Levelling Up Impact Report A Purpose Health Coalition Report
LEVELLING UP
CONTENTS
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CONTENTS
Contents 01
Foreword Rt Hon Anne Milton
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The role of Barts Health NHS Trust and the NHS in meeting the Levelling Up Goals
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Impact Assessment Framework Part 1: Activity Audit - Barts Health NHS Trust’s existing work against the Levelling Up Goals Part 2: Output and Outcomes - Identifying the direct results of Barts Health NHS Trust’s current activities and the impact it is having against specific goals.
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Recommendations
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The Journey to the Levelling Up Goals
CONTENTS
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01 Foreword Rt Hon Anne Milton
Former Parliamentary Under-Secretary of State for Public Health
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FOREWORD
Even before COVID-19 wreaked its chaos on every aspect of our lives, England was already a nation of gaping health inequalities. And the gradual reveal of the post-pandemic picture suggests that many of these are getting worse, with significant disparities between different parts of the country. Nothing illustrates that inequality more grimly than life
Bangladeshi backgrounds is equivalent to that of White
a direct impact on how long you live. Recent research
apparent as early as 30 and continuing to widen with
expectancy rates showing that where you live can have by Imperial College highlighted that stark reality, with a man in Blackpool having a life expectancy of a full 27 years less than a man in Kensington. Even before
the pandemic, between 2014 and 2019, life expectancy had gone down in almost one in five communities for women and one in nine for men.
While the familiar headline, and that life expectancy figure, depicts this as a north-south divide, in fact the picture is a much more complex one with big
differences in communities within the same area.
This can be seen all over the country but is particularly obvious in London, the focus of this report - a city where communities of great disadvantage live alongside highly affluent neighbourhoods.
According to the charitable foundation, Trust for
London, those in the bottom half of the net income
people who are at least 20 years older, with inequality age. Rates of poor health among men and women
from black Caribbean backgrounds were found to be
equivalent to those of White British around 10 years older. In specific areas of public health, the picture is the same. A report by Mbrrace (Mother and Babies:
Reducing the Risk through Audits and Confidential
Enquiries across the UK) showed that women from
Black ethnic backgrounds are four times at greater risk of maternal death as women from White backgrounds and those from an Asian background are almost twice as likely to die. Research carried out by the
National Maternity and Perinatal Audit suggests that
complications in pregnancy disproportionately affected women from Black and minority ethnic backgrounds, with one in ten stillbirths and almost one in five FGR cases a result of racial inequalities.
distribution in London take home less than a quarter
Having trained as a nurse at Barts Hospital, and
households take home 33.4% of total net income on
saw first-hand how these factors impacted on the
of London’s total net income. The top decile of London its own, almost the same as the bottom 60% of households combined.
having spent many years working in East London, I
city’s health outcomes. I also saw how important the role of the NHS was in the local community.
The contrast in income is reflected in these
As an organisation that serves 2.5 million people,
Health inequality is intrinsically linked to factors such
Trust has the status and community reach to play a
communities’ experience of health outcomes.
as education, housing and employment but also social isolation and we will need to look at these issues in the
and with a workforce of some 24,000, Barts Health NHS leading role in levelling up London.
round if we are to level up the country successfully.
As evidenced in this report, it is already demonstrating
In such a diverse city, the health inequalities
the health inequality that can have such a negative
experienced by those from different ethnic
backgrounds are particularly stark. A recent nationwide study by the Universities of Sussex and Manchester
showed that the health of those from Pakistani and
an innovative and proactive approach to addressing
impact on people’s ability to access opportunity. I hope
that it will also influence other major employers to follow its example and commit to levelling up communities across the country.
FOREWORD
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02 The role of Barts Health NHS Trust and the NHS in meeting the Levelling Up Goals The role of the NHS Organisations within the NHS can, and do, make a real
these organisations will also need help from elsewhere
for their workers, patients and society at large. These
country. However, as one of our most wide-reaching and
and sustained difference to create positive change
organisations are central to their local communities
and they can be accessible institutions that reach out to everyone. As COVID-19 exacerbated existing health inequalities and created a huge burden for the NHS,
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THE ROLE OF BARTS HEALTH NHS TRUST
to recover and strengthen, just like the rest of the
cherished public institutions, the NHS will be essential in
leading the way by leveraging its position in communities
and its size and power as an employer and organisational entity. In doing this, it can help level up the UK.
The Levelling Up Goals provide an ambitious and
such a large scale, the NHS makes a vital contribution
out for the first time the gaps that will need to be
opportunities for individuals across the country. The
strategic solution to addressing the challenge, setting filled to ensure opportunity and fair outcomes are
available to all across the country. The goals offer a common framework with which organisations can
collate best practice and show impact across all of
the key life stages and areas of concern. They provide
to the economy, labour market and the available
NHS can help ensure that it makes the best use of the
incredible talent the UK has to offer by providing many people with worthwhile careers that contribute to the social good.
the shared language needed to collectively discuss
In its healthcare provision, organisation and
existing inequalities.
digital presence. COVID-19 has accelerated the digital
the challenges of levelling up and the solutions to
That ambition should apply to one of the country’s most important and impactful institutions, the
National Health Service. Of course, the NHS in its dayto-day function makes an enormous contribution to the public and individual good of the UK. As a
commissioner and provider of healthcare, the NHS
can target services and outreach to address directly the inequalities that exist in health outcomes and
experiences, especially amongst those who suffer
information outreach, the NHS also has a sizable transformation and NHS trusts now interact with
patients and staff more than ever before. A Health
Foundation report found that of those who received
NHS care or communicated with the NHS in 2020, 97
per cent used technology and 82 per cent of NHS staff surveyed said they had used technology more in the
past year. It is therefore in both the NHS’ interests and
capabilities to contribute to making this transition fair and accessible.
most under other forms of social or economic
Likewise the transition to a green and net zero
to the function of a happy, prosperous and equal
institution, efforts made by NHS organisations to use
exclusion. Health and wellbeing are vitally important country.
