Latest figures from the 9 indicators, analysis and actions being taken
Headline findings
Positives
- The percentage of BME staff in the organisation has increased for the 4th year in a row and is higher than the national average.
- The ratio of BME staff to white staff experiencing harassment, bullying or abuse from staff (1.15) is lower than the national average (1.27).
- The Trust Board is nearly twice as diverse (31%) as the national average (16%).
Mixed
- BME staff are twice as likely as white staff to experience discrimination at work, although the figure has improved since last year, when it stood at 2.31, and is below the national average (2.48).
Negatives
- BME staff are twice as likely as white staff to experience harassment, bullying or abuse from patients, relatives or the public. This is up considerably from last year and is a higher increase than the national average.
- If you are white you are still more than twice as likely as a BME person to be appointed from a shortlist.
- 3.9% of BME staff are accessing non-mandatory training compared to 6.0% of white staff.
- Please see WRES indicator data tables below for more information.
Analysis
The increase in the overall BME workforce is encouraging and indicates the Trust is going in the right direction and using effective and diverse ways to recruit staff.
Efforts to ensure our communications literature embraces diversity in the way it is worded and the pictures used, in consultation with our staff networks and wider staff, is a significant factor in this.
However the findings related to the ratio of those appointed from shortlists and the number of BME staff who do not believe the Trust provides equal opportunities for career progression are disappointing.
We are currently working with our system partners across Coventry and Warwickshire Integrated Care System who are looking to work with an experienced, expert organisation to deliver a project supporting candidates from a Black, Asian, and Minority Ethnic background through the recruitment process.
This intervention forms part of a wider suite of projects, all aimed at improving diversity in leadership positions.
Additionally we will be working with our recruitment team to create an action plan to work through all aspects of our recruitment process, and we will be introducing Reciprocal Mentoring and coaching for our BME staff who want a mentor to support them and navigate the NHS career opportunities.
The ratio of BME staff to white staff experiencing harassment or abuse from patients is also a concern, and while national events like recent disorder that stemmed from the Southport riots could have played a part in this, the increase at CWPT is higher than the national average.
It is expected that the refreshed No Excuse for Abuse campaign, including messaging to staff and the public about prosecutions, the work of the Trust's new specialist security officer and the launch of the anti-violence strategy, will decrease incidents significantly over the next few years.
Work will continue between EDI, the staff networks and the Communications and Engagement team to ensure those suffering harassment or abuse are engaged and that actions and messages are relevant and effective.
The data related to the ratio of BME to white staff who have experienced harassment, abuse or bullying from staff is more encouraging, and reflects that the Trust is performing better than the national average. However this is tempered by the data related to the high ratio of BME staff who have experienced discrimination at work.
Recent actions that may already be leading to improvements in this area include internal communications on the type of behaviours we will not tolerate and messages to empower our staff to call things out. EDI, the Communications and Engagement team and the Freedom to Speak Up Guardians continue to work together to increase the number of colleagues speaking out.
Finally, our Trust Board remains more diverse than the national average, which is something to be celebrated.
The Trust's Board members (both with and without ethnic diverse heritage identity) have demonstrated their outstanding passion for inclusion and many have participated actively in internal and external events discussing race and wider inclusion characteristics.
It is hoped that members of our board will continue to regularly attend the diverse networks to support their work, which sends out a strong, positive message to the workforce.
Actions
| Objective | Action(s) | Timescale / Milestones for Delivery | Lead Responsibility |
|---|---|---|---|
| Continued focus on ensuring our recruitment & selection processes are inclusive. Raising the profile of the Trust as an Employer of Choice and reducing inequality in recruitment. Trust Outcome(s): Greater understanding of experience of our BME Workforce Assurance that our BME workforce has equal access to development opportunities. |
Review development opportunities for BME staff to support promotion and career progression. Involve BME focus group in leadership programme development. Launch reverse mentoring programme. Engage with schools, colleges, universities, and local communities targeting BME engagement. |
October 2025 | Head of Equality Diversity and Inclusion Talent Manager |
| Ensure awareness events continue throughout the year. BME Staff Network to support addressing racism and discrimination. | Ongoing | Head of Equality, Diversity & Inclusion BME Support Group Senior Business Partners |
|
| Commitment to embedding & mainstreaming diversity & inclusion in everything we do. | Engage BME staff for feedback and increase survey participation. Invite BME agencies to WAVE meetings. | 2025 Staff Survey / Ongoing | Head of Equality, Diversity & Inclusion Head of Communication Head of Staff Engagement Talent Manager |
| Develop and implement Trust-wide EDI strategy. Raise race equality profile. Develop Allies/Ambassadors. | September 2025 | Head of Equality, Diversity & Inclusion Leadership Team |
