HMICFRS values and culture in fire and rescue services
Our progress against the HMICFRS recommendations made in its report, published in March 2023, about values and culture in fire and rescue services.
The HMICFRS report on values and culture in fire and rescue services included 35 recommendations: one for the police, 14 requiring action at a national level, and 20 specific to all fire and rescue services. Read the full report
This page outlines the progress made by Staffordshire Fire and Rescue Service in addressing each of the recommendations made to Chief Fire Officers.
Recommendations
Recommendation
By 1 October 2023, chief fire officers should make sure their services provide a confidential way for staff to raise concerns and that staff are aware of whistleblowing processes.
Action we have taken
The service has implemented 'Say So,' a confidential and independent process for staff to raise concerns. Awareness has been promoted through various staff platforms. A whistleblowing policy is also in place and accessible via the intranet.
Status
Complete
Recommendation
By 1 June 2023, chief fire officers should review the support available for those who have raised concerns and take any action needed to make sure these provisions are suitable.
Action we have taken
The service has trained a cohort of staff Mental Health First Aiders. Support for staff raising concerns is regularly reviewed, with options including the Employee Assistance Programme, which offers confidential counselling and advice. Additional support includes Occupational Health, the Firefighters Charity, the THRIVE app, and a professional wellbeing nurse for those involved in complaints or internal investigations.
Status
Complete
Recommendation
By 1 June 2023, chief fire officers should assure themselves that updates on how concerns are being handled are shared with those who have raised them. The updates should be given in an accessible way that encourages trust and confidence in the service response. Consideration should be given to creating a professional standards function to handle conduct concerns in service (or from an external service) to have oversight of cases, to make sure they are conducted in a fair and transparent way and to act as a point of contact for all staff involved.
Action we have taken
An independent company has carried out a review of historic cases, reviewed by the Senior Leadership team so that lessons learned can be shared. The HR team now evaluates cases weekly with Representative bodies and managers to ensure consistency. Regular feedback will be provided to relevant parties, including complainants.
Status
Complete
Recommendation
By 1 June 2023, chief fire officers should make sure they provide accessible information for all staff and members of the public on how they can raise concerns and access confidential support (including through external agencies). Chief fire officers should also make sure accessible information is provided on how concerns and allegations will be investigated in a way that ensures confidentiality and is independent of the alleged perpetrator.
Action we have taken
The service has established policies for handling both internal and external complaints. Members of the public can raise concerns through an automated form on the service website, which also includes an accessibility statement. Staff can find information on how to raise concerns via the intranet. The whistleblowing, disciplinary, and grievance policies ensure that investigations are conducted confidentially and independently.
Status
Complete
Recommendation
By 1 January 2024, chief fire officers should: Immediately review their current background checks arrangements, and make sure that suitable and sufficient background checks are in place to safeguard their staff and communities they serve; and make sure that appropriate DBS check requests have been submitted for all existing, new staff, and volunteers, according to their roles as identified by the Fire Standards Board.
Action we have taken
The service has reviewed its DBS checking process, incorporating legal and NFCC advice. A gap analysis has been completed, with a holistic review of processes. HR team members will be trained to Level 2 Safeguarding. The Internal Safeguarding Board is monitoring vetting frequency and processes. The service will work with Staffs Police to shape future DBS policy and procedures.
Status
Complete
Recommendation
By 1 March 2024, chief fire officers should provide assurances to HMICFRS that they have implemented the standard on staff disclosure, complaint and grievance handling.
Action we have taken
Significant work has been done on staff disclosure, complaint, and grievance handling. Staff Disclosure has been enhanced with the inclusion of NFCC guidance on 3-yearly DBS checks, and the level of DBS requirements was reviewed in collaboration with Police colleagues. Complaints are managed by Risk Management and forwarded to HR for investigation when needed, with improved oversight to identify and manage trends. The Grievance Policy has been updated in line with the Core Code of Ethics. This work is to be aligned with the Leadership and Development Fire Standard.
Status
Complete
Recommendation
By 1 March 2024, chief fire officers should provide assurances to HMICFRS that they have implemented the standard on misconduct allegations and outcomes handling.
Action we have taken
To align with the Leadership and Development Fire Standard, internal policies on misconduct, disciplinaries, ethics, and legislation have been reviewed and updated. Investigation training has been provided for managers, and governance processes, including consultation, have been completed, with improved oversight to identify and manage trends.
Status
Complete
Recommendation
With immediate effect, chief fire officers should notify HMICFRS of any allegations that have the potential to constitute staff gross misconduct that: Involve allegations of a criminal nature that have the potential to affect public confidence in FRSs; Are of a serious nature; or relate to assistant chief fire officers or those at equivalent or higher grades.
Action we have taken
In line with the original recommendation, an update was submitted to HMICFRS. Details of future allegations will be submitted on a case by case basis.
Status
Complete
Recommendation
By 1 August 2023, chief fire officers should provide assurances to HMICFRS that all parties are supported in relation to ongoing investigations.
