Organisational Culture in the Scottish Fire and Rescue Service

Recommendations

1 We recommend that the SFRS, when creating and reviewing policies and procedures, ensures that all supporting documents such as EHRIA, DPIA and privacy statements etc, are also created and maintained in line with governance arrangements and guidance.

2 We recommend that the Service engages with its workforce to develop and create a People Strategy that meets the needs of the Scottish Fire and Rescue Framework and the Service’s Long Term Vision.

3 We recommend that the SFRS review the impact of the current People Directorate structure with a view to improving the efficiency, consistency and capacity of the Directorate to improve delivery of service. This should include openly engaging and consulting with staff across the organisation to understand issues with the current structure. Any revision should support the delivery of the SFRS’s Strategic Plan and provide the professional skills and support necessary to meet the workforce needs across the Service.

4 We recommend that when the Service reviews its recruitment and selection policy, and supporting documentation, it considers explicitly incorporating the assessment of the candidate’s alignment to the Service’s values, throughout the selection and recruitment process.

5 We recommend that the SFRS conducts a review of its Positive Action strategy and how well embedded it is within its recruitment processes. The Service should also capture and monitor data from vacancy applications, carry out, and publish, an analysis of this information to ensure that any Positive Action activity undertaken meets the needs of protected characteristic groups.

6 We recommend that the Service conclude and evaluate its internal management development pathway pilot.

7 We recommend that the SFRS should explore the option to make use of the current NFCC Supervisory and Middle Manager development pathways as a more efficient and effective means to close the leadership and management training deficit gap.

8 We recommend that the SFRS continue to undertake analysis and review of course allocation to ensure fair and equitable distribution of funded courses to support the SFRS in its objectives. Promote and develop impactful communication of outcomes and reasons behind funding allocation to the wider organisation. In addition, the SFRS should consider allocating time for staff to work on their development.

9We recommend that the Service ensures that the quality assurance and monitoring reviews, as stated in its policies, are conducted and evidenced.

10 We recommend that the Service undertakes a full review of its approach to appraisals and, takes into consideration the views of the workforce, revises the process to ensure that appraisals deliver benefit and value to both personnel and the Service.

11 We recommend that the Service, when carrying out its review of policies, takes the opportunity to reduce them in number and to simplify them for the end user as far as possible. 12 We recommend that the SFRS make greater use of digital technology and automation, to minimise manual intervention in the production, collation and access to data to improve decision making, prioritisation and measures of success for the CDG. 13 We recommend that the SFRS consider the role and importance of all staff networks in providing insight, advice, and guidance on the continual promotion of a fair and equitable culture. 14 We recommend that the Service evaluates the impact of home working, particularly on the relationship between middle managers and fire station-based personnel, with a view to increasing leadership visibility and interaction. 15 We recommend that the SFRS consider publicising any action plans created following the analysis of the CES findings, specifically highlighting completed actions undertaken in response to comments made. 16 We recommend that the Service continue to clearly articulate national priorities, and how these will impact locally, and communicate as soon as possible when projects or proposed changes are to be delayed or cancelled. 17 We recommend that the SFRS continue to review its business change process to ensure that it clearly identifies that the proposed activities are not only evidence-based, but meet organisational strategic needs, with measurable defined outcomes. 18 We recommend that the Service concludes its review of the structure of Operations Control and implements any proposed changes as soon as possible.

Areas for Consideration

1 We would encourage the Service to ensure that when reasonable adjustments are required to support individual needs, this information is passed on where appropriate.

2 That the SFRS should provide clarity, within its policies and procedures where applicable, of the provision of welfare support available to individuals as part of both informal and formal processes.

3 Consideration should be given to introducing service level agreements for occupational health appointments and potentially an accelerated access route for urgent appointments where necessary.

4 The Service may wish to consider if there would be advantages of moving to a dedicated policy team and a functional owner, rather than the current named individual format. Consideration should also be given to the provision of supplementary guidance on policy content.

5 That the SFRS should consider the introduction of a digital employee passport system.

6 That the results of the analysis of, and learnings from, the use of the ‘Speak Up’ confidential reporting line are made available, as appropriate, to the workforce.

7 We would encourage the Service, its managers and commanders to consider clearly articulating and acknowledging, through relevant communication, that everyone’s contribution is equally important and valued.