SFRS Values Framework

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SFRSBoard/Report/ of 4 Version 1.0: 10.09.2015 SFRSValuesFramework

Report To: THE BOARD OF THE SCOTTISH FIRE AND RESCUE SERVICE

Report Number: B/POD/09-15

Date: 24 SEPTEMBER 2015

Report By: DIANE VINCENT, DIRECTOR OF PEOPLE AND ORGANISATIONAL DEVELOPMENT

Subject: SFRS VALUES FRAMEWORK

1. PURPOSE

1.1 To seek endorsement from the Scottish Fire and Rescue Service (SFRS) Board in

respect to the draft SFRS Values Framework.

2. RECOMMENDATIONS

2.1 The SFRS Board is invited to note contents and offer comments/endorsement in

respect to the proposed Values Framework.

3. BACKGROUND

3.1 The 2015 Cultural Audit provided an opportunity to engage with staff to identify a new

set of values which they felt were unique and important working within SFRS.

3.2 Work has been progressing to develop a document within which the new Values for

SFRS will sit (attached as Appendix). This document:-

Sets out what our new Values are and why they are important;

Illustrates the different contexts the Values apply and how these are relevant to

different employees working across SFRS;

Sets out behavioural indicators for all four Values in respect to associated

‘expected behaviours’ and ‘aspirational/leadership behaviours’;

Explains how these Values relate to working in SFRS and makes a link to key

documents and policies within SFRS which will incorporate the Values e.g.

Code of Conduct, Appraisal, Recruitment & Selection, Health & Safety etc;

Agenda

Item: 11



Highlights employee responsibilities in respect to the new Values and offers

ideas and suggestions which individuals and managers can use to help embed

the Values, and, encourage/develop associated positive behaviours.

3.3 Behavioural indicators have been developed in respect to associated ‘expected

behaviours’ and ‘aspirational/leadership behaviours’.

3.4 To help embed the new values across SFRS further supporting materials (e.g. ‘We

Value SAFETY/TEAMWORK/RESPECT/INNOVATION’ Guides) for each Value will

also be developed as resources for staff to access.

3.5 Once agreed the new Values for SFRS will be incorporated into relevant policies and

procedures, as outlined above, as well as the Strategic Plan 2016/19.

4. DEVELOPMENT OF SFRS VALUES FRAMEWORK

4.1 The SFRS Values, and the framework within which the new Values will sit, were

drafted with consideration given to findings from the 2015 cultural audit which

employees, Board members and Strategic Leadership Team (SLT) participated in.

4.2 Comments and suggestions received from staff focus groups were used to develop

the Values and the framework, including the behavioural indicators.

4.3 Wider consideration has been given to SFRS’s on-going strategic aims and

objectives, with input from SLT, Board members and trade unions being an important

aspect of the development process.

4.4 To ensure the new Values for SFRS are clearly aligned with our vision and strategic

aims, once formally approved, they will sit within the next Strategic Plan 2016-19.

4.5 Feedback from staff on the four draft Values was gathered through the strategic plan

engagement workshops. These sessions provided staff with an opportunity to offer

comments. These have been used to further refine the Values and framework.

4.6 Paper to Staffing Governance Committee (SGC - 23 June 2015). Comments received

and further refinement undertaken.

4.7 SFRS Board strategy day (4 August 2015) provided opportunity to seek input and

comments from Board members to further refine the Values Framework.

4.8 Paper to the Employee Partnership Forum (EPF - 6 August 2015) in terms of

progress with the new SFRS Values, and, requesting comments and input.

4.9 Paper to the SLT (19 August 2015) in terms of progress and to seek final

comments/endorsement in respect to the Values Framework.

4.10 Meeting with the Chief Officer (31 August) to review the Values Framework and seek

final comments and endorsement.

4.11 Update to EPF (17 September) and SGC (22 September) for final comments.

4.12 SFRS Values to the Board (24 September) to seek final comments and endorsement.



5 FINANCIAL IMPLICATIONS

5.1 It is anticipated that costs would be contained within existing budgets. Business

cases and financial impact assessments will be submitted for additional expenditure

identified.

