Hampshire Fire and Rescue Authority Item...

7 December 2005

Error! Bookmark not defined.Endorsement of the HFRS Equality and Diversity Strategy and Comprehensive Equality Policy

Report by the Chief Officer

Contact: Divisional Officer Andy Kettle Tel: 023 80 644 000 Ext 5416

email: [email protected]

1

Summary

1.1

This report details progress made by our Service since we experienced a legal challenge from the CRE approximately twelve months ago.

1.2

Additionally, the report explains the purpose and importance of our Equality and Diversity Strategy and appended Comprehensive Equality Policy (Appendix 1 - paper copy to Members only). The document is available on our website:

http://www.hantsfire.gov.uk/theservice/serviceorders.htm?id=12713

The strategy and policy documents state our commitment to fulfilling our new legal responsibilities and set out the arrangements that we have put in place so we can performance manage equality and diversity.

2

RecommendationError! Bookmark not defined.s

2.1

That the HFRA note the contents of this report and the progress made by the Service on this matter.

2.2

That the HFRA approve the Equality and Diversity Strategy and Comprehensive Equality Policy, and provide the necessary leadership and commitment to ensure the outcomes associated with the documents are realised.

3

Introduction Error! Bookmark not defined.and Background

3.1

The threat of legal action by the Commission for Racial Equality (CRE) against the Authority in January 2005 resulted in a shift of priorities for HFRA and HFRS and recognition of the need for a greater commitment to equality and diversity issues, not only to comply with the law, but also to improve the quality of the service delivered to our communities. An analysis of our position at that time based upon feedback from the CRE resulted in a more strategic approach being taken to equality and diversity management.

The Chief Officer initiated a project, managed using PRINCE 2 project management principles with attendees from members of CMT, the Chairman of the HR Committee, and identified officers. Key aims and objectives were set by the project in order to ensure the Service was in compliance with the regulations.

3.2

Priorities were set and initial focus concentrated on three main areas, the production of a more comprehensive Race Equality Scheme, the introduction of a comprehensive performance management system which sought to achieve continuous improvement in the field of equality and diversity and the recruitment of additional human resources to form an equality and diversity team to ensure future performance could be maintained. Important progress was made through the development and publication of a revised Race Equality Scheme in May 2005 and subsequently this scheme has been benchmarked as good practice by a number of other Fire and Rescue Services throughout the UK.

3.3

Additionally, a comprehensive performance management system was introduced which sought continuous improvement against our set objectives. Our Equality and Diversity Strategy and our Comprehensive Equality Policy are key components of this system.

The Equality Impact Assessment process is the main vehicle we are using to challenge how we have worked in the past and to drive service improvement and we are already starting to see tangible improvements in various service activities, including access to employment for minority groups, procurement and community fire safety activities.

Changes to our recruitment and positive action strategies have seen a tenfold increase in the number of ethnic minority people and threefold increase in the number of women applying to join the Service during the recent Firefighter recruitment and selection programme. Of the fifty eight people who have been successful in applying to join the Service, 14% are from a minority ethnic background and 7% are women. These figures surpass the targets that we have set ourselves.

3.4

We have recently completed the appointment of new members to the Equality and Diversity Team which now consists of the following posts :-

· Equality & Diversity Team Manager (Temporary Seconded Divisional Officer)

· Equality & Diversity Advisor (Existing post)

· Equality & Diversity Team Administrator

· Equality & Diversity Trainer

· Community Outreach Worker (2 new posts and 1 seconded Firefighter)

Our Equality and Diversity Trainer will be responsible for delivering the objectives we have set ourselves for training and educating various groups of our staff and elected members to ensure they sufficiently informed.

3.5

Our Community Outreach Workers are already building new links with local community groups who have previously been hard to reach, taking forward our messages on community fire safety and employment. They are also proving to be a useful resource for internal departments regarding consultation and education on minority ethnic issues. These additional resources have been funded from within the underspend for this year, but will be a key service priority in the forthcoming 2006/7 budget.

4

Performance Indicators

4.1

Our performance for equality and diversity is measured by several Best Value performance indicators, specifically :-

BVPI 2 - Equality Standard for Local Government (ESLG)

BVPI 11 % of top 5% of earners are women

BVPI 17 - % Black & Minority Ethnic (BME) make up of workforce

These indicators are likely to be expanded in the near future and we expect to see more performance targets relating to BME and disabled employees being introduced. Our performance across the range of indicators at the end of 2005 was limited and fairly static. The increased activity through the provision of additional resources is only now starting to effect change. We are making progress towards achieving the levels of the ESLG and can confirm that we have now achieved level 1. The majority of the requirements are also in place for achieving level 2. Success with our positive action and recruitment initiatives, and any subsequent increase in the number of BME people working for the Service will improve our performance in BVPI 17. However, we need to ensure that this progress is sustained over a long period of time if it is to have any real impact on improving our overall performance.

