Equality, diversity and inclusion annual report 2024 to 2025

Introduction

The last year has seen further work taken forward across Lincolnshire County Council, with recruitment and retention of employees remaining high on our agenda. Our strength as a Council that delivers a wide range of services to residents and businesses continues to be dependent on the people we employ and our ability to value difference and diversity, both within our own staff and across the many communities that we serve in the county. 

Every day there are thousands of interactions between colleagues working in the Council and those living and working in the county. The work we do is varied and we understand the importance of connecting with our diverse and everchanging communities.

Our organisational values have a central focus on people, how we can be inclusive, flexible and supportive of colleagues and customers and encouraging people to speak up when needed.

It is important for all our employees to work together to deliver excellent services for the people of Lincolnshire.

The data collected for this report shows improvements in the confidence of our workforce in sharing their protected characteristic information and continues to highlight areas where we can focus attention to ensure equity for our current and prospective colleagues.

We remain committed to embedding a culture of inclusion for employees and residents here in Lincolnshire, so that the Council is a good employer, able to attract and retain high quality staff, and so that we can continue to deliver the very best services to our residents, communities and businesses.

Our legal duty

The Equality Act 2010 provides a legal framework to:

• protect the rights of individuals
• advance equality of opportunity for all
• protect individuals from unfair treatment
• promote a fair and more equal society

Under the act it is illegal to discriminate against someone because of the following protected characteristics:

• age
• gender reassignment
• being married or in a civil partnership
• being pregnant or on maternity leave
• disability
• race including colour, nationality, ethnic or national origin
• religion or belief
• sex
• sexual orientation

Our diversity and inclusion policy outlines the different types of discrimination.

Public sector equality duty

The public sector equality duty was created under the Equality Act. As a large public sector authority, we must consider all individuals when carrying out our day-to-day work including:

• when developing policy
• when delivering services
• in relation to our own employees

The duty also requires that public bodies have due regard to the need to:

• eliminate unlawful discrimination, harassment, victimisation and any other conduct prohibited by the Equality Act 2010
• advance equality of opportunity between people who share a protected characteristic and people who do not share it
• foster good relations between people who share a protected characteristic and those who do not

We comply with the legislation by having due regard for advancing equality in the following ways:

• removing or minimising disadvantages suffered by people due to their protected characteristics
• taking steps to meet the needs of people from protected groups where these are different from the needs of other people
• encouraging people from protected groups to participate in public life or in other activities where their participation is disproportionately low

Lincolnshire population

Lincolnshire is a large rural county. The latest population predictions from the office for national statistics and data published from the 2021 Census on sex, age, ethnicity and religion there are:

• 768,364 people living in the county
• 51% (391,934) female and 49% (376,430) male residents
• 468,318 residents of working age (15 to 64)
• 4.1% (30,834) of residents from ethnic minority backgrounds. This may be from an Asian, Black, mixed ethnicity or other ethnic background
• 96.0% (737,532) of residents from a White British (89.2%), Irish (0.4%), Gypsy or Irish Traveller (0.1%), Roma (0.1% or other white background (6.1%)
• 53.7% (412,588) of residents are Christian, 38.1% (294,198) have no religion, 0.2% (1,824) Buddhist, 0.3% (2,494) Hindu, 0.1% (495) Jewish, 0.7% (5,411) Muslim, 0.1% (681) Sikh and 0.5% (3,783) of residents have other religions or beliefs
• 6.23% (estimate) of working age adults have a long-term condition or physical disability

Our population is getting older as the percentage of people in older age groups continues to increase. 

From the 2011 to the 2021 census for Lincolnshire:

• 8% (54,711) increase in population from 713,653 in 2011
• 0.2% decrease in the proportion of the population aged under 15
• 2.5% decrease in the proportion of the population aged 15 to 64

Lincolnshire data and summaries

There are two main data sites for the Lincolnshire region.

Lincolnshire Open Data provides information on wide range of data across a number of different themes including council services.

The Lincolnshire Health Intelligence hub (opens in a new tab) provides population demographics including 2021 census summaries and an outline of communities of interest from a health perspective. The site also includes the latest Joint Strategic Needs assessment and the Director of Public Health annual report.

Workforce report

Summary

This report covers how we are meeting our obligations from the Equality Act 2010 and the Public Sector Equality Duty as a county council and as an employer, the profile of our workforce and how our Diversity and Inclusion policy and People strategy support equality, diversity and inclusion.

The following objectives were set in 2023 for delivery within three years.

