Public Sector Equality Duty - 1 April 2021 - 31 March 2022 Derbyshire Fire & Rescue Service
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Derbyshire Fire & Rescue Service
Public Sector Equality Duty
1 April 2021 - 31 March 2022
PUBLIC SECTOR EQUALITY DUTY 2021-2022 Derbyshire Fire & Rescue Service is required to publish enough information to demonstrate compliance with the general equality duty across all our work. We want to ensure that this report informs our day-to-day decision making: because Making Derbyshire Safer Together is about making everyone safer. For information on what the public sector equality duty is, and why it makes good business sense, click here
PUBLIC SECTOR EQUALITY DUTY 2021-2022
Equality Objectives
As a public authority, we have statutory responsibilities under section 149 of the Equality Act 2010 Public Sector Equality Duty (PSED) to:
a) eliminate discrimination, harassment, victimisation and other unlawful conduct prohibited under the Equality Act 2010
b) advance equality of opportunity between persons who share a relevant protected characteristic and persons who do not share it
c) foster good relations between persons who share a relevant protected characteristic and persons who do not share it
Under the Equality Act 2010, we have specific duties to publish one or more equality objectives and equality information to
communicate how we meet our statutory requirements.
This document sets out our equality objectives, our strategic approach to achieving them and our plans for 2022-23.
They are explicitly linked to Our Vision, Service Priorities and Code of Ethics.
Our equality objectives apply to work with our communities, those applying for employment with us and our existing colleagues.
They will be reviewed at least every four years and as new priorities emerge. They are designed to eliminate unfair disparities by being transparent
about our challenges and increasing accountability for addressing them throughout the organisation.
Objective 1 Objective 2 Objective 3 Objective 4 Objective 5
We will improve our We will improve our We will improve the We will identify We will identify
understanding of all understanding of our representation of the opportunities to opportunities to
our communities to workforce and workforce to reflect the utilise digital improve the quality
keep them safe from create an community we serve; to
technology to create and relevance of
provide the diversity of
fire and other environment where thought, skills, and a more inclusive data used to inform
emergencies all can achieve experiences required to and accessible our decisions
make everyone in environment
Derbyshire safer
PUBLIC SECTOR EQUALITY DUTY 2021-2022
Objective 1
We will improve our understanding of all our communities to keep them safe from fire and other emergencies
WHY IS IT IMPORTANT? Our service priority, WHAT DOES IT MEAN? There could be many WHAT DOES PROGRESS LOOK LIKE?
to keep communities safe from fire and other reasons that some groups are more likely to be It will be a reduction in overall casualties and
emergencies, requires an understanding of at risk (urban vs. rural environment, fatalities of groups most at risk. This will be
whether different groups are more likely to be socio-economic factors, different occupations). managed through our Community Risk
at risk, based on several sources. Below is a We will use this information to gain a true Management Plan: building on wider known
three-year rolling average of fatalities, picture of why there is a higher likelihood of and emerging risks to create a tailored plan
casualties or those involved in incidents. risk for some groups. that meets the needs of all our communities.
To find out more about our data analysis, click here
FIRE ROAD TRAFFIC OTHER
COLLISIONS INCIDENTS
MEN are more likely to be MEN are more likely to be MEN are more likely to be
fatally injured, be a casualty, fatally injured, a casualty, or fatally injured or hospitalised in
needing to be rescued or involved in a RTC. other incidents.
involved in a fire incident.
THOSE AGED 80+ are more THOSE AGED 18-39 are more WOMEN are more likely to
80+ likely to be fatally injured, be 18-39
likely to be fatally injured, a require first aid or rescue.
a casualty or involved in a fire casualty, needing to be rescued
incident. or involved in a RTC.
THOSE AGED 60-79 are more
likely to be fatally injured,
THOSE AGED 60-79 are more THOSE AGED 60-79 are more 60-79
60-79 likely to be fatally injured or
60-79 likely to be fatally injured.
hospitalised or a casualty
requiring first aid.
hospitalised.
