Equality, diversity and inclusion annual report 2024

To maintain an inclusive and supportive environment which promotes a culture of participation and celebrates diversity and employee voice, we have a number of methods for employees to provide feedback and to participate in improving the organisation.

Culture and leadership programme

In 2022 we conducted a review of culture and leadership focusing on the following areas:

• learning and innovation
• goals and performance
• teamwork
• vision and values
• support and compassion
• equality diversity and inclusion

The review included interviews with senior leaders, employee focus groups and a workforce survey.

The feedback showed that our employees value clarity, consistency and compassion. The areas of improvement relevant to EDI included:

• the need for all leaders to understand the challenges employees face
• more compassion and support
• for employees to be trusted and empowered to do their jobs
• for employees to have the support and confidence to ‘speak up’ against poor behaviours​

In the year of reporting, this programme has developed a new set of corporate values following employee workshops and leadership discussions. This will be supported by a responsibility framework outlining the expectations of all to model the new values, recognise positive behaviours and actions in others and to give and receive feedback with the aim of achieving greater consistency across the organisation.

The next year will see these values embedded across the organisation and leadership and management development opportunities.

Employee survey

We undertake an employee survey every two years. The last survey was undertaken in November 2023. A total of 2,623 employees completed the survey - a response rate of 46%. This is an increase on the 2021 survey where 44%, or 2,330 employees completed the survey.

The survey was testing the following five engagement drivers:

• leadership and organisational integrity
• the line manager
• health and wellbeing
• employee empowerment and recognition
• resources and development

The survey analysis included an engagement score, calculated using a likert scale. An overall score of 67 is considered good. The organisational engagement score was 74.7.

The percentage and number of respondents (in brackets) who answered positively to each question from different characteristic groups are shown in the table below by:

• sex
• aged 50 and over
• disability
• carers
• ethnicity
• sexuality (lesbian, gay, bisexual and other sexualities excluding heterosexual)

Please note that a respondent may not have answered every question or shared their personal characteristics.

Respondents

Employee empowerment and recognition

The line manager

Health and wellbeing

Leadership and organisational integrity total

Resources and development

Bullying and harassment

Exit questionnaires

Exit questionnaires are voluntary. They are completed when people leave the organisation or move to another role within the organisation. The completion rate is low and there are opportunities to encourage a higher completion rate next year.

The HR department review exit questionnaires and discuss with managers if they raise any concerns. 

The employee also completes information on their protected characteristics. The forms are monitored to identify if the individual has given a reason for leaving that relates to their protected characteristics.

Children’s services employees complete a different exit interview process which is not currently reported within the figures below.

Exit questionnaire statistics 2023 to 2024

• There were 98 exit questionnaires completed and 567 leavers in 2023 to 2024. The number of interviews completed is a reduction from 111 in 2022 to 2023.
• 25.5% (25) of responses state that they left to pursue a different career. This was the most common reason for leaving.

Staff networks

There are four established staff networks in the council:

• disability staff network
• identify (BAME group)
• LCC staff carers network
• LGBTQ+ staff network

There are over 200 staff members within the networks. The groups:

• are a vital source of information sharing and peer support for the members
• provide their members with a safe space to share their experiences, a sense of belonging and support. This empowers members to discuss concerns confidently with others
• give us the opportunity to engage with the different communities within the workforce and contribute towards equality impact assessments
• have helped to provide advice and guidance in areas such as including the impact of transformation projects and COVID-19 working arrangements on the workforce

All staff networks are represented on the corporate diversity steering group. They share a common terms of reference. They support our employee health and wellbeing strategy and the equality and diversity agenda. They work very closely together providing an important source of mutual support and solidarity on common issues.

The current networks are a great asset to the council. The networks have identified that they need additional support and resources to ensure that all groups can work effectively, communicate and engage with the workforce and be sustainable. There is interest to establish a further network to support ex-armed forces colleagues including those who currently have family members in the armed forces.

In addition, we have an email address for staff to raise an equality issue directly with a senior HR officer.

Disability staff network

The Evolve staff network, is at the forefront of providing a wide range of support to colleagues with disabilities across Lincolnshire County Council. The group currently has over 100 members who are based across different service areas, and have varying levels of seniority, and interest from within the organisation.

As part of the joint staff network committee (JSNC), the corporate diversity steering group (CDSG) and other working groups, the network regularly gets involved in projects and requests across the council to provide valuable insight and contribution. The group exists to provide a safe and confidential forum of support, aiming to highlight key risks around accessibility whilst empowering members to advocate for their own needs.

During the past year, the network has been reviewing its offering to its members, to ensure the most necessary support is provided at the time when it is needed the most and encouraging members to provide support to each other. Member engagement has helped to shape the future focus for the group. The network has developed links with the neurodiversity group which now stands as a subgroup and has re-launched the network intranet site with additional guidance and signposting.