Progress and actions on workforce equalities objectives

1. We will increase the number of employees who share their personal characteristic data

• we continue to encourage colleagues to ensure personal data is accurate, and the number of unknown data recorded has continued to decrease
• the number of staff who are declaring that they have a disability has increased this year

Through the embedding of our values, we hope to encourage more staff to feel confident about disclosing that they have a disability, with the aim of reducing still further the proportion whose status is unknown.

2. We will increase the success rate of job applicants (internal and external) from minority or disadvantaged groups

• in 2024-25 shortlisted applicants over 50 continued to have an equal chance of being successful in recruitment as applicants aged 25 to 49
• there is a similar percentage to the previous year of successful applicants with a disability at 9.6% of all applicants
• the percentage of successful applicants from an ethnic minority background has increased from 5.2% to 6.3%
• the percentage of successful applicants who are either lesbian, gay, bisexual or other sexuality (not heterosexual) has changed from 6.9% to 5.1%

3. We will increase the mechanisms and use of support and flexibility for employees from minority or disadvantaged groups

• the use of personal Support Passports continues with research by the university into their effectiveness and their use encouraged where relevant.  The Personal Support Passport is an optional, personalised and practical tool to raise awareness of an employee’s circumstances which could affect their working life, for example being a carer or having specific medical conditions
• our staff networks continue to publicise key events and topics to help raise awareness and understanding to support colleagues across the organisation
• continuing building upgrades consider accessibility in planning and development in collaboration with Corporate Property and Health and Safety teams

4. We will increase the support available to enable career progression for employees from minority or disadvantaged groups

• the median disability pay gap has reduced from 5.13% in 2024 to 4.79% in 2025
• the median gender pay gap has reduced from 1.9% in 2024 to 1.79% in 2025
• there is a majority of female employees in the workforce, and there are 61% females compared to 39% males undertaking paid senior leadership roles
• the median ethnicity pay gap is 0%
• there are 8 employees from ethnic minority backgrounds in senior roles paid at G13 or equivalent and above which is an increase of 3 employees compared with 2024
• we will increase training, resources and engagement available for employees and specifically for managers. These will increase knowledge, awareness and confidence in discussing, supporting and taking action on equality, diversity and inclusion issues
• we have made improvements to colleague and manager induction and have a range of online learning materials to support development and awareness across a range of issues
• colleague owned staff networks have publicised information and led activities related to events and celebrations
• The Social Care Workforce Race Equality Standard project creates actions plans for social care staff to raise awareness of the disadvantages faced by current and potential employees from ethnic minority backgrounds

Corporate Diversity Steering Group

In 2024 to 2025 the Corporate Diversity Steering Group, chaired by the Executive Director for Adult Care and Community Wellbeing, provided council wide consultation and guidance on staff experience, culture, equality, inclusion and diversity to ensure we meet our statutory requirements as set out in the Equality Act 2010 and the Public Sector Equality Duty.

Our people strategy

Our people strategy provides the focus and expertise to support the delivery of our Corporate Plan 2024-25. It supports our ambition of being an employer of choice and aims to ensure our culture fosters a working environment that:

• embraces the diversity of all our workforce and residents
• supports individuals and teams to feel empowered
• ensure that everyone owns, understands and embodies the Council's vision and values
• supports an open and compassionate approach to people management
• supports staff engagement
• facilitates learning and development
• we can recruit, retain and develop skilled and talented individuals from inside and outside of Lincolnshire, across generations. 

This will continue to support our future delivery of our services.

Our workforce

We monitor the characteristics of our workforce to:

• identify trends within employment practices
• investigate trends 
• implement change where appropriate

It also enables us to fulfil our commitment to:

• ensure employment practices are free from discrimination
• meet our obligations under the Equality Act 2010

The provision of personal demographic information within the council is voluntary. Employees have the option of choosing not to share this information. The personnel system can be accessed on a self-serve basis. We encourage employees to provide this information as it helps us to improve how we support colleagues with different characteristics.

Where an employee has chosen not to share personal demographic data, this is shown on the workforce profile as 'unknown’ which can affect our ability to meaningfully report and benchmark monitoring information.  

Additional data is also provided on:

• recruitment process
• pay and the gender pay gap
• discipline, grievance and capability processes
• turnover and leaver data

At the reporting date of 31 March 2025, there are 6,003 employees (excluding schools). 