5

Comprehensive Performance Assessment

5.1

Equality and diversity is one of the diagnostic tools within the CPA framework, however this was a relatively late addition to the process. Future performance assessments are expected to focus more closely on this subject and it is clear that poor progress in this area would prevent the Authority achieving an "excellent" rating.

6

Future Performance

6.1

Whilst the main focus of the CRE's criticism of our Service related to the employment duty of the Race Relations Amendment Act, we must also give due consideration to the other positive duties that require us to "promote race equality and good race relations" and "to tackle unlawful discrimination" in the future. It is also important to consider some of the other medium to long term equality and diversity issues that the Service will have to incorporate into it's systems and programmes of work. In the later part of 2006 changes to the Disability Discrimination Act will place positive duties on employers. We will have to prepare a Disability Equality Scheme and set ourselves a range of targets relating to employment and service delivery. Additionally in 2006, we will see the introduction of Age Discrimination Legislation which will have a profound effect on some aspects of our work. In the longer term, there are plans to enhance existing Sex Discrimination Legislation and we will need to prepare a Gender Equality Scheme. As the range of obligations placed on public bodies increases, and our performance on equality and diversity issues becomes ever more closely scrutinised it is vitally important that we invest in sufficient quality resources to enable us to deliver.

7

Contribution to Corporate Aims and Objectives

7.1

The Equality and Diversity Strategy and the Comprehensive Equality Policy contribute indirectly to the corporate aims through the resourcing function. However, it should be noted that good equality and diversity practices will contribute directly to all of our corporate aims and assist functions to improve service delivery. There is already evidence available of improvements to service delivery through the equality impact assessment process.

8

Risk Analysis

8.1

The Authority will be aware that the threat of legal action by the CRE earlier this year and the risk associated with non compliance of equality and diversity legislation was categorised as being "high" on the Corporate Risk Register. As the CRE are taking an increasingly adversarial approach to organisations who they deem to be non-compliant with the Race Relations (Amendment) Act 2000, this risk should be noted. It is perhaps worth noting that the CRE are currently scrutinising the arrangements of at least two other Fire and Rescue Services. Additionally, the Disability Rights Commission and the Equal Opportunities Commission are increasingly taking an enforcement approach to non- compliance and supporting cases being taken to employment tribunal.

9

Resource Implications

9.1

Human Resources

The Equality and Diversity Project Board agreed to the temporary appointment (one year contract) of additional human resources, and the formation of an Equality and Diversity Team within the HR Function in January 2005. Funding to date for the new posts has been found from within existing resources and a growth bid has been submitted to the Finance and General Purpose Committee for permanent funding.

The new Equality and Diversity Team consists of one Divisional Officer (temporary secondment to project from within existing establishment), one Equality and Diversity Advisor (existing established post), one Equality and Diversity Trainer, one Team Administrator and three Community Outreach Workers (one of whom is an existing seconded Firefighter). The additional human resources identified above are an essential component of the arrangements set out within the Comprehensive Equality Policy.

9.2

Physical Resources

There are some small additional physical resource requirements associated with on costs for new posts. Additionally a separate business case has been prepared and submitted for the provision of two vehicles (vans) as part of a wider growth bid for additional vehicles to the Finance and General Purposes Committee.

9.3

Information and Communications Technology Resources

There are additional ICT resource requirements associated with the provision of five new workstations.

9.4

Financial Implications

There are significant additional costs, associated with the additional human resources associated with this paper and a growth bid for £120K has been submitted via the Human Resources Committee.

10

Equality Impact Assessment

10.1

An equality impact assessment has been completed for the policy documents. This has identified positive benefits for all six equality strands (gender, race, disability, age, religion/belief and sexuality).

10.2

The proposals within this report are considered compatible with the provisions of the European Convention on Human Rights, the Human Rights Act 1998, and the Race Relations (Amendment) Act 2000.

11

Consultation

11.1

The policy documents have been through normal internal consultation process. External consultation has taken place with our External Consultative and Advisory Group and key stakeholders. Feedback has indicated that there is recognition of the positive impact that these documents will have on equality and diversity within the Service.

12

Conclusion

12.1

The threat of legal action by the CRE resulted in a shift of priorities for HFRS and recognition of the need for a greater commitment to equality and diversity issues. Excellent progress has been made in bringing the Service back into legal compliance and laying the foundations for an effective performance management system in the future but we need to ensure that this progress continues. The Equality and Diversity Strategy and Comprehensive Equality Policy set out our arrangements for continuous improvement and need to be supported and resourced effectively if we are to continue improving in the future.

Background Information (Section 100D of Local Government Act 1972)

The following documents disclose the facts or matters on which this report, or an important part of it, is based and has been relied upon to a material extent in the preparation of the report:

Appendix 1 - Service Order 1/6/3 - Equality & Diversity Strategy and Appendix A - Comprehensive Equality Policy

http://www.hantsfire.gov.uk/theservice/serviceorders.htm?id=12713

Note: The list excludes: (1) published works; and (2) documents that disclose exempt or confidential information defined in the Act.