|
| Provide quarterly reports to EDI Group, Workforce Committees, Trust Board. | Ongoing | Head of Equality, Diversity & Inclusion | |
| Continue to grow and empower networks. Evaluate Reciprocal Mentoring Scheme and launch third cohort. | Ongoing | Head of EDI Head of OD |
|
| Relative likelihood of staff being appointed from shortlisting across all posts. | Improve recruitment and selection process for BME applicants. Collaborate with staff networks. | September 2025 | Talent Manager Head of Equality, Diversity |
| Involve network in recruitment training development. Provide coaching and interview support. | October 2025 | Head of EDI and Network | |
| Require detailed feedback for unsuccessful candidates. Monitor at EDI group. Involve staff in diverse literature creation. | Ongoing | Head of EDI People Development Manager Recruitment Manager |
|
| Prevent and challenge bullying, harassment and abuse. Create a culture of civility and respect. | Communication campaign on civility. Promote mediation service. Encourage reporting. Review policies. Promote No Excuse for Abuse . | November 2025 | Head of EDI Head of OD Chief People Officer |
| Co-produce anti-racism training materials. Adopt NHS resources. Provide safe spaces for lived experience discussions. | October 2025 | Head of EDI Assistant Director of Communication and Staff Engagement |
|
| Develop a culture of inclusion, belonging and cultural understanding. | Develop cultural calendar with system colleagues and networks. Promote inclusion days and lived experiences. | Ongoing | Head of EDI and Staff Networks |
| Provide learning on cultural diversity. Develop patient experience stories and bite-size sessions. | November 2025 | Head of EDI Communication Department Staff Networks and Wider Staff |
|
| Ensure all staff have access to BME and other networks. Raise profile and membership of BME Network. |
Continue to raise the profile and increase the membership of the Trust's BME Network supporting them to develop work plans aligned to Trust strategic EDI objectives. |
October 2025 Head of EDI |
Indicator data
| Indicator | National 2021 | National 2022 | National 2023 | CWPT 2022 | CWPT 2023 | CWPT 2024 | CWPT 2025 |
|---|---|---|---|---|---|---|---|
| % of BME staff overall | 22.4% | 24.2% | 26.4% | 22.8% | 24.5% | 26.3% | 29.0% |
| Ratio of White to BME staff being appointed from shortlists | 1.61 | 1.54 | 1.59 | 1.3 | 1.74 | 2.66 | 2.17 |
| Ratio of BME to White staff entering the formal disciplinary process | 1.14 | 1.14 | 1.03 | 0.69 | 1.47 | 1.21 | 2.02 |
| Ratio of White to BME staff accessing non-mandatory training and CPD | 1.14 | 1.12 | 1.12 | 1.28 | 1.45 | 1.61 | 1.55 |
| Ratio of BME to White staff experiencing harassment from public | 1.12 | 1.08 | 1.13 | 1.06 | 1.25 | 1.79 | - |
| Ratio of BME to White staff experiencing harassment from staff | 1.24 | 1.23 | 1.27 | 1.01 | 1.15 | 1.15 | - |
| Ratio of White to BME staff believing in equal opportunities | 0.79 | 0.76 | 0.79 | 0.73 | 0.72 | 0.82 | - |
| Ratio of BME to White staff experiencing discrimination at work | 2.68 | 2.50 | 2.48 | 2.00 | 2.31 | 2.00 | - |
| % board membership from BME background | 13% | 14% | 16% | 44% | 44% | 29% | 31% |
Indicator 1: Percentage of staff in NHS trust by ethnicity, clinical and non-clinical
| White % | BME % | Ethnicity Unknown % | Number of White staff | Number of BME staff | Number of staff Ethnicity Unknown | |
|---|---|---|---|---|---|---|
| Overall Workforce | 68.9% | 29.0% | 2.1% | 2829 | 1191 | 85 |
| Non Clinical | 74.6% | 24.0% | 1.4% | 791 | 254 | 15 |
| Clinical | 66.9% | 30.8% | 2.3% | 2038 | 937 | 70 |
Indicator 2: Relative likelihood of staff being appointed from shortlisting across all posts
Relative likelihood of staff being appointed from shortlisting across all posts
| White | BME | Ethnicity Unknown | |
|---|---|---|---|
| Number of shortlisted applicants | 1483 | 1605 | 132 |
| Number appointed from shortlisting | 455 | 227 | 76 |
| Relative likelihood of appointment from shortlisting | 30.7% | 14.1% | 57.6% |
| Relative likelihood of white staff being appointed compared to BME staff | 2.17 |
Indicator 3: The relative likelihood of BME staff entering the formal disciplinary process, compared to white staff entering the formal disciplinary process, as measured by entry into a formal disciplinary investigation
| Category | April 2022 - March 2023 | April 2023 - March 2024 | ||||
|---|---|---|---|---|---|---|
| White | BME | Ethnicity Unknown | White | BME | Ethnicity Unknown | |
| Overall Workforce | 3223 | 1182 | 82 | 2829 | 1191 | 85 |
| No. of Disciplinaries | 18 | 8 | 3 | 20 | 17 | 1 |
| Relative Likelihood (BME vs White) | 1.21 | 2.02 |
WRES Indicator 4: Relative likelihood of BME staff accessing non-mandatory training and CPD compared to White staff.
| Category | White | BME | Ethnicity Unknown |
|---|---|---|---|
| Number of staff in workforce | 2829 | 1191 | 85 |
| Number accessing non-mandatory training and CPD | 169 | 46 | 4 |
| % accessing training | 6.0% | 3.9% | 4.7% |
| Relative likelihood of white staff accessing non-mandatory training (White vs BME) | 1.55 |
Indicator 5: The ratio of BME to white staff experiencing harassment, bullying or abuse from patients, relatives, or the public in the last 12 months of 2024.
Indicator 6: The ratio of BME to white staff experiencing harassment, bullying or abuse from staff in the last 12 months of 2024
Indicator 7: The ratio of white to BME staff believing that organisation provides equal opportunities for career progression or promotion
Indicator 8: The ratio of BME to white staff experiencing discrimination at work in the last 12 months of 2024
Indicator 9: The percentage of board membership from a BME background
WRES Indicator 9
| Category | Percentage | Number of Staff | ||
|---|---|---|---|---|
| White | BME | White | BME | |
| Trust Board | 68.8% | 31.3% | 11 | 5 |
| Overall Workforce | 70.4% | 29.6% | 2829 | 1191 |
| Difference (Board - Workforce) | -1.6% | 1.6% | - | - |