We have compared our workforce data to:

• the same period in 2023 and 2024
• 2021 census data

This allows us to assess:

• if the composition of our workforce has changed
• whether it is reflective of the local community

The workforce profile differs within each part of the organisation depending on the roles undertaken and the purpose of the services. This report provides a summary of the council.

View the full report for our workforce.

Learning and development

Equality and diversity issues, specifically in relation to recruitment and selection, are included in the recruitment and selection training. All recruiting managers are required to complete the training. 

Employment policies

Policies will continue to be changed to adopt changes in legislation, good practice and updates to support the People Strategy and to ensure we remain a good employer.

Disability Confident Scheme

We have committed to the Disability Confident Scheme and has also been accredited as a Disability Confident employer. We also refer to this in our recruitment and act on the following commitments to:

• ensure the recruitment process is inclusive and accessible
• communicate and promote vacancies
• offer an interview to disabled people if they meet the minimum criteria for the post
• anticipate and provide reasonable adjustments as required when disabled employees are applying for and doing their jobs

Employee voice and participation

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.

Employee survey

We undertake regular employee surveys with results and learning shared across the Council.

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 currently low and there are opportunities to encourage a higher completion rate next year.

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

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

Staff networks

There are five established colleague led staff networks in the council:

• evolve (disability and neurodiversity) staff network
• identify (ethnic minority staff group)
• LCC staff carers network
• LGBTQ+ staff network
• Armed Forces staff network

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

• give us the opportunity to engage with different communities within the workforce and are an important source of information sharing and peer support for the members
• feed into corporate diversity and staff experience networks to increase awareness and disseminate corporate updates
• provide their members with a safe space to share their experiences, a sense of belonging and support. This empowers members to discuss issues confidently with others and share successes
• access to information on each group and activities including how to join and participate are shared as part of employee induction and information is available on our open access to staff Intranet

Employee health and wellbeing group project team

Following consultation with stakeholders across the Council a new Health and Wellbeing Framework was launched in 2025. 

As well as continuing to provide a range of support for employees in the key pillars of physical, mental and financial health and wellbeing the group also refocused its key priorities for the year:-

• to develop support and guidance for both managers and employes on neurodiversity including pathways on obtaining software and equipment
• to investigate the use and further develop the Personal Support Passport (PSP)
• to collect and analyse Health & Wellbeing data to help inform how we further develop our support

With regard to the above we engaged with managers, staff network representatives and IT specialists to provide clear guidance and a “stepped” support pathway for neurodivergent employees. The aim was to create a clear process from initial diagnosis.  We aim to provide communications and webinars to raise awareness of this support

We were able to engage with a research team from the University of Lincoln to investigate the use of the PSP, identify barriers and make recommendations for improvements. This work continues into 2026.

We have started work on analysing health and well being data such as sickness information, Occupational Health referrals and referrals to our Counselling and Wellbeing Hub. We intend to use these insights to identify any trends and gaps in support.

Also in 2025 the group continued 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’ and Healthy Lifestyle Checks.

In the last year the Employee Counselling and Wellbeing Hub has been working on new initiatives including:

• specialist trauma counselling (EMDR therapy)
• bookable sessions for teams to learn more about our Health and Wellbeing offer

This is in addition to the counselling support for emotional wellbeing and regular menopause cafes, menopause drop-ins and grief and loss webinars.

Financial wellbeing has been supported by promoting financial planning and pre-retirement workshops as well as offering our employees a range of staff benefits to help them save money.

The culture and leadership board

The culture and leadership board has been our key strategic leadership group for workforce issues with all council directorates represented at senior leadership level. From 2025 new arrangements are planned to refocus the board as the people strategy and culture board to drive delivery of the focus of the council’s new people strategy.

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 can talk about mental health with confidence that they will be supported. 

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' element 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.

Our customers

Report summary

This section of the report covers how we are meeting our obligations from the Equality Act 2010 and the Public Sector Equality Duty as a county council for our customers through our support services and front-line delivery.

The following objectives were set in 2023 to progress with a final review after three years, with outcomes to be detailed in the next annual customers equality, diversity and inclusion report.

Progress on customer equalities objectives in 2024 to 2025

1. We will continue to broaden the detailed analysis of each directorate’s service provisions from an equality perspective:

We have continued to review improvements in data collection, data use and reporting across services and this is an ongoing exercise including children, young people and adults accessing Adult Social Care, the Family Learning Service and Childrens Social Care including Future4M, Early Years and the Lincolnshire Recovery Partnership

2. We will identify areas of good practice from within the County Council and using the ‘one council’ principles, share the learning to enable continuous improvement:

Through the participation in the Social Care Workforce Race Equality Standard, colleagues in Adult Social care and Children’s Social care have worked together to increase awareness of our social care workforce on topics including anti-racist practice and racial inequality.

