OVER THE past 12 months, South Wales Fire and Rescue Service have focused on exceptional service and operational transformation, emphasising inclusivity, transparency, and accountability. Significant work has been done on governance, policy and procedures, and recruitment, along with tactical changes to support frontline teams’ well-being and welfare.
The Commissioners have provided strategic oversight, setting clear expectations and recognising when colleagues have succeeded. Their two-speed approach has both long-term strategic changes for the organisation’s future and short-term improvements based on staff feedback for enhanced operational effectiveness and service culture.
Some of those changes include:
- Having developed an ambitious strategy that brings together all the workstreams from the reports and inspections
- Started our journey on digital transformation, supported by a Welsh innovation charity to scope their approach to data and IT to make their operationality more effective and to modernise their broader ways of working
- Recruited a new Executive Leadership Team
- Working to redesign the governance structures
- Launched Educate to Prevent to set the standards expected
- Started a Community Risk Management Plan and a Fire Cover Review to assess risks to the community and to ensure they are positioned for maximum operational effect
- Invested in facilities, training and redesigned processes that focus on decontamination of kit and equipment for firefighters
- Delivered the recommendations of the Welsh Government Thematic Reviews
- Developed new Prevention, Protection and Response Strategies.
Dominic Mika, Director of Strategic Change and Transformation, explained: “We are now seeing signs that strategic work is shaping day to day delivery across the Service.
“New ways of working, updated training, and revised policies build on the foundations set over the past year. We report this progress to the Commissioners and Welsh Government.
“We know there is still work to do to embed the changes we have made so all our colleagues feel the difference, including delivering the changes to our ICT and digital systems.
“We continue to listen and learn while seeking to lead the way with a culture that is welcoming and supportive, and holds true to the heartbeat of the Service.
“Early data from our staff survey shows an increase in colleagues who participated when compared to last year’s HMICFRS survey, and nearly a 10% rise in staff morale.
“Impressively, 100% of respondents reported being aware of or reviewing the Core Code of Ethics and new Service values. We are still analysing and evaluating the results and will share them shortly.”
Chief Fire Officer Fin Monahan added: “I’m proud of what we have been able to achieve in the last year. We recognise that some work will take years to fully implement, but we’ve made significant progress and are maintaining the momentum.
“Our new Strategy – launched in April – focuses on operational excellence and achieving our ambition of becoming an outstanding fire and rescue service.
“Within the workstreams, we have been able to make some immediate changes based on frontline feedback, improving well-being and introducing a just culture approach that encourages open reporting while ensuring accountability.
“We have almost completed the recommendations in the Culture Report, the work to deliver the recommendations in the thematic reviews is on track for completion by the end of the year, work on the nine transformation projects is well underway.
Lead Commissioner, Carl Foulkes, added: “We put robust governance in place to make sure the Service delivers the strategic changes agreed, and it is pleasing to see progress being made.
“For the recommendations, we have quality assured each one and, in a few instances, where we think there more can be done to fully embed the change, we have asked for further work.
“On the Step Forward Transformation, Thematic Reviews and the HMICFRS Causes of Concern, we have overseen tracked progress through detailed updates during governance meetings and are assured that things are changing and work is being delivered.
“We share and support the CFO’s vision to make the Service the very best it can be.”