6 EMPLOYEE IMPLICATIONS

6.1 The launch of the SFRS Values Framework will help position SFRS as a ‘Values’

based organisation. It is anticipated that an organisational Values framework will

enhance employee work conditions and experiences and will support delivery of key

outcomes for SFRS. A range of implications for employees include enhanced

employee engagement, improved performance and employee relations, reduction in

complaints and grievances.

7 EQUALITY IMPLICATIONS

7.1 Changes to policies, procedures and working practices will be subject to equality

impact assessment.

8 LEGAL IMPLICATIONS

8.1 No legal implications are anticipated for SFRS.

9 CORE BRIEF

9.1 Work has progressed to develop a set of Values for SFRS. Information from the

cultural audit was used to identify and shape these. Engagement with staff has been

central to the creation of the Values. Input from trade unions has been sought

throughout the development process. In respect to SFRS’s on-going strategic aims

and objectives input from the SFRS Strategic Leadership Team and Board has been

instrumental.

9.2 Summary of development process for the SFRS Values (June – September 2015):-

Draft Values presented to the SGC (23 June).

Feedback from staff at the strategic plan engagement workshops (May – June).

Input and comments received from the Board strategy day (4 August).

Update to the EPF (6 August) seeking input and comments.

Update to SLT (19 August) to seek final comments and endorsement.

Meeting with the Chief Officer (31 August) for final comments/endorsement.

Update to EPF (17 September) and SGC (22 September) for final comments.

SFRS Values to the Board (24 September) for final comments/endorsement.



Once approved the Values will be incorporated into the 2016/19 Strategic Plan.

9.3 Once approved work will be undertaken to launch the new Values Framework. To

embed the Values, they will be incorporated within key SFRS policies and

procedures, as well as the new appraisal and induction processes.

Diane Vincent Director of People and Organisational Development 24 September 2015 (For further information, please contact: Business Support Team, SFRS HQ, 5 Whitefriars Crescent, Perth, PH2 0PA)

Information and Guidance Handbook

It’s about how we work and what we value!

SFRSVALUES

Working together for a safer Scotland

SafetyTeamworkRespectInnovation

1. Why do we need Values for SFRS? 1

2. What are our Values? 3

3. Who do the Values apply to? 3

4. What is meant by behaviour? 3

5. Purpose of the behaviours 4

6. We value safety 6

7. We value teamwork 10

8. We value respect 14

9. We value innovation 18

10. What can I do to adopt and promote these Values? 21

11. What can I do to help ensure my team understand and demonstrate the Values? 22

12. How these Values relate to working in SFRS 23

13. Frequently asked questions 24

14. Further information and guidance 25

CONTENTS

Scottish Fire and Rescue Service

Following the creation of the single service, a major piece of work was undertaken that set out to establish what staff felt was working well, what was not, and what forms our core Values as a major Scottish public service.

The first ever Scottish Fire and Rescue Service Cultural Audit in 2014 involved staff across the service who were invited to take part in a survey and focus groups, and have their say on what makes SFRS the way it is and to identify what is unique and what we all Value most working here.

The Scottish Fire and Rescue Service should be a fulfilling and enjoyable place to work; we know from the cultural audit findings that staff share a strong sense of belonging and commitment; we are passionate about the jobs we do and the contributions we make. We all share in this enthusiasm and it is felt by partners, stakeholders and the members of our communities we work for and with.

Developing a new set of Values which staff have helped shape and create, marks an ongoing commitment to staff engagement. It also will help drive forward small changes in behaviour at all levels across the Scottish Fire and Rescue Service.

By promoting, adopting and demonstrating the attitudes and behaviours which underpin our Values, we can all contribute to ensuring the Scottish Fire and Rescue Service will be an effective, positive and collaborative place to work.

It’s about how we approach our work.The words we say and how we say them.The actions we take and the way we do them.

1. Why do we need Values for SFRS?

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Values Framework

The SFRS Values are underpinned by a set of

positive behaviours.

These behaviours describe how all of us are expected to carry out and

approach our work.

These behaviours should be reflected by all staff.

Your words become your actions,

Your actions become your habits,

Your habits become your values.

Mahatma Ghandi

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The Values identified as most important working within the SFRS are:

• Safety• Teamwork• Respect• Innovation

These Values and the behavioural framework which underpins our Values, apply to all employees and apply at all times when working for the SFRS.