Action we have taken
The Anti-Harassment and Anti-Bullying Policy was introduced in November 2023, aligning with legislation and organisational needs. Employee relations case management has improved with a robust tracker reviewed weekly by HR. Support services, including Welfare Officers, Occupational Health, Thrive, and EAP, are available. Investigation training will be rolled out across the service.
Status
Complete
Recommendation
By 1 June 2023, chief fire officers should have plans in place to ensure they meet the Fire Standards Board’s leading the service standard and its leading and developing people standard.
Action we have taken
Regular meetings are in place to support the service’s Fire Standards work and track progress. The Fire Standards Implementation Board oversees the introduction of all Standards, while strategic managers review them and guide the service’s compliance plans.
Status
Complete
Recommendation
By 1 June 2023, chief fire officers should make sure there is a full, 360-degree feedback process in place for all senior leaders and managers (assistant chief fire officer equivalent and above) in service.
Action we have taken
A 360° feedback form has been created and developed using Office 365. The feedback process was conducted anonymously with all Senior Leaders, and the results have been reviewed and are now ready for use.
Status
Complete
Recommendation
By 1 September 2023, chief fire officers should make sure there is a full, 360-degree feedback process in place for all other leaders and managers in service. The process should include gathering feedback from a wide range of sources including colleagues and direct reports.
Action we have taken
As per Recommendation 21 above, a 360° appraisal method has been designed to ensure the anonymity of individuals providing the necessary feedback and ready to be used when required. This has been discussed with representative bodies and agreed in principle.
Status
Complete
Recommendation
By 1 June 2023, chief fire officers should seek regular feedback from staff about values, culture, fairness and diversity, with due regard to the leading and developing people standard. They should show how they act on this feedback.
Action we have taken
The HIVE survey has been completed, analysed, and shared with senior leaders to identify lessons learned and communicate findings to staff. Annual HIVE surveys, along with additional pulse surveys, will provide ongoing insights into key areas. Regular station visits by senior managers ensure engagement with both operational and non-operational fire staff. This process will be continuously monitored and integrated into the annual calendar.
Status
Complete
Recommendation
By 1 October 2023, chief fire officers should put plans in place to monitor, including through the gathering and analysis of staff feedback, watch and team cultures and provide prompt remedial action for any issues they identify.
Action we have taken
As with Recommendation 23 above, a survey was created by HIVE (an independent company) to provide feedback to the service based on a questionnaire that was designed with input from a working group. An independent reporting line ‘Say So’ is also in place and a review of our Whistleblowing Policy is now complete.
Status
Complete
Recommendation
By 1 June 2023, chief fire officers should make sure their equality impact assessments are fit for purpose and, as a minimum, meet the requirements of the National Fire Chiefs Council equality impact assessment toolkit.
Action we have taken
The EDI Manager has reviewed processes and recommended training on Equality Impact Assessments (EIAs) for individual policies, projects, and activities, based on the NFCC Assessment Toolkit with training rolled out to key individuals.
Status
Complete
Recommendation
By 1 June 2023, chief fire officers should review how they gather and use equality and diversity data to improve their understanding of their staff demographics, including applying and meeting the requirements of the National Fire Chiefs Council equality, diversity and inclusion data toolkit.
Action we have taken
A recent review of EDI data related to staff has led to the development of new data products for better oversight of the service's diversity profile. This information is regularly discussed and reviewed at the Workforce Planning Board to provide ongoing insights.
Status
Complete
Recommendation
By 1 June 2023, chief fire officers should, as a priority, specify in succession plans how they intend to improve diversity across all levels of the service. This should include offering increased direct-entry opportunities.
Action we have taken
A Direct Entry campaign has been completed, with an individual from outside the service and sector accepting a position. Through the Workforce Planning Board, the service is better positioned to identify optimal times for whole-time recruitment and predict recruitment trends, enabling timely Positive Action. The Higher Potential Scheme is being reviewed, with plans to reintroduce it or a similar initiative for non-operational fire staff.
Status
Complete
Recommendation
By 1 August 2023, chief fire officers should develop plans to promote progression paths for existing staff in non-operational roles and put plans in place to reduce any inequalities of opportunity.
Action we have taken
The Direct Entry scheme has been implemented, with the successful applicant working alongside a mentor. One Area Manager role is now open to both operational and non-operational fire staff. A review of the Prevention & Protection Directorate has been completed. External services are used to evaluate job roles for fairness. Additionally, non-operational fire staff are now included in the Workforce Planning agenda, with a process developed to predict vacancies similar to the approach for operational staff.
Status
Complete
Recommendation
With immediate effect, chief fire officers should review their implementation of the Core Code of Ethics (CCoE) and make sure it is being applied across their services.
Action we have taken
The CCoE has been integrated into all recruitment materials, interviews, and promotion processes. It is also included in policies and considered during disciplinary actions as a behavioural guide. Senior managers champion each of the five ethics. Our People Strategy also strongly incorporates the CCoE.
Status
Complete