HMICFRS report - values and culture in fire and rescue services

Devon and Somerset Fire and Rescue Service provide a number of confidential ways for colleagues to raise concerns. Details of these are outlined on the Service intranet and linked within the Respect and Fairness Toolkit (an online toolkit which provides individuals with the options and resources needed to deal with an experience of unwanted behaviour). People can report concerns in the following ways:

•    Speak Up Guardians
•    Confidential reporting line (internal) 
•    Confidential reporting line (external – provided by Safecall) 
•    Whistleblowing 
•    By raising a grievance (referring to the Service’s grievance policy) 

Information about the different methods of confidential reporting available have been included in the service newsletter, Shout Out, and a poster has been developed providing staff with a visual reminder of the available options.

Completed. 
 

A review of the existing grievance policy and process has been undertaken, to include minor improvements and a specific review of how updates are shared with individuals throughout the process.

As part of the action plan to address the Cause of Concern around values and behaviours, identified in our last HMICFRS inspection, the Service has introduced ‘Speak Up Guardians’ as an additional way for staff to raise concerns. The Speak Up Guardian Procedure outlines the responsibilities of individuals throughout the process, including that Speak Up Guardians are responsible for providing feedback and progress updates to the individual that has raised the concern.

In line with any updates produced by the Fire Standards Board, the Service will make arrangements to ensure that we align with best practice in relation to the handling of raised concerns. The Service has however, considered how we have oversight of sector professional standards and whether or not we should establish a professional standards function to have oversight of compliance with standards in their broadest sense. In order to do this, we needed to have collective agreement on what we meant by professional standards. We now have agreed to adopt the sector definition of professional standards as set out in the fire standards issued by the Fire Standards Board. We will now work to establish a professional standards function on this basis.

Completed.

A confidential reporting line for the workforce was launched on 01/02/2023 in a blog by the Chief Fire Officer (CFO). The reporting line is open to all colleagues and involves leaving a message through a dedicated voicemail service. In the blog, the CFO also outlined that the Service is also welcoming feedback on concerns by email or post. The Respect and Fairness Toolkit was also linked as a tool which provides our people with options and resources needed to deal with experiences of unwanted behaviour, including links to both internal and external reporting mechanisms.  

As part of the action plan to address the Cause of Concern around values and behaviours, which was identified in our last HMICFRS inspection, the Service has introduced ‘Speak Up Guardians’ as an additional way for staff to raise concerns. Information on Speaking Up is available to colleagues on the Service’s intranet.

The current complaints policy and procedure ensures that concerns and allegations are investigated in a way that ensures confidentiality and is independent of the alleged perpetrator. 

Completed. 

On appointment, all staff have a Disclosure and Barring Service (DBS) check appropriate to their role. As part of the pre-employment checks a ‘basic’ DBS had to be completed for all new starters. There are some roles which require an ‘enhanced’ DBS and this has been completed. 

The amendment to the DBS criteria in July 2023 has meant that the Service can now undertake a ‘standard’ check for colleagues. All new starters from July 2023 received a ‘standard’ check and this will be the process moving forward. The process for reviewing and updating DBS checks to standard for existing staff, as defined in the outline of roles from the National Fire Chiefs Council (NFCC), has been developed.  

Due to the timeframe around the change of criteria the Service has been unable to meet the recommendation deadline, which is a national issue. The People Services department has developed a process and proposed a timeline of implementation to ensure that the Service meets the new requirements. Once this timeline has been established, contact will be made with HMICFRS to outline actions being taken and a revised completion date.

In progress.

As no new standards have been published, the Service can no longer ‘provide assurances to HMICFRS that they have implemented the standard on staff disclosure, complaint and grievance handling’ or ‘provide assurances to HMICFRS that they have implemented the standard on misconduct allegations and outcomes handling.’ 

As an alternative approach, the Service have provided evidence of compliance against each of the updated criteria from the ‘Leading the Service’ and ‘Leading and Developing People’ fire standards, as outlined by the NFCC. 