THOSE FROM AN ETHNIC THOSE AGED 80+ are more
THOSE FROM AN ETHNIC MINORITY are more likely to be likely to be fatally injured,
MINORITY are more likely to 80+
fatally injured or require first aid. hospitalised, a casualty
be fatally injured or hospitalised. requiring first aid or rescue only.
If the overall likelihood of a group who share a protected characteristic becoming a casualty or involved in an incident has increased from March
2020 to March 2022, we will use the symbol and if it has decreased, we will use the symbol If there has been no change, we will use
the symbol
PUBLIC SECTOR EQUALITY DUTY 2021-2022
Objective 2
We will improve our understanding of our workforce and create an environment where all can achieve
WHY IS IT IMPORTANT? Our service priority, WHAT DOES IT MEAN? There could be many WHAT DOES PROGRESS LOOK LIKE?
to put people first to maintain an outstanding reasons that some groups have significantly It will be an increase in the participation rates
culture of equality and inclusivity requires an different survey participation rates or and engagement scores for groups who are
understanding of the different experiences that responses (type of role, length in service, wider
currently reporting low rates and scores. This
groups who share a protected characteristic social factors). We will use this information towill be managed through our internal actions
have, based on the workplace cultural survey gain a true picture of how we can improve the such as the Putting people first action plan,
and other sources. employee experience of all groups. cultural survey action plan and Equality,
Diversity & Inclusion plan.
To find out more about our cultural survey, click here
PARTICIPATION RATES ENGAGEMENT SCORE OTHER KEY NOTES
OVERALL engagement THOSE FROM AN ETHNIC
OVERALL participation rates MINORITY had a lower score when
increased. scores increased.
asked whether the behaviour of
THOSE WHO IDENTIFY AS people in the organisation
DISABLED/HAVING A DISABILITY demonstrated the core values,
THOSE AGED 55+ were
55+ had a lower engagement score. whether they get the training/
less likely to participate in
completing the survey. development needed or opportunity
55+ THOSE AGED 55+ had a lower
to learn/develop.
engagement score.
Employee Support Networks THOSE FROM A BUDDHIST,
THOSE WHO IDENTIFY AS HINDU, SIKH, MUSLIM OR OTHER
It is recognised that by investing in our
DISABLED/HAVING A RELIGION had a lower score when
Employee Support Networks, the organisation
DISABILITY were less likely to can foster inclusivity, advocate for minority asked whether the organisation are
participate in completing groups and improve organisational good at sharing knowledge, skills
the survey. performance. This year, the Equality, Diversity and experience.
and Inclusion Team are working closely with THOSE WHO IDENTIFY AS LGB
the current network Leads and members,
THOSE FROM AN ETHNIC to provide the right resources and agency in had a lower score when asked
MINORITY were less likely to order to deliver real and sustained change. if they were to make a mistake,
participate in completing the The key indicators for this work will relate to whether their manager would be
survey. this equality objective to drive progress in the supportive in helping them learn
right direction. from it.
PUBLIC SECTOR EQUALITY DUTY 2021-2022
Objective 3
We will improve the representation of the workforce to reflect the community we serve;
to provide the diversity of thought, skills, and experiences required to make everyone in Derbyshire safer
WHY IS IT IMPORTANT? A fire service that represents the community it serves in terms of culture, skills, experience and knowledge is more likely
to be able to respond to changing risks and demands. It is a key indicator of public trust and provides reassurance that there is diversity of thought
represented when making decisions; which is why representation matters across all roles and ranks.
