To consider the Culture Action Plan (CFO/17/2526).

Assistant Chief Fire Officer, Ged Sheridan introduced the Culture Action Plan report to Members.

A detailed presentation was provided by the Director of People and Organisational Development, Nick Mernock, who outlined the progress made to date.

Nick Mernock presented an update on the Culture Action Plan, noting that work began in November 2022 following national reviews of culture within Fire and Rescue Services. Members were informed that the Plan focused on values, culture, and misconduct and was developed in response to the 35 HMICFRS recommendations produced, 20 of which applied directly to Fire and Rescue Services.

Nick Mernock informed Members that a Culture and Inclusion Board, People Plan, and EDI Culture Plan had been established internally, alongside strengthened leadership behaviours.

It was noted that the Culture Action Plan now included over 50 measurable actions aimed at transparency and accountability. Members were advised that key developments included the introduction of a Cultural Dashboard to monitor wellbeing, fairness, and disciplinary trends, as well as the adoption of a “Just Culture” approach to resolve low-level issues quickly and constructively.

Members were updated on the positive progress reported through staff survey results, increased understanding of the Code of Ethics, and stronger engagement across all levels. It was also advised that the Culture Action Plan also aligned with national guidance and that a review would take place within the next six months.

Members were given detail of the work undertaken by officers to address the actions identified in the Cultural Action Plan. Members were also advised that training was being provided to ensure all staff understood the NFCC Core Code of Ethics, the Services Leadership Message, the Service Values and the Service expectations regarding behaviours and how to challenge poor behaviour. Additionally, Colours leadership training for supervisory and middle managers was also being delivered. The training provided the skills to have powerful conversations, identify poor behaviour and reflect on the leadership role.

CMI training continued for middle managers and Professional Standards training for those with line management responsibility covering conduct, absence and capability processes to strengthen managers skills. This was complimented alongside E. Learning for all staff on conduct, capability and absence management arrangements and Code of Ethics, Values and EDI training for all staff.

Members were also informed of the work undertaken to focus on the expected conduct of staff and support offered to encourage people to report wrongdoing. Members were advised that the Probation Service Instruction was amended to make clear that staff could be immediately dismissed if they failed to meet the required standards of behaviour set out in Core Code of Ethics and Service Values.

Clear guidance had been provided to staff on how to raise a grievance or whistle-blow along with a Joint Statement issued with representative bodies encouraging staff to anonymously report concerns through Safecall. The Anti-Bullying & Harassment Policy was updated to include of the Authoritys actions to provide reasonable steps to prevent sexual harassment. An independent external review of disciplinary and grievance investigations (Safecall) was completed and the Conduct Service Instruction was amended to make clear that for complex or serious cases, the Service may make use of suitably qualified external investigators.

The Chair, Councillor Finneran thanked Officers for the report and suggested providing an update to each Merseyside District Council to share the Authority’s progress. Nick Mernock confirmed that arrangements were already in place to highlight those efforts.

Ged Sheridan confirmed that Area Managers were already aligned with each Council in Merseyside, which included attending relevant boards to ensure consistent messaging and information sharing. It was reported that this also provided an opportunity to reinforce work on current plans and brief councils on the development of the Authority’s CRMP.

Nick Mernock highlighted efforts to strengthen managerial capability, including promoting staff internally to middle management roles and developing their skills.

Councillor Sullivan commended the report as excellent, noting the importance of middle management and acknowledged the positive work undertaken with trade unions.

Councillor Banks also praised the report. She expressed that she was pleased to see that 12 investigations had been completed and that no bullying incidents had been recorded. She noted that, while such behaviour could occur in any organisation, the current position demonstrated that cultural improvements were being made, particularly within middle management.

She also noted the importance of retaining experienced staff in managerial roles was emphasised, as this supported continuity, organisational knowledge, and ongoing cultural development.

RESOLVED that;

a)     the contents of the report and accompanying presentation be noted and;

b)     the progress of the Service in its Culture Action Plan be scrutinised.