For the upcoming year, the Evolve network plans to:

• Build upon the increased disability awareness throughout the organisation and support the embedding of new values to develop a more inclusive culture. Ongoing work to improve accessibility throughout the council office estate and supporting policy and procedure improvements including the personal emergency evacuation process.
• Continue to work with a range of special interest groups to understand how disability issues can impact other groups.
• In conjunction with the health and wellbeing project group, the network will continue to support the organisations understanding of the need for and provision of reasonable adjustments and how these can help to improve employee experience and attendance.
• Re-establish links with disability networks from other organisations to share knowledge and resources.

Identify staff network

The Black and Minority Ethnic Staff Engagement Group has 60 members. It provides representation and positive promotion of ethnic minority staff members, giving them peer support and safe spaces to share their experiences.

The group shares corporate, national and international information and discusses relevant topics that may otherwise not be discussed. They provide innovative solutions to the CDSG and LFR Culture Committee.

The group has also engaged with other public authority BME staff groups such as the NHS and external networks including:

• the University of Lincoln
• Bishop Grosseteste
• the reimagining Lincolnshire Research project
• the Wolds Community Committee
• the Midlands BAME network chairs development group

The group has launched a number of beneficial programmes that support colleagues and customers. These have included:

• 'listening ear' - a confidential, supportive phone line for colleagues who needed an informal conversation
• KwickLincs service where colleagues in the council who speak other languages offer up their skills to support emergency requirements
• addition of topical information and resources on the network intranet page for all staff to access
• promotion of the #mynameis campaign to encourage employees who find that people mispronounce their names, to add a phonetic spelling on their email signatures

The group contributes to equality impact analyses such as the review of HR policies allowing consideration of the needs of people from a Black, Minority Ethnic background.

In the last year the group has:

• hosted black history month
• provided start up and staff engagement input to the SC- WRES
• co-presented on four children’s social work anti-racist practice training days
• created a core steer team (CST) to support planning and shared attendance to key meetings for representation
• created an action plan for the network
• presented to a CLT briefing on the staff network
• hosted bi-monthly lunchtime drop in sessions
• presented to the apprentices' group to raise awareness about the staff network
• created a logo

The network priorities for 2024 to 2025 are to:

• increase membership and attendance to drop in sessions
• work through the action plan with the CST for the running of the network
• keep the SharePoint page updated
• contribute to events and communications throughout the year, utilising the notable dates cultural calendar on the SharePoint page
• organise some staff social events
• host black history month in October 2024 and race equality week in February 2025
• continue to keep up to date through equality, diversity and inclusion training
• contribute to any future heritage sites and activities which highlight the cultural diversity of Lincolnshire in collaboration with the two universities
• promote the Windrush campaign - Justice 4Windrush
• increase visibility of the network through lanyard inserts

Staff carer network

There are over 180 members of our growing staff carer network. The 2023 LCC employee survey found that just over 1 in 5 of our workforce having caring responsibilities, far higher than the national average of 1 in 7 of all workers.

The network provides support and advice for employee carers by:

• raising awareness of employee carers through events, campaigns and communications
• connecting employee carers to the network and wider support
• helping each other, providing peer support across the network

LCC is a member of Carers UK, providing access to a wide range of support for both working carers and carers residing in Lincolnshire. The staff carer network provides access to high quality information, such as employers for carers guides for employees, managers and employers. They hold regular ‘carer’s cuppas’ and periodic meetings, offering a friendly and supportive environment. Network members support each other by providing information about useful services, increasing awareness of colleagues’ rights at work and the many benefits that we offer to our staff.

In 2023, the the network organised various events for carers week and carers rights day. These events included face-to-face networking opportunities and learning about services available in Lincolnshire to support unpaid carers, as well as a series of online workshops for working carers. The first LCC staff carer survey, conducted in 2019, led to the creation of the staff carer network. The survey will be repeated in 2024 and results will be presented to the corporate diversity steering group to decide on the implementation of the recommendations.

Additionally, the staff carers network supports the other staff networks, in terms of providing an opportunity for them to promote and raise their own visibility through the face-to-face awareness raising days across the county, and the active promotion of the staff networks in our quarterly meetings and on the staff carers network SharePoint page, demonstrating joint working between all of the staff networks and how they work in a collaborative way. The network is also well supported by the corporate leadership team and senior managers.

A survey will be sent out to all of the staff carer network members to help identify the network priorities so far the priorities for 2024 to 2025 are to:

• continue to promote and raise awareness of the staff carer network to employee carers through communications and events
• promote the use of the new personal support passport
• develop the staff carer network SharePoint page further

LGBTQ+ staff network

The network started in 2022 and has approximately 50 members from roles across the organisation. The group have an active core of members working towards supporting LGBTQ+ individuals within LCC and providing a knowledge base for allies or anyone wishing to learn more about the topic.

Network members have attended various events, including the Networking with Pride Conference (organised by Lincolnshire Partnership NHS Trust) and Lincoln Pride.

