Agenda item

(To receive a report by Simon York, Area Manager - Lincolnshire Fire and Rescue, which highlights to the Committee the key elements of the recently agreed Wellbeing and Inclusion Framework, which forms part of Fire and Rescue's People Strategy)

Consideration was given to a report which highlighted the key elements of the recently agreed Wellbeing and Inclusion Framework, which formed part of Lincolnshire Fire and Rescue's People Strategy.  It set out the roles and responsibilities and provided a clear structure to support the achievement of that vision.

Members were informed that the importance that Lincolnshire Fire and Rescue placed on staff wellbeing had long been recognised and could be clearly to a positive Service culture and improved community outcomes.  Over the last 12 months there had been increased national interest within the sector on the wellbeing and inclusivity of staff, which had resulted in a number of initiatives to help improve staff wellbeing including promotion of the MIND blue Light Programme and the development of the NJC Inclusive Fire Service Group (IFSG) work.

It was acknowledged that Lincolnshire Fire and Rescue already had a number of mechanisms in place to support staff, but it was important that a coherent approach to delivering these initiatives to improve wellbeing and inclusion within the workforces was maintained.

Members were provided with the opportunity to ask questions to the officers present in relation to the information contained within the report and some of the points raised during discussion included the following:

·         It was commented that the idea of having wellbeing champions was excellent and was about communication and training.

·         It was queried whether there were officers who had suffered post traumatic stress disorder.  Members were advised that there had been post incident debriefs in position for many years.  However, in the past there may have been more focus on the period just after the incident rather than issues which may materialise 6 months, or a number of years later.

·         There was support for the introduction of a more structured approach, and it was suggested it may be useful for the Committee to see the effects of it in 12 months' time, and have an update report brought back to the Committee.

·         It was noted that the resources of support service Oscarkilo were included as part of the assurance process.

·         It was queried whether the public would consider a diverse workforce to be a priority for Fire and Rescue.  However, members were advised that this was a huge issue nationally and was a very important issue for the Service.  It was important that the fire service represented its local community.  From a retained duty system perspective, if there was a shortage of fire fighters then diversity issues would not be taken into consideration, when considering applications.  It was more of a consideration for whole time applications, as it was important to make it possible for everyone to access.

·         There was further support for the introduction of wellbeing champions, as one of the biggest barriers was people realising they have a problem and then having the confidence to seek help.

·         It was noted that all managers received training in relation to confidentiality.  There would also be ongoing training for managers in supporting mental health issues.  The support mechanisms would be fully qualified professionals.

RESOLVED

            That the comments made in relation to the report be noted.