A range of behaviours related to our Values were identified. These behaviours demonstrate the attitudes and approaches we should take to work. They are:

• How we do things

• How we treat others

• What we say and how we say it

• How we expect to be treated

2. What are our Values?

3. Who do the Values apply to?

4. What is meant by behaviour?

3

Values Framework

The behaviours presented under each Value illustrate how you are expected to behave to support the Scottish Fire and Rescue Service’s vision and contribute to the development and maintenance of a positive culture here within the SFRS.

The behaviours are those you can expect from colleagues and Managers.

These behaviours also align with the National Fire and Rescue Service Personal Qualities and Attributes (PQAs).

Examples of the behaviours specific to each Value are provided under each Value section. These are further categorised into:

• Expected behaviours – the required behaviours expected of all employees

• Aspirational behaviours – the behaviours required of our leaders and managers and also for people who are looking to develop.

Openness to Change

Confidence & Resilience

Working with Others

Effective Communication

Commitment to

Development

Problem Solving

Situational Awareness

Commitment to

Excellence

5. Purpose of the behaviours

4

Planning &

Implementing

Commitment to Diversity &

Integrity

SafetyTeamwork

RespectInnovation


Safety is not a gadget, but a state of mind. Eleanor Everet

Values Framework

Safety is not a gadget, but a state of mind.

This means our activities and decisions are guided by safety.

The main purpose of the Scottish Fire and Rescue Service is to work in partnership with communities and with others in the public, private and third sectors on prevention, protection and response to improve the safety and wellbeing of people throughout Scotland. Safety is not just for operational personnel - all staff deal with safety in one aspect or other, and it can mean different things to different people. In terms of safety as a Value, this means;

We value safety... and recognise the role we play working alongside communities in Scotland to keep them safe. We will be committed to working with communities and partner organisations to improve the safety and wellbeing of people throughout Scotland.

We value safety... of firefighters and recognise that operational incidents present the highest risk to our firefighters who work in dangerous and dynamically hazardous environments as an inherent part of their job. Activities that present a high risk to safety shall be limited to those that have the potential to save life, or prevent rapid and significant escalation of an incident. We will take responsibility for safeguarding our own safety and that of the people we work with; we will make informed professional judgements about the appropriate use of available resources in order to control the risks inherent in the unique circumstances of operational incidents.

We value safety of all employees... health and wellbeing of all employees and we recognise the impact that a positive safety, health & wellbeing culture can have on the organisation and on staff. We will all take steps to promote and support healthy working lives, maintain safe working environments, recognise when colleagues maybe under pressure or when stress becomes a risk factor within the workplace.

6. We value safety

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“Communities and services work together to decide what needs to be done, and how it is going to be done”

Commission on the Future Delivery of Public Services


You can consider different ways of creating a positive safety culture by looking at the exercises and suggestions outlined in the ‘We Value Safety’ guide.

Expected Our required behaviours

• We all have a role to play in deliveringthe prevention agenda within SFRS. Wecontribute to this agenda in a variety of ways. For example by enabling, supporting and working alongside our colleagues, partners and communities to make our communities safer; by conducting Home Fire Safety visits and offering advice; by visiting industrial premises to carry out audits and inspections; by all staff maintaining a focus on service delivery and our shared prevention agenda.

• Activities that present a high risk to safety shall be limited to those that have the potential to save life, or to prevent rapid and significant escalation of an incident.

• Health, safety, and wellbeing are central to everything we do. We will safeguard our own safety, health and wellbeing, our colleagues, partners and the public by acting responsibly and being mindful of safe working environments including maintaining our workspaces or by wearing appropriate PPE when required.

• We will bear in mind and promote healthy lifestyles and support each other’s efforts to maintain a good work/life balance. We will be proactive in the steps we take, recognising when colleagues are under pressure or when stress may become a risk factor within the workplace for ourselves or others.

Aspirational/LeadershipBehaviours required by employees looking to develop & those in senior or managerial positions

• Leading SFRS leaders promote understandthe complex and political environment thatthe [service] operates within and respondpositively to organisational change. They promote the shared prevention agenda, the importance of firefighter safety, as well as our focus on health, safety and wellbeing within teams and for all employees. They use theirpersonal energy and enthusiasm to create buy-in and influence and deliver a narrative thathelps people understand and commit to our Value of safety and the direction of travel in this respect.

