EDITORIAL
Editor in Chief Ian Peate Editor/Associate Publisher Julie Smith [email protected] Deputy Editor Aysha Mendes da Mata [email protected] Subeditors Daniel Davies [email protected] Vicqui Stuart-Jones [email protected] Commissioning Editor Sue Woodward Group Classified Director Rachel McElhinney [email protected] Circulation Director Sally Boettcher [email protected] MedEd Manager Tracy Cowan [email protected] Classified Sales Executive Harry Nolan Production Manager Jon Redmayne Production Assistant Larry Oakes Editorial Make-up Lindsey Butlin Associate Publisher Chloe Benson Publisher Anthony Kerr Managing Director Jon Benson Chief Executive Officer Ben Allen UK PERSONAL SUBSCRIPTION RATES
Quarterly Direct Debit Annual Direct Debit Annual Credit Card 2yr Annual Credit Card 3yr Annual Credit Card
£42 £164 £173 £294 £415
Subscribe online: www.magsubscriptions.com, Subscribe by phone: +44 (0) 1722 716997 MA Healthcare Ltd is part of the Mark Allen Group
www.markallengroup.com The British Journal of Nursing is published by MA Healthcare Ltd, St Jude’s Church, Dulwich Road, London SE24 0PB Tel: 020 7738 5454 Editorial: 020 7501 6716 Sales: 020 7501 6726 Email: [email protected] Websites: www.britishjournalofnursing.com © MA Healthcare Ltd, 2014. All rights reserved. No part of the British Journal of Nursing may be reproduced, stored in a retrieval system, or transmitted in any form or by any means electronic, mechanical, photocopying, recording, or otherwise without prior written permission of the Publishing Director. The British Journal of Nursing is a double-blind, peerreviewed journal. It is indexed on the main databases, including the International Nursing Index, Medline and the Cumulative Index of Nursing and Allied Health Literature (CINAHL) ISSN 0966 – 0461 Print: Pensord Press Ltd, Blackwood, NP12 2YA Distribution: Comag Distribution, West Drayton, UB7 7QE Cover picture: iStockphoto.com
The paper used within this publication has been sourced from Chain-of-Custody certified manufacturers, operating within international environmental standards, to ensure sustainable sourcing of the raw materials, sustainable production and to minimise our carbon footprint.
British Journal of Nursing, 2014, Vol 23, No 9
The statistics prove that the NHS is still discriminatory
A
nother report has been published telling us exactly the same thing that those other reports have in the past—there is institutional racism in the NHS. Kline (2014) in his report, The Snowy White Peaks of the NHS, reiterates once again that there are very few senior health professionals from black and minority ethnic (BME) backgrounds.There is and has been evidence pointing to the unfair treatment many BME staff from the NHS receive in recruitment, promotion, training, discipline and pay. At every level of the service, Kline (2014) suggests there is such unfair treatment extending to the leadership and the governance of the NHS, undoubtedly resulting in significant adverse outcomes for patients. Recent statistics show that 20% of nurses in the NHS are from a BME background. However, only 6% of senior and very senior managers in the NHS are from a BME background with over 7% (and falling) of NHS trust board members being in this category (Kline, 2014). The situation in London is even worse. Despite 45% of the London population and 41% of the NHS workforce being from BME backgrounds, only 8% of NHS trust board members are from a BME background. In London, there are no BME chief executives and only one BME trust chair. The percentage of trust board members who come from BME backgrounds has fallen in recent years compared with an increase in the proportion of BME staff and local populations. White staff in London are three times more likely to become senior or very senior when compared with BME staff (Kline, 2014). It is inevitable that there will be an impact on staff morale. Picker Institute Europe (2014) notes that a quarter of BME staff regularly report that they are discriminated against as well as being denied a fair opportunity to develop their career. The Point of Care Foundation (2014) has reported that an engaged and happy workforce is key to providing high-quality care. If BME staff are treated unfairly, if they are demotivated, if they are continuously denied opportunity and discriminated against, negative outcomes are inevitable. West et al (2012) have established a link between the way BME staff are treated and the care patients are offered. They suggest that workplace treatment of BME staff is a good indicator of respect and care for all in NHS trusts and is linked with patient experience. Ramsay and Fulop (2010), when discussing the healthy components of an NHS board, have highlighted the fact that if boards are unrepresentative of their local
communities, then the board will face challenges in ensuring that care is truly patient-centred. Lack of diversity in teams, particularly at the top, will thwart innovation and creativity. There is a lack of progress in promoting the many talented BME nurses to senior and influential positions. Various national bodies that commission and regulate services are lacking in BME executives.Women fare just as badly as they are disproportionately lacking from the boards of NHS England, Monitor, the NHS Trust Development Authority, Heath Education England and the Professional Standards Authority. The Chief Nursing Officer’s BME Advisory Group is working with NHS England and has launched a coaching and mentoring scheme to address these issues. This group’s ultimate vision is to see a clear representation of skilled and competent BME staff at all levels from ward to board, and to influence their career progression. Currently, it appears that there is no coherent evidence-based strategy for taking things further. I would be interested to see what the Chief Nursing Officers suggest. The challenges were acknowledged over 10 years ago in the 2004 NHS Race Equality Action Plan but nothing from the plan was ever implemented and no learning ever took place. Failing to have talented BME nurses holding and performing in senior leadership positions can threaten good patient care. This government must take this issue as seriously as it would take any other threat to patient care. It is a deep-rooted systemic problem that been going on for far too long and must be addressed by BME and white people in the NHS to ensure that the health and welbeing of patients really does take BJN pride of place in all that we do.