NHS organisations have a much wider reach than
just health and many, rightly, now see themselves as important anchor institutions within their
communities. Aside from the obvious health impacts,
economy has also accelerated. As it is such a large more renewable energy to run their services more
sustainably will have a substantial impact. For example, in October 2020 the NHS adopted a multi-year plan
with targets and milestones to become the world’s first carbon net zero national health system by 2040.
there are other aspects of the levelling up agenda
Overall, the NHS has a budget of £130 billion. This
is the largest single employer in the UK, as of January
gives it real potential to ensure its extensive supply
that the NHS is well placed to help address. The NHS 2021 there were 1,179,008 NHS Hospital and Health Service staff, with jobs ranging from healthcare
provision, information technology, administration and
spending power and its significant economic levers chains and procurement processes aid in the green recovery and social good more generally.
health policy. Its predominance in the employment
The NHS is held in high regard by the public and
and spread opportunity throughout society. By
every region and community in the UK means that
market can be used to increase social mobility
providing employment and career progression on
communities all across the country. Its presence in it can influence and speak up for those places and
communities that might be at risk of being left behind. By utilising the voice, reach and reputation of the
NHS, trusts like Barts Health NHS Trust can truly act as anchor institutions to level up the regions in which
“NHS organisations have a
much wider reach than just health and many, rightly, now see themselves as
important anchor institutions within their communities.”
they operate.
The levelling up agenda simply cannot be achieved
without the participation of our National Health Service trusts. These organisations are in a unique position to combat some of the barriers to upward social
mobility that exist in the UK, and they have to be part of the solution. Barts Health has already embarked on that journey and, as part of its work with the
Purpose Coalition, will be working towards even more transparent and measurable outcomes.
THE ROLE OF BARTS HEALTH NHS TRUST
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The role of Barts Health NHS Trust Barts Health NHS Trust operates from four major hospital sites – The Royal London, St Bartholomew’s, Whipps Cross and Newham. With a number of additional community locations, including Mile End hospital, it employs 17,500 staff – with students, contracted staff and volunteers this makes up the equivalent of a small town - 24,000 people. The trust serves around 2.5 million people in one of the
To ensure no-one is disadvantaged in accessing
10 people living within the core catchment population
by ethnicity and deprivation. It also plans to
most diversely populated parts of the country. Six in
identify as black, Asian and minority ethic (BAME). And this is reflected in the trust’s diverse team.
More than half (54 per cent) of the team are from a
increase accessibility to remote consultations for
patients who do not speak English, by using more advocates in virtual appointments.
BAME background – three times the national average
The trust aims to be an anchor institution for East
the NHS. Furthermore, 62 ethnicities are represented
the populations it serves, leveraging its role as a
and representing one of the largest BAME workforce in within the team overall.
London, with a mission to advance the welfare of steward of public resources.
Diversity and inclusion underpin the organisation’s
By working together with East London partners
example, sets out headline goals; to create a culturally
to maximise socio-economic impact:
levelling up approach. Its current annual plan, for
intelligent leadership community, to deliver a fair and just culture and to work in community partnership to
across the NHS and local authorities, it is working
By creating employment opportunities for
promote equity.
local people.
The trust is currently working towards increasing the
it purchases.
bands (8a and above) by three per cent a year.
through the assets it holds.
proportion of its ethnic minority staff in higher pay
By using public resources well through how By promoting environmental sustainability
It offers career advice and talent management to
Its commitment to reducing health and
represented; and “wellbeing appraisals” with staff at all
local communities to tackle four core impact
anyone in a senior leadership group that is underlevels of the organisation.
Within the trust’s “just culture”, the aim is that staff are able to analyse when things go wrong without fear of retribution, enabling everyone to learn from mistakes and provide a better service for patients.
To support this, it is ensuring that all disciplinary
cases adopt a “pause and reflect” period and seek an
social inequalities involves connecting with areas: reducing fuel poverty, improving air
quality, sustainable growing and food and nutrition education.
Through partnerships, Barts Health creates well-paid and sustainable employment and training opportunities – and social volunteering positions.
informal mutually agreed resolution.
Barts Health creates pre-employment pathways
The trust also aims to achieve 95 per cent ethnicity
support entry into health-related degrees
coding of its patient data by March 2022.
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services, it will immediately review waiting lists
THE ROLE OF BARTS HEALTH NHS TRUST
to jobs and collaborates with local schools to and apprenticeships.
“Over 200 students have moved into health related degrees as a result of the scheme – nearly half from families where no member had gone to University before.”
Its Healthcare Horizons programme supports young
The programme engages with over 37 schools in
The project aims to:
events, summer schools, online mentoring, parents’
people in East London to build careers in the NHS.
Increase awareness of NHS careers in
disadvantaged communities. Raise career aspirations.
Promote Barts Health as a local employer.
Help with recruitment to higher education,
the local area, offering work experience, career
engagement sessions and pre-employment training programmes. It was developed to help improve
recruitment and retention of staff, working with schools and colleges across four London boroughs; Tower Hamlets, Hackney, Newham and Waltham Forest.
apprenticeship programmes and employment.
Over 200 students have moved into health related
to young people.
families where no member had gone to University
Improve careers advice and guidance provided
degrees as a result of the scheme – nearly half from before. The schools enrolled in the programme have on average 50% eligibility for free school meals and similarly, 50% of pupils do not have English as a first language. In some schools these measures rise to nearly 80%.
The programme has already engaged with over
1,500 students through its career activities and online mentoring. Pre-pandemic, it had also offered over
250 work experience placements to local schools and colleges and 99 young people who have completed the pre-employment training have already secured jobs in the health sector.