• Empowering SFRS leaders care about, empower people and support efforts to maintain a focus on Community Safety, firefighter Safety, healthy lifestyles and good work/life balance. They lead by example and take appropriate steps to ensure the safety and wellbeing of employees. They take time to build relationships and networks that are critical to a shared prevention agenda.

• Being Accountable SFRS leaders are mindful of the challenges, opportunities and demands that are placed on the Service by external factors e.g. through legislation and Scottish Government, and maintain dedication to safety, wellbeing and prevention through adapting and changing processes, systems and procedures where necessary.

• DeliveringSFRS leaders implement plans which underpin Safety & Wellbeing and make best of use of resources which drive and align with our shared prevention agenda.

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Values Framework

How these behaviours help us... Valuing Safety, safeguarding, protecting and preventing loss of life is of paramount importance. By educating people about the dangers of fire and other emergencies, the more chance they have of ensuring their own and other people’s safety. If we all take steps to safeguard our own health, safety and wellbeing, a positive safety culture will flourish. And, by engaging with each other, our stakeholders, partners and our communities, we will be better equipped to work together to create a safer Scotland.

When a focus on SAFETY is demonstrated.

You take responsibility for your own safety and maintaining a safe working environment.

You take immediate action to highlight &/or remove safety hazards and risks to yourself or others.

You do not work excessive hours on a regular basis.

You report ‘near misses’.

You take steps to support colleagues who are under pressure.

You take action when stress may become a risk factor for yourself or others.

Work objectives are set and delivered with consideration given to their impact on improving the safety and wellbeing of people living in Scotland.

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“Services which help to secure improvements in the quality of life, and the social and economic wellbeing, of Scotland’s people and communities”


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Alone we can do so little, together we can do so much. Helen Keller

Values Framework

This means our activities and decisions are guided by teamwork.

Teamwork is the foundation of what we do and what we achieve. In every workplace across the SFRS teamwork and leadership skills are vital to our success. Working in an office, workshop, Control, responding to emergency situations, or any one of the varied work contexts across the SFRS, require a coordinated team response. Teamwork ensures an incident is dealt with quickly and safely and it ensures we all deliver on the job we are asked to do, in the best way possible, by working together.

We value teamwork… within teams across SFRS. It’s not only within an operational context that teamwork is essential, no matter what team you are a member of working together to deliver team objectives and ultimately strategic objectives, is essential. We will be committed to working collaboratively with others internally across the SFRS; we will make every effort to develop internal relationships to help deliver organisational objectives; and we will work together across boundaries of geography, role, uniform, non-uniform or Grade.

We value teamwork ... at operational incidents. Many pieces of equipment cannot be operated by a single firefighter, most procedures and techniques require multiple firefighters. Operationally, lives depend on ability to perform efficiently and effectively as a team. As such we will work as a contributing member of the team, we will support each other and we will look for opportunities to share our own knowledge and learn from each other as well as our successes and mistakes.

We value teamwork... working alongside our stakeholders and partners. We will proactively identify and pursue opportunities to work in cooperation and partnership with others in pursuit of our shared prevention agenda and maintain a focus on service delivery.

7. We value teamwork

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“Our focus is on outcomes and effective partnerships at a local level to deliver public services that are high quality, continually improving, efficient and responsive to local needs.”Renewing Scotland’s Public Services: Priorities for Reform in Response to the Christie Commission


You can consider different ways of promoting teamwork by looking at the exercises and suggestions outlined in the ‘We Value Teamwork’ guide.


• We work together as a team by being supportive and open, sharing information and by taking the time to develop effective working relationships with colleagues and partners. We listen to each other and we share skills, knowledge and experience.

• We work in partnership by overcoming the obstacles and barriers we may face. We seek opportunities to work collaboratively with others; we develop internal relationships to help deliver organisational objectivest; we actively involve and engage with others to help them achieve goals; we seek mutually satisfying outcomes for everyone involved and we deal positively with others’ negative attitudes and behaviours.

• We will work collaboratively across departmental boundaries to achieve shared goals. We will develop internal networks capable of furthering SFRS strategic objectives which contribute toward the overall goal; we take a joined up approach to planning and working across boundaries.