Due to the existing challenges around completing actions against recommendation 9 (background checks), and specific requirements for recommendations 12 and 14 in relation to managing staff disclosure and misconduct allegations, the Service will be unable to mark this recommendation as completed. New guidance, including the ‘Positive Disclosure Risk Assessment Guidance’ and the ‘Managing Allegations’ guidance, will now be included as part of existing work. 

In progress.

By 1 March 2024, chief fire officers should provide assurances to HMICFRS that they have implemented the standard on misconduct allegations and outcomes handling.

As no new standards have been published, the Service can no longer ‘provide assurances to HMICFRS that they have implemented the standard on staff disclosure, complaint and grievance handling.’ or ‘provide assurances to HMICFRS that they have implemented the standard on misconduct allegations and outcomes handling.’ 

As an alternative approach, the Service has provided evidence of compliance against each of the updated criteria from the ‘Leading the Service’ and ‘Leading and Developing People’ Fire Standards, as outlined by the NFCC. 

Due to the existing challenges around completing actions against recommendation 09 (background checks), and specific requirements for recommendations 12 and 14 in relation to managing staff disclosure and misconduct allegations, the Service will be unable to mark this recommendation as completed. New guidance, including the ‘Positive Disclosure Risk Assessment Guidance’ and the ‘Managing Allegations’ guidance, will now be included as part of existing work. 

In reference to internal misconduct, this is dealt with under our disciplinary policy and procedure. The Service ensures it aligns to guidance outlined by ACAS in relation to the management and resolution or conclusion of misconduct related allegations.

In progress.

The process for investigations is outlined within the grievance and disciplinary policies and, in line with industry best practice, there is a link provided to ACAS for additional advice and guidance. For each investigation, a HR Business Partner (HRBP) is assigned as the case manager. This individual provides dedicated advice and guidance to managers at any stage of the process. The Service also uses independent investigators from different areas of the workforce to ensure consistency of approach. These investigators have existing knowledge and experience with investigations which is beneficial to the Service.  

Linked to Recommendation 4 (Handling of Raised Concerns) and an Area for Improvement identified by HMICFRS in our last inspection, a review of the grievance policy has been completed and an updated policy published. This includes minor improvements and a specific review of how updates are shared with individuals throughout the process. Feedback on the new grievance policy has been positive.  

Linked to Recommendation 3 (Support for individuals raising concerns), a review of the support available for those who have raised concerns was undertaken. Inconsistencies in the approach to support for different individuals within the investigations process were recognised and have now been resolved. Consistent signposting to wellbeing is now included at the beginning of the process and included in letters to all individuals involved in an investigation. In addition to signposting, a proactive approach is taken where welfare interventions and initial contact are instigated by the welfare team rather than relying on the individual to make contact. This enables greater support at a much earlier stage in the investigations process. The Service’s Welfare Officer is also invited to case review meetings on a recurring basis.  

Since our last HMICFRS inspection, the Health and Wellbeing team have reviewed the previous stress risk assessment (RA10) and its guidance, updating and relaunching it as the Personal Stress Assessment (PSA). As part of this relaunch, 70 managers from across the Service attended workshops on how to use the PSA appropriately and to instigate the right kind of support. As recording in the last Internal Safety Strategy Report, during the period of January to March 2023, the Health and Wellbeing Team recorded 40 PSAs being carried out with colleagues across the Service. Of the 40 undertaken during this period, 80% were in response to, or related to, individuals being involved in an investigatory process. This shows that there is a significant utilisation of the PSA as a means to support individuals involved in investigatory processes. 

Completed. 
 

Devon and Somerset Fire and Rescue Service already has access to an established 360 feedback function through the internal 'Coaching Culture' tool. A plan was put in place to ensure that all managers undertook this process. All members of the extended leadership team completed 360 Feedback by  30 June 2023.   