The network has continued to develop and expand its intranet page with up-to-date information and links to other websites covering LGBTQ+ issues. We are still looking to develop a peer support team, whereby any colleague within the council can contact an LGBTQ+ champion from in the network for direct, confidential support.

Current projects include reviewing and updating the Transitioning at Work Policy, as well as further engagement with other staff networks for greater visibility across the organisation. 

This year, the network will be present at various Pride events planned around the county and strengthen links with the other EDI networks. 

Another ongpoing key project is to continue the awareness campaigns through Pride month (June) as well as other key dates within the calendar. This is to assist colleagues with understanding the history of the LGBTQ rights movement and the further progress we still have to make.

Lincolnshire Fire and Rescue culture committee

Lincolnshire Fire and Rescue’s culture committee is chaired by chief fire officer Mark Baxter, and includes membership from across the workforce and representative groups including:

• staff networks
• unions
• health and wellbeing
• communications
• HR

This group:

• ensures the service continues to embrace culture of continuous improvement through having an active role in the quality assurance and oversight of equality impact assessments across the service
• supports the delivery of the services EDI priorities
• monitors the organisations diversity and progress against EDI priorities

Collectively, the culture committee has delivered on several improvements such as:

• training delivered to empower and support each of our staff network leads
• enhanced our positive action plan, where we have seen an increase of females joining the service
• introduced an independent reporting line, FRS speak up, for individuals to raise concerns anonymously
• made significant improvements to the application of equality impact assessments
• introduced leadership development programmes that specifically focus on compassionate leadership and the role leaders have in promoting an inclusive workplace

The culture committee actively monitors and scrutinises the service EDI action plan. Progress against EDI priorities are also reviewed at the service’s performance management board.

The progress made by the service has been recognised where the latest HMICFRS re-inspection confirmed the cause for concern relating to EDI had been lifted. We have linked into community data sets to ensure our EDI agenda has expanded to influence areas of our business such as recruitment and prevention to ensure we can be representative of our local communities. 

The service has also undertaken a significant consultation with staff, communities, and stakeholders, to develop the new community risk management plan for 2024 to 2028. Staff networks and diverse community groups were integral to the programme of engagement.

Employee health and wellbeing group project team

This group was established in 2020 and is made up of representatives from across the council. It is reviewing and refocusing its strategy in 2024, in consultation with stakeholders and plans to launch a new health and wellbeing framework in 2025. The group continues to ensure a range of support is available for employees and managers with both physical and mental health and wellbeing. They engage with the chairs of the staff network groups regularly to ensure feedback is used to develop the health and wellbeing offer so that it provides support for all employees.

Representatives of the health and wellbeing project team worked alongside our EDI colleague on the personal support passport for employees to help discussions between managers and employees to agree support and adjustments to enable the employee to fulfill their role.

The group continue our work with One You Lincolnshire to offer a number of healthy lifestyle initiatives throughout the year including the 12 week physical activity programme ‘Miles Better’, Healthy Lifestyle Checks and the 21.4 challenge to encourage more physical activity.

We also intend to develop a range of tools and information to support neurodivergent employees.

In the last year the work of the employee support and counselling service has been working on new initiatives including:

• the development of a trauma support pathway and video for managers and team debriefing sessions
• online ‘connect café’ to help those who may be feeling isolated and in need of support
• gentle chair-based yoga to support physical and mental health

The team continue to provide counselling support for emotional wellbeing and regular Menopause Cafes, Menopause drop ins and Grief and Loss webinars.

People strategy engagement group

The people strategy engagement group is made of representatives from across the council. It is one of our key engagement groups for workforce issues. It meets quarterly and works collaboratively and creatively to support the delivery of our People strategy initiatives including:

• employee health and wellbeing
• equality, diversity and inclusion
• organisational values

Mindful employer charter

The mindful employer charter shows our commitment to supporting employees' mental wellbeing. As a mindful employer we are committed to creating a supportive and open culture, where colleagues are able to talk about mental health with confidence that they will be supported.  The current charter expires in April 2025 and plans are in place for this to be renewed.

Ageing better

A programme of work was developed by public health and HR to consider the support in place for our employees aged 50 plus.

The work forms part of our partnership with the centre for Ageing Better. This is a charitable foundation, whose vision is for a society in which everyone can live a good later life. More information on the national Ageing Better charity can be found on the ageing better website, or on the partnership with Lincolnshire pages.

For the 'fulfilling work' part of the programme and as part of our commitment as an ‘age friendly employer’, we have introduced:

• the personal support passport, a tool for employees to use to share information about their personal circumstances that may affect them at work
• data analysis on the characteristics of employees who sign up for health and wellbeing support and initiatives to understand how the services may be improved
• access to age positive imagery for recruitment advertisements
• ‘your life’ MOTs to provide information to support wellbeing for your health, finances and career

This will help to improve our employees’ wellbeing and financial security in later life.