• We proactively identify and pursue opportunities to work in cooperation and partnership internally across all functions and geographies as well as externally with our partners and the community. We will achieve this by promoting the Value of working with others to a common agenda and purpose.


• Leading SFRS leaders set high standards and clear expectations by ensuring everyone within the team understands what is expected of them. They take time to explain the “why” as well as the “what” behind organisational change. They take time to build relationships and networks that are critical to Service successes and outcomes.

• Empowering SFRS leaders engage people in the planning process, listen to their ideas and recognise their contribution. They involve and empower people through inclusion in decision making and encourage staff participation outside of their immediate remit/ Department/ SDA.

• Being Accountable SFRS leaders are open to feedback and questions; provide feedback to teams and individuals; recognise and celebrate success; identify team strengths and areas for development; give praise and credit to others. They embrace differences and have no tolerance for any form of discrimination.

• Delivering SFRS leaders make best use of resources and skills, and ensure staff have resources to carry out the tasks required. They know that partnerships lead to sustainable outcomes and understand that they must build trust and share control to make partnerships effective. They find ways to develop shared outcomes whilst recognising different operating environments of their partners.

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Values Framework

How these behaviours help us …A focus on Teamwork will improve communication, access to skills, knowledge and experience. It also reduces potential barriers to providing a first class Fire and Rescue Service. Teamwork helps us work together for a safer Scotland.

When TEAMWORK is demonstrated.

You focus on organisational objectives, rather than your own or those of your immediate team.

You support others when you have the skills, knowledge or experience which would help progress a task or develop others.

You take steps to resolve problems or barriers you or your team may be contributing to.

You do not close people down by being judgemental, interrupting or talking over them.

You ask others for opinions or ideas.

You look for ways to work more collaboratively or adopt more ‘joined up’ ways of working.

You support and adopt a ‘can-do’ attitude at work.

You do not play power games or use your status to disrupt collaborative working or to pursue your own agenda.

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“It is essential to the future success of Scotland’s public services that all stakeholders now work together”


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Respect is how to treat everyone, not just those you want to impress.

Richard Branson

Values Framework

This means our activities and decisions are guided by respect.

Everyone has the right to be treated with dignity and respect at work. Respect is an important principle in itself for our desired organisational culture. Behaviours which do not align with the Values of the SFRS are outlined in the ‘Dignity and Integrity at Work’ policy. Every employee has a role to play in ensuring behaviours and actions are respectful at all times. It is in all of our interests that no one allows unacceptable behaviour to go unchecked – this means that we are all responsible for acting with integrity, taking action and challenging others in a constructive and respectful way when necessary.

We value respect... for each other and for ourselves. We expect to be treated with dignity and respect in the workplace and we take responsibility for challenging unacceptable behaviour. We expect our Leaders and Managers to lead by example and act with integrity. We will also take responsibility for our own actions, and the impact these have on others.

We value respect... toward the communities we serve. We respect and are open to individual differences and the diverse communities that we serve, that we work alongside and that we support. We respect the views of our stakeholders and partners, and we are honest and trustworthy at all times. We welcome the opportunity to discuss differences, explore alternative points of view or consider new or innovative approaches.

We value respect… and we will take the time to recognise effort, achievements and contribution. We will respect all members of the SFRS by acknowledging the contribution everyone makes regardless of geography, role, uniform, non-uniform or grade, and we will celebrate team successes and create a positive team spirit.

Respect is how to treat everyone, not just those you want to impress.

8. We value respect

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“Public services must improve transparency and accountability”


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You can consider different ways of promoting respect by looking at the exercises and suggestions outlined in the ‘We Value Respect’ guide.


• We respect others by resolving our differences in a constructive way and we will respect each other and the differences we have. We will achieve this by acknowledging different perspectives and by recognising that our words as well as our actions will have an impact on others. We will always challenge unacceptable behaviour.

• We respect others by demonstrating a positive professional attitude at all times, and by delivering the promises we make by always doing what we say we will do. We will take ownership for setting and maintaining standards and achieving objectives & recognise the efforts and contribution of others.

• We will respect the views of others by looking to learn from our colleagues & partners; taking responsibility for our own actions; admitting to our mistakes and we will learn from them, and we will always strive to put things right. We will respect the contribution that others can make by consulting with end users when new systems, processes or equipment are being considered.