Ian Peate
Editor in Chief British Journal of Nursing
Kline R (2014) The Snowy White Peaks. Middlesex University Research Repository: An open access repository of Middlesex University research. Picker Institute Europe (2014) Staff Survey 2013. http://tinyurl.com/ n9h4odz (accessed 25 April 2014) Point of Care Foundation (2014) Staff care. How to Engage Staff in the NHS and it Matters. http://tinyurl.com/ qjs3uyy (accessed 25 April 2014) Ramsey A, Fulop N (2014) The Health NHS Board. A Review of Guidance and Research Evidence. http://tinyurl.com/ npohmns (accessed 28 April 2014) West M, Dawson J, Admasachew L,Topakas A (2012) NHS Staff Management and Health Service Quality Results from the NHS Staff Survey and Related Data. http://tinyurl. com/nru6j7z(accessed 25 April 2014)
451
British Journal of Nursing. Downloaded from magonlinelibrary.com by 138.253.100.121 on November 30, 2015. For personal use only. No other uses without permission. . All rights reserved.
Editor in Chief Ian Peate Editor/Associate Publisher Julie Smith [email protected] Deputy Editor Aysha Mendes da Mata [email protected] Subeditors Daniel Davies [email protected] Vicqui Stuart-Jones [email protected] Commissioning Editor Sue Woodward Group Classified Director Rachel McElhinney [email protected] Circulation Director Sally Boettcher [email protected] MedEd Manager Tracy Cowan [email protected] Classified Sales Executive Harry Nolan Production Manager Jon Redmayne Production Assistant Larry Oakes Editorial Make-up Lindsey Butlin Associate Publisher Chloe Benson Publisher Anthony Kerr Managing Director Jon Benson Chief Executive Officer Ben Allen UK PERSONAL SUBSCRIPTION RATES
Quarterly Direct Debit Annual Direct Debit Annual Credit Card 2yr Annual Credit Card 3yr Annual Credit Card
£42 £164 £173 £294 £415
Subscribe online: www.magsubscriptions.com, Subscribe by phone: +44 (0) 1722 716997 MA Healthcare Ltd is part of the Mark Allen Group
www.markallengroup.com The British Journal of Nursing is published by MA Healthcare Ltd, St Jude’s Church, Dulwich Road, London SE24 0PB Tel: 020 7738 5454 Editorial: 020 7501 6716 Sales: 020 7501 6726 Email: [email protected] Websites: www.britishjournalofnursing.com © MA Healthcare Ltd, 2014. All rights reserved. No part of the British Journal of Nursing may be reproduced, stored in a retrieval system, or transmitted in any form or by any means electronic, mechanical, photocopying, recording, or otherwise without prior written permission of the Publishing Director. The British Journal of Nursing is a double-blind, peerreviewed journal. It is indexed on the main databases, including the International Nursing Index, Medline and the Cumulative Index of Nursing and Allied Health Literature (CINAHL) ISSN 0966 – 0461 Print: Pensord Press Ltd, Blackwood, NP12 2YA Distribution: Comag Distribution, West Drayton, UB7 7QE Cover picture: iStockphoto.com
The paper used within this publication has been sourced from Chain-of-Custody certified manufacturers, operating within international environmental standards, to ensure sustainable sourcing of the raw materials, sustainable production and to minimise our carbon footprint.