3. We will review current community engagement initiatives and evaluate their effectiveness in eliminating poor access to services:

Our engagement team provide opportunities for individuals across Lincolnshire to contribute to decision making which will impact the services they receive. In the last year they conducted 56 engagement activities including 46 public and wider stakeholder engagements and six internal engagements, receiving over 25,000 responses. In addition there has been an increase in bookings of the Interpretation and Language Service from 1,654 bookings in 2023 to 2024 to 3,930 in 2024-25.

Customer strategy

Our customer strategy has enhanced the way we deliver services. It sets out how we will ensure our services are delivered to meet the diverse range of customer needs, from simple transactional requirements through to more complex, emotive interactions.

We know that many of our customers now expect to be able to access services digitally. To support this we have improved the range of information and number of services available online enabling more customers to self-serve.  We still ensure that those who require extra assistance, support over the phone or face to face is still available.

We continue to improve the accessibility rating of our website through implementing new technologies, including the provision of a Digital Assistant on our website and on our main phone lines, which removes barriers to access and enable services to be delivered at a time and place that suits individuals.

Our engagement with customer advocates, representative groups and service users enables us to gain a better understanding of customer needs and expectations to help ensure services develop to meet need where appropriate.

Engagement

We are committed to engaging with and listening to our communities, ensuring that all voices are heard and valued. Our engagement team is dedicated to keeping communities and stakeholders across Lincolnshire well-informed and involved in decision-making processes.

In 2024 to 2025, we conducted 53 engagement and consultation activities, including 46 public and wider stakeholder engagements and seven internal engagements, receiving over 25,000 responses. 

Key initiatives:

• ensuring that leaders and staff are committed to the values and principles of engagement, as outlined in our engagement policy, allocating the necessary time, effort, and resources to support effective engagement
• engaging communities and stakeholders early in the decision-making process and at relevant stages to allow meaningful input, providing sufficient time to respond
• performing Equality Impact Assessments before implementing new policies or changes to identify and mitigate any potential impacts on individuals with protected characteristics and to ensure engagement is representative of the community it affects
• publishing relevant information and data to demonstrate compliance
• conducting regular engagement and consultation activities across a wide range of subject areas
• ensuring engagement and communication methods are accessible and inclusive by offering multiple ways to participate and utilising diverse communication channels to reach all community members
• facilitating workshops, face-to-face and online engagement events
• hosting engagement activities on the Let’s talk Lincolnshire online platform, which uses a variety of interactive tools (including surveys, polls, stories, ideas, Q&A, forums, guestbook, and maps)
• offering information in alternative formats, such as Braille, Easy Read, large print, audio and video, to ensure accessibility for individuals with disabilities or sensory loss
• providing translation for individuals   where the English language is not understood. A variety of means are used including web/application based solutions
• providing paper copies and making documents available in public venues such as libraries, community hubs, children and family centres, and Citizens Advice centres
• ensuring that digital and print mediums meet accessibility requirements
• promoting engagement and consultation activities to various communities, hosting them at accessible venues and offering events on a mix of days and times 
• working with voluntary and community organisations, community representative groups, protected characteristics groups, partner organisations, to reach a wide range of demographics

Accessibility

Our accessibility statement applies to the Lincolnshire County Council website at www.lincolnshire.gov.uk. 

This website is run by Lincolnshire County Council. We want as many people as possible to be able to use this website. For example, that means you should be able to: 

• change colours, contrast levels and fonts 
• zoom in up to 300% without the text spilling off the screen 
• navigate most of the website using just a keyboard 
• navigate most of the website using speech recognition software 
• listen to most of the website using a screen reader (including the most recent versions of JAWS, NVDA and VoiceOver) 
• we’ve also made the website text as simple as possible to understand

AbilityNet has advice on making your device easier to use if you have a disability.

