Agenda item

Report of the Deputy Chief Fire Officer (HRMDC/21/2) attached.

The Committee received for information a report of the Deputy Chief Fire Officer (HRMDC/21/2) that set out the progress made to date with implementation of the Service’s People Strategy.

It was noted that there had been good progress made with implementation of many areas of the Strategy.  A review had been carried out to determine key actions that would make the difference between improvement and transformation in order to achieve the outcomes set out within the Strategy which were being called “game changers”.  The report, together with a presentation made at the meeting, set out the key actions taken, including:

Leadership:

·         A talent management system had been introduced;

·         A comprehensive, curated approach to how the Service developed its future leaders underpinned by the National Fire Chief Councils (NFCCs) Leadership Framework;

·         Working with leaders and managers to create a common message about the Service’s culture.

Learning & Development:

·      Ensuring people feel safe through the “Safe To” initiative, including learning from our experiences, successes and mistakes and sharing ideas to make things better;

·      Developing non-technical skills through curating learning content and allowing people to take ownership of their personal development in line with their role and their aspirations; and

·      Technical competency through utilising expertise as a technical training partner provider to maximise efficiency of the apprenticeship levy together with ensuring Safe Professional and High performing operational teams through a focus on competence, discipline and performance, underpinned by an engaged safety culture.

Inclusion:

·      The intervention programme “Safe To” provided the tools to make inclusion a reality through deliberate behaviours including the development of a toolkit to promote Fairness and Respect;

·      To improve workforce diversity the Service had instigated a clear focus on positive action in Firefighter recruitment and development through paying attention to how communities view us as an employer, a new ‘always open’ approach to recruitment and accessible practical assessment facilities; and implemented the ‘Our Time’ sponsorship programme;

·      The Service continued to consider “People by Design” through planning and implementing involvement and engagement in change and improvement, assessing impacts on people and working towards a ‘value for people’ approach to complement ‘value for money’

Ways of Working:

·      Smarter Working – developing a people led approach to a more agile and flexible workplace, with collaborative virtual working, easier access to information, and an emphasis on collaborative workspace rather than desk space, and less commuting miles;

·      Work on governance processes to support more visible planning and performance to give people more effective tools for greater collaboration and alignment; and

·      Transforming people services to ensure the delivery of expertise and support in the most effective and efficient way.

Health, Safety & Wellbeing:

·      As part of the “Safe To” initiative to learn, contribute and challenge intervention, developing an engaged safety culture based on best practice from military aviation and a learning teams approach to incident debrief;

·      Working with partners, developing a Wellbeing Strategy and Charter which will set out levels of new and existing proactive and reactive wellbeing interventions; and

·      Immediate support provided through the Covid19 Welfare Cell,

The Committee made reference to bullying in the Service and Her Majesty’s Inspectorate of Constabulary and Fire & Rescue Services (HMICFRS) report which had mentioned this matter.  The Deputy Chief Fire Officer advised that a lot of work had been undertaken on this and the Service including the “Safe To” approach referenced above.  In Covid-19, an audit had been undertaken by the HMICFRS which had demonstrated a noticeable reduction in the level of staff who felt they had been bullied.  The Deputy Chief Fire Officer indicated that he would bring a report to the next meeting to update on specifically on the ‘Safe To’ intervention.

Reference was also made to the Service’s position on fitness testing.  The Deputy Chief Fire Officer advised that a meeting was scheduled with HMICFRS on 3 March 2021 to close the cause for concern hopefully that the Service received in 2019.  Fitness testing had improved by 13% in 2020-21 so this was very positive. The Covid-19 pandemic had impacted as a range of fitness tests had been offered previously but this had to be limited to 2 in Covid.  The Deputy Chief Fire Officer undertook to report the result of the HMICFRS cause for concern at the next meeting of the Committee and to the Fire & Rescue Authority.