EDI Flashcards
Togetherness policy 973- what is it?
Underpins togetherness strategy and action plan- should be considered as supporting documents for LFB Transformation Plan
LFB approach and commitment to equality, diversity and inclusion- structured against four pillars- what are they?
Building a culture of BIDC
BELONGING.
Being inspired by DIFFERENCE.
Being at the centre of London and our COMMUNITIES.
Delivering excellence through INCLUSION.
Our commitment
Aspire to be the best place to work- every employee and volunteer. Celebrate and support difference- create culture where everyone can be authentic self. Forward looking- serves and protects London- ensuring excellence and inclusion for all- Zero tolerance approach to any harassment, bullying or discrimination. (9 protected- Equality Act 2010.
The Equality Act 2010 sets out list of protected characteristics, which are:
ADGMPRRSS
Age
Disability
Gender reassignment
Marriage and civil partnership
Pregnancy and maternity
Race
Religion or belief
Sex
Sexual orientation
Public sector organisation
Legal obligation in relation to equality and inclusion
What is the Equality Act 2010
Primary legislation which protects people from discrimination, victimisation and harassment in the workplace and wider society.
What is the Public Sector Equality Duty PSED
Compliance with PSED legal requirement
Consists of general equality duty- set out in Section 149 of the EA
PSED general duty
- ELIMINATE discrimination, harassment, victimisation
- Advance EQUALITY of opportunity between persons who share a relevant protected characteristic and those that don’t.
- Foster good RELATIONS between persons who share a relevant protected characteristics and those who do not share it.
Equality Impact Assessment process
In addition to supporting and protecting staff and communities with protected characteristics. LFB will ensure consideration of other underrepresented groups…menopause, non binary, carers, socio economic backgrounds.
Equality act duties
Publish info annually to demonstrate compliance.
Prepare and publish one or more objectives- it thinks it should achieve
PSED As a public body the LFB must discharge its duties in a legal, responsible and non discriminatory way- what does this mean?
Law requires us to provide equal access to services and equal opportunities for employment.
Law places on us a corporate and individual responsibility to promote equality and not discriminate.
The law applies to our procurement function/ external contractors.
What is Positive Action?
Taking specific, active steps to improve equality in the workplace. It is lawful under Sect 158- Equality Act 2010 for an employer to compensate for disadvantages faced by people who share a protected characteristic. Provisions allowing positive action in relation to recruitment and promotion are permitted under Sect 159 of the Act.
Positive action is lawful if it is taken to:
Enable/ encourage/ meet needs of people who share a protected characteristic to overcome disadvantage/ encourage participation etc
Positive action vs positive discrimination vs positive duty
What’s the difference- discrimination = unlawful
duty = because of a disability
Give an example of positive action
Provision of leadership/ coaching programmes for black, asian and minority (BAME) staff, where there is evidence BAME staff are under represented in the leadership positions in the organisation.
Examples of positive action
Placing job adverts to target particular groups
Include statements job adverts- ‘we welcome…BAME applicants’
Offer training/ internships to certain groups
Offer shadowing/ mentoring to groups with particular needs
Est leadership/ development programmes for under represented groups
In limited circumstances, favouring a candidate from an under represented group- where two candidates ‘ as qualified’ as each other.
Pillar One- building a culture of belonging
Beyond legal
Happier, more productive, contribute to culture of org.
Deliver more with our resources, work better with communities and serve London.
Having diverse, informed, empowered staff/ volunteers who are supported by organisation is key.
Building a culture of belonging (one)
Induction and deployment- induction, on boarding, deployment, learning support, review distribution of ffs, data monitoring.
Behaviours and policies- framework- compassion, togetherness & accountability.
Equality support groups- networks, share characteristics or common interests
Physical and digital infrastructure- accessibility of internal/ external systems platforms. Physical environment inclusion team, accommodation, Borough plans, CS rooms etc
Pillar Two- inspired by difference
Inclusive leadership
Training and development
Role models
Community facing staff and volunteer training
Awards and recognition
Relevant to everyone
Six characteristics of inclusive leadership
4 x Co
2 x Cu
Commitment
Collaboration
Cultural intelligence
Courage
Cognizance
Curiosity
Pillar Three- Being at the Centre of London and our Communities
Building strong, connected communities- engage, serve, protect- considering how our work impacts various groups.
Borough plans- inclusion team/ togetherness
Volunteering opportunities
Improve relations
Support diverse talent in joining the organisation.
Pillar Four- Delivering excellence through inclusion
Inclusion a central part of performance
Transparency of inclusion info
Impact of decisions
Accountability
Recruitment and promotion
Beacon of best practise
Procurement and supply chain
Inclusion incident leads
Intersectionality
Society/ people/ sociological
Joining of multiple entities
Black/ women/ gay etc. can’t just address one- black- male, women- white female
Complex
Understand
Changes over time
Hierarchy
Oppression
LFB behaviours- why
When behaviours demonstrated are associated with delivering excellence, enabling us to serve and protect London.
Three core behaviours
Compassion
Togetherness
Accountability
Our strategic purpose
Trusted to serve and protect London
Our vision
We will be a dynamic, forward looking organisation of fully engaged people at the centre of the communities we serve, adapting to the needs of London.
Our strategic objectives
The best people and the best place to work
Seizing the future
Delivering excellence
Outward facing
Compassion
Showing empathy and understanding for others
Self aware
Selfless
Empathy
Togetherness-
Being open to others
TIE/c
Inclusive
Teamwork
Empowers and coaches others
Accountability-
TO P F
Being responsible and taking ownership for our actions
Takes ownership and responsibility
Professional
Forward- looking
Background to culture review
Land standing- problem with poor culture and behaviour- reported by staff, HMI- tragic death of Jaden Francois-Esprit 2020. Commissioned review Nazir Afzal OBE- independent review- culture review- painted a bleak picture of poor behaviour and painful experiences.