Customer data - services

We are committed to promoting an environment in which people feel safe in being open about their background, beliefs and identity. As part of this commitment, we encourage the freedom of individuals to self-identify and to express their preferences in a safe environment. Following requests from customers to make changes to the information we hold on our records about their name, gender or title, we produced guidance and top tips.  This provides everyone in the Council with a 'One Council' approach that is clear, consistent and straightforward. The guidance supports our colleagues working directly with customers or customer data.  It enables them to respond to a request for a change in customer details in a way that:

• is sensitive to the customer
• meets underpinning legislation
• ensures the dignity and privacy of the customer is maintained, whilst minimising any risk to the customer, council and our partners

Customer complaints

We put our customers first and the views of our customers are important to us. When customers need to raise concerns, we encourage them to first raise them with the individual concerned or their line manager so that the problems can be addressed. Alternatively, customers can also speak to one of our Customer Relations Advisers. Our first step is to always attempt to provide early resolution of the issue before progressing to the next formal stage. Our complaints policy and the corporate and statutory complaints annual reports are published on our website.

The complaints process does not record the protected characteristics of complainants. Therefore, it is not possible to identify from the data whether people experience our services differently depending on their personal characteristics.

Interpretation and translation service

We have a contract in place to provide our employees with communication support when providing services to service users who speak or read languages other than English, or who need to communicate in English in non-spoken ways.  This includes transcription, face to face and video translation. It is available from locations around the county and via an on-demand service.

In the financial year 2024 to 2025 there were 3930 total bookings (this does not include unfulfilled requests) for the interpretation and translation service for 56 different languages.  92% (3634) of bookings were from children’s services to support their interactions with the community. 

The most required languages for LCC as an organisation were:

• Bulgarian - 699 bookings
• Polish - 467 bookings
• Romanian - 405 bookings
• Lithuanian - 359 bookings
• Arabic (all dialects) - 350 bookings

Equality impact analysis

We have integrated the equality duty into the decisions we make about the services we provide to the people of Lincolnshire. We consider how any policy, project or proposed change to services may affect people with protected characteristics in different ways. Our process for Equality Impact Analysis (EIAs) helps us to ensure better informed decision-making and policy development for the customer. We conducted an analysis on the impacts of our Corporate Plan on people with protected characteristics so that we can make sure everyone benefits from living, working and visiting Lincolnshire. 

Our approach gives responsibility to service managers for conducting EIAs. They understand the strategic needs for their proposals and the customer base so can identify potential impacts on customers and other services. 

Services

This section of the report includes data collected for the following services:

• children and young people supported by social care
• youth support Future4ME
• children’s health service
• holiday activity and food (HAF) programme
• early years
• early years pupil premium
• special educational needs and disabilities
• children and young people supported by children’s services social care
• adult social care
  • long term social care
  • short term social care
• employment and skills service
• public protection
  • drug treatment services
  • domestic abuse support
  • scams awareness and prevention
• Lincolnshire fire and rescue community safety
  • home fire safety

Children and young people supported by social care

View the full report for children and young people supported by social care.

Adult social care

This section provides the age, gender, ethnicity and primary support reason (PSR) breakdown for adults receiving social care, using the Short and Long-Term Support (SALT) return for the year April 2024 to March 2025 (2024 to 2025), with comparisons to 2023/24. As part of this mandatory reporting, we have included age, gender, ethnicity and disability. Religion and sexual orientation are not required to be reported so have been excluded from this report.

Equalities information has been provided in relation to long-term and short-term adult social care services which have been provided to adults. Long-term support encompasses any service or support which is provided with the intention of maintaining quality of life for an individual on an ongoing basis. Short-term support includes all episodes of support that are intended to be time limited without intending to maximise independence and reduce the need for ongoing support.

View the full report for adult social care.

Employment and skills service

The Employment and Skills Service is part of Economic Development within the Place directorate.  The service receives grant funding from the Department for Education (DfE) and Department for Work and Pensions (DWP) to deliver adult learning and skills bootcamp programmes across Lincolnshire.

The aim of the service is to engage with local people who are least likely to participate in learning and enable them to access a range of high-quality learning opportunities to:

• lead more independent lives
• support their families
• gain a qualification
• get a job or progress within their career
• volunteer
• become less socially isolated

The service has four key strategic priorities:

• widen participation and transform people’s lives
• support the local economy
• improve the health and wellbeing of learners
• provide targeted learning to those in greatest need, including helping parents to support their children’s learning

To achieve these priorities the service works with local partners to deliver high quality learning to:

• focus funding on people who are disadvantaged and least likely to participate in learning, including people:
  • on low incomes
  • with low skills
  • furthest away from the labour market
• widen participation in learning through locally delivered informal and accredited programmes, serving the needs of the diverse communities across Lincolnshire
• contribute to a wide range of outcomes for individuals and the wider community including:
  • personal and social
  • educational attainment
  • economic regeneration
  • improved health and well-being
• develop the capacity of voluntary and community sector organisations to deliver effective adult learning that meets the quality requirements of Ofsted through funding and supporting niche provision
• work closely with employers to co-design skills bootcamp programmes that help to fill skills gaps, and enable individuals to progress into employment or take the next step on their career journey
• Work with local partners to deliver high quality learning which contributes to the priorities of:
  • Lincolnshire County Council,
  • Greater Lincolnshire Combined County Authority (GLCCA) Skills Plan,
  • GLCCA Strategic Economic Plan,
  • the Local Industrial Strategy,
  • the Local Skills Improvement Plan,
  • the Lincolnshire Sustainability and Transformation Plan,
  • Council's Corporate Plan

View the full report for employment and skills service.

Public protection

Public protection covers an array of activities within Lincolnshire. Within the area of domestic abuse victim services, drug treatment services and fraud prevention demographic data is requested from the service users to help us better understand the accessibility and equality of the services we provide, but also to help identify any potential hidden or unsupported victims.

View the full report for public protection.

Lincolnshire Fire and Rescue community safety

Home fire safety visits

Throughout 2024 to 2025, Lincolnshire Fire and Rescue (LFR) has continued to develop its person-centred approach to prevention activities, building on the foundations outlined in the previous reporting year. Home Fire Safety Visits, (HFSV’s) remain the primary method of engagement supporting the Service’s home safety strategy.

During the reporting period, LFR has enhanced its risk profiling model to strengthen the identification of individuals and households most vulnerable to fire and related risks. This enhanced profile incorporates both local intelligence and national data analysis, allowing for more precise targeting of prevention activity and more effective allocation of resources.

On average 90% of visits were with people considered to be in high-risk groups. As we continue to develop our approach to identify high risk households the service aims to see this percentage increase. This will ensure resources support can be focussed on those who most need it across the county.

This work is underpinned by a strong partnership model, with LFR working closely alongside Adult Social Care and other key partners. Through information sharing, joint referrals and coordinated interventions, these partnerships help ensure that vulnerable residents receive timely, appropriate and inclusive support, reinforcing LFR’s commitment to protecting all communities and reducing inequality.

LFR’s HFSVs focus on the core components as identified by the National Fire Chiefs Council:

• home fire detection, also incorporates assistive technology
• fire safety in the home
• fires and heaters incorporating fuel poverty
• clutter and hoarding
• arson and deliberate fires
• smoking related fires
• medicines and medical devices
• electrical safety

To support the wider community safety concerns, HFSVs also offer advice and support on:

• fraud
• mental health concerns
• healthy and accessible homes
• domestic abuse and serious violence

Household risks are categorised to help the service deliver interventions that are sustainable and make best use of resources. Specially trained staff provide a person-centred approach to their visits. They look to provide support by focussing on the areas of high risk within the home setting.  With the physical resources assigned to support those identified as the highest risk, to promote equality of access to home safety information for all communities, LFR have embedded the use of an on-line self-assessment tool, HFSC, allowing individuals to access critical safety information, to support safety arrangements in their homes. 

A breakdown of safe and well visits by age and ethnicity is shown below. The 65 and over age category is more likely to be identified as high risk therefore it is important for the service to monitor this group to ensure it is meeting the needs of people across all ethnicities.

Household occupants receiving support by age

Household occupants receiving support by ethnicity

Equalities objectives

Workforce

These objectives were set in 2023 and are part of our people strategy.

Through our action plans we aim to continue to improve the areas of difference identified in the 2024 workforce data. 

Workforce equalities objectives:

• we will increase the number of employees who share their personal characteristic data
• we will increase the success rate of job applicants (internal and external) from minority or disadvantaged groups
• we will increase the mechanisms and use of support and flexibility for employees from minority or disadvantaged groups
• we will increase the support available to enable career progression for employees from minority or disadvantaged groups
• we will increase training, resources and engagement available for employees and specifically for managers. These will increase knowledge, awareness and confidence in discussing, supporting and taking action on equality, diversity and inclusion issues

Customers

These objectives were set in 2023. Services will continue to work towards ensuring accessibility of services for all Lincolnshire residents.

Customer equalities objectives:

• we will continue to broaden the detailed analysis of each directorate’s service provisions from an equality perspective
• we will identify areas of good practice from within the County Council and using the ‘one council’ principles, share the learning to enable continuous improvement
• we will review current community engagement initiatives and evaluate their effectiveness in eliminating poor access to services