Barts Health states its overall vision as being a
“high-performing group of NHS hospitals, renowned
for excellence and innovation, and providing equitable, safe and compassionate care to our patients in East London and beyond”.
Social mobility and the wider levelling up agenda
are integral to this vision. Diverse decision-making, experiences and backgrounds combine to enable
continual improvement and a hugely positive impact on surrounding communities.
THE ROLE OF BARTS HEALTH NHS TRUST
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Case Study The Community Works For Health programme at Barts Health supports local people into lower banded roles. All candidates pass functional skills assessments at NHS Information Days and then receive additional pre-employment training if necessary.
A total of 1,500 local people have accessed work
His team, and particularly the manager of estates,
through the Community Works For Health
commitment that they decided to create a position
at the trust and nearly 10% of staff have come
programme. This has allowed them to get jobs they probably would not have been able to access without the programme.
for him where he could be a permanent member of the team, with the opportunity to progress into a managerial role.
As part of the Community Works For Health
COVID-19 delayed the start of the role, yet he stayed
such as Project SEARCH - an employment
himself. He continued revising theory as well as
Programme, the trust supports initiatives scheme for young people with severe learning disabilities.
Tyeres Sule started his Barts Health NHS Trust
journey as an intern at Newham Hospital via DFN
positive and engaged by creating a routine for
developing mock circuits to practice with electricity flow at home. Tyeres is now an electrical craftsman apprentice; working while studying one day a week on a level 4 electrical course.
Project SEARCH.
Aqib, another DFN Project SEARCH participant, began
Before starting the project, Tyeres held a qualification
records clerk.
in electrical engineering, a field he was keen to
working at Whipps Cross Hospital in 2015 as a health
explore further. He needed support, however, and
He describes the project as “life changing”; helping to
joining DFN Project SEARCH.
about the hospital and departments through my
his advisor at Newham’s workplace team suggested
Tyeres then started rotational working within the
build his confidence and overcome barriers. “I learnt placements” he says.
estates department, initially assisting with small tasks
“My first placement was in the medical records
hard-working individual with a positive outlook.
wanted to work here with the records. Project SEARCH
around the hospital. Tyeres stood out as a motivated,
His role saw him start earlier than other interns to check the alarms, air conditioning and boilers serving the entire hospital.
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were so impressed with his dedication and
THE ROLE OF BARTS HEALTH NHS TRUST
department. I have unique skills with numbers, and I eventually helped me get that job.
“Project SEARCH was life changing for me. Before
the programme I didn’t speak with anyone unless I had to. I wasn’t confident enough.”
“Project SEARCH was life changing for me. Before the programme I didn’t speak with anyone unless I had to. I wasn’t confident enough.”
THE ROLE OF BARTS HEALTH NHS TRUST
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Assessment of Barts Health NHS Trust in the context of Levelling Up Goals
This report has been produced and published by the Purpose Coalition with information and illustrations provided by Barts Health NHS Trust. Many organisations have strong commitments to social responsibility. For NHS organisations this takes the form of addressing the wider determinants of health and therefore improving public health in the community and reducing associated environmental harms. This section of this report will map several of Barts Health’s specific initiatives against the Levelling Up Goals, to track where progress is being made and where efforts could be redirected or better targeted.
NHS Trusts are perhaps in a better position
than most organisations to make a real impact against all of the Goals. As anchor institutions within communities, the work of trusts does
not begin and end with treating patients, they
have a much wider role as big employers and purveyors of opportunity.
Here is a list of the Levelling Up Goals, their
definitions, and our team’s assessment of how Barts Health is currently meeting them. These have been assessed through a document
review process; we then map the amount of activity done by Barts Health across each of
the Levelling Up Goals. We can then progress to measuring specific impact across these activities.
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ASSESSMENT
1 Strong foundations in Early Years
school years 2 Successful
3 Positive destinations Post 16+
Close the early years development gap by delivering the best possible start for every child
Every child successfully achieving their potential in attainment and development
Every young person and adult to have the choice of a high quality route in education, employment, or training
East London Maternity Voices.
Healthcare Horizons programme in 37 schools.
Healthcare Horizons programme providing work experience, internships and employment.
Maternity Mates volunteer network. Social prescribing programme.
Employer sponsor of Mulberry UTC. Partner with Leyton 6th Form College with their health and care programme.
The Community Works For Health programme supporting people in work. Work with looked after children and care leavers. Barts Health Futures Hub at Newham College offers physical space for careers and employment for the local community.
4
Right advice and experiences
recruitment 5 Open
career progression 6 Fair
Access to the right advice and experiences at the right time to unlock opportunity through a person’s life
Careers and professions open to people of all backgrounds through transparent, accessible, and open recruitment practices
Opportunities for career advancement for all based on ability and potential, not connections
Reverse mentoring scheme.
No CVs are used in the recruitment process.
Barts Health Education Academy provides extensive training and development for staff.
Online mentoring schemes as part of Healthcare Horizons programme.
Inclusion ambassadors and diverse interview panels.
Specific career development opportunities for those from under-represented backgrounds. The Trust has appeared in the Social Mobility Foundation index for the past three years – one of only two NHS Trusts to do so. It will shortly appear as a case study for the SMB
ASSESSMENT
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7
Widening access to savings & credit
health and well-being 8 Good
enterprise 9 Extending
Widening access to responsible credit and closing the savings gap
Improving mental and physical health at all ages to boost overall well-being to allow people to fulfil their potential
Extending private enterprise and entrepreneurship to all people and communities
Wagestream services gives staff flexibility in their earnings.
Health and wellbeing programme for staff.
Developing a Social Value Framework for Whipps Cross Hospital.