British Journal of Nursing, 2014, Vol 23, No 9
The statistics prove that the NHS is still discriminatory
A
nother report has been published telling us exactly the same thing that those other reports have in the past—there is institutional racism in the NHS. Kline (2014) in his report, The Snowy White Peaks of the NHS, reiterates once again that there are very few senior health professionals from black and minority ethnic (BME) backgrounds.There is and has been evidence pointing to the unfair treatment many BME staff from the NHS receive in recruitment, promotion, training, discipline and pay. At every level of the service, Kline (2014) suggests there is such unfair treatment extending to the leadership and the governance of the NHS, undoubtedly resulting in significant adverse outcomes for patients. Recent statistics show that 20% of nurses in the NHS are from a BME background. However, only 6% of senior and very senior managers in the NHS are from a BME background with over 7% (and falling) of NHS trust board members being in this category (Kline, 2014). The situation in London is even worse. Despite 45% of the London population and 41% of the NHS workforce being from BME backgrounds, only 8% of NHS trust board members are from a BME background. In London, there are no BME chief executives and only one BME trust chair. The percentage of trust board members who come from BME backgrounds has fallen in recent years compared with an increase in the proportion of BME staff and local populations. White staff in London are three times more likely to become senior or very senior when compared with BME staff (Kline, 2014). It is inevitable that there will be an impact on staff morale. Picker Institute Europe (2014) notes that a quarter of BME staff regularly report that they are discriminated against as well as being denied a fair opportunity to develop their career. The Point of Care Foundation (2014) has reported that an engaged and happy workforce is key to providing high-quality care. If BME staff are treated unfairly, if they are demotivated, if they are continuously denied opportunity and discriminated against, negative outcomes are inevitable. West et al (2012) have established a link between the way BME staff are treated and the care patients are offered. They suggest that workplace treatment of BME staff is a good indicator of respect and care for all in NHS trusts and is linked with patient experience. Ramsay and Fulop (2010), when discussing the healthy components of an NHS board, have highlighted the fact that if boards are unrepresentative of their local
communities, then the board will face challenges in ensuring that care is truly patient-centred. Lack of diversity in teams, particularly at the top, will thwart innovation and creativity. There is a lack of progress in promoting the many talented BME nurses to senior and influential positions. Various national bodies that commission and regulate services are lacking in BME executives.Women fare just as badly as they are disproportionately lacking from the boards of NHS England, Monitor, the NHS Trust Development Authority, Heath Education England and the Professional Standards Authority. The Chief Nursing Officer’s BME Advisory Group is working with NHS England and has launched a coaching and mentoring scheme to address these issues. This group’s ultimate vision is to see a clear representation of skilled and competent BME staff at all levels from ward to board, and to influence their career progression. Currently, it appears that there is no coherent evidence-based strategy for taking things further. I would be interested to see what the Chief Nursing Officers suggest. The challenges were acknowledged over 10 years ago in the 2004 NHS Race Equality Action Plan but nothing from the plan was ever implemented and no learning ever took place. Failing to have talented BME nurses holding and performing in senior leadership positions can threaten good patient care. This government must take this issue as seriously as it would take any other threat to patient care. It is a deep-rooted systemic problem that been going on for far too long and must be addressed by BME and white people in the NHS to ensure that the health and welbeing of patients really does take BJN pride of place in all that we do.
Ian Peate
Editor in Chief British Journal of Nursing
Kline R (2014) The Snowy White Peaks. Middlesex University Research Repository: An open access repository of Middlesex University research. Picker Institute Europe (2014) Staff Survey 2013. http://tinyurl.com/ n9h4odz (accessed 25 April 2014) Point of Care Foundation (2014) Staff care. How to Engage Staff in the NHS and it Matters. http://tinyurl.com/ qjs3uyy (accessed 25 April 2014) Ramsey A, Fulop N (2014) The Health NHS Board. A Review of Guidance and Research Evidence. http://tinyurl.com/ npohmns (accessed 28 April 2014) West M, Dawson J, Admasachew L,Topakas A (2012) NHS Staff Management and Health Service Quality Results from the NHS Staff Survey and Related Data. http://tinyurl. com/nru6j7z(accessed 25 April 2014)
451
British Journal of Nursing. Downloaded from magonlinelibrary.com by 138.253.100.121 on November 30, 2015. For personal use only. No other uses without permission. . All rights reserved.
