaration campaign launched in summer 2024. Our intention is to maintain this momentum through further campaigns, such as more engaging posters, targeted messaging in areas of low declaration rates, and exploring new opportunities to encourage staff to share their personal information.
• Rollout of the Leadership Development Framework.

Further details are provided in the slide deck and WDES Annual Report.

The next phase was to further analyse the data to review progress and identify key areas for improvement in the WDES and WRES 2025/26 Action Plans. Additional relevant information contributing to the action plans are as follows:

• Emerging themes from the completed McKenzie LLP’s equality surveys.
• Input and contributions from the DSN and BME staff networks.
• Outcomes of quarterly Pulse Surveys.
• Workplace Behaviour Surveys.

This ensures that the action plans are not developed in isolation. Workforce data remains a key factor, supported by insight from the above sources and other Trust initiatives.

The objectives in the 2025/26 WDES and WRES Action Plans will also be incorporated into EEAST’s Inclusivity Plan, which is monitored quarterly by the People Committee.

The production and publishing (on EEAST’s external website) of the Board-reviewed and ratified WDES Annual Report 2024/25 and WDES and WRES 2025/26 Action Plans by 31 October is the second phase of the NHS Mandated Standards requirements.

Key Issues / Risks:

The NHS Mandated Standards require the Trust to publish its WDES and WRES Action Plans and the Board-reviewed and ratified WDES Annual Report by 31 October. Compliance is monitored and failure to meet this deadline is reported.

There are also identified risks to delivery and factors outside the control of the Inclusivity Team that may impact workforce data, including:

1. Impact and effect of CEP25.
2. Proposed closure of Bedford EOC.

Options:

Approve: This will enable to Trust to meet its Mandated NHS Standards obligations and demonstrate to staff a continued commitment to delivering effective change and inclusivity for all. The Action Plans and WDES Annual report are approved and published.

Do Not Approve: Action plans and WDES Annual report are not approved and published, the Trust fails to meet the requirements of the Standards, and this will be reported on. This could damage the Trust’s reputation and negatively impact staff engagement, turnover, sickness, and morale.

Recommendation: Approve.

How does this report link with EEAST’s vision, purpose and values?

• We care for our patients, our communities and each other: Build a more inclusive and representative workforce. Implement support & tools to reduce bullying, harassment and abuse from patients.
• We are Respectful: we are compassionate, we are inclusive: Review processes to reduce bias and improve fairness and transparency. Improve access to Reasonable Adjustments, provide training for managers and raise awareness. Strengthen the sense of being valued and appreciated by the Trust. We have been transparent about what the data shows—both the improvements made and areas of reduced performance—and have sought feedback and contributions from staff networks.
• We strive to be Excellent: Develop the skills needed to do the job well, we act on feedback: improved access and uptake of non-mandatory training and CPD. Strengthen career pathways and support to promote equality in career progression, job satisfaction, and recognition.

Summary:

The workforce data for the WDES and the WRES was approved by the People Committee and the Trust Board and uploaded onto the Data Collection Framework, with the Trust meeting the 31 May reporting deadline.

One query has been received from NHS Mandated Standards regarding the data, which we have responded to.

We have selected four focus areas for the WRES and five for the WDES for this year.

The remaining metrics and indicators will continue to be monitored through the People Committee and other activities and initiatives across the Trust may also influence them.

Buy-in and accountability from the stakeholders assigned to these actions are essential for driving improvements and addressing inequalities at EEAST. Failure to deliver could result in a loss of trust from staff, reduced morale and engagement, higher sickness absence, and turnover. The Trust could also face legal risks under the Equality Act (2010).

Continued oversight from the People Committee, Executive Leadership, and the Trust Board will be critical to ensuring that WRES and WDES objectives are met and embedded as part of a broader culture of equity, inclusion, and transparency, supporting the Trust’s ongoing journey of cultural change.