Network of Mental Health First Aiders. Staff have access to free and independent financial advice through the Money Advice Service.
the digital divide 10 Closing
for opportunity 11 Infrastructure
Closing the digital divide in technology access, skills, opportunities, and infrastructure
Developing the physical infrastructure that connects people and places to opportunity
Research around online appointments and whether they exacerbate existing health inequalities.
The new Whipps Cross Hospital development is at the planning stage and will provide the basis for major socio-economic opportunities as well as much needed replacement for outmoded facilities.
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Building homes & sustainable communities
Creating affordable quality homes so people can live in safe and sustainable communities
Whipps Cross scheme includes plans for affordable housing, community facilities and hospital.
the energy 13 Harness transition
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Ensure that the energy transition is fair and creates opportunities across the UK
Create a level playing field on opportunity for all, to fully unleash Britain’s potential for the first time
Green Plan to lay out sustainability ambitions.
Project SEARCH employment scheme.
BartsAbility network for disabled staff.
Target of increased BAME representation in senior positions.
Inclusion Centre to train staff.
Hospital behaviour change programme to encourage greater awareness of energy consumption.
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Partners in the Whitechapel Life Staff wellbeing hub at all of the trust’s hospitals. Science campus development that will create a cutting edge centre for new healthcare and technology businesses. Extensive public health programme around issues such as smoking and Identifying SMEs in the supply chain alcohol and substance misuse. and reviewing potential sectors to Exercise classes and sports tournaments for staff increase local spend.
ASSESSMENT
Achieve equality, through diversity & inclusion
Well-established staff diversity networks.
Key Activity Strengths Goal 3
Goal 8
Positive Destinations Post 16+:
Good Health and Well-Being:
Through its Healthcare Horizons programme, Barts Health not only raises awareness of the careers available in health and social care but provides work experience, internships and employment opportunities. Barts Health is committed to creating opportunities for local people to work at the Trust through programmes such as Community Works for Health and other support for under-represented groups.
Barts Health is committed to supporting the health and wellbeing of its staff. There is an ever greater shift towards this post-pandemic in recognition of the stress and disruption that it has caused employees. There are wellbeing hubs at all hospitals within the trust and designated prescribers (who are released from their day job 1 day a week) to deliver the wellbeing programme.
Key Activity Strengths
Goal 14
Achieve Equality through Diversity and Inclusion: Barts Health has one of the most diverse workforces within the NHS with 56% coming from a BAME background. Barts Health has diverse recruitment policies, specific career development training and opportunities for black, Asian and minority ethnic staff and diversity networks to ensure that opportunity is spread evenly for all.
ASSESSMENT
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Audit
Successful 1 foundations school years 2Strong in Early Years
school years 2 Successful
Goal 1: Strong Foundations in Early Years
Goal 2: Successful school years
Has the organisation helped to close the early years
Has the organisation helped to allow every child to
for every child?
and development?
development gap by delivering the best possible start
successfully achieve their potential in attainment
Barts Health builds community relationships with
The Healthcare Horizons programme works with
Voices Partnerships are a group of people with a
the careers available within the NHS. Activity includes
women via the East London Maternity Voices. Maternity shared interest in local maternity care provision.
The trust works closely with the voluntary sector to
ensure that pregnant women have the support that they need. This includes connecting women to peer
support using ‘Maternity Mates’ - a volunteer network for women who do not have the correct support
children from year 10 onwards to educate them on
career talks at schools, parents evening, mentoring
career events or webinars and virtual work experience.
3 Positive destinations Post 16+
networks.
Barts Health is currently building a programme of
social prescribing that focuses on Children, Young People and Families.
Barts Health has many ways in which it supports young children and their families to have strong foundations in early years, these include:
For babies and families requiring neonatal care in
hospital, there is a focus on delivering holistic family support.
For children requiring emergency care, outpatient
and inpatient care, there is access to specialist support to focus on child development alongside assessment, diagnosis and care.
Children with Special Educational Needs and
Disabilities can access Community Paediatricians and Allied Health Professionals in speech and language therapy.
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AUDIT
Goal 3: Positive destinations post 16+ Does the organisation support young people and
adults to have the choice of a high-quality route in education, employment, or training?
Healthcare Horizons was launched by Barts Health and Barts Charity to support young people in east
London build careers in the NHS. The project aims to
increase awareness of NHS careers in disadvantaged communities, raise career aspirations; promote Barts Health as a local employer; help with recruitment
to higher education, apprenticeship programmes
and employment; and improve careers advice and
guidance provided to young people. The programme
engages with over 37 schools in the local area, offering
02 The Red Thread
work experience, career events, summer schools,
online mentoring, parents’ engagement sessions, preemployment training programme and virtual work-
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Right advice and experiences
related learning through an online platform due to be launched by the end of 2021.
As part of the programme there is an online “work experience” platform which provides access to the knowledge and enthusiasm of health care professionals.
The Community Works For Health programme
supports local people into lower banded roles at Barts. All candidates pass functional skills assessments at NHS Information Days and then receive additional pre-employment training if necessary.
Barts is working with the North East London Health
and Care Partnership on a project for looked after
children and care leavers. Barts is working alongside
Goal 4: Right advice and experiences Does the organisation provide access to the right
advice and experiences at the right time to unlock opportunity through a person’s life?
A reverse mentoring scheme has been established at Barts Health with membership from very senior
leaders and staff at all levels of the trust. Two cohorts are underway this year, with a further two planned before 2022.
partners, such as the West Ham United Foundation
As part of the Healthcare Horizons programme, there is
Hospitals NHS Trust, to increase awareness of careers
to enter health care and health science professions.
and Barking, Havering and Redbridge University
in health and social care and the number of care
online mentoring support for young people who want
leavers going into these roles.