GENDER AGE RACE
Female workforce representation Ethnic Minority representation
55-64
vs. Derbyshire’s Female population vs. Derbyshire’s Ethnic Minority population
45-54
20 35-44 20
20 20
22
22
20 25-34 20
21 0
21
2
20
17-24
0 0.1 0.2 0.3 0.4
2020 2021 2022
LGB DISABILITY RELIGION
LGB representation Religion representation
vs. Derbyshire’s LGB population vs. Derbyshire’s Religious population
2.50%
20 100%
20 2.40%
22
20
21 0
2.30%
50%
2
2.20%
2.10% 0.0%
2020 2021 2022 Christian Sikh Hindu Muslim Buddhist
2020 2021 2022
The change in representation over the last three years in the workforce overall
To find out more about our data analysis, click herePUBLIC SECTOR EQUALITY DUTY 2021-2022
Objective 3
We will improve the representation of the workforce to reflect the community we serve;
to provide the diversity of thought, skills, and experiences required to make everyone in Derbyshire safer
GENDER 2022 RACE 2022
100.00% Highest rank with Current workforce vs. proportion required
FEMALE to be representative of Derbyshire
80.00%
representation: Black or Black British
60.00%
STATION
40.00% Asian/British Asian
MANAGER
20.00%
Other White background
0.00%
Control Support Wholetime On-Call Other Ethnic minority
background
Female
Male Mixed
60.00% White British
Gender pay gap:
0.0% 20.0% 40.0% 60.0% 80.0% 100.0%
50.00%
WOMEN EARN
40.00% 2% less - median value There is low representation of Black, Asian, Mixed and those from an
16% 38.2%
6.3% less - mean value Other Ethnic Minority background compared to the population.
30.00% Compared to men Due to low numbers, the breakdown of different roles, management or
20.00% ethnicity pay gap is not possible while keeping confidentiality.
10.00% 29.5% 16.9%
0.00%
Non-Ops Ops
Manager Manager Highest rank with ETHNIC MINORITY representation:
Nearly 30% of non-operational female employees have
WATCH MANAGER
management responsibilities, compared to 16% male.
Nearly 40% of operational male employees have management
responsibilities, compared to 17% female.PUBLIC SECTOR EQUALITY DUTY 2021-2022
Objective 3
We will improve the representation of the workforce to reflect the community we serve;
to provide the diversity of thought, skills, and experiences required to make everyone in Derbyshire safer
DISABILITY RELIGION
Representation of disability in the workplace Current workforce vs. proportion required
to be representative of Derbyshire
Muslim
Ops
Hindu
Non Ops Sikh
0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% 7.0% 8.0% Christian
Buddhist
Other
Highest rank with DISABILITY representation:
Watch Manager None
0.0% 20.0% 40.0% 60.0% 80.0% 100.0%
There is low representation of people who have identified as There is LOW OVERALL REPRESENTATION of MUSLIM, HINDU,
a disability compared to the population, even when taking into SIKH and those who identify as CHRISTIAN compared to the population.
account eligibility criteria for roles.
The highest rank with CHRISTIAN representation is Area Manager,
Due to low numbers, the breakdown of different roles, BUDDHIST is Station Manager and OTHER is Watch Manager.
management is not possible.
There is currently no operational representation for those who
identify as MUSLIM, HINDU & SIKH recorded in our service.PUBLIC SECTOR EQUALITY DUTY 2021-2022
Objective 3
We will improve the representation of the workforce to reflect the community we serve;
to provide the diversity of thought, skills, and experiences required to make everyone in Derbyshire safer
WHY IS POSITIVE ACTION NEEDED? WHAT DOES IT MEAN? WHAT WILL PROGRESS LOOK LIKE?
The statutory responsibilities and specific duties As we modernise equipment and resources, we We will be using the data to inform our action
we previously mentioned, under the Equality Act want to ensure that we have a range of skills, plan for positive action across all activities. We
2010, are explicitly linked to creating a workforce abilities and creative thinkers to use in all will monitor the attraction, engagement and
that reflects the community we serve. By reviewing situations, who come from a range of identities basic competency rates from different groups
our workforce representation compared to the and backgrounds. We commit to ensuring that the and act on any areas that require improvement.
population of Derbyshire, we can identify areas safety of our workforce and community are always We will review the attrition rates at each stage
where equality of opportunity may be improved in our priority, and we seek to find innovative and of the recruitment process and act to reduce
recruitment and retention, alongside ensuring that creative solutions to the problems we face now. disproportionality where it is evidenced. This will
we mitigate any evidenced or perceived barriers provide information on whether we are advertising
to progression. We know that there are areas where representation clearly what the role requirements are, whether
is low and is reducing further each year. The the process measures are without bias and
As a public sector organisation, we have a duty positive action activities will be directed towards whether any changes in what is measured are
to ensure a cost-effective service alongside our these areas proportionately. We have several required.
