Issue details

When it became obvious that there were significant capacity issues with GMP and their ability to deliver the Authentic Voice programme agreed by the GBV Board – the Director of the PCCJF Directorate met with the Chief fire Officer to determine whether the programme could be pivoted to support the cultural change programme in GMFRS. The Chief Fire Officer agreed with this approach and the programme was tailored to be delivered to GMFRS.

The Training Programme
• Working with the 30 middle managers, we can run them through the Look Again exercises
• We will then work with them to reflect and co-design how they would filter this thinking down to staff they manage and also how they will inspire the leaders above them.
• From that work, we can collect and curate the stories to playback to the 30 middle managers and show them what we want them to see, feel, and be inspired by.
• By getting people to look again they’ll constantly challenge their own assumptions, learn from that, and also inspire others to see how to perform better.
• This pilot will set up ripples that you can then allow you to quickly use this investment to roll out to a wider number of staff on a continuously rolling basis without the constant set-up. Once the programme is set-up, more people can join and this can be run by GMFRS.

Legacy Of The Training Programme
• After the pilot SBL and SafeLives will work with GMFRS to reflect, review, iterate and plan for widening the reach.
• This will include updating the knowledge board and systems map.
• GMFRS will clearly be able to see where we started and how positive outcomes have been created.
• Plan for maintaining the momentum and impact of the initiative for future phases.
• Work out a plan to integrate positive changes into GMFRS policies in the future.
• Disseminate successes and learnings.
• Celebrate the 30 middle managers so that they can see what they’ve accomplished and become allies to the bigger goals.
• Work towards embedding these changes into the cultural fabric of GMFRS.
• Ensure that GMFRS is seen as a desirable and progressive employer.
• Use all this progress to deepen social ties beyond GMFRS and across the communities in Greater Manchester