Barts Health supports Project SEARCH - an
employment scheme for young people with severe learning disabilities. The scheme operates at three
recruitment 5 Open
hospitals with links to education provision at
secondary schools and further education institutions. See outcomes below
Enrolled Completed Employed % Employed
2014/15
12
12
9
75%
2016/17
12
12
10
83%
2015/16 2017/18
2018/19
2019/20 2020/21
18 11
12
13 12
18 11
10 13 12
11 3 7
4
8
61%
Goal 5: Open recruitment
36%
Are careers and professions open to people of all
58% 21%
67%
As part of the preparation for the Life Science Campus
at Whipps Cross Hospital, a demonstration project has been developed with Newham College at its campus
in Stratford. The Barts Health Futures Centre will provide dedicated support for local residents who want to
backgrounds through transparent, accessible, and open recruitment practices?
Barts Health recruits graduates through the national NHS Graduate scheme.
The Trust does not use CVs in the recruitment process, instead using NHS Jobs where possible.
access jobs and careers in health sciences and
The recruitment process for bands 8a plus now involves
of London’s Skills for Londoners capital fund and will
a fair process and a diverse interview panel. This has
healthcare. This has received support from the Mayor open in October 2021. Its provision includes a dedicated careers space and a number of large teaching spaces.
an inclusion ambassador in every appointment to ensure increased shortlisting of diverse candidates and will now be scaled across less senior bands.
AUDIT
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career progression 6 Fair
Goal 6: Fair career progression
Widening access to savings & credit
Does the organisation offer opportunities for career
Goal 7: Widening access to savings and credit
not connections?
Does the organisation help widen access to
advancement for all based on ability and potential,
All employees have access to the Barts Health Education Academy, this provides a range of
mandatory and non-mandatory training to develop different skills to support career progression against personal career paths.
Barts Health runs specific career development training and opportunities for staff from under-represented
responsible credit and close the savings gap? The Trust offers Wagestream services to its staff. This give staff the ability to:
Track bank and/or substantive earnings in real-
time and see how much they’re earning up to six months in advance.
Access up to 50% of earnings instantly, if it is
backgrounds. This includes a career development
needed.
37th Cohort.
saving pot.
As part of the Trust’s updated WeBelong inclusion
for a free, confidential financial coaching service.
career coaching for all staff from under-represented
Barts Health works with the Money Advice Service, an
function that will collate a talent pool of future leaders
wellbeing across the UK, to provide all NHS employees
programme for BAME staff and women, which is in its
strategy, there is a commitment to providing 1-2-1
backgrounds. This will be supported by a back-office and provide appropriate development opportunities.
“Barts Health runs specific career development
training and opportunities for staff from under-
represented backgrounds. ”
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7
AUDIT
Save from their wages automatically into a Chat to financial coaches in the Coach feature -
organisation which works to improve people’s financial with free and independent financial support.
health and well-being 8 Good
Goal 8: Good health and wellbeing Does the organisation improve mental and
physical health at all ages to boost overall well-
enterprise 9 Extending
Goal 9: Extending Enterprise Does the organisation work to extend private enterprise and entrepreneurship to all people and communities?
being to allow people to fulfil their potential?
As part of its capital programme, starting with the rebuild
The Health and Wellbeing programme for staff
comprehensive Social Value framework.
at Barts has received a massive investment
of Whipps Cross Hospital, Barts Health is developing a
post Covid-19. Key themes in the Health and
It will include a requirement to open the door to
psychological and financial wellbeing.
supply chain.
Wellbeing strategy include support for physical,
Barts Health has a programme of physical
activity for staff including exercise classes and it
also hosts a network of Mental Health First Aiders. There is a staff wellbeing hub at Whipps Cross
local businesses and incorporate them into the
The Trust is conducting an analysis of its SME supplier
base to determine the most effective way of extending local purchasing and how it can contribute to the
local economy.
Hospital, as well as others within the trust. The
The plan for a Life Science campus at Whitechapel
to relax and switch off during their breaks.
Social Care and Queen Mary University of London)
hubs are open 24/7 and give staff the chance Wellbeing prescribers are released from their normal jobs for 1 day a week to deliver the wellbeing programmes.
The trust runs wellbeing workshops for its staff about looking after themselves and those around them.
(in partnership with the Department of Health and
includes provision to support new life science startups and local employment.
the digital divide 10 Closing
As part of its public health programme, the Trust
has an extensive programme of support for stop smoking and alcohol or substance misuse. It
also hosts the London pathway of support for homeless people.
Goal 10: Closing the digital divide
Many of the Trust’s clinical services have a strong
divide in technology access, skills, opportunities,
interest in prevention including its Heart Hospital and Diabetes services.
Is the organisation working to close the digital and infrastructure?
During the pandemic a substantial number of outpatient
appointments moved online which offered efficiencies and
convenience to patients. However the Trust recognises that there is a risk of increasing inequalities and it is doing a lot of research on the subject. This includes identifying which groups are most likely to attend or cancel appointments.
AUDIT
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for opportunity 11 Infrastructure
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Goal 11: Infrastructure for opportunity
Goal 12: Building homes and sustainable communities
Is the organisation developing the physical
infrastructure that connects people and places to opportunity?
Is the organisation helping people live in quality,
The new Whipps Cross Hospital scheme will provide
sustainable communities?
local communities with state-of-the-art facilities.
affordable homes so people can live in safe and
The development will seek to maximise the
The overall development brief for the new Whipps
value of this investment.
and community facilities on land that will become
employment, procurement, health and community
The Whitechapel Life Science campus plan with
Queen Mary University of London will offer employment, business, research and educational opportunities for the local community.
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Building homes & sustainable communities
AUDIT
Cross Hospital includes plans for affordable housing available when the projected new hospital is developed in Phase 1.
the energy 13 Harness transition
A range of interventions are in place at Barts to
promote inclusion and support underrepresented groups. These include career development and training opportunities for those from under-
represented backgrounds, as well as a set of trained sign-posters across the trust who are equipped to
direct staff members to forms of support based on their specific needs.