legal duties. Improving representation is not about areas where representation is consistently
reducing standards or discriminating against improving, and we want to keep this progressing We will monitor the proportion of different groups
over-represented groups. It is about accessing the by maintaining the momentum and continuing to who are eligible and actively seeking promotion,
widest recruitment pool possible; valuing different monitor. providing support, identifying process improvements
skills, thoughts and experiences of all individuals; and providing relevant development or training
improving the employee experience for all groups; We know that often, representation can focus where needed (including whether attraction rates
enabling diversity of thought and opposing views solely on operational roles or pay little attention to of individuals into the service who are likely to
to add value to the decision-making process; progression. It’s just as important to have support consider leadership requires improvement).
ultimately to have a better understanding of all our and first-contact roles to share diverse
communities and a trusted reputation to all knowledge, skills and experience in their teams. We will monitor the rates of those exiting the
we serve. We will include all teams, ranks and roles when organisation relative to the current representation
identifying if we have a range of knowledge and seek to act on any factors that may impact on
Representation is the result of an effective, sources, diverse thinkers and experience in our under-represented group retention rates.
efficient and productive service. When a diverse workforce.
workforce feels valued, invested in and talent is
managed well from all groups, members of the We will be transparent and clear in our activities,
public feel safer. ensuring that no group are discriminated against in
order to provide opportunity to another.PUBLIC SECTOR EQUALITY DUTY 2021-2022
Objective 4
We will identify opportunities to utilise digital technology to create a more inclusive and accessible environment
WHY IS THIS IMPORTANT? WHAT DOES IT MEAN? WHAT WILL PROGRESS LOOK LIKE?
Over the last few years, the pandemic has We can ensure that individuals can access our We will monitor the workforce awareness of
highlighted available digital tools that can content or meetings both internally and different tools and seek to improve any areas
be utilised to improve performance and the externally as much as possible. This includes that are not fully understood. We will launch and
employee experience, especially for providing flexibility for remote working, providing manage the new EqIA system. We will provide an
content that supports assistive technology and internal accessibility hub to inform the workforce.
neurodivergent users. To maximise this
providing understanding in the workforce of the We will utilise EqIA reviews to ensure that
opportunity, we need to provide the right
benefits that accessibility features can bring for accessibili ty is considered in relevant plans,
information, development and support for the the user. projects, policies and systems.
most useful applications and facilities.
TOOLS TRAINING/DEVELOPMENT COMMUNICATION
HYBRID MEETINGS utilising digital SESSIONS will be provided for all AWARENESS TOOLS will be
technology to improve inclusivity in members of the workforce to highlight delivered through a campaign using
key decisions the different tools available for users e-mail signatures, the intranet
and how to publish accessibility (Fireview), banners and other
O365 FACILITIES to provide compliant contents communication methods, to increase
accessibility features for the the awareness of what resources are
author and also ensure documents available for individuals to use
are designed accessibly for the user LEADERSHIP training will include
the knowledge of the tools, access FIREVIEW (INTRANET) will be the
WEBSITE PAGES to be published platform for a digital hub of resources
to support and benefits of progressing
with an accessibility review so the where people can seek information
digital technology on organisational
content provided is inclusive for or be signposted to information/
efficiency and effectiveness
assistive technology support on all digital tools/features
and training
NEW DIGITAL SYSTEM to
NEW RECRUITS will be provided DEVELOPMENT DAYS and
complete, review and monitor
with knowledge, support and employee support network meetings/
Equality Impact Assessments,
understanding around digital events will be utilised to raise
to ensure an inclusive approach to
inclusivity awareness, share information and
decisions is embedded in our
processes signpost for support
To find out more about our digital technology, click herePUBLIC SECTOR EQUALITY DUTY 2021-2022
Objective 5
We will identify opportunities to improve the quality and relevance of data used to inform our decisions
WHY IS THIS IMPORTANT? WHAT DOES IT MEAN? WHAT WILL PROGRESS LOOK LIKE?