Colleagues who had taken part in this process less than 12 months ago were not required to undertake another 360 review at this time. These individuals will seek further feedback after 12 months and continue to do so on an annual basis. Those who had undertaken the process more than 12 months ago were encouraged to seek further feedback at this time and continue to do so on an annual basis. Managers that had not already completed 360 feedback as part of their development were assigned access to this process as part of the implementation process for the HMICFRS recommendation and will continue to engage with this process on an annual basis.

Completed. 
 

A 360 feedback tool was created in 2022 and has been available to all colleagues aligned to their leadership profile as set out within the NFCC leadership framework. This process enables access to feedback from internal and external sources with links to support development areas within the same tool. The 360 tool, which is accessed through the ‘Coaching Culture’ tool, has been live and accessible for all individuals since its launch and awareness is supported by monthly updates to all employees in the Service newsletter Shout Out.

‘Leading the Function’ – Senior and middle managers received a 360 link at the start of September 2023 which could be sent out to access feedback from peers, managers and direct reports. The action for senior and middle managers to complete this process was required to be completed by 30 September 2023.  The 360 has now been sent for ‘Leading Others’ to all watch managers. 

All colleagues have access to development tools in the 360 feedback system which are aligned to the 360 criteria. The development tools support individuals with any areas identified for development. While development plan templates are available to all, a copy is also sent to any individual undertaking the process alongside the 360 request. This supports them in monitoring progress on any development areas identified and provides a mechanism to bring development areas into PPD conversations.

Completed. 

The Service seeks regular feedback from staff about values, culture, fairness and diversity through a number of forums, including; ‘Coffee with …’ sessions with members of the Executive Board, Big Conversation online engagement events for all colleagues, Leading Conversations events for managers, Chief Fire Officer and Deputy Chief Fire Officer blogs and Extended Leadership Team station and department visits. In addition to this, at an individual level, feedback is sought through the performance personal development (PPD) process, with specific questions asked around values and culture. 

In April 2023, the Service launched an internal People Survey, which was open for six weeks. The results were reviewed and actions agreed to address areas of learning identified through the feedback. 

Completed.
 

The Service regularly seeks feedback from the workforce through a number of different forums, including coffee with the Executive Board, Big Conversations Live, Leading Conversations and Extended Leadership Team station and department visits. 

The new Service feedback process and 'Service Feedback Manager' app were launched to the Extended Leadership Team by email in February 2024. It is now the expectation that all feedback received during station and department visits is put into the app. This process and system will also be used by flexi officers for their station visits, although there will still be a requirement to log any operational assurance and audit feedback into the Op A system. Both use of the app and themes arising from the feedback will be monitored and reported on to support wider service improvements.

To monitor watch and team cultures at a department level, there are questions included within the interim personal performance development (PPD) form. This allows line managers to deal with any issues within their teams at a local level. 

The Service now has an annual cycle for the internal People Survey with specific actions developed as a result of key themes identified. 

A recent culture review of the Service has been completed by the external company Kin&Co. The report generated from this review will help inform further actions to support improvements in culture across the organisation.

Completed. 

The Service has continued to work with the National Fire Chief Council (NFCC) Leadership group to ensure alignment with national standards for management and leadership development. Until any changes are made at a national level, the Service is confident in its own ability to manage and develop its leaders, as reflected in actions against two improvement areas identified in our last HMICFRS inspection on ‘Developing Non-operational Staff’ and the ‘Selection and Promotions Process’ 

The Service currently has Area Manager representation on the Middle Leadership Development Programme (MLDP) which, on behalf of the NFCC, is designing the development programme, tools and best practice for organisations to utilise in relation to leadership, management and personal development. This includes working on a national 360 feedback toolkit and a central portal for organisations to access via subscription. This work also supports the NFCC cultural action plan, fit for the future and the national approach to improving culture. 