Manager’s responsibility- re culture
My words
Accessing support- OD/ control 88440
Support
Internal
Well-being page Hotwire
Mental health- counselling and trauma, stress management, occupational health, mental health first aiders, well-being strategy
Financial- childcare, carers, cycle to work, affordable home ownership, welfare fund - credit union and FF charity
Sustainable development- gardens, green champions, sustainable development, waste and recycling
Accommodation- Acton, West H, Clapham
Adult safeguarding
Other Brigades
EXTERNAL
MIND
Samaritans
ACAS
Safeguarding
We will not tolerate
Discrimination
Harassment victimisation
Bullying
Disciplinary policy 0481- what is gross misconduct
Summary dismissal- no notice
For example-
Fraud/ theft
Assault/ physical violence
…Harassment, victimisation, bullying or discrimination
What happens if serious complaint raised?
Police
Duty AC/ DAC
OOD
Additional SCs Loggist
CMP/ HR/ HR advisor
Press office
Deemed to be gross misconduct
May be suspended in full pay
Complete Suspension Risk Assessment- Qs control measures
Letter
Submitted to DC
Explain context
Intent
Impact
Repetition
All need to be considered…
External complaints services
CMP Solutions
31/12/2023
1000 hours
Handle disagreements constructively
Embrace difference
Aware of value of every individual.
CMP Solutions
External complaints service
Hotwire
M- F 08:30- 17:30
Phone no
Email
Web
Initial call allocated to external practitioner- respond in 48 hours to set up a call- up to 2 hours- talk through- staff or manager.
External practitioner records a summary of the call and sign posts the individual.
Could include raising a formal complaint- investigated by a separate team within external complaints service.
Explain dealing with discrimination, harassment and bullying flowchart
Poor behaviour observed/ reported- could it be gross misconduct? Yes/ No call or contact external complaints service to record, agree, discuss…. Determine actionLetter 1/ Stage 1. Or managed via ECS.
Possible suspension- risk ass, letter etc…
Suspension - full pay/ neutral act…
Difference between banter and bullying
Banter friends equal fair share
Bullying in balance of power, one more than other, target, singled out- hurtful, repeated and intentional…
Intent v Impact
Explain microaggressions
Hostile/ offensive- traditionally marginalised identity groups
Signal disrespect and reflect inequality…
Organisational preference
Narrow- policies etc
Similar people creating, so don’t consider wider circle
Unconscious bias
Easy
Quick
Stereo types
What is a blind spot
Slow down, get uncomfortable bias challenge. Got to be proactive otherwise unconscious bias kicks in…
Union rep
Independent culture review
Examination of culture of LFB by Nazir Afzal OBE
Why- death of FF Jaden Francois- Esprit- plus historical poor behaviour, culture and not effectively addressed
2000 staff over period of 12 months- gave feedback- current/ former.etc
Case study
Don’t just think about case but wider- watch then station, Borough, area!!!
Training
COMMUNITY AND SERVICE
Effect
Work load etc
What did the culture review highlight
Poor behaviour and painful experiences
Women, black, Asian and minority ethnic, LGBTQ+ and neurodiverse staff experience poor treatment and do less well in their careers.
Issues with leadership
Staff fear
Poor behaviour to public
Culture review- immediate actions
Zero tolerance approach to discrimination, harassment and bullying.
External complaints service- historic 5 years (learn lessons from past) and new
Reviewing people related processes to eliminate discrimination
Easy for staff to access help and support- trauma etc
Permanent shift in approach to leadership- value transparency, accountability and fairness
Body worn cameras
Encouraging members of public to report poor behaviour- complaints investigated by external complaints service.
Why is diversity and inclusion important- culture review
Public service are at their best when they reflect the diversity of the Country as a whole and are able to understand the needs of different communities- in 2020 95% of FFs in England were white!
Support groups
Women in the fire service- nationally recognise- peer support/ development
Menopause action group
Neuro diverse
Disability working group
Asian fire service association
Mental health support group
Emerald society
Fairness- black and ethnic minorities
LGBTQ+
Phoenix (domestic abuse group)
FBU
Media/ digital/ what’s app
Sexism/ misogyny
Culture review experiences D &. I
Women misogyny
Asian
Muslim- bacon
Black
LGBTQ+
Neurodiverse
Core code of ethics for fire and rescue services- England
Ethical principle
C I DR L EDI/ CIDRE LED
Putting COMMUNITIES first
INTEGRITY
DIGNITY & RESPECT
LEADERSHIP
EQUALITY, DIVERSITY & INCLUSION
HMI recommendations
Culture
Cause for concern re- behaviours improve by Aug 2022
Women facilities
Promotion
Equality impact assessments
Equal ops
Grievance procedures- staff confidence
How do people feel if subjected to harassment etc??
Physical symptoms
Loss of weight
Muscle tension/ headaches
Anxiety
Lack of confidence
Isolated
Suicidal
Lond lasting scars/ self worth
Gaslighting
Coping with workplace bullying
Set boundaries- tell them and also that it is unacceptable not tolerated
Tell everyone about correct behaviours
Confront behaviour- use “I”
If can’t ask them to leave EA.
Until can act in professional- work appropriate manner.
Document- witnesses etc
Talk to management/ HR
Card for yourself- fitness, well being environment
Performance of station
If not busy, have time to cause issues
What are the stats like LFB Data
Sickness
Continuity of management
Experience of mgt team
Gather info
Focus on fact
To improve things