Decision making can only be as good as the There are several identified actions below We will monitor the data quality of workforce data
evidence-based data it is informed by. Any gaps that allow for improved methods or updated and recruitment data each quarter. We will
in data due to processing factors or trust and information to be used. Knowledge of how data monitor the participation rates of under-represented
confidence can delegitimize our actions. Whilst is kept confidential and creating a culture that groups in the next cultural survey. We will monitor
equality data rarely holds the answers to why values an evidence-based approach on decision the level of satisfaction stakeholders report around
disproportionality exists, it can often direct us making, using equality data, will in turn improve the legitimacy of actions resulting from our
to ask the right questions in order to justify or the proportion of those who feel safe to share, engagement. We will update all relevant datasets
mitigate the differences in data. creating continuous improvement. with new census data.
WORKFORCE DATA LEGITIMATE ACTIONS COMMUNITY DATA
A COMMITMENT to ensure that SUPPORT the culture survey ANY GAPS in datasets will be
equality data is kept confidential and action plan and seek to improve identified and, where possible, filled
only used to monitor the impact of participation rates for those from
policies and practices on different under-represented groups WHERE it is identified that certain
groups groups who share protected
characteristics do not feel safe to
WE WILL REQUEST that all existing MANAGE data and information share, we will utilise national or
members of the workforce review availablefrom all stakeholders and regional data to inform our
and update their personal data if resources: feed into the relevant service and tailor to the potential
needed at least annually processes or meetings for decision needs of our communities
makers to be informed
THE 2021 CENSUS will provide
IT WILL BE MANDATORY QUALITY ASSURE policies, more detailed and up to date about
requirement for all new applicants/ processes, practice and behaviour the demographics in Derbyshire.
recruits to complete each field by benchmarking against internal As soon as practicable we will
and external review methods implement the new data into our
(the option of prefer not to say will always analyses and provide a better
be available should individuals choose not or groups
to share their data)
evidence base from which to
make decisions
To find out more about our data analysis click herePUBLIC SECTOR EQUALITY DUTY 2021-2022
FINAL CONSIDERATIONS
The commitment to embedding Equality, Diversity and Inclusion throughout the service is highlighted in recent reforms:
• Every meeting has a standing item agenda to review the impact of agreed decisions on different groups.
• To monitor and govern change, each objective’s relevant action plans have specific performance measures.
• There are now quality assurance measures in the Equality Impact Assessment process; to ensure identified considerations have been acted upon.
These objectives and progress towards them will form the foundations of our Equality, Diversity and Inclusion Strategy 2023-2026. Assurance
that our objectives remain relevant and that expected progress towards them is being delivered, we will have several quality assurance measures:
PROFESSIONAL PARTNERSHIPS INTERNALLY COMMUNITY
We will ask these groups to review the PSED We will ask these groups to review the PSED We will ask these groups to review the PSED
progress quarterly: progress quarterly: progress quarterly:
• Regional and National Fire Service • Employee Support Networks • The Independent Community Inclusion Board
Equality teams • The Fire Brigade Union and Unison • The Inclusion and Equality forum
• Derbyshire Constabulary representatives • Community Groups not represented in
• Derbyshire Network Alliance (public sector • The Prevention and Inclusion leadership team other forums
partners) • The People Performance Board
• Inclusive Companies & Disability confident (senior leaders of all departments)
(accreditations) • The Fire Authority
• Asian Fire Service Association (national
employee network)
Objective 1 Objective 2 Objective 3 Objective 4 Objective 5
We will improve our We will improve our We will improve the We will identify opportunities We will identify
understanding of all our understanding of our representation of the to utilise digital technology to opportunities to improve
communities to keep them workforce and create an workforce to reflect the create a more inclusive and the quality and relevance
safe from fire and other environment where all community we serve; accessible environment of data used to inform
emergencies can achieve to provide the diversity our decisions
of thought, skills, and
experiences required to make
everyone in Derbyshire saferYou can also read