The Service is working, through the NFCC, with the Home Office on the national recommendation and working alongside the NFCC leadership framework. The Service has invested in apprenticeships for all areas of the organisation. For assurance, the Service reports through the Fire Authority committee meetings on the progress on each of the recommendations as well as our own internal people improvement journey which includes areas such as, workforce planning, maintenance of competence, leadership and development for all colleagues. The assurance to the Fire Authority will continue as standard key performance indicators on competence and other areas such as recruitment and workforce planning form part of our standard performance measures.

Completed. 

The Service has reviewed its use of equality and diversity data in line with the ‘Collecting and Disseminating of Equality, Diversity and Inclusion Data Toolkit’ available on the NFCC website. Quarterly and annual reports are produced on equality and diversity within the service and data can be recorded and updated by colleagues through iTrent (and changed when required). The Service has low levels of ‘not disclosed’ in responses relating to diversity data. 

In addition to this, information about representation of protected characteristics in local communities was used to support Equality Impact Assessment for the Service’s Community Risk Management (CRMP) plan and census data on demographics is now visualised through the Local Community Plans (LCPs). This data supports analysis of risk in local communities and plans for future recruitment campaigns.  

Completed. 
 

The Service’s Strategic Workforce Planning Group considers diversity data in workforce planning at an organisational level. At a department level, the Service will be re-introducing a revised workforce planning toolkit which includes supporting department heads to consider diversity in succession planning. We will monitor implementation of this toolkit. 

In addition to this, the Service is involved with the 'Our Time' sponsorship programme which aims to remove barriers to increasing diversity and inclusivity in the workforce, particularly in relation to progression for women.  

The People Services department has started the PPD refresh activity and the recording of succession plans will form part of this conversation and scenario planning. This also links to the high potential work that has begun. These activities will pool together appropriate action areas to better inform succession plans and workforce planning. Regular meetings are in place for PPD refresh and high potential actions. 

Diversity in succession planning will continue to be an area of focus for the Service.

In progress.
 

To support the development of all colleagues, a new learning and development page has been created on the Service intranet. In addition to this, the new NFCC Chartered Management Institute portal has been made available for all colleagues and a regular development segment is now included in the Service’s weekly newsletter Shout Out.

Specifically for non-operational staff, a development toolkit has been created which gives access to development tools such as ‘Coaching Culture’ and ‘Mindtools’. All leadership courses are open to non-operational colleagues and the sponsorship programme Our Time, Action Learning Sets and the South West Challenge are promoted to, and attended by, non-operational colleagues. To further support the work around promoting development opportunities, Learning and Development officers attend department meetings, with additional monthly supplementary sessions provided by subject matter experts where required.

As a result of an internal review on work against this recommendation, and within the Service's wider HMICFRS action plan, further actions have been developed to ensure that the expected outcomes will be fully achieved. These new actions will be monitored by the internal HMI team through the established monitoring and governance process. In reference to the wording 'chief fire officers should develop plans to promote progression paths...' the Service is satisfied that a suitable plan is in place.

Completed. 

The Core Code of Ethics has been integrated within the Service through links to our own existing Service values and work around psychological safety. Familiarisation of the Core Code of Ethics was completed across the Service as part of a training session on Values, Ethics and Behaviours. This training session was delivered by managers to their teams and has now been completed by 97% of the workforce  . A review of this training is currently being undertaken, with feedback being shared with managers at ‘Leading Conversations’ events throughout May and June. These events take place bi-annually, with the aim to help align strategic objectives with team objectives, support overall performance and to support and develop our people.

To further support the review of implementation, we have evaluated our current position against the Core Code of Ethics Guidance provided by the NFCC. We will continue to use this as a tool to support work around the Code of Ethics moving forward. We have also completed the Fire Standards implementation tool, aligning resulting actions to our HMICFRS action plan.

To provide assurance that the Core Code of Ethics has been effectively implemented across the Service we will continue to evaluate the outcomes of training on values and behaviours and will review feedback from staff, including through the results of our staff survey which is currently in progress. To provide complete assurance, there would need to be an audit and deep dive into this area. We will consider this within our annual audit plan and assurance arrangements moving forward.

Completed.