Goal 13: Harness the energy transition Is the organisation ensuring that the energy transition is fair and creates opportunities across the UK?
Barts Health NHS Trust has an aim to be the most
sustainable NHS Trust. It implements that through its Sustainability Strategy and Green Plan.
The Trust takes part in Operation TLC - a hospital
behaviour change programme to encourage greater awareness of energy consumption. Results included:
Barts has a number of well established staff diversity
networks in place - Women, BAME, BartsAbility, Carers
and LGBTQ+ with another on its way - interfaith. These networks have overall co-chairs, as well as leads that sit at every hospital. Once the interfaith network is
established, Barts Health would have over 40 network leads with formally agreed protected time. Networks
provide safe listening spaces, but also run a series of events and quality improvement projects aligned to the inclusion priorities.
£105,000 and 800,000 tonnes of CO2 emissions
The Trust has trained Dignity at Work Advocates
40% more lights switched off in engaged areas.
issues experienced in the workplace. The Dignity at
saved over a year.
5,000 engaged conversations around sustainability.
available to help provide advice, and to resolve any Work policy promotes a pause and reflect process
before formal disciplinary action to ensure a fair and just process for all.
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Achieve equality, through diversity & inclusion
The Trust has an established Inclusion Board with
representation from the CEO, Director of People, staff diversity networks, inclusion programme leads and
hospital equality leads (each hospital also has its own Equality board). This board reports directly into the
Trust board and is formally accountable for delivering on agreed inclusion priorities.
Goal 14: Achieve equality through diversity and inclusion
Barts Health NHS Trust has a specific workstream
Is the organisation working to create a level playing
budget is in place to provide reasonable adjustments
field on opportunity for all, to fully unleash Britain’s potential for the first time?
Barts Health NHS Trust supports Project SEARCH
- an employment scheme for young people with
severe learning disabilities. The scheme operates at three hospitals with links to education provision at
secondary schools and further education institutions. Barts Health has agreed a set of priority actions for 2021/22 as part of its WeBelong inclusion strategy
update. This strategy has a number of stretch targets which include 3% year on year growth of the BAME
dedicated to improving equality for staff with a
disability, led by the BartsAbility Network. A £100k plus for staff, a BartsAbility passport is included in the
appraisal process to discuss staff needs, Sunflower
Lanyards are available to staff who request them and text to help functions are also encouraged to those who want them. The Trust is also part of the Lexxic
100 day programme which is designed to support neurodiverse colleagues.
The Trust has an established Inclusion Centre which delivers a number of inclusion interventions. This
includes delivering inclusion training which reaches hundreds of staff a year.
workforce in senior positions (overall our workforce is
The Centre is also leading the role out of a Cultural
an inclusion objective formalised in their appraisal so
trainers to cascade and embed cultural competence
56% BAME) and ensuring every member of staff has that equality is championed by all.
Intelligence Programme that will recruit specialist across all 20,000+ staff at the Trust.
AUDIT
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Outputs and Outcomes Measuring the impact of the outputs against specific goals This section will consider how the aforementioned activities and their inputs, both financial and in terms of manpower, result in associated outputs and subsequent outcomes. The listed outputs have been noted from available data; while given the absence of current universal measurement for social impact in the company, outcomes have been implied. As the availability of data increases, with increased adoption of impact tracking and measurement, both outcomes will be more readily reported against. This will be highly effective for benchmarking the impact of any social impact projects Barts Health NHS Trust progresses with.
1 Strong foundations in Early Years Has the organisation helped to close the early years development gap by delivering the best possible start for every child? Activity
N/A
Output
Outcome (Implied)
These are the measurable things e.g. no of people participating
These are the more intangible benefits
N/A
N/A
school years 2 Successful
Has the organisation helped to allow every child to successfully achieve their potential in attainment and development? Activity
Healthcare Horizons Programme which starts at year 10.
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OUTPUTS AND OUTCOMES
Output
Outcome (Implied)
These are the measurable things e.g. no of people participating
These are the more intangible benefits
Outputs for Phase I (up until end of June 2021): 37 engaged schools and colleges 1407 students engaged via career events. 94 career events delivered: 51 school events (8 delivered online during the pandemic). 31 Trust events (13 online events and 4 ‘virtual’ work experience weeks delivered during the pandemic). 12 community and parents’ events.
Young people are educated about the careers available within the NHS and the pathways to get there.
3 Positive destinations Post 16+ Does the organisation support young people and adults to have the choice of a high-quality route in education, employment, or training? Activity
Output
Outcome (Implied)
These are the measurable things e.g. no of people participating
These are the more intangible benefits
Healthcare Horizons Programme providing work experience and employment opportunities.
The programme has already engaged with over 1500 students. 269 work experience placements offered. 200 students have progressed into health related degree programmes. 12 cohorts of pre-apprenticeship training delivered. 100 young people progressed into employment. Current 90 days retention rate stands at 100%.
Young people without jobs are given work experience and employment opportunities for that important first step on the ladder.
Community Works For Health programme.
119 local candidates trained in pre-employment skills. 60 work placements organised. 88 job outcomes in 2019-20 for local candidates.
Employment opportunity for local people. Additionally, a workforce reflective of the local community is one that has a higher retention rate and a greater understanding of local needs.
4
Right advice and experiences
Does the organisation provide access to the right advice and experiences at the right time to unlock opportunity through a person’s life? Activity
Output
Outcome (Implied)
These are the measurable things e.g. no of people participating
These are the more intangible benefits
Reverse mentoring scheme for staff of all levels.
Two cohorts underway with a further two planned.
Staff are given the opportunity to learn from each other.
Mentoring through the Healthcare Horizons.
