|
|
|
1 |
Summary |
|
|
1.1 |
The report explains the need to set and articulate clear values for the Service and the Authority. As we enter a change of massive transformation the need to be clear as to what type of organisation we want to be and how we will go about delivering our business is crucial. |
|
|
2 |
Background and Contribution to Mission and Key Objectives |
|
|
2.1 |
With the approval of a new structure for the Corporate Plan, work is now well advanced to develop the various medium term plans which help to identify the key tasks which ultimately become the basis for the numerous functional timelines. Additionally, we have now set new corporate aims for the Authority and have begun work on next years Integrated Risk Management Plan. This represents the corporate blueprint for achieving our aims and in turn the mission to Make Hampshire Safer. |
|
|
2.2 |
The 5 key aims are purposefully simple, clear and necessarily narrow. They focus on what we are here to do in the first instance. However by the very nature of being a public sector body other wider responsibilities fall to us in terms of ethical behaviour, promoting societal well being and good race relations. |
|
|
2.3 |
Moreover the major changes taking place across the Fire Service need to be underpinned by a cultural shift which amongst other things moves us away from response to prevention and protection, which values diversity and promotes equal status for operational and non operational staff. |
|
|
2.4 |
As such new values need to be enshrined in our Corporate Plan not as specific objectives or projects but as a consistent theme through all our activities, hence we need to articulate the values to which we will work to when going about our business. |
|
|
|
|
|
|
3 |
Report |
|
|
3.1 |
Considerable work has already been undertaken by the Chief Fire Officers' Association to agree industry-wide values these quite helpfully spell out the acronym IPDS We value Innovation We value People We value Diverse Community We value Service |
|
|
3.2 |
Whilst these encapsulate the values necessary to deliver change in the Service and work effectively in the future, I am conscious of the particular context in Hampshire and therefore intend to build on these. |
|
|
3.3 |
As such, the four values have been adjusted to align with our local situation and the following are proposed. |
|
|
|
We value: Openness, Honesty and Integrity |
|
|
|
With and amongst our staff and other stakeholders, we will commit and act professionally with all, especially when what we are saying might be perceived as bad news. We will accept responsibility for our performance and work in an open minded way. |
|
|
|
We value: Diversity |
|
|
|
We will continue to strive for a workforce that reflects the communities we serve because we appreciate the richness diversity can bring to the quality of our service and decision making. We will practise and promote fairness and respect, challenging prejudice and discrimination. |
|
|
|
We value: Challenge and Innovation |
|
|
|
We will continually challenge all that we do and encourage new ideas and methods of working that help us to make Hampshire Safer. We will learn from our experience and from others. |
|
|
|
We value: Service |
|
|
|
We will focus on service to the public and because our people make the difference to that, we are committed to investing in them so that they can best serve our communities. |
|
|
|
We will work with all groups to reduce risk. |
|
|
|
We will strive for excellence. |
|
|
|
We will recognise merit and support personal development. |
|
|
|
We will be answerable to those we serve. |
|
|
|
As values are relatively intangible but have a positive effect, it is important that we are able to relate to specific evidence which demonstrates our commitment to these values both by the Authority and the Service. |
|
|
3.4 |
Hence for openness, honesty and integrity we can relate to our Codes of Conduct, Data Protection and Freedom of Information activities as well as our information sharing policy and complaints procedure. In relation to diversity - our associated policies for recruitment and selection and our involvement in local diversity groups would be evidence. |
|
|
3.5 |
Challenge and innovation are best illustrated by the creative outputs of the organisation such as the trials relating to Havant and Winchester and particularly a staff suggestion scheme. |
|
|
3.6 |
In terms of Service there are two elements to this, firstly, the focus on quality of performance which is measured by our Performance Indicators. However, the second element is our belief that it is people that make the Service excellent. I believe we can point to our investment in staff development, our IPDS activities, and increasing involvement of staff in influencing how the service is delivered. |
|
|
4 |
Risk Management |
|
|
4.1 |
It will not be sufficient for us to merely acknowledge these values; we must actively promote and celebrate them if we are to move forward with the modernisation agenda. Inevitably some people in the fire and rescue service will be uneasy with the changes that the new values will imply and there will undoubtedly be those with development needs who will require support if they are to make the transition to a value-centred way of working. There will be others well along the path to integrating a set of values into their procedures and practices. |
|
|
4.2 |
However, if we do not take up the challenge of embracing a new value system, then we risk being increasingly regarded as out-of-touch with the needs of our own people and the communities we serve. |
|
|
4.3 |
If the Service itself does not actively foster a spirit of innovation and is not prepared to confront new challenges in new ways, then it will never be able to meet the demands of a rapidly changing environment and we will be left behind. If the people who populate the Service treat each other in a way that fails to recognise the contribution that everyone has to offer, or to recognise the untapped resources that its people represent then our Service will never reap the rewards that diversity can bring. Lastly, if we lose sight of the simple fact that as a service provider we should be striving for constant improvement and doing a better job in a better way, then we run the risk of being seen as ignorant of the needs of those we serve. |
|
|
4.4 |
In short, we will have failed to support modernisation. |
|
|
5 |
Consultation |
|
|
|
Clearly a set of values cannot be imposed and needs to win approval both from the community we serve and our own staff. The intention will be to begin a process of consultation, not only to establish views, but raise awareness amongst staff and members of the public as to our aspirations. With the establishment of the new marketing and communications team and the impending staff survey in early 2005, an ideal opportunity exists for these proposals to be debated with various stakeholders. |
|
|
6 |
Resources |
|
|
6.1 |
Financial Resources |
|
|
|
There is no direct financial impact to the adoption of these values, although the consultation process will have a cost. This will be met within the current budget. |
|
|
6.2 |
Human Resources |
|
|
|
The integration of these values into our way of working, training and delivery will inevitably require additional work initially within the training and communication teams. It is likely to have a tangible impact on workloads. |
|
|
6.3 |
ICT Resources |
|
|
|
None directly. |
|
|
7 |
European Convention on Human Rights and the Human Rights Act 1998 |
|
|
|
The proposals within this report are considered compatible with the provisions of the European Convention on Human Rights, the Human Rights Act 1998, and the Race Relations (Amendment) Act 2000. |