• We will respect others by always leading by example and with integrity; providing constructive feedback on a regular basis; by ensuring fairness, integrity, openness, honesty and ethical approaches to everything we do.


• Leading SFRS leaders are motivational & respect the views of others. They provide a clear strategic vision and narrative and show strategic insight about what SFRS are trying to achieve by valuing respect in the workplace; they lead by example and challenge unacceptable behaviour at all levels.

• Empowering SFRS leaders create a constructive culture which values respect, encourages de-centralised decision making and empowerment by taking time for people and finding out what motivates them; they encourage two way communications and are open to constructive challenge.

• Being Accountable Leaders display a high level of integrity and ethical behaviour and treat individuals with dignity and respect. They take ownership for addressing unacceptable behaviour; are approachable, visible & deliver on promises. They build two way trust by telling the truth in a way people can verify; don’t have hidden agendas and are fair and transparent in their decision making.

• Delivering SFRS leaders accept responsibility for delivering Departmental and SFRS objectives; they align individual goals with workplace objectives and are open to different ways of working to achieve a common aim. They are respectful, flexible and responsive to diverse views and opinions.

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Values Framework

How these behaviours help us:By valuing respect we can ensure that our workplace is a productive, rewarding and enjoyable working environment for everyone. This is a workplace where people work well together; where individuals recognise that their own attitudes and behaviour have an impact on others; which builds upon individual strengths and abilities; which recognises each individual is unique and has the right to be treated with respect.

When RESPECT is demonstrated.

You involve others and listen to them regardless of differences in terms of role/grade or point of view.

You are willing to work with others. You respect and recognise that others may have a different focus in terms of achieving a goal or outcomes.

You are willing to take on board and consider the benefits of doing things differently, even when it is not the way you would approach things.

You lead by example, you always challenge unacceptable behaviour in the workplace and you support others who may be experiencing difficulties.

You always respond to emails and follow up with colleagues when you should.

You respect the different views, beliefs, values that others might hold.

You value and recognise the effort & contribution of others by acknowledging efforts and achievements.

You show consideration for others and empathy toward their emotional or physical wellbeing.

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“This means that public service organisations engage with people and communities directly, acknowledging their ultimate authority in the interests of fairness and legitimacy. That they work more closely with individuals and communities to understand their circumstances, needs and aspirations”


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Creativity is thinking up new things. Innovation is doing new things. Theodore Levitt

Values Framework

This means we should look for ways to make changes, small and large, that can make a difference.

Innovation and being creative will help the SFRS develop more effective and efficient processes, systems and performance. Being innovative does not always mean inventing completely new ways to work, it can also be about making small changes to current processes, systems or procedures, or applying these in a more flexible way to ensure successful outcomes across the SFRS and also in operational contexts where the priority is to save human life. Being innovative will improve outcomes across the SFRS – it will help us grow, adapt, be responsive to change and the needs of our communities.

We value innovation... by looking for opportunities to improve the way we do things. We will be open minded to new ideas and ensure ideas are given an opportunity to be voiced and developed. We will consider new ways of working and the best way of providing efficient and effective services in terms of how we work with each other, our communities, partners and stakeholders.

We value innovation... by ensuring policies and procedures are not used to constrain thinking or our approach to reach successful outcomes. We will be willing to ‘think outside of the box’, be flexible and always work to overcome obstacles.

We value innovation... in operational contexts by ensuring the priority to savehuman life and ensure the safety of firefighters is not compromised by prescriptive ways of dealing with incidents.

Creativity is thinking up new things. Innovation is doing new things.

9. We value innovation

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“Management and frontline staff in public services need to be encouraged and supported to prepare for change, promote innovation, embrace new approaches...”

Renewing Scotland’s Public Services: Priorities for Reform in Response to the Christie Commission



• We will consider the bigger picture and be mindful of any ways to improve the way we do things. We will look for ways to encourage and support innovative ideas, to challenge conventional thinking and approaches; be proactive in the pursuit of new ideas and processes to ensure the effective and efficient provision of service by the SFRS.

• We are open to new ideas and ways of thinking. We will take time to explore new ways of working, to consider the thoughts of others and ideas and identify which is the best way forward. We will foster collaboration and communication internally and externally relating to innovation across all organisational structures and hierarchies.

• We will be flexible and evaluate opportunities to take calculated risks; when making risk based or safety-critical decisions Incident Commanders may apply operational discretion to apply guidance flexibly when the benefit of what is intended justifies the risk in order to save human life or prevent incident escalating.

• We will be decisive and take ownership for the decisions we make; we will look for ways to reduce dependent behaviours and increase autonomy and responsibilities. We will be flexible and adaptive to changes we might face.


• Leading SFRS leaders create a vision that is compelling and realistic; they challenge the status-quo and keep an eye on the bigger picture; they are courageous in their decision making, and are prepared to take calculated risks.

• Empowering SFRS leaders enable a blameless culture by empowering and supporting teams to initiate improvements without fear of reprisal. They display a high level of understanding in instilling a culture of innovation within their teams. They provide opportunities for learning, creativity, innovation and sharing ideas. They build capacity and interact with employees.

• Being Accountable SFRS leaders are flexible and responsive to diverse views and opinions. They create a constructive culture which encourages innovation, accountability, empowerment, continuous improvement, sharing information and learning from successes and mistakes. They invite questions and set out expectations clearly.

• Delivering SFRS leaders accept responsibility for delivering Departmental and SFRS objectives. They innovate, make courageous decisions and take accountability for their impact. They identify and manage interdependencies and identify the wider impact of decisions. They make time for people finding out what motivates them in the workplace and aligns this with individual goals and objectives.

You can consider different ways of promoting innovation by looking at the exercises and suggestions outlined in the ‘We Value Innovation’ guide.

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Values Framework

How these behaviours help us:By valuing innovation we can ensure that the SFRS will have effective and efficientsystems and processes which help us achieve our priorities. Innovative thinking will help improve outcomes and will encourage decision-making which is not constrained by procedures and considers more flexible approach to deliveringsuccessful outcomes.

When INNOVATION is demonstrated.

You try new approaches and never say things won’t work without trying them.

You don’t just stick with what you know and you are willing to consider or explore new ways of approaching tasks.

You support others who are exploring new ways of working and listen to their ideas and suggestions for improvement.

You are willing to consider the benefit of changing the way you work.

You share your ideas, views or opinions with other people.

You are flexible in your approach and do not strictly adhere to procedures, for example when a strict approach is likely to prevent a successful outcome.

You consider ways to adapt existing processes to improve outcomes.

You always look for ways to overcome obstacles.

You are willing to consider risks/ benefits and accept responsibility for the impact of your decision.

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“Innovation is central to our approach. To tackle some of Scotland’s most enduring and complex problems, we know that business as usual is not enough. We must continually look for ways to do things better and more cost-effectively, informed by the evidence of what works. That means harnessing new technologies and embracing new ways of working”The Strategy for Justice in Scotland – Safer Scotland Scottish Government

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All employees of the SFRS have a key part to play in embedding the new Values framework. The new Values are what you have said you Value most about working here and therefore these will be successful with the support of everyone promoting them in everything we do.

To do this it’s essential that we all have an understanding of what the Values are and what they mean in the context of our own roles in the SFRS. To develop your own understanding of the Values you should:

• Read this document which contains the Values and the behavioural framework which underpins the Values. All new employees should become familiar and understand the Values during their induction period. These Values should be reinforced as part of team and individual appraisals, development and as well as part of day to day activities such as team meeting etc.

• Discuss with your manager and work colleagues how these behaviours relate to working in SFRS, specifically role/remit and work objectives.

• Familiarise yourself with other key policies and procedures referred to within this document.

• Work at achieving the expected behaviours described in the Values framework and consider the aspirational behaviours and how these are demonstrated.

• Discuss with your line manager any behaviours that do not support the Values.

• Consider situations where the Values are not supported or when behaviour provides an excellent example of demonstrating and upholding them. Look for ways to highlight examples to your Manager or work colleagues. Consider what is and what behaviour isn’t appropriate, for example, when banter or humour becomes offensive and unacceptable.

• We should all lead by example – constructive communication and feedback leads to sustained changes in behaviour and Managers should monitor situations to ensure changes are maintained.

10. What can I do to adopt and promote these Values?

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The following information offers some further ideas to help embed the Values and encourage positive behaviours within teams.

• Sign post staff to this information booklet. Ensure staff read and consider the Values and associated behaviours.

• Incorporate the Values into regular team meetings as a standing agenda item. This will provide you and your team with the opportunity to consider how each Value has been demonstrated in terms of work being carried out or if there might be opportunities to develop a specific Value as a team.

• Consider the exercises and suggestions outlined in the ‘We Value Safety/ Teamwork/Respect/Innovation’ guides. Incorporate different activities into team development sessions, team &/or one to one meetings.

• Meet regularly with your team and advise on what behaviours are acceptable and what are not e.g. within your work environment what types of jokes/ banter is acceptable, is swearing the norm etc. Consider with your team how these behaviours fit into the framework. We are individually responsible for positively role modelling expected behaviours and for promoting these in the workplace.

• Lead by example – this is critical for your team to adopt these Values and behaviours. Reinforce and recognise positive behaviours by encouraging and promoting examples of good behaviours within the team.

• Act promptly when members of your team are not positively displaying behaviours outlined within the Values framework.

• Identify whether individual team members require additional guidance. Make sufficient time to discuss the Values and options in terms of expected behaviours. This should follow through into personal objectives &/or development plans.

• Help your team put the Values and associated behaviours into a working context. Demonstrate by explanation/ examples what types of behaviour align with SFRS Plans.

11. What can I do to help ensure my team understand and demonstrate the Values?

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Our Values reflect what we value working here and are therefore relevant to many of the policies, procedures and systems of the SFRS. The new Values for SFRS will be considered against a range of current processes, and revised policies and procedures will be developed where appropriate. The following policies and procedures are listed as examples which staff should be aware of and familiar with, in particular:

• The Code of conduct sets out how employees are expected to conduct themselves when working within SFRS and outside of work.

• Recruitment and Selection Policy sets out the process by which the SFRS recruits and promotes people.

• Appraisal SFRS Values should be taken into account when appraising performance at work.

• The Discipline Policy and Procedure sets out the standards of conduct expected by all staff, provides a framework within which managers can work with employees to maintain standards of conduct and to encourage improvement where necessary.

• The Grievance Policy and Procedure underpins the SFRS’s commitment to creating a fair and equal working environment that allows all employees to contribute to its success. However, it recognises there will be occasions when an employee may feel aggrieved about their employment and this document sets out the process they can follow.

• The Dignity & Integrity at Work policy identifies opportunities to promote equality and mitigate any negative behaviours and attitudes which adversely impact on individuals and or groups of people

• The SFRS Health & Safety Policy recognises the impact that a positive health, safety and wellbeing culture can have on the organisation.

12. How these Values relate to working in SFRS

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Values Framework

I wish to make a complaint about a colleague’s behaviour at work. How do I do this?

You may address this firstly by trying an informal approach to resolve the matter. Try having a conversation with your colleague to let them know that their behaviour is not aligning with the Values. You may also need to discuss concerns with your line manager if you believe that some behaviours in the workplace are not acceptable.

I do not believe the SFRS has the right to tell me how I should behave at work. Does the Values framework apply to me?

With input from staff, the SFRS has established a set of key behavioural principles which outline what we value working here, to help create a positive culture and working environment which will be of benefit to all employees as well as in our dealing with partners, stakeholders and members of our communities. These values therefore apply to every employee of the SFRS.

How can I develop my own understanding of how SFRS Values apply to me or develop myself against these Values?

For each Value there is a ‘We Value’ guide containing exercises and resources which can be used to help develop your own understanding or that of teams in respect to each of our four values. Sections 10, 11 and 12 also provide information which you should find useful in developing understanding and embedding these Values into everyday work contexts and routines. You can also discuss with your own line manager how you can reinforce and develop these Values in a work context.

13. Frequently Asked Questions

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If you have any questions or would like further information:

• Additional resources are available on the intranet. You can access these using the link below.

• Contact your line manager to discuss or clarify any questions you might have.

• You should approach your line manager for further information in the first instance however if for any reason you cannot do this you can also contact your Directorate/Area Human Resource Advisor (HRA) who should be able to advise you and offer you support if required.

You can consult the following documents on the intranet:

16. Further information and guidance

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We Value Safety guide

We Value Teamwork guide

We Value Respect guide

We Value Innovation guide

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SFRS Values Framework

Documents

Transcript of SFRS Values Framework