102 students completed mentoring or still have active relationships.
Students are given good advice.
OUTPUTS AND OUTCOMES
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recruitment 5 Open
Are careers and professions open to people of all backgrounds through transparent, accessible, and open recruitment practices? Activity
Particular support offered to local residents to enter work at the Trust.
Output
Outcome (Implied)
These are the measurable things e.g. no of people participating
These are the more intangible benefits
59% of employees live in North East London.
Local residents are given job opportunities.
career progression 6 Fair
Does the company offer opportunities for career advancement for all based on ability and potential, not connections? Activity
All staff have access to the Barts Health Education Academy. 1-2-1 career coaching for all staff from under-represented backgrounds.
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OUTPUTS AND OUTCOMES
Output
Outcome (Implied)
These are the measurable things e.g. no of people participating
These are the more intangible benefits
Career Progression.
Ongoing training for staff to reach their potential. Staff from any background are given the chance to progress.
7
Widening access to savings & credit
Does the organisation help widen access to responsible credit and close the savings gap? Activity
Output
Outcome (Implied)
These are the measurable things e.g. no of people participating
These are the more intangible benefits
Financial inclusion and avoidance of insecurity.
Introduction of Wagestream offer to lower paid staff.
health and well-being 8 Good
Does the organisation improve mental and physical health at all ages to boost overall well-being to allow people to fulfil their potential? Activity
Output
Outcome (Implied)
These are the measurable things e.g. no of people participating
These are the more intangible benefits
Wellbeing Hubs across locations at the Trust.
There have been over 10,000 visits to wellbeing hubs since March 2020.
Staff have a space to relax and look after their mental health.
Network of Mental Health First Aiders.
Number of staff trained and interventions undertaken are measured.
Staff are aware when someone might need help.
Extensive public health programme. Health improvement programmes relating to stop smoking, alcohol management, air quality and obesity.
Positive impact on community health.
OUTPUTS AND OUTCOMES
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enterprise 9 Extending
private enterprise and entrepreneurship to all people and communities? Activity
Social Value Framework for new Whipps Cross Hospital.
Output
Outcome (Implied)
These are the measurable things e.g. no of people participating
These are the more intangible benefits
Measurable outcomes framework for setting and monitoring social value targets.
The spend on the new hospital is re-invested into local communities and people.
the digital divide 10 Closing
Is the organisation working to close the digital divide in technology access, skills, opportunities, and infrastructure? Activity
N/A
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OUTPUTS AND OUTCOMES
Output
Outcome (Implied)
These are the measurable things e.g. no of people participating
These are the more intangible benefits
N/A
N/A
for opportunity 11 Infrastructure
Is the organisation developing the physical infrastructure that connects people and places to opportunity? Activity
Output
Outcome (Implied)
These are the measurable things e.g. no of people participating
These are the more intangible benefits
Development of a new hospital at Whipps Cross.
Employment created during development.
Health of local communities improved thanks to better employment opportunities.
The Whitechapel Life Science campus plan with Queen Mary University of London.
Business opportunities created.
Knowledge in the community maximised.
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Building homes & sustainable communities
Is the organisation helping people live in quality, affordable homes so people can live in safe and sustainable communities? Activity
The broader Whipps Cross plan includes affordable housing, leisure/ retail outlets and community facilities
Output
Outcome (Implied)
These are the measurable things e.g. no of people participating
These are the more intangible benefits
Better living conditions and facilities for local communities.
OUTPUTS AND OUTCOMES
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the energy 13 Harness transition
Is the organisation ensuring that the energy transition is fair and creates opportunities across the UK? Activity
Hospital behaviour change programme to encourage greater awareness of energy consumption.
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Output
Outcome (Implied)
These are the measurable things e.g. no of people participating
These are the more intangible benefits
£105,000 and 800,000 tonnes of CO2 emissions saved over a year.
Contributing towards the NHS’ journey towards net zero.
Achieve equality, through diversity & inclusion
Is the organisation working to create a level playing field on opportunity for all, to fully unleash Britain’s potential for the first time? Activity
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Output
Outcome (Implied)
These are the measurable things e.g. no of people participating
These are the more intangible benefits
Project SEARCH - employment scheme for young people with learning disabilities.
50 Project SEARCH internships. 50% employment progression.
Those with learning disabilities are given employment opportunities.
Equality and Diversity targets.
Target of 3% year-on-year growth of the BAME workforce in senior positions. 62% Community Works candidates obtaining jobs had a BAME background.
Greater diversity in senior leadership positions.
Established staff diversity networks in place.
A total of six networks for Women, BAME, BartsAbility, Carers, LGBTQ+ and Interfaith.
Networks provide safe listening spaces for different groups.
Specific workstream dedicated to improving equality for staff with a disability.
BartsAbility has a £100,000 budget to provide reasonable adjustments for staff.
People with a disability are given equal opportunities to progress in work.
OUTPUTS AND OUTCOMES
Spreading opportunity to the BAME community.
OUTPUTS AND OUTCOMES
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04 Recommendations 1.
2.
to others on levelling up and to demonstrate the
practice for social value procurement.
Barts Health has an opportunity to be an exemplar progress it has made since its foundation.
Barts Health NHS Trust is already running a number of initiatives across the Levelling Up Goals that are making a difference on the ground and could be used as examples for others to follow. The year
2023 marks the 900th anniversary of Barts Hospital,
giving the Trust an opportunity to showcase its work on social mobility and the progress it has made on levelling up.
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RECOMMENDATIONS
Make the new Whipps Cross Hospital an example of best Barts could use the build of the new hospital to spread opportunity to disadvantaged people within the
community. Ensure that social value procurement is
included in all contracts above £220,000 - with conditions on those contracts to include local employment
opportunities, number of apprenticeships offered and employment of disadvantaged groups, such as care leavers and ex-offenders. Learn from social value
procurement best practice already out there, including the
University of Northampton and its Waterside Campus build.
3.
7.
schools and communities are measured in a
mental health first aiders and ensure support is
Ensure that the outcomes of outreach work into consistent way.
A recent evaluation of the Healthcare Horizons
Programme included in-depth interviews, as well as numerical and perception analysis. This should be used as a gold standard process for evaluation.
4.
Ensure that the Trust creates work experience
Make a commitment to train a greater number of given to all those that need it.
Barts already has wellbeing prescribers and a
team of psychologists available to staff but more could be done to raise awareness of the support. Barts should aim to create a system where all
levels of staff, including senior staff, know how to access this support.
opportunities and formal processes of keeping in
8.
While online work placements have been offered
new Life Science campus at Whitechapel.
touch with those who have done placements.
during Covid, face-to-face placements often have a much greater impact and should be restarted when
possible. Those taking part in work placements could
be the workforce of the future and will already have an understanding of the Trust and how it works.
5.
Introduce workplace mentors for those who are
disadvantaged within the workforce to give them a
Create apprenticeship opportunities for the Creating a variety of roles will open up
opportunities for a wider range of local people. Alongside working with partners on the project
such as Queen Mary University of London, Barts
could actively engage with groups that represent those already disadvantaged in the workplace (Mencap, social services, FE colleges etc.) to fill the roles.
fair chance of career progression.
This will give greater diversity in senior positions
specifically and help the Trust hit its targets around
this. Mentoring is especially important for non-clinical
roles where career pathways might not be as obvious. One way to do this would be to use recently retired staff who still wish to be involved with healthcare.
6.
Expand opportunities and career progression through apprenticeships.
Before going out to external recruitment an attempt should be made to recruit an apprentice from the
existing workforce, particularly from entry level roles.
To ensure this process works, clear career pathways
must be in place, both clinical and non-clinical, from entry level upwards.
“Creating a variety
of roles will open up
opportunities for a wider range of local people”
RECOMMENDATIONS
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05
The Journey to the Levelling Up Goals In 2015, as Secretary of State for International Development, Justine Greening MP led the UK delegation to the United Nations (UN). Along with 184 international partners, she helped to establish the UN’s Sustainable Development Goals (SDGs).
In 2017, the SDGs were made more ‘actionable’ by a
many of the problems relating to social inequality in
identified specific targets for each goal, along with
to address these issues and level up but that requires
UN resolution adopted by the General Assembly which indicators used to measure progress towards each
target. These 17 interlinked, global goals were designed to be ‘a blueprint to achieve a better and more
sustainable future for all’. They marked a shift from the previously established Millennium Development Goals
(MDGs), following the Millennium Summit of the United
updated and specific goals in order to outline, inspire
and measure progress. The Purpose Coalition aims to
improve social mobility in the UK and has responded to this challenge with the launch of their own Levelling Up Goals in February 2021.
Nations in 2000. In contrast to the MDGS, the SDGs were
These new Goals build on the foundations laid by the
developed nations as well as developing countries.
expertise provided by academia and businesses which
nationally-owned, country-led and targeted wealthy,
The SDGs emphasised the interdependent
environment, social and economic aspects of
development by centralising the role of sustainability. As Secretary for State, Justine recognised how useful
a common set of accessible but ambitious objectives could be in galvanising action to effect change. Since then the COVID-19 pandemic has only exacerbated
32
the UK. The recovery is a chance for the United Kingdom
THE JOURNEY TO THE LEVELLING UP GOALS
UN’s SDGs by outlining 14 clear goals, and draw on
has been applied to the unique challenges facing the UK in levelling up. They focus on key life stages and
highlight the main issues that need to be resolved in
order to create a level playing field for all in this country. The Levelling Up Goals are intended to guide how the urgent ambition to level up the UK can actually be
achieved. The impact of the work carried out to do this can, and should, be measurable.
Successful 1 Strong foundations school years 2 in Early Years
If Britain is to achieve levelling up, I believe that we need a
galvanizing set of goals that
3
Positive destinations Post 16+
4
Right advice and experiences
an unite Parliament, business,
communities, and civil society to work in partnership for the
common good of our country. recruitment 5 Open
career progression 6 Fair Sub-goals with quantifiable targets and
measurements against which progress can be
charted within the 14 goals are being developed in partnership with Purpose Coalition partners. This
7
Widening access to savings & credit
8
will create a more transparent and measurable
Good health and well-being
framework with which to monitor and subsequently address problems of social mobility and inequality. The Levelling Up Goals are designed to look at the outcomes of CSR strategies and measures that
organisations operate. Many organisations are doing
outstanding work and making important contributions to society but are still measuring this via inputs – a
9
Extending enterprise
10
Closing the digital divide
measure that focuses on pounds, shillings and pence rather than real impact to human lives.
Crucially, these Goals are a shared framework. Justine and the wider Purpose Coalition believe that with a common understanding and objectives, there can
be action that drives change on the ground. Distinct
11
Infrastructure for opportunity
12
entities, including universities, businesses, NHS Trusts,
Building homes & sustainable communities
councils, policy-makers, communities and NGOs,
can work together, with the shared Goals being a
uniting and motivating foundation for progress. As
the problems which cause social inequality in the UK are interlinked, it seems that the response to these problems must also be collaborative. The Purpose Coalition has encouraged businesses, universities
13
Harness the energy transition
14
Achieve equality, through diversity & inclusion
and public sector bodies to share their own best
practice with other organisations so they are not only demonstrating their own commitment, but
creating a shift towards being purpose-led. The Goals can encourage an extension of this co-operative
exchange of information which can be used to help level up Britain.
THE JOURNEY TO THE LEVELLING UP GOALS
